Presenting the Model of Strategic Management of Human Resources in the Marketing Department based on the Grounded Theory

Abstract

In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. This research was carried out in the framework of a qualitative approach and using grounded theory. The data collection tool was semi-structured interviews, which were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. The theoretical saturation criterion was used to determine the sample size and 36 interviews was conducted in 14 manufacturing companies in order to finally achieve theoretical adequacy along with document content analysis. Atlas. ti software was used to analyze the data obtained from the interviews and coding. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects) , strategic human resources and competition in the market, job type, priority dimensions, value addition and customer retention), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use) and finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.