Jamal Roshanzadeh; Gholamreza Khaksari; Majid Solimani; Sirous Ahmadi
Abstract
Objective: The present study was designed with the aim of presenting an algorithmic human resources development model in the Ministry of Sports and Youth of Iran.Methodology: The present study was qualitative research that was implemented in the field. The qualitative method used in the present study ...
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Objective: The present study was designed with the aim of presenting an algorithmic human resources development model in the Ministry of Sports and Youth of Iran.Methodology: The present study was qualitative research that was implemented in the field. The qualitative method used in the present study was of the grand theory type. The participants in the present study included experts who were aware of the research topic. The participants in this study were sampled using purposive sampling and with a homogeneous sample selection approach while observing maximum diversity, and 13 interviews were conducted until theoretical saturation was reached. The data collection tool in the present study was a semi-structured interview. In order to analyze the qualitative data, coding using the Glaser-type grand theory method was used in the form of open, axial, and selective coding.Findings: The results showed that in order to develop algorithmic human resources in the Ministry of Sports and Youth, there is a process of foundation, training, establishment, culture building and continuity that should be implemented in a desirable manner. The results also showed that paying attention to some factors, including supervisory and promotional factors, have fundamental supporting role in this process, which can pave the way for the development of algorithmic human resources management.Conclusion: Among these, promotional factors, including transparency, tools, monitoring, evaluation, and supervisory factors, including database, motivation system, management transformation and internal excellence, can have a supporting role in development of algorithmic human resources in the Ministry of Sports and Youth.
Mahbobeh Shokohiniya; Gholamreza Khaksari; Majid Solimani; Adel Afkar
Abstract
Objective: The purpose of this study was to design a model for postponing employee retirement in sports organizations.
Methodology: This research adopted a qualitative approach using grounded theory. It was fundamental and field-based in terms of data collection. The statistical population included ...
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Objective: The purpose of this study was to design a model for postponing employee retirement in sports organizations.
Methodology: This research adopted a qualitative approach using grounded theory. It was fundamental and field-based in terms of data collection. The statistical population included experts and specialists in organizational management, sports management faculty members, managers of sports organizations, personnel from the Ministry of Sports and Youth, and sports and youth departments with over 25 years of work experience. Participants were selected purposefully and included those with publications, research, teaching experience in the study’s field, and managers of organizations related to pension funds. Interviews were conducted until theoretical saturation was reached (17 participants). Data analysis was performed using open, axial, and selective coding with a grounded theory qualitative approach.
Results: The model for postponing employee retirement in sports organizations is influenced by causal conditions (individual characteristics, personality traits, job and family-related factors). It incorporates extracted strategies (motivational and job-related), which are affected by contextual conditions (managerial, organizational culture, and organizational regulations) and intervening conditions (economic, health, unemployment, and job-related challenges). These factors can lead to psychological and professional outcomes.
Conclusion: Based on the findings, it is recommended that sports organizations develop motivational and career advancement programs for experienced employees. Additionally, revising organizational regulations and fostering a suitable culture can create better conditions for these employees to continue their work. Providing facilities and health and psychological support for older employees can also increase their motivation to remain active.
