Volume 10, Issue 2 (2020)                   ORMR 2020, 10(2): 95-122 | Back to browse issues page

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Solgi Z, vahdati H, Mousavi S, Nazarpoori A H. Designing Lean Human Resource Supply Chain Model: Qualitative research based on grounded theory. ORMR. 2020; 10 (2) :95-122
URL: http://ormr.modares.ac.ir/article-28-42253-en.html
1- Ph.D. Student of management, Department of Business Management, Lorestan University, Khorramabad, Iran.
2- Associate Professor, Department of Business Management, Lorestan University, Khorramabad, Iran. , vahdati.h@lu.ac.ir
3- Associate Professor, Department of Business Management, Lorestan University, Khorramabad, Iran.
Abstract:   (687 Views)

Purpose: Due to the emergence of the lean approach concept in human resources, this research was conducted with aim of analyzing the issue of lean human resource supply chain.
Methodology: Relying on philosophical foundations of pragmatism school, this research is a qualitative study based on grounded theory. The statistical population of the study consisted of senior managers, middle managers and experts of the Ministry of Cooperation, Labor and Social Welfare and academic experts. 19 individuals were selected by purposeful sampling as statistical sample members. Lean human resource supply chain model identifications were collected using semi-structured interviews and analyzed using Strauss and Corbinchr('39')s three-step coding method (252 key concepts, 43 subcategories, and 25 main categories).
Findings: Based on the findings of the study, lean human resource supply was selected as the pivotal phenomenon. Causal conditions were categorized into two categories of environmental and organizational factors, and the five main categories of preventive demand management planning, efficiency of search resources, efficiency of evaluation and screening, recruitment preparation and succession system efficiency. Selected strategy title, personal characteristics of managers, evaluating the effectiveness of absorbed human resources, the employability of the candidate as a reinforcement intervener and illegal relationships, environmental uncertainty, time pressure for employment, and the inefficiencies of the public management system were identified as mitigating interventions. Organizational culture, strategic role of HR unit, managerschr('39') flexibility and adaptability, management stability, career management and accessibility, and the organizationchr('39')s resource constraints were identified as lean human resource supply chain strategies. Finally, the implications of the lean human resource supply chain were divided into three levels: micro, middle and macro.

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Article Type: Qualitative Research | Subject: Organizational Behavior and Human Resource Management
Received: 2020/04/20 | Accepted: 2020/07/13 | Published: 2020/10/27

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