The Model of Human Capital Capabilities Evolution in Public Organizations of Iran: The Phenomena Hierarchy Approach
Subject Areas : New theories and models of human resource training and developmentMehdi Hodaei 1 , Seyed Mehdi Alvani 2 , Hamid Reza Yazdani 3 , Hasan Zarei Matin 4
1 - University of Tehran
2 - Allameh Tabataba’I University
3 - University of Tehran
4 - University of Tehran
Keywords: Human Capital Capabilities Evolution Public Organizations Phenomena Hierarchy,
Abstract :
Objective: The purpose of this article is how to evolute human capital capabilities in public organizations of Iran. One of the problems in public organizations is single-dimensional view of managers to functions and processes that is an obstacle for evolution. Methods: The research method of this paper to solve the complex problem of human capital capabilities evolution is critical hermeneutics; in this regard, the main axes of systems thinking are studied, interpretation and sympathy between theories are presented firstly; then dimensions are examined in the interpretative paradigm, the expressions and synthesis of key concepts are declared. On the basis of selected method to answer the questions appropriate to the subject of evolution, the purposeful and judgmental sampling has been used. Data gathering method is library, internet searching and looking up in texts, documents and evidences; the gathering tool is taking note. Results: Human capital capabilities in the phenomena hierarchy approach of this matrix are evoluted from simple to complex that more complex level includes the capabilities of more simple levels. The model of human capital capabilities evolution is a system include of public organizations structure, human resource management processes and human capital functions components that are interrelated holistically, synergically and circularly to create shared value and common interest in the Islamic-Iranian context. The results of this research are presented in combination of dimensions, aspects and multi-layer levels.
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