Identifying the dimensions and components of the human resources performance management model with a resistance economy approach

Abstract

The main purpose of this article is to identify the dimensions and components of the human resources performance management model with the resistance economy approach. The research method is mixed (qualitative-quantitative). In order to carry out this research, in addition to document study, the foundation data method with ground theory technique with MAXQDA12 software was used to identify the dimensions and components. The statistical population in this research were all experts in the field of human resource management and public administration, accounting, economics with high experience and work experience, which was done after conducting 19 theoretical saturation interviews. The interviews lasted between 75 and 120 minutes. Finally, the open, central and selective codes were extracted and in the quantitative part, the Dimetal technique was used to determine the effectiveness of the components on the performance management of human resources with a resistance economy approach. According to the conducted interviews, finally 105 concepts and 23 sub-categories were extracted for the main category. After that, according to the questionnaire of paired comparisons to identify the influential and influential dimensions, it was determined that among the 23 subcategories, the categories of work environment, rules and regulations, socio-cultural factors, human resources planning, role clarity, performance measurement , organizational climate, reward system, employee communication, training, performance evaluation, professional ethics, leadership style and motivational factors are the most effective in order.