Psychological Researches in Management

Psychological Researches in Management

Proposing a Human Resource Management Model based on Decent Work

Document Type : Original Article

Authors
Hadis Sadat Seyrafi 1
Mohammad Ataee 2
Ali Mohtashami 3
1 PhD student of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
2 Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
3 Department of Industrial Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
10.22034/jom.2025.2049100.1306
Abstract
Purpose: This study aims to develop a localized HRM model based on decent work principles for the Mostazafan Foundation. It highlights the role of HRM in promoting fair income, job security, social protection, and equal opportunities, emphasizing the need to adapt Western concepts to local cultural and structural contexts.
Design/Methodology/Approach: This study adopted a mixed-methods (qualitative-quantitative) approach. In the qualitative phase, 165 credible scientific articles from domestic and international databases were reviewed. Articles were collected using keywords such as "decent work," "psychology of work," and "human resource management" with the AND operator from domestic databases (IranDoc, Jihad University, Humanities Portal) and international databases (ScienceDirect, Scopus, Web of Science) within the timeframe of 2014 to 2024. The inclusion criteria consisted of studies addressing the relationship between dimensions of decent work (employment opportunities, fundamental labor rights, social protection, and social dialogue) and HRM, using clear methodologies. Duplicate studies, purely review-based studies, and those lacking empirical data (quantitative/qualitative) were excluded. After multiple screenings, 39 scientific studies were selected. In the quantitative phase, the statistical population included managers and experts from the central office of the Mostazafan Foundation in Tehran. Using stratified random sampling, 177 participants (8% senior managers, 23% middle managers, 31% operational managers, and 38% experts) were selected. Data were analyzed using SPSS and Smart PLS software, and structural equation modeling based on partial least squares was employed to validate the model.
Findings: The results indicate that the HRM model based on decent work for the Mostazafan Foundation comprises 94 constructive concepts, 27 components, and 5 main dimensions: transparent and fair recruitment and selection, individual empowerment and development, fair compensation and rewards, decent performance evaluation, and job security and social protection. The inter-rater agreement coefficient (Cohen’s Kappa) calculated for all dimensions was above 0.5, and significance values were below 0.05, confirming the quality of the extracted concepts. Quantitative findings revealed that fair compensation and rewards (path coefficient: 0.691), individual empowerment and development (0.657), job security and social protection (0.624), decent performance evaluation (0.584), and transparent and fair recruitment and selection (0.524) were respectively significant in the studied organization. Cronbach’s alpha, composite reliability, and average variance extracted confirmed the model’s measurement validity, while R² (average for all dimensions: 0.383) and Q² (average for all dimensions: 0.391) indicated the structural model’s validity. The obtained coefficients of determination (between 0.275 and 0.478) demonstrated the model’s explanatory power, making it a reliable framework for implementing decent work-based HRM in the Mostazafan Foundation.
Discussion and Conclusion: This study emphasizes key components of decent work in HRM, including transparent and fair recruitment, employee empowerment through training, equitable compensation, just performance evaluations, and job security with social protection. These elements contribute to a healthy and productive work environment. The proposed model for the Mostazafan Foundation integrates psychological aspects of work with HRM practices, offering strategies for improving working conditions and advancing economic and social development. Recommendations include designing transparent recruitment systems, equitable reward mechanisms, flexible work schedules, and ergonomic improvements. The qualitative section reviewed 165 articles from reputable sources between 2014 and 2024, excluding older studies due to the time frame. Future research should broaden data sources to include books, reports, and theses for a more comprehensive understanding of HRM within the decent work framework. This model helps managers implement effective HRM strategies tailored to local cultural and structural contexts, supporting the achievement of decent work objectives.
Keywords
Decent work
human resource management
Mostazafan Foundation
Psychology of Working Theory

Subjects

  1.  

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