Modeling Human Resource Development Based on Employee Maturity Capabilities in Knowledge-Based Companies

Abstract

The present study aimed to model human resource development based on employee maturity capabilities in knowledge-based companies. In terms of purpose, this research is an applied-developmental study, and based on the data collection method, it is a descriptive study conducted with an exploratory approach within the interpretivist paradigm. The research participants comprised human resource management professors and managers of knowledge-based companies. The sampling method was purposive sampling, and theoretical saturation was achieved after 17 interviews. Data collection was conducted using semi-structured interviews and questionnaires. Qualitative analysis of the expert interviews was performed using thematic qualitative analysis in Maxqda software, and the extracted themes were screened using the fuzzy Delphi method in MatLab software. Finally, the relationships between constructs were identified using structural-interpretive modeling in MicMac software. The research findings indicated that incompatible management is the most fundamental variable in human resource development, influencing people management and capability management. These factors, in turn, affect competency management and transformation, ultimately leading to managerial succession planning based on knowledge. Managerial succession planning impacts training, learning, recruitment, hiring, and retention of human resources. Additionally, research and development influence performance based on the ethical charter and performance management, ultimately leading to human resource development.