Designing an Agility Model for Service Organizations with a Human Resources Approach (Case Study: Aseman Airlines)
Keywords:
Organizational agility, human resources, human resources agilityAbstract
Due to the competitiveness of many service industries, service organizations have turned to agility in order to survive and remain in the competitive arena, and human resource agility is one of the appropriate solutions for agility of the entire organization and overcoming the organization's inertia, laziness, and low efficiency. The purpose of the present study was to design an agility model for service organizations with a human resources approach in Aseman Airlines. The research method was qualitative, and the statistical population in the model design section was professors of public administration, organizational behavior, and human resource management in higher education centers, and senior managers and senior experts in the field of human resource management in Aseman Airlines, and in the accreditation section, senior and middle managers of Aseman Airlines, and specialists and experts knowledgeable about the research topic. In the qualitative section, 19 experts were selected using the snowball sampling method, and in the accreditation section, 17 experts were selected using the purposive sampling method. The data collection tool was a semi-structured interview in the qualitative section and an expert assessment checklist in the validation section. For data analysis, the qualitative section used the content analysis method with primary, axial, and secondary coding in Atlas software, and the validation section used the Delphi method in three stages in SPSS software. To determine validity and reliability in the qualitative section, the necessary studies including acceptability (expert review) and confirmability (expert review) were used, and in the validation stage, the content of the expert assessment checklist was approved by several academic and organizational experts in terms of its understandability and clarity, and its reliability was calculated and confirmed by the test-retest method as 0.88. According to the results of the qualitative section, the final model had 6 main themes: 1. Human capital leadership, 2. Agile culture of human resources, 3. Agile strategic management of human resources, 4. Flexible human resources structure design, 5. New technologies in agile human resources management, and 6. Agile performance management and human capital development, 24 sub-themes and 115 criteria. The results of the validation section indicated the confirmation of the main and sub-themes identified in the qualitative section.
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