Designing a Management Model for Human Resource Internal Paradoxes (Case Study: Islamic Republic of Iran Air Force)

Organizations of today have become complex for various overt or conealed reasons, and are facing different paradoxes. Insufficient appreciation of human resource paradoxes, and not realizing how to deal with paradoxes, result in the decline of mental agility, individual and organizational flexibility, unity, certainty, productivity, human resource sustainability and the like. This is felt more seriously in large organizations such as military establishments due to their complexity. This applied research follows descriptive-explanatory method to pursue its goals, and mixed method for data collection. The research is intended to design a management model for human resource internal paradoxes. Hence, the internal paradoxes of human resources were identified through exploratory interviews with the expert and the specialist employees of human resource processes in the Islamic Republic of Iran Air Force. Then, the conceptual framework was designed. In order to decide on how to manage the paradoxes of internal human resource and designing management model of dealing with paradoxes, the solutions were proposed through Delphi Panel. Four of 16 paradoxes mentioned above, can be managed by admission strategies, seven of them by mixed strategy, three others through spatial resolution and two others by temporal resolution. Finally, the paradoxes were prioritized according to their importance.