Designing the model of flexibility of human resources in the conditions of merger in Iran's government organizations
Subject Areas : مدیریت
Nasrin Jazani
1
,
nahid azimian
2
,
javad mehrabi
3
1 - Associate Professor Department of Business Administration, Faculty of Management and Accounting, Tehran Branch, Shahid Beheshti University, Tehran, Iran
2 - 1. Ph.D. Student, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Ira
3 - 3. Assistant Prof, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran
Keywords: Flexibility, human resources, merger strategies, structural equations, government organizations,
Abstract :
Nowadays, the flexible human force is the most important factor in responding to changes in the external environment, and after that, among the various strategies for the growth and development of organizations, mergers and acquisitions have become increasingly popular. The purpose of the present study is to provide a model of flexibility of human resources in the conditions of integration. The research method is practical in terms of its purpose. The present research is mixed. The participants of the research are human resources specialists and experts who worked in the ministries of sports and youth before and after the merger, and university experts including professors in the field of human resources who have been teaching and researching in this field for at least 10 years. give In the current research, among the types of mixed research methods, an exploratory design of categorization type was used. In this project, qualitative data was first obtained through structured interviews, and in the second step, we will examine the relationships between indicators and factors of the model using interpretive structural modeling, and then use the Mic-Mc matrix to examine the degree of dependence and influence of each factor. One of the factors will be discussed. The presented model of the flexibility of human resources in the conditions of integration has 6 main themes, 21 sub-themes and 41 sub-indices and three levels of strategy (management, personnel, adjustment and proportionality).the management after the merger.
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