Journal of Human Resource Management

Journal of Human Resource Management

Presenting Human Resources Governance Model with Meta-synthesis Approach

Document Type : Original Article

Authors
Shahnaz Jokar 1
Zahra Vazife 2
Ali Asghar Tabavar 3
1 Ph.D. Candidate, Department of Public Administration, Faculty of Management and Economic, Sistan and Baluchestan University, Zahedan, Iran.
2 Associate Prof., Department of Public Administration, Faculty of Management and Economic, Sistan and Baluchestan University, Zahedan, Iran.
3 Assistant Prof., Department of Public Administration, Faculty of Management and Economic, Sistan and Baluchestan University, Zahedan, Iran.
10.22034/jhrs.2025.516609.2394
Abstract
Background & Purpose: One of the new approaches to human resource management that is in line with current conditions is human resource governance. Human resource governance is a management model that is used to optimize employees. One of the main reasons for the failure of human resource management tasks is the lack of human resource governance in this area. Therefore, given the importance of this issue, this research has developed and designed a human resource governance model.
Methodology: This research is of a qualitative, developmental, interpretive and inductive type, which has been implemented with a meta-synthesis and qualitative content analysis approach. The information sources consist of articles published in various foreign and domestic databases. After collecting the published articles, based on the index considered by the researcher, the selected articles were selected for review.
Findings: After reviewing and combining the results of the selected studies, 75 descriptive codes were obtained, which were classified into 22 primary categories, 7 organizing categories, and 3 comprehensive categories. the drivers of human resource governance include individual factors (mental beliefs and beliefs and transformational thinking), organizational factors (adaptive organizational culture, structural factors, dynamic interactions, human resource competence, stakeholder networking, and information factors) and environmental factors (value-based culture, environmental interaction, and labor-related laws) and the main category includes the operational dimension and the strategic dimension and the consequences include individual consequences (self-development and enhancement of capabilities), organizational consequences (transparency and accountability, sustainable human resources, adaptive organization and securing the interests of stakeholders) and consequences for society (customer satisfaction, rule of law and organizational dynamics).
Conclusion: Given today's changing conditions, implementing human resource governance in organizations can be an appropriate measure to respond to environmental conditions, and this new structure will pave the way for increased productivity in organizations. the use of flat and non-bureaucratic structures, team and democratic management, and transformational leadership styles have greater potential to achieve desirable human resource governance. human resource governance is not merely internal organizational management, but rather a tool for creating human and social capital on a broader scale.
Keywords
Governance
Human resource governance
Human resources
Human resource management
Meta-synthesis
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Journal of Human Resource Management
Volume 15, Issue 2
Spring 2025
Pages 1-34

  • Receive Date 13 April 2025
  • Revise Date 19 May 2025
  • Accept Date 01 June 2025