An Integrated Risk–Performance Model for Cement Companies Listed on the Tehran Stock Exchange
Keywords:
Risk, Human Resource Risk, Human Resource Risk Models, Organizational PerformanceAbstract
The present study aimed to develop an integrated risk–performance model and identify the relationships between human resource risk dimensions and organizational performance dimensions in cement companies listed on the Tehran Stock Exchange. This study was applied in purpose and exploratory in nature and employed a mixed-methods approach. In the qualitative phase, a meta-synthesis method based on the seven-step framework of Sandelowski and Barroso was utilized to identify the dimensions and components of human resource risks and organizational performance. Relevant scientific literature was systematically reviewed, screened, and analyzed. Subsequently, the Delphi technique was employed to validate the extracted dimensions and components through expert judgments. Content Validity Ratio (CVR) and Content Validity Index (CVI) were used to assess the validity of the identified indicators. Two rounds of Delphi evaluation were conducted to determine the relationships between risk dimensions and organizational performance dimensions and to finalize the proposed integrated model. The meta-synthesis findings revealed that organizational performance consists of ten major dimensions, including financial performance, quality, customer orientation, productivity, flexibility, strategic planning, human resource focus, creativity and innovation, leadership, and stakeholder orientation. Human resource risks were categorized into four primary dimensions: strategic, organizational, financial, and operational risks. The first Delphi round indicated that most extracted components achieved acceptable content validity. The second Delphi round demonstrated that strategic human resource risks exerted the strongest influence on strategic planning, human resource focus, and creativity and innovation. Organizational human resource risks were primarily associated with quality, productivity, and leadership. Financial human resource risks showed the strongest relationships with financial performance, customer-related outcomes, and stakeholder dimensions. Operational human resource risks were found to have the greatest impact on human resource focus, flexibility, productivity, and leadership dimensions. The findings indicate that organizational performance in cement companies is substantially influenced by human resource risks. Effective management of these risks can enhance financial, operational, and strategic performance outcomes. The proposed integrated model provides a comprehensive framework for the simultaneous identification, assessment, and management of human resource risks and organizational performance dimensions and can serve as a practical tool for strategic planning and managerial decision-making in cement companies.
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Copyright (c) 2025 Roja Karimi, Akbar Etebarian, Iraj Soltani (Author)
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