Developing a Process Model of Human Resources as a Strategic Partner Using a Mixed-Methods Approach: Thematic Analysis and Quantitative Construct Assessment

Abstract

This study aimed to develop and validate a process model explaining the factors influencing the transformation of human resources into a strategic partner at the Ilam Gas Refining Company. This applied study employed an exploratory mixed-methods qualitative–quantitative design. In the qualitative phase, the study population consisted of managers from the Ilam Gas Refining Company and university academics specializing in public administration and human resource management. Using purposive sampling, 10 experts were interviewed until theoretical saturation was achieved. Data were collected through semi-structured interviews and analyzed using thematic analysis. In the quantitative phase, the statistical population comprised 245 permanent employees of the company, of whom 150 were selected through simple random sampling based on Cochran’s formula. A researcher-developed questionnaire derived from the qualitative findings was used for data collection. Content, convergent, and discriminant validity were assessed, while reliability was evaluated using Cronbach’s alpha and composite reliability. The proposed model was tested through partial least squares structural equation modeling using SmartPLS. The thematic analysis generated 84 codes, 26 concepts, and three principal categories: managerial, individual, and organizational factors. Structural equation modeling demonstrated that managerial factors had a positive and statistically significant effect on the strategic partner role of human resources (β=0.270, t=7.065). Individual factors also exerted a positive and significant effect (β=0.147, t=4.212), as did organizational factors (β=0.128, t=5.288). Among the predictor constructs, managerial factors produced the strongest direct effect on the development of human resources as a strategic partner. The model’s goodness-of-fit index was 0.351, indicating an acceptable overall fit. The transition of human resources toward a strategic partnership role requires the simultaneous development of managerial capabilities, individual competencies, and organizational infrastructure. Nevertheless, managerial factors should receive priority in human resource transformation initiatives because they exerted the strongest influence on the proposed model.