Identifying and Categorizing the Mental Model of Human Resource Experts Regarding the Drivers of Human Capital Engagement Development Using the Q Methodology
Subject Areas : Business ManagementEhsan Namdar joyami 1 , Seyed Aligholi Roshan 2 , Nour Mohammad Yaghoubi 3 , Badredin Orai Yazdani 4
1 - Postdoctoral Researcher, Department of Management, University of Tehran, Tehran, Iran
2 - Associate Professor, Department of Public Administration, University of Sistan and Baluchistan, Zahedan, Iran
3 - Professor of Public Administration Department, University of Sistan and Baluchistan, Zahedan, Iran
4 - Associate Professor, Department of Public Administration, University of Sistan and Baluchistan,Zahedan, Iran
Keywords: Q methodology, : mindset model, human resource experts, proponents, human capital engagement,
Abstract :
The drivers of human capital engagement development are the factors influencing the processes, events, actions, and images that produce distinct results and consequences for the concept of engagement. The purpose of this study was to identify and categorize the drivers of development of human capital commitment and the views of human resource experts about the drivers of human capital commitment. To this end, the Q methodology was employed. First, the related literature and research background were reviewed and then, based on the documents, interviews and questionnaires from 12 experts, the phrase Q (49 phrases) was formed. In the next step, human resources and academic experts were asked to categorize the Q statements on the agreed-upon, opposite, and abstracted axes in the form of a six-choice spectrum of 6+ to -6. Then, based on the inferential statistics (factor analysis) using SPSS software, the data were analyzed and categorized into different mental patterns, and finally, three mental patterns were identified. Based on the results, it can be stated that the Q statements obtained are capable and comprehensive. Therefore, it has an accepted and approved narrative. In this study, re-test was used to confirm the reliability. In this way, at least 20% of the sample subjects, that is, three people (12 experts in total) were tested twice, and the correlation coefficient obtained was 82% (0.82), which indicates a high level of reliability. The mentalities obtained based on the order of importance are: first pattern: leadership and personal and identity development; third pattern: structural, process and procedural; and second pattern: management and organizational resources.
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Karatepe, O.M. (2013), High-performance work practices and hotel employee performance:The mediation of work engagement. International Journal of Hospitality Management, 32:132–140.
Karatepe, O.M., Keshavarz, S., & Nejati, S. (2010), Do core selfevaluations mediate the effect of coworker support on work engagement? A study of hotel employees in Iran. Journal of Hospitality and Tourism Management, 17, 62–71.
Khosravi, Mahboubeh (1396); Identifying the views of curriculum experts on innovation challenges in a higher education curriculum using the QQ method, Curriculum Research Journal, Volume Seven, Issue 2, Sequential 14, Fall and Winter, 118-144. (In Persian).
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Mackay, M. M., Allen, J. A., & Landis, R. S. (2017). Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis. Human Resource Management Review, 27(1), 108–120.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397 422.
Saks AM (2011) Workplace spirituality and employee engagement. J Manag, Spiritual Relig 8 (4):317–340.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement. Human Resources Development Quarterly, 25(2), 155–182.
Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee engagement in theory and practice (pp. 15–35). London: Routledge.
Schaufeli, W. B., Leiter, M. P., & Maslach, C. (2009). Burnout: 35 years of research and practice. Career Development International, 14(3), 204–220.
Schaufeli, W. B., Martinez, I., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and engagement in university students: A cross-national study. Journal of Cross-Cultural Psychology, 33 (5), 464-481
Sepahvand, Reza; Mohammad Yari, Zohreh (1394); Identifying individuals' attitudes toward organizational laziness using the QQ method, Quarterly Journal of Organizational Behavior Studies, Vol.4, No.3(No.14), Fall,1-30. (In Persian).
Whittington, J. L. & Galpin, T. J. (2010). The engagement factor: Building a high-commitment organization in a low-commitment world. Journal of Business Strategy, 31(5): 14–24.
Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (2017). Enhancing Employee Engagement: An Evidence Based Approach. Cham, Switzerland: Palgrave Macmillan, 1-157.
Yassini, Ali; Rezayatkgah, Hedayat; Taban, Mohammad; Zainabadi, Hassan (2016); Identifying the mental patterns of Ilam University staff regarding career advancement using Q method, Quarterly Journal of Management in Governmental Organizations, Volume 5, Number 1, Winter, 120-107. (In Persian).
Yeh. C. M. (2013), TOURISM INVOLVEMENT, WORK ENGAGEMENT AND JOB SATISFACTION AMONG FRONTLINE HOTEL EMPLOYEES. Annals of Tourism Research, 42: 214- 23.
_||_Attridge M (2009) Measuring and managing employee work engagement: a review of the research and business literature. J Workplace Behav Health 24(4), 383–398.
Bakker, A., Schaufeli, W., Leiter, M., & Taris, T. (2008). Work engagement: An Emerging concept in occupational health psychology. Work & Stress. 22 (3), p. 187-200.
Bersin, J. (2015). Becoming irresistible: A new model for employee engagement. Deloitte Review, 16, 146 163.
Hakak, Mohammad; Shariatnejad, Ali; Saedi, Abdullah (1396); Identifying managers' mental patterns in order to psychologically integrate employees using the Q; Management and Development Process, Volume 30, Summer, No. 2. Consecutive 100. (In Persian).
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
Karatepe, O.M. (2013), High-performance work practices and hotel employee performance:The mediation of work engagement. International Journal of Hospitality Management, 32:132–140.
Karatepe, O.M., Keshavarz, S., & Nejati, S. (2010), Do core selfevaluations mediate the effect of coworker support on work engagement? A study of hotel employees in Iran. Journal of Hospitality and Tourism Management, 17, 62–71.
Khosravi, Mahboubeh (1396); Identifying the views of curriculum experts on innovation challenges in a higher education curriculum using the QQ method, Curriculum Research Journal, Volume Seven, Issue 2, Sequential 14, Fall and Winter, 118-144. (In Persian).
Levinson, E. (2007). Developing High Employee Engagement Makes Good Business Sense, accessed from, 133, 106-115. www.interactionassociates.com/ideas/2007/05/developing_high_employee_engagement_makes_good_busines _sense.php, on April 27. 2013.
Mackay, M. M., Allen, J. A., & Landis, R. S. (2017). Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis. Human Resource Management Review, 27(1), 108–120.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397 422.
Saks AM (2011) Workplace spirituality and employee engagement. J Manag, Spiritual Relig 8 (4):317–340.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement. Human Resources Development Quarterly, 25(2), 155–182.
Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee engagement in theory and practice (pp. 15–35). London: Routledge.
Schaufeli, W. B., Leiter, M. P., & Maslach, C. (2009). Burnout: 35 years of research and practice. Career Development International, 14(3), 204–220.
Schaufeli, W. B., Martinez, I., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and engagement in university students: A cross-national study. Journal of Cross-Cultural Psychology, 33 (5), 464-481
Sepahvand, Reza; Mohammad Yari, Zohreh (1394); Identifying individuals' attitudes toward organizational laziness using the QQ method, Quarterly Journal of Organizational Behavior Studies, Vol.4, No.3(No.14), Fall,1-30. (In Persian).
Whittington, J. L. & Galpin, T. J. (2010). The engagement factor: Building a high-commitment organization in a low-commitment world. Journal of Business Strategy, 31(5): 14–24.
Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (2017). Enhancing Employee Engagement: An Evidence Based Approach. Cham, Switzerland: Palgrave Macmillan, 1-157.
Yassini, Ali; Rezayatkgah, Hedayat; Taban, Mohammad; Zainabadi, Hassan (2016); Identifying the mental patterns of Ilam University staff regarding career advancement using Q method, Quarterly Journal of Management in Governmental Organizations, Volume 5, Number 1, Winter, 120-107. (In Persian).
Yeh. C. M. (2013), TOURISM INVOLVEMENT, WORK ENGAGEMENT AND JOB SATISFACTION AMONG FRONTLINE HOTEL EMPLOYEES. Annals of Tourism Research, 42: 214- 23.