A Model for the Professional Growth of Employees in the Iranian Government: Organizations in Line with the General Policies of the Administrative System

In the modern era when human resources are the key elements to achieve the goals of an organization, it is imperative to provide opportunities for the growth of the employees. This study suggested a model for the growth of the employees at the governmental organizations. The aim was practical-developmental, and the method was survey-cross sectional. The data used were mixed (quantitative-qualitative). The population included professors of human resources management and experienced managers of the ministry, all in all 18 individuals. Purposeful sampling was employed at this qualitative level. At the quantitative level, the population included the employees at the ministry, 296 individuals, selected based on Morgan's table and random sampling. The instrument used were semi-structured interview and likert questionnaire. The reliability of the questionnaire was confirmed using Cronbach's alpha. The validity was confirmed through homogeneous and heterogeneous reliability. The data analysis of the qualitative data was done through grounded theory, and the validity of the model was confirmed through partial least squares regression method. Based on the paradigmatic method of the study, the employees' growth at the governmental organization concerned: causal conditions (the need for constant learning, contact management with the beneficiaries, environmental changes, occupational development planning, and working conditions and requirements), contextual conditions (personal characteristics of the employees, IT infrastructure, general strategies of the organization, organizational culture, organizational structurer, and trust environment), interventional conditions (responsibility, organizational support, talent management, organizational rewarding system), mental (cognitive development, emotional development, behavioral development, and skill development), strategies (skill-based strategies, motivation-based strategies, and opportunity-based strategies), and consequences (performance improvement, strategic and future visions, organizational goal achievement, and sustainability of the human resources).