طراحی الگوی مطلوب مدیریت منابع انسانی با رویکرد تفکر استراتژیک مطالعه موردی: سازمان جمع‌آوری و فروش اموال تملیکی کشور

زمینه و هدف: این پژوهش با هدف ارائه الگوی مدیریت منابع انسانی با رویکرد تفکر استراتژیک در سازمان جمع‌آوری و فروش اموال تملیکی کشور انجام شد.روش‌شناسی: روش آمیخته «کیفی (تحلیلتم) و کمی (پیمایشی)» است. در بخش کیفی 15 نفر از خبرگان به روش نمونه‌گیری گلوله برفی و در بخش کمی (کلیه مدیران و مسئولان سازمان جمع‌آوری و فروش اموال تملیکی کشور به تعداد 142 نفر) به روش سرشماری انتخاب‌شده‌اند. روایی محتوایی و سازه ابزارها مورد تایید قرار گرفت و پایایی آن‌ها نیز با استفاده از ضریب آلفای کرونباخ برای پرسشنامه اولیه 932/0 محاسبه شد. جهت تجزیه‌وتحلیل داده‌ها از تحلیلتم، دلفی فازی، مدل‌سازی ساختاری تفسیری و معادلات ساختاری استفاده شد.یافته‌ها: بر اساس یافته‌ها مدیریت منابع انسانی با رویکرد تفکر استراتژیک دارای پنج شاخص اصلی گروه‌های ذینفع، عوامل موقعیتی، انتخاب سیاست منابع انسانی، دستاوردها و نتایج بلندمدت است.نتایج: نتایج تحلیل معادلات تفسیری تاثیرگذاری نیز نشان داد که عوامل موقعیتی بر گروه ذینفعان و انتخاب سیاست منابع انسانی تاثیرگذار می‌باشد. گروه ذینفعان می‌تواند انتخاب سیاست منابع انسانی را تحت تاثیر قرار دهد. همچنین انتخاب سیاست منابع انسانی بر دستاوردها و دستاوردها هم بر نتایج بلندمدت می‌توانند تاثیرگذار باشند. همچنین تحلیل معادلات ساختاری و برازش مدل نیز نشان داد که الگوی مفهومی ارائه‌شده تایید و شاخص‌های نیکویی برازش نشان از مطلوب و تایید بودن مدل داشت.

designing the ideal model of human resource management with a strategic thinking approach the case study organization for the collection and sale of the acquired property of the country

designing the ideal model of human resource management with a strategic thinking approach the case study organization for the collection and sale of the acquired property of the countrybackground and aim: this research was conducted to provide a model of human resources management with a strategic thinking approach in the organization of collecting and selling the acquired property of the country.methodology: the mixed method is qualitative (theme analysis) and quantitative (survey). in the qualitative part, 15 experts were selected by snowball sampling method and in the quantitative part (all managers and officials of the country's property collection and sale organization, numbering 142 people) were selected by census method. the content and construct validity of the instruments were confirmed and their reliability was calculated using cronbach's alpha coefficient of 0.932 for the initial questionnaire. theme analysis, fuzzy delphi, interpretive structural modelling and structural equations were used to analyze the data.results: according to the findings, human resource management with a strategic thinking approach has five main indicators of stakeholder groups, situational factors, human resource policy selection, achievements and long-term results.conclusion: the results of the analysis of the explanatory equations of influence also showed that situational factors influence the group of stakeholders and the choice of human resources policy. stakeholder groups can influence hr policy choices. also, the choice of human resources policy can have an impact on achievements and achievements on long-term results. also, the analysis of structural equations and model fit showed that the presented conceptual model was confirmed and the goodness of fit indicators showed that the model was desirable and valid. extended abstractintroductionhuman resource management, as one of the most important operational tasks of the management staff, includes planning, organizing, monitoring and controlling recruitment operations, improvement, maintenance, use of human resources and human resources planning in general. with continuous changes and creating a strong sustainable competitive advantage, it is necessary to have competent human resources who can accurately predict business intelligence and actively design strategic planning (diaz-fernandez, 2014: 210; werner). & desimone, 2012: 120). according to the researcher's review, this is the first research that presents a model of human resource management with a strategic thinking approach in a government organization, so far neither external research nor internal research has a model for human resource management with a strategic thinking approach presented. the focus of this research is on the government environment, while most of the research that has been done so far in the field of strategic thinking has focused on manufacturing industries. this research tries to provide a comprehensive and strategic model of human resource management with a strategic thinking approach for the country's property collection and sale organization. methodologyaccording to the general purpose of the research, the research method is of mixed type. the first step of identifying the indicators of human resources management with the approach of strategic thinking is done through interviews with experts and qualitative data analysis (analysis). also, to verify the extracted themes check the authenticity of the interviews and reach a consensus on the extracted themes, a questionnaire is designed based on the findings of my analysis and completed by experts (fuzzy delphi analysis). in the next step (quantitative analysis), after distributing and collecting the questionnaire, quantitative data analysis was performed with the aim of modifying and confirming (validating) the indicators of human resource management with the strategic thinking approach obtained in the qualitative part, as well as checking and fitting the proposed research model. the statistical population of the qualitative part of the research was formed by executive experts who were fully familiar with the country's property collection and sale organization. the sampling method in the qualitative section is snowball sampling. 15 managers and officials of the country's property collection and sale organization including board members, advisors and managers, and vice presidents and heads of departments were selected in this department. results and discussionafter extracting the primary codes, the researcher classified the codes in search of secondary (sub)themes with the assumption that different primary codes can be combined to create secondary themes and determined the secondary themes from their combination. according to the obtained results, it can be seen that the lowest agreement of the experts is related to creating a balance between stable innovation and continuous improvement. in addition, the tolerance threshold of experts' opinion is also considered to be 0.7, which is removed from the sub-factors according to the results of creating a balance between stability and innovation and continuous improvement. considering that the disagreement of experts in the first and second steps does not have a significant difference and the agreement score of experts in all factors was more than 70%, all factors are confirmed. the results show that all factor loadings are significant at the 95% confidence level. in the current research, the constructs (the latent variables) in the model interact more with their indicators than with other constructs, in other words, the divergent validity of the model is adequate. the goodness of fit index (gof), which has a value of 0.491, shows the overall fit of the model. because this value is greater than 0.4, as a result, the overall fit of the model is confirmed. conclusionthe results showed that situational factors affect the group of stakeholders and the choice of human resources policy. stakeholder groups can influence hr policy choices. also, the choice of human resources policy can have an impact on achievements and achievements on long-term results. in the continuation of the analysis of structural equations and model fit, it also showed that the presented conceptual model was confirmed and the goodness of fit indicators indicated that the model was desirable and valid. in line with the above results, it can be said that human resources are the most valuable production factor and the main source of competitive advantage and key capabilities of any organization, and human resources are considered a strategic resource for organizations, therefore, human resources planning is a part of strategic planning and is the foundation stone. human resource planning is knowing the assumptions in which decisions are made, and in the case of proper forecasting and judgment, the expected goals will be realized. fundingthere is no funding support. authors’ contributionall of the authors approved thecontent of the manuscript and agreed on all aspects of the work. conflict of interestauthors declared no conflict of interest. acknowledgmentswe are grateful to all the scientific consultants of this paper.