Developing a personal-business development model for the staff of the Arvand Free Zone Organization

Developing knowledge and skills in the field of interest is one of the main steps to improve human resources. Personal-commercial development planning helps people to identify their needs for improving knowledge and job skills based on the results of the analysis model of personal strengths, weaknesses, opportunities and threats, and plan on them. to suit Empowering operational processes and human forces in the organization to increase the quality of performance is a requirement for organizational development and transformation. The most important factor of this change and development is behavioral maturity at the individual and group levels, which scientific and scientific guidance will increase productivity in performance. The purpose of this research was to develop a personal-business development model for Arvand Free Zone Organization employees. The current research is qualitative in terms of purpose, application and research method. The data of the qualitative part was collected with the help of semi-structured interviews. In the field of theoretical foundations and research literature, information was collected through library resources, articles, and the global communication network (Internet). In the qualitative part, the research community included senior managers and organizational elites. In qualitative research, the number of samples was determined based on the principle of theoretical saturation; That is, data collection is stopped when new information or data related to the subject of study is not obtained. The results showed that the results of interviews with Arvand Free Zone experts showed that the causal factors affecting the personal-commercial development of employees are divided into three components: employee motivation, knowledge-based and individual factors. Also, self-efficacy, technology skill, communication skill and team work skill are considered as the components of the core category. Background conditions were counted in factors such as personal relationships, learning infrastructure, human resource management and meritocracy. The intervening factors were summarized in three components of fairness, performance evaluation and employee participation. The results showed that the effective strategies and consequences on the personal-commercial development of employees can be described in components such as individual and organizational strategies.