sustainable human resource practices for managerial transitions in the national health system: evidence from shiraz university of medical sciences

Introduction: transitions in the national health system. by focusing on long-termenvironmental, social, and governance (esg) impacts, the research addresses key issuesrelated to leadership selection and exit this study aims to develop a sustainable humanresource model for managing managerial processes.methods: the study employs a qualitative, exploratory design using the grounded theoryapproach. data were collected through 22 semi-structured interviews with human resourceexperts and senior officials from the ministry of health, selected via snowball sampling datacoding and analysis were conducted using maxqda 2020 software.results:findings reveal six core components influencing sustainable hrm in managerialtransitions: sustainable recruitment and development, performance management, a cultureof sustainability, succession planning, and challenges related to transparency and politicalinterference. a paradigmatic model was developed based on these themes.conclusion: the proposed model provides a structured framework for selecting andremoving managers based on sustainability principles. it offers practical implications forhealth sector policymakers by promoting merit-based, transparent, and future-oriented hrpractices that enhance organizational stability and service quality.