An Entrepreneurship-Oriented Human Resource Development Model for State Organizations: The Foundation Data Theory

Subject Areas : Human resources management)

javid rakhshani ¹ ( Ph.D.Candidate,Department of Public administration,Ardabil Branch,Islamic Azad University,Ardabil, Iran. )
Habib Ebrahimpour ² ( Professor, Department of Public administration, University of mohaghagh ardabili, Ardabil, Iran. [e-mail] )
Farzad Sattary ardabili ³ ( Assistant Professor, Department of Public administration, Ardabil Branch, Islamic Azad University, Ardabil, Iran )
Eshag Rasoli ⁴ ( Assistant Professor, Department of Public administration, Ardabil Branch, Islamic Azad University, Ardabil, Iran )
Mohammad Hasanzadeh ⁵ ( Associate Professor, Department of Public administration, University of mohaghagh ardabili, Ardabil )

Received: 2019-02-06 Accepted : 2019-12-03 Published : 2020-08-22

Keywords: human resource management, Human Resource Development, Entrepreneurship-Oriented Approach, State Organizations,

Abstract :

Human resource development is currently of paramount importance in state organizations owing to the intricacy of environmental conditions and the diversity of social needs. The purpose of this exploratory descriptive quantitative study was, thus, to present an entrepreneurship-oriented human resource model for state organizations based on the foundation data theory. The research population included 15 professors working in human resource areas and managers and experts in human resource planning and management at state organizations in Ardabil province, Iran. The research data were systematically gleaned through administering a semi-structured interview and further coded selectively, openly and axially. The validity of the qualitative data was verified through expert views offered by research participants and the reliability of the interview was checked through interrater reliability. The results were indicative of 12 major and 33 minor factors in the form of a paradigmatic model comprising entrepreneurship-oriented human resource activities as the central scale, causal conditions (organizational accountability and competitiveness), contextual factors (the managers’ developmental tendencies, organizational culture, human resource development incentives), intervening variables (organizational atmosphere, dominant conventional executive approach), strategies (individual and organizational empowerment), and consequences (individual and organizational development).

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