Pathology of human resources training using the three-branch model (case study: Shahrood Turbogenerator Company)

Subject Areas :

YASAMAN MODARESI ^{1 *} , mir ali seyyed naghavi ²

1 - PhD student of Public Administration, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran
2 - Professor of Public Administration, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran

Received: 2023-07-15 Accepted : 2024-06-29 Published : 2024-08-20

Keywords: pathology, turbogenerator company, three-branch model, human resources training,

Abstract :

Introduction: The current research was carried out with the aim of identifying and prioritizing the existing injuries in the training activities of human resources of Shahrood Turbogenerator Company.
research methodology:The present research method is mixed qualitative-quantitative. The statistical population of this research is the experts in the field of human resources training in the qualitative part and all the employees and managers of Shahrood Turbogenerator Company in the quantitative part. In the qualitative method, semi-structured interviews were used with 11 specialists in the field of human resources education who were selected purposefully, and in the quantitative part, random sampling was used and using Morgan's table, out of 241 A sample of 144 people was selected and the questionnaire was distributed among them. In this research, in the qualitative part of the content analysis method and in the quantitative part, descriptive statistics indicators including frequency distribution tables, mean, standard deviation, deviation from the mean, minimum and maximum, and also at the level of inferential statistics from single-sample t ‌E, Nunley's utility spectrum, Friedman's test is used.
Findings: The results show that the training unit of the turbogenerator company is in a completely unfavorable and relatively unfavorable situation in all dimensions of the model, including process, structural and environmental dimensions, and in all categories of each dimension.
Conclusion: As we know that many organizational development strategies have been created to improve the effectiveness of the organization, one of these strategies is organizational pathology. Just like people who need a doctor when they are sick, organizations also get sick, sometimes this disease gets such a bad structure that the organization is prevented from achieving its goals and with a crisis and the risk of destruction. is struggling, at this time the pathologist of the organization should act with the support of the top manager of the organization and identify the pathogenic factors and provide the necessary suggestions to the management of the organization. Once the problem is diagnosed, organizations need a better understanding of how to properly design and direct diagnostic efforts.