طراحی الگوی فراحکمرانی منابع انسانی تنوع‌محور در دانشگاه آزاد اسلامی واحدهای استان تهران با رویکرد تحلیل مضمون

مهدی سلیمانی; اسماعیل  ابراهیمی; جواد  محرابی

Authors

Mahdi Soleymani PhD Student, Department of Management, Qa.C., Islamic Azad University, Qazvin, Iran Author https://orcid.org/0009-0005-9401-970X
Esmail Ebrahimi Department of Management, WT.C., Islamic Azad University, Tehran, Iran Corresponding author https://orcid.org/0000-0002-7894-2570
Javad Mehrabi Department of Management, Qa.C., Islamic Azad University, Qazvin, Iran Author https://orcid.org/0000-0001-6206-4008

Keywords:

Trans, governance, uman resource governance, diversity management, diversity, oriented, Islamic Azad University, content analysis

Abstract

This study aimed to design a comprehensive model of diversity-oriented human resource metagovernance for Islamic Azad University branches in Tehran Province. This applied qualitative study was conducted using thematic analysis. The participants comprised senior managers, human resource specialists, and faculty members affiliated with Islamic Azad University branches in Tehran Province. Fourteen participants were selected through purposive sampling based on managerial experience, expertise in human resource management, and familiarity with organizational diversity. Sampling continued until theoretical saturation, which was achieved after the twelfth interview, followed by two additional interviews to ensure data sufficiency. Data were collected through semi-structured interviews, transcribed verbatim, and analyzed using MAXQDA 2022. The analytical process involved open coding, continuous comparison, integration of similar codes, and the development of basic, organizing, and overarching themes. Coding reliability was assessed using Cohen’s kappa coefficient, which was 0.772, indicating satisfactory agreement. The thematic analysis produced a diversity-oriented human resource metagovernance model comprising six dimensions, 17 components, and 105 indicators. The six overarching dimensions were development-oriented factors, diversity management practices, organizational outcomes, strategic dimensions of human resource governance, evaluation and performance, and societal outcomes. The principal components included participation in governance, structured design, participation in macro-level policymaking and planning, framework development and persuasion, accountability for policy implementation, diversity-oriented human resource management, value-oriented human resources, individual- and organizational-level outcomes, human resource competencies, strategic human resource planning, managers’ individual perceptions, operational arrangements, performance improvement, capability enhancement, rule-based governance, and organizational dynamism. Diversity-oriented human resource metagovernance requires supportive organizational culture, transparency, accountability, equitable human resource practices, informed managerial perceptions of diversity, and meaningful employee participation. The proposed model provides an applicable framework for coordinating actors, policies, structures, and evaluation mechanisms while transforming workforce diversity into a strategic resource for improved decision-making, organizational cohesion, innovation, performance quality, legal compliance, and equal opportunity across Islamic Azad University branches in Tehran Province.

Downloads

Download data is not yet available.

References

Abdoli, S., Rahmani, H., & Memarzadeh Tehran, G. (2014). Presenting a Diversity-Based Human Resource Management Model in Iranian Government Organizations Using a Mixed-Methods Approach.

Al-Obaidi, N. A. A. (2024). The Role of Human Resource Governance Dimensions in Reducing Job Frustration: An Analytical Study of the Opinions of a Sample of Teaching Staff in Private Colleges in Mosul. University of Kirkuk Journal for Administrative and Economic Sciences, 14(1).

Albareda, A., & Waddock, S. (2018). Networked CSR Governance: A Whole-Network Approach to Meta-Governance. Business & Society, 57(4), 636-675.

Alqooti, A. A. (2020). Public Governance in the Public Sector: A Literature Review. International Journal of Business Ethics and Governance, 14-25.

Duy, N. T., Mondal, S. R., Van, N. T. T., Dzung, P. T., Minh, D. X. H., & Das, S. (2020). A Study on the Role of Web 4.0 and 5.0 in the Sustainable Tourism Ecosystem of Ho Chi Minh City, Vietnam. Sustainability, 12(17), 7140.

Grump, J. (2016). Human Resources Governance and Compliance: Compliance and the Importance of Human Resource Management. In Handbook of Human Resource Management (pp. 1177-1183).

Hosseini, A., & Qasimpour Ganji, S. F. (2022). Identifying the Actions and Consequences of Workforce Diversity Management in Government Organizations. Journal of Sustainable Human Resource Management, 5(8), 55-76.

Jankelová, N., Joniaková, Z., & Procházková, K. (2022). The Way to Business Competitiveness: The Importance of Diversity Management and Teamwork Climate in Stabilizing Employees. Journal of Business Economics and Management, 1-20.

Jokar, S., Vazife, Z., & Tabavar, A. A. (2025). Presenting a Human Resource Governance Model Using a Meta-Synthesis Approach. Journal of Human Resource Studies, 15(2), 1-34. https://doi.org/10.22034/JHRS.2025.516609.2394

Kaehler, B., & Grundei, J. (2019). HR Governance as a Part of the Corporate Governance Concept. In HR Governance: A Theoretical Introduction (pp. 27-50).

Kirton, G., & Greene, A. M. (2021). The Dynamics of Managing Diversity and Inclusion: A Critical Approach. Routledge.

Martin, G., Farndale, E., Paauwe, J., & Stiles, P. G. (2016). Corporate Governance and Strategic Human Resource Management: Four Archetypes and Proposals for a New Approach to Corporate Sustainability. European Management Journal, 34(1), 22-35.

Meena, K., & Vanka, S. (2017). Developing an Empirical Typology of Diversity-Oriented Human Resource Management Practices. Journal of Management Development, 36(7), 915-929.

Meijer, A., & Bolívar, M. P. R. (2016). Governing the Smart City: A Review of the Literature on Smart Urban Governance. International Review of Administrative Sciences, 82(2), 392-408.

Mirzaei, A., Seyednaghavi, M. A., Vaezi, R., & Aslipour, H. (2025). Identifying the Dimensions of Smart Human Resource Governance in the Iranian Public Sector: The Case of the National Iranian Oil Company. Journal of Human Resource Studies, 15(1), 1-29. https://doi.org/10.22034/JHRS.2025.514293.2390

Mozaffari, N., Vaezi, R., & Koushki Jahromi, A. (2014). Identifying the Challenges of Selecting and Appointing Managers in Iranian Administrative Systems: A Case Study of the Administrative and Employment Organization of Iran. Human Resources Studies, 14(1), 64.

Murphy-Gregory, H., & Gale, F. (2019). Governing the Governors: The Global Metagovernance of Fair Trade and Sustainable Forestry Production. Politics & Policy, 47(3), 569-597.

Pahl-Wostl, C. (2019). The Role of Governance Modes and Metagovernance in the Transformation towards Sustainable Water Governance. Environmental Science & Policy, 91, 6-16.

Rorong, N. N., & Lasdi, L. (2020). The Effect of Organizational Culture and Good Corporate Governance Mechanisms on Human Resource Disclosure. Jurnal Akuntansi Dan Keuangan, 22(2), 72-81.

Sørensen, E., & Torfing, J. (2016). Metagoverning Collaborative Innovation in Governance Networks. American Review of Public Administration, 47(7), 826-839.

Yadav, S., & Lenka, U. (2022). Uncovering the Intellectual Structure of Diversity Management Research: A Bibliometric Analysis, 1990-2019. Personnel Review.

Zuiderwijk, A., Chen, Y. C., & Salem, F. (2021). Implications of the Use of Artificial Intelligence in Public Governance: A Systematic Literature Review and a Research Agenda. Government Information Quarterly, 38(3), 101577.