An Operational Framework for Diagnosing the Pathology of the Human Resource Management System in Organizations

Author

Associate Prof., Department of Industrial Management, Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran, Iran.

Abstract

Background & Purpose: In recent years, rapid environmental changes, competitive pressures, and organizational complexities have exposed inefficiencies and inconsistencies in the human resource management system of organizations. A systematic and targeted pathology of this system can provide a basis for transformation and improvement of human resource performance. However, the lack of an operational and contingency framework for identifying gaps, rooting out effective factors, and providing corrective solutions is one of the main challenges for managers and researchers in this field. This article attempts to provide a systematic approach to analyzing the current situation, identifying deficiencies, and designing improvement paths.
Methodology: In the present study, the pathology of human resource management processes is discussed with a new approach based on the theory of critical realism. In the field of critical thinking paradigm, using field methods and longitudinal analyses implemented in public and private organizations, a four-stage pathology framework is proposed, including analyzing the current situation, analyzing the gap with the desired situation, identifying the factors affecting the gap, and providing corrective solutions.
Findings: The results obtained indicate structural gaps in the areas of age, employment, skill structures, etc., as well as gaps in the executive processes of human resource management, as well as unfavorable social conditions of organizations. Finally, corrective solutions were presented in the form of a 2-dimensional model of employees-processes and strategic-operational. Public and private enterprises, whether for-profit or non-profit, can use the presented framework to diagnose the pathology of their management processes and improve their management processes with the proposed corrective model.
Conclusion: The framework proposed in this paper, by combining quantitative data and qualitative analyses, provides a coherent and appropriate platform for identifying gaps, root cause analysis, and designing corrective solutions in the human resource management system. Using this framework can lead to improving the effectiveness of human resource management and increasing its alignment with organizational macro strategies.

Keywords

References

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