leila bahramian

Today, the world is facing constant changes in society, laws and the economy. This emphasizes the need to develop employees' work skills and their ability to adapt flexibly to changing circumstances. Paying attention to the agility of human resources, which is the main asset of the organization, can help the manager to make the right decisions in organizational crises. The concept of agility in human capital is the knowledge readiness of employees for fundamental changes in processes, structure and culture that will satisfy domestic and foreign customers. The purpose of this study is to provide a model of human capital agility in government organizations. The research was conducted with a combined approach using content analysis and structural equations. Data collection tools are semi-structured in-depth interviews and questionnaires. The statistical population in the qualitative section includes 14 managers of the organization and in the quantitative section, all employees of the agricultural jihad in the northern provinces. The sample size was 350 people. The results showed that in the qualitative stage 4 comprehensive themes; Individual characteristics, interpersonal characteristics, strategic characteristics, job-related characteristics and 9 main themes were extracted. The reliability of the factors was above 0.7. Standardized factor load coefficients, team characteristics had the highest score (0.836) compared to other themes. It has been suggested that relevant organizations, in order to increase the agility of human capital, pay more attention to team characteristics from the main themes to the comprehensive themes of interpersonal characteristics of employees.

The purpose of this study is to provide a structural interpretive model of human resource agility in government organizations. This research was applied in terms of purpose and was conducted with a combined approach. Data collection tools were semi-structured in-depth interviews and the statistical population included senior managers of government agencies, 14 of whom were selected by purposive sampling (to achieve theoretical saturation). The model was validated based on the results of the interview, using interpretive structural modeling, design, and its validity and reliability. The results led to the development of 5 levels of manpower agility. The first level - the most important level - related to the organizational performance variable, the second level was allocated to productivity and the third to perceptual skills, planning and contemplation. Communication, team and job skills were ranked at the fourth level and personality variables at the fifth level. This model can be an effective help in creating the necessary infrastructure to improve the level of human resource agility in organizations.