Desirable Career Planning of Human Resources(Study case: Saipa Automobile Company)

Abstract
Organizational leaders have realized that human resources are the main reason for the success and competitive advantage of organizations. Therefore, human resources specialists pay special attention to how employees progress and supervise the management of career path planning in order to achieve individual and organizational goals. In this study, questions were formulated to design a professional career path planning model for managers and employees of Saipa Automotive Group companies, and then a conceptual model was designed based on the theoretical background and relevant literature. The research methodology is a mixed type, which was used in the qualitative part through interviews and content analysis, and in the quantitative part, the questionnaire and structural equations were analyzed using confirmatory factor analysis and one-sample t-test and in SPSS and SmartPLS software. The results of the qualitative part, which was conducted through content analysis, showed what components the role of employees, the role of managers, and the role of the organization in career path planning include. Also, in the quantitative part of the research, the results of confirmatory factor analysis confirmed all the indicators extracted from the interview, and the results of the one-sample t-test showed that career path planning in the companies of the Saipa Automotive Group is below the desired level.
Introduction
In today's business environment, organizations play an important role in career path systems. Career path management, also known as organizational support for career development or organizational support, refers to the programs, processes, and assistance that an organization provides to support and enhance the success of its employees' career paths. Providing programs such as career development programs for employees in the organization may be interpreted from the perspective of employees as a sign that the organization values ​​their participation and well-being. This in turn increases job satisfaction, increases employee performance, and reduces psychological stress and organizational avoidance behaviors. It also creates a favorable sense of staying in the organization and makes people feel successful.
Today, discussions and studies on career paths deal with concepts such as self-managed work, employability, flexibility, smart work, and similar concepts. These concepts encompass the characteristics of employee career paths that occur in today's diverse and dynamic workplace. Research in this area has helped generate much-needed knowledge for career researchers about the implications of contemporary career attitudes and individuals’ career behavior. Despite much emphasis on conducting more research on the opportunities that borderless jobs provide for organizations, only a few studies have empirically demonstrated this relationship, while some studies suggest that employee career mobility can create new social and human capital for organizations, and some studies have shown that employees’ career behavior can negatively impact their organizations by increasing opportunistic behaviors and reducing social capital, which in turn reduces employee commitment and organizational performance (Fleischer et al., 2021).
Case study
The statistical population of the present study consists of 15 experts from the companies of the Saipa Automotive Group in the qualitative section and managers and employees of the companies of the Saipa Automotive Group in the quantitative section.
Materials and Methods
In the present study, a mixed research method has been used to achieve the research objectives, and the research process will proceed in two qualitative and quantitative stages. Accordingly, in the qualitative stage, the research method (theme analysis) has been used, and in the quantitative part, structural equations have been used by confirmatory factor analysis and single-sample t-test. The present study is considered a mixed research method in terms of its purpose, type of applied research, and in terms of data collection method. Mixed research or combined research methods are research that is carried out using a combination of two sets of quantitative and qualitative research methods.
The present study is in the field of applied research in terms of its purpose. On the other hand, considering that this research used library study methods as well as field methods such as questionnaires, it can be stated that the present research is a descriptive-interpretive research based on its nature and method, which is a mixed exploratory research in two qualitative and quantitative stages.
Discussion and Results
The present study was conducted in different stages. Therefore, different methods were used to analyze the data. Accordingly, the Delphi method was used to identify the factors affecting the career advancement path and to achieve consensus among experts, the fuzzy Delphi method was used to compare cognitive theories of the career advancement path, and the theme analysis method was used to analyze the data obtained from semi-structured interviews with experts and identify the factors affecting and consequences of the career advancement path of critical and key human resources in the Saipa Automotive Group.
Using confirmatory factor analysis of the model in the modes of estimating coefficients and significance of path coefficients, the study of the model fit assessment also showed that the model is in a suitable state in terms of explanation and processing.
Also, in this study, the selected codes extracted from the semi-structured interview form, which were analyzed qualitatively with a grounded theory approach, were analyzed in the form of a researcher-made questionnaire derived from the axial codes. Among the second statistical population (interviews), questions were raised to test the selected axes with the opinions of the units of the second statistical population. According to the t-test statistic and its comparison with the critical value, all the selected codes that had been converted into hypotheses were confirmed and it was determined that the components of human resources career development in the Saipa Automotive Group under study are effective.
Conclusion
The results showed that in the current situation, out of 57 indicators related to the five-dimensional components, only 4 indicators (accuracy of employees' actions, speed of employees' actions, transparency of activities and information, physical ability) were approved and the remaining 53 indicators were rejected. In fact, this shows that 53 indicators that are important in the desired situation have not been considered in the current situation, but all 57 indicators of the five-dimensional components were approved by the respondents, meaning that the human resources career path planning of Saipa Automotive Company is not in a desirable situation in the current situation. Considering the importance of Saipa Automotive Company in the country's automotive industry, paying attention to the issue of career path planning is of particular importance.