Human Resources Brand Model in Public Organizations Considering Future Job Changes

Authors

1 PhD Student, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran.

2 Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran

3 Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran.

Abstract

Background & Purpose: Career and technological changes in government organizations require a review of the management and branding of human resources. As a strategic tool, human resources branding can simultaneously enhance job attractiveness, employee commitment, and organizational productivity, and is of strategic importance. Accordingly, this study designs and presents a human resources branding model in government organizations in light of future job changes.
Methodology: This study is qualitative and exploratory, and was conducted using thematic analysis approach and a combination of Attridge and Strelbag's perspectives. Data were collected through semi-structured interviews with human resources experts and managers of government organizations, and three stages of analysis were followed to extract themes, including identifying basic themes, organizing themes, and overarching themes. Also, the validity and reliability of the data were measured using correlation methods between researchers and examining compliance with field evidence and organizational documents.
Findings: The findings showed that the human resources brand in Public organizations, considering the changes in future jobs, includes four overarching themes: the value proposition of future-oriented work (dynamic and learning work experience, flexibility and security in job balance, attractiveness of the government's public mission), the brand image in the transformational government (innovative and technology-oriented employer, responsive and ethical employer, human and experience-oriented brand), strengthening employee belonging and commitment to the brand (culture of belonging and organizational identity, employee participation and co-branding, positive experience of human resources processes), and human resources brand management mechanisms in the government sector (integration of human resources and brand policies, data and evidence-based brand management, brand localization in the public sectorof Iran).
Conclusion: Developing a human resources brand in government organizations by focusing on a future-oriented work value proposition, a transformational mental image, strengthening employee belonging and commitment, and effective leadership mechanisms can lead to enhancing the organization's attractiveness as an employer, improving employee morale and commitment, and increasing human resource productivity. These findings provide a strategic framework for designing and managing a human resources brand in the government sector.

Keywords

References

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