Document Type : Research Paper
Authors
1
PhD Student in Industrial Engineering, Department of Industrial Engineering, Faculty of Engineering, Imam Hossein University, Tehran, Iran. Ph.D. candidate of industrial engineering/Imam Hossein University
2
Associate Professor, Department of Industrial Engineering, Faculty of Engineering, Imam Hossein University, Tehran, Iran.
3
Assistant Professor, Department of Industrial Engineering, Faculty of Engineering, Imam Hossein University, Tehran, Iran.
Abstract
Nowadays, The agile approach in human resource (HR) is a principal factor analyzed by most entities, and agility is achievable using agile HR. The administrative organizations managing holy shrines and their related institutions (locally known as “Holy Astans”) comprise many entities and provide a vast potential for development. Hence, it is important to evaluate their human resource department. As the title indicates, a qualitative approach, and a Grounded Theory based on the Strauss, A., Corbin (1990) approach was adopted for the study. Twenty-eight management experts and elites of Holy Astans were selected using targeted sampling. The results were obtained using MAXQDA v.2020. Through a coding process, 1643 open codes, 81 concepts, 21 subcategories, and 6 main categories were derived, their characteristics in Holy Astans were analyzed, and the model was designed. The model comprised of casual conditions (Change in expectations, the need for a new and fresh approach for HR and Hierarchy combined with bureaucracy in Holy Astans), main phenomenon (organization agility regarding Holy Astans' human resources), intervening conditions (including comprehensive popular support, the sense of pride and satisfaction of serving the holy Astans and interest in sincere service, abundant endowments and financial resources, the nature of the existence and finaly,the prevailing spiritual and mystical environment.), contextual conditions (challenges and obstacles to achieve agility), strategies (including correctly performing services, agility in managing Astans, paying attention to knowledge and information, flexibility, preserving the dignity of pilgrims and neighbors, clarifying the organization's goals and strategy for employees, promoting Islamic ethics among employees, proper performance assessment with appropriate feedback, delegation of authority and "qualified and competent human resources" and finaly, consequences (modifying and improving the service provision for agile Holy Astans in Iran).
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