Qualitative analysis of factors affecting managers' career paths

Subject Areas :

hosein alizadeh ¹ , mohammadreza azadehdel ^{2 *} , saeid baqer salimi ³

1 - Department of Management,Ra.C., Islamic Azad University, Rasht, Iran
2 -
3 - Department of Management,Ra.C., Islamic Azad University, Rasht, Iran

Received: 2025-09-17 Accepted : 2025-10-25 Published : 2025-10-26

Keywords: Career path, human resources strategies, Saderat Bank branch managers, content analysis.,

Abstract :

Purpose: The primary objective of this research is to design a career path model for branch managers of Bank Saderat Iran, aligned with human resource strategies.

Method: This applied study employed a qualitative approach, utilizing thematic analysis within a sequential exploratory mixed-methods design. Data were collected through library research, documentary analysis, and field studies. To identify the career paths for branch managers, semi-structured interviews were conducted with 18 domain experts, including university professors, HR specialists, and senior bank executives, selected via purposive sampling until theoretical saturation was achieved. Data analysis was performed through coding using MAXQDA software. The validity and reliability of the data were ensured through various qualitative methods (review by participants and peers) and quantitative measures, including the calculation of Content Validity Ratio (CVR) and Content Validity Index (CVI), all of which exceeded the minimum standard thresholds (0.49 and 0.79, respectively). Reliability was confirmed using a test-retest method, yielding a rate of 85% for the interviews.

Findings: During the open coding process, 202 initial codes were extracted. After removing duplicates and merging similar concepts, these were refined to 84 core codes. These codes were categorized into three main themes—'Loyal Soldier,' 'Committed Expert,' and 'Contractual Workforce'—and 25 sub-themes. The final analysis revealed that the career path model for Bank Saderat is a hybrid and contingency-based model. Specifically, the 'Loyal Soldier' strategy is most suitable for Grade 3, 4, and 5 branches; the 'Committed Expert' strategy fits Grade 1, 2, premier, and independent branches; and the 'Contractual' strategy is appropriate for overseas branches.

Conclusion: The application of the proposed model can provide a sound scientific and practical basis for redesigning the human resource management system, improving the career progression paths of branch managers, and ultimately, better achieving the strategic goals of Bank Saderat Iran.

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