Examination the Effectiveness Model of Sustainable Human Resource Management Stimuli Using ISM-SEM combination

Extended Abstract:
Abstract
Valuing the balance between the perspectives of environmental integrity, economic well-being and social equality has led to the creation of a new paradigm called sustainable human resource management, which is an important concept in the field of organizational and social studies. Accordingly, in order to better understand this concept, the purpose of this study
was to test the effectiveness model of sustainable human resource management incentives. The present study was applied in terms of purpose and based on the method of descriptive work. The statistical population of this research includes two sections of the staff of the Ministry of Culture and Islamic Guidance and experts. Data collection tool was two questionnaires; The first questionnaire was for structural-interpretive modeling method. The second questionnaire was used to validate the model developed in the study population, which was evaluated based on various indicators, their validity and reliability. The results of structural-interpretive modeling show that organizational support and supervision are the basis of sustainable human resource management incentives that have directly and indirectly affected other incentives. Also, the validation results of the developed model indicate the appropriateness of the model in the statistical population.
Introduction
Sustainable development in society is not possible without guaranteeing sustainability in the business world. The dramatic growth of human economic development has had devastating effects on the world's environment and natural resources. At the same time, interaction with social measures to deal with this situation has been very limited. Recent studies therefore show that there is a concern in academia regarding sustainability and sustainable development. However, the number of studies has increased in recent years. There is still disagreement on conceptual terms. Accordingly, in order to better understand this concept, the purpose of this article is to test the effectiveness model of sustainable human resource management incentives.
The statistical population of this research is formed in two parts separately, in the first part including experts familiar with the subject of research, in three areas, management experts with at least 15 years of management experience in the departments and subdivisions of the Ministry of Culture and Islamic Guidance. University professors in the field of human resource management with at least 10 years of teaching experience and researchers in the field of human resource management who have translated or written works in the field of sustainable human resource management. Accordingly, 9 experts have been selected. In the second part, in which the test of the pattern of effectiveness of sustainable human resource management stimuli is performed; The statistical population included all employees of the Ministry of Culture and Islamic Guidance.
This research was applied based on the purpose of the research and descriptive based on the research method. In this article, two questionnaires have been used to collect data. The first questionnaire is based on structural-interpretive modeling (ISM) method in which sustainable human resource management incentives are entered into the ISM questionnaire and pairwise comparisons of sustainable human resource management incentives are performed to level and develop an impact model. The second questionnaire was designed to test the pattern of effectiveness of sustainable human resource management stimuli. The questionnaires were distributed among the members of the statistical sample after checking their validity and reliability.
Discussion and Results
he findings of the first part show that organizational support and monitoring are the basis of the human resource management incentive system. This variable indirectly affects other drivers of sustainable human resource management; It has a direct impact on talent management, employee safety and health management, internal communication and the development of employee skills. Talent management and service compensation methods are at the third level. Attracting experts at the second level can lead the career management to more sustainable human resources. Also, managing the safety and health of employees leads to the development of employees' skills. Developing the skills of employees at the first level, while increasing the internal communication, which is one of the elements of human resource sustainability, makes career management more effective. At the same time, internal communication has a positive effect on the development of employees' skills. Developing staff skills, on the other hand, can increase diversity and breadth management. Career management promotes volunteerism and develops interpersonal relationships. Finally, the validation of the developed model using structural path modeling in PLS software shows that all the relationships obtained in the developed model are confirmed.
Many studies on human resource management have not paid much attention to the drivers of human resource sustainability in the organization; While adopting this approach in the first stage requires recognizing the factors affecting the adoption of sustainable human resource practices in the organization and determining the relationships between these drivers to achieve sustainable human resource management practices. Accordingly, in this article, the researcher identified the relationships between the drivers of sustainable human resource management, in order to ensure the appropriateness of the developed model, this model was tested. Accordingly, to increase the sustainability of human resources, the model developed in this article can be used to achieve appropriate organizational performance and increase the efficiency of human resources.