Document Type : ORIGINAL RESEARCH PAPER

Authors

1 Department of Public Administration, UAE Branch, Islamic Azad University, UAE

2 Department of Education and Higher Education, Science and Research Branch, Islamic Azad University, Iran

3 Department of Education and Higher Education, Lamerd Branch, Islamic Azad University, Lamerd, Iran

4 Entrepreneurship and Commercialization Research Center, Department of Management, Semnan Branch, Islamic Azad University, Semnan, Iran

Abstract

BACKGROUND AND OBJECTIVES: This study was performed to analyze the factors influencing human resource development for state-owned enterprises.
METHODS: This research was an applied study concerning its objective with a descriptive-exploratory type. The study was conducted by two quantitative and qualitative approaches. The research statistical population included two groups for both approaches. In the qualitative approach, 22 experts were selected to design the model using fuzzy Delphi methods, structural-interpretive modeling.  In the quantitative approach of 360 employees of state-owned enterprises companies were selected from the statistical population of 2738 people by the stratified random sampling method. Content analysis was used to analyze qualitative data and in the quantitative method used interpretive structural method, analytic network process and MICMAC.
FINDINGS: The result of determining the relationships revealed that organizational factors, job factors, behavioral factors, and empowerment factors affect human resource development, respectively. The findings of weighting the factors by fuzzy network analysis process indicated that empowerment factors with a weight of 0.361 among the dimensions and the knowledge management factor with a weight of 0.132 among the components have the highest importance in the development of human resourceR.
CONCLUSION: The variable “human resource empowerment” leads to success in human resource development, which needs to be improved quickly to bring success to the organization and improve its performance. The managers should pay attention to the high levels of the model and improve the relationships set between the factors to improve this factor. Considering the high significance of the “knowledge management” component, the managers’ most important measure should be focused on improving this factor followed by continuous efforts in this context since paying attention to knowledge management has the greatest impact on the success of human resource development and requires special attention.
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Main Subjects

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