الگوی مدیریت منابع انسانی پایدار: زمینه، محتوا و پیامدها

زمینه و هدف: هدف پژوهش، بررسی مقالات موجود در حوزه مدیریت منابع انسانی پایدار به‌عنوان رویکرد نوین سازمان‌های قرن بیست‌ویکم با استفاده از روش تحقیق فراترکیب و ارائه یک الگوی جامع از مدیریت منابع انسانی پایدار می‌باشد.روش شناسی: روش پژوهش از نظر هدف، کاربردی و از نظر ماهیت، توصیفی است. جامعه آماری پژوهش مبتنی بر مقالات معتبر حوزه مدیریت منابع انسانی پایدار در پایگاه‌های علمی و روش گردآوری داده‌ها اسنادی است. از روش فراترکیب به‌عنوان روش فرامطالعه کیفی برای جمع‌بندی نظام‌مند نتایج یافته‌های تحقیقات پیشین استفاده‌شده است. با بررسی‌های انجام‌شده در پایگاه‌های علمی معتبر 64 مقاله شناسایی و پس از غربالگری، 21 مقاله انتخاب و بررسی شد. درنهایت 60 کد استخراج و پس از طبقه‌بندی کدها، در قالب سه مقوله: زمینه، محتوا و پیامدها مدل تبیین شد. برای سنجش پایایی فراترکیب از شاخص کاپای کوهن استفاده‌شده است که برابر با 0.8 می‌باشد.یافته ها: یافته‌ها نشان می‌دهد که مقوله زمینه (بستر) مدیریت منابع انسانی پایدار دارای دو مفهوم زمینه فردی و سازمانی (20 کد)، مقوله محتوای مدیریت منابع انسانی پایدار شامل دو مفهوم کارکردها و ویژگی‌ها (19 کد) و مقوله پیامدهای مدیریت منابع انسانی پایدار شامل دو مفهوم پیامدهای فردی و سازمانی (21 کد) است.نتایج: پژوهش حاضر با بررسی جامع مطالعات پیشین؛ زمینه، محتوا و پیامدهای مدیریت منابع انسانی پایدار را در قالب یک مدل ارائه داده است. انسان‌ها بیشتر عمر خود را صرف کار در سازمان‌ها می‌کنند، پس دنیای کار مناسب‌ترین مکان برای به‌کارگیری ایده پایداری است. پایداری از فرد به سازمان و از سازمان به جامعه منتقل می‌شود و برعکس.

sustainable human resource management: context, content and consequences

a b s t r a c tbackground and aim: the purpose of this study is to review the existing articles in the field of sustainable hrm as a new approach in 21st century organizations using meta-synthesis research method and provide a comprehensive model of sustainable hrm.methodology: the research method is applied in terms of purpose and descriptive in nature. the statistical population of the research is based on authoritative articles in the field of sustainable hrm in scientific databases and the method of data collection in the form of documents. the meta- synthesis method has been used as a qualitative meta-study method to systematically summarize the results of previous research. by reviewing the valid scientific databases, 64 articles were identified and after screening, 21 articles were selected and reviewed. finally, 60 codes were extracted from them and after classifying the extracted codes of the model in the form of three categories: context, content and consequences were explained. the cohen kappa index with a numerical value of 0.8 was used to measure the reliability of the meta- synthesis.results: findings show that the context category of sustainable hrm has two concepts of individual and organizational context (20 codes), the category of sustainable hrm content including two concepts of functions and characteristics (19 codes) and the category of consequences sustainable human resources management are in two concepts of individual and organizational consequences (21 codes).conclusion: the present study with a comprehensive review of previous studies; presents the context, content and consequences of sustainable hrm in a multilevel model.extended abstractintroductionthe capabilities of the sustainability paradigm as a new paradigm of human resources management, compatibility with new social and organizational theories on the one hand, and the lack of a comprehensive model of sustainable human resources management on the other hand, create the need for a comprehensive study to develop and identify the context, content and consequences of the implementation of sustainable human resources management. therefore, the aim of the research is to systematically review the existing literature in the field of sustainable human resource management as a new approach of 21st century organizations using the meta-synthesis method and provide a comprehensive model of sustainable human resource management. methodologythe research method is applied in terms of purpose and descriptive in terms of nature. the statistical population of the research is based on valid articles in the field of sustainable human resource management in scientific databases and documentary data collection method. the meta-synthesis method has been used as a qualitative meta-study method to systematically summarize the results of previous research findings. the steps performed in this research are based on the method of sandelowski and barroso's (2007). 64 articles were identified with the investigations carried out in reliable scientific databases and after screening, 21 articles were selected and reviewed. finally, 60 codes were extracted and after classifying the codes, they were explained in the form of three categories: context, content, and consequences of the model. cohen's kappa index was used to measure the reliability of the synthesis, which is equal to 0.8. results and discussionthe findings show that the sustainable management of human resources is a multi-level phenomenon including context, content (process) and consequences. considering the phenomenon of sustainable human resources management as multi-level means that although the sustainable management of human resources is an organizational process, its predictors are located at other levels (individual, organizational). predictors are factors that affect sustainable human resource management, and their careful examination provides us with the power of prediction and readiness to react. multi-level findings help us to understand why sustainable human resource management is different in the real and perceived scene. as it was said, the systematic review of the literature in the field of sustainable human resources management showed that in the existing literature, the context (drivers) of sustainable human resources management are explained in the two concepts of individual and organizational level (20 codes), the content of sustainable human resources management in the two concepts of functions and characteristics (19 codes) and the consequences of sustainable human resources management in the two concepts of individual and organizational consequences (21 codes). conclusionthe current research with a comprehensive review of previous studies; it has presented the context, content and consequences of sustainable human resource management in the form of a model. the field or drivers of sustainable human resource management have been considered at both individual and organizational levels; competence, altruism, empathy, voluntary behavior, problem-solving skills, maturity of human resources as individual drivers (field) as well as sustainable structure, organization strategy, strategic fit, continuous learning, development of human resource management knowledge, sustainable culture and value, diversity management, sustainable work system, employee support, social capital, employee cooperation, employee participation and social dialogue are classified as drivers (field) of sustainable human resource management.the content of sustainable human resource management includes; sustainable recruitment, leadership and interaction with employees, sustainable training and development, sustainable maintenance, sustainable reward and compensation, sustainable performance evaluation of human resources, flexibility, value-oriented, strategy-oriented, competence-oriented, employee relations and management based on trust, long-term orientation of people, care of employees, care of the environment, emphasis on respect, collaborative management, emphasis on the optimal use of labor in the organization, compliance with justice and equality, which are in two subcategories, the functions of sustainable human resource management and the characteristics of sustainable human resource management. are tiedalso, employability, promotion of individual responsibility, professional independence, satisfaction, motivation and well-being of employees, stable behavior, work-life balance, occupational health, loyalty, employer brand, ethical leadership, sustainable work environment, social climate of employees, product and service portfolio, financial and commercial profitability, customer and stakeholder satisfaction, increasing innovation capacity, trust in management and increasing efficiency and productivity are explained in two sub-categories of secondary consequences and organizational consequences. fundingthere is no funding support. authors' contributionauthors contributed equally to the conceptualization and writing of the article. all of the authors approved thecontent of the manuscript and agreed on all aspects of the work declaration of competing interest none. conflict of interestauthors declared no conflict of interest. acknowledgments we are grateful to all the scientific consultants of this paper.