Designing a Human Resource Management Model Based on Organizational Resilience in the Iranian Oil Industry

Abstract

Objective: This research, relying on the organizational resilience approach, aims to design a resilient human resource management model for the oil industry of the country through a qualitative and exploratory methodology. Methods and Materials: The qualitative method used in this study was thematic analysis, and data were collected through interviews with 12 experts from academia and the oil industry. Findings: The data were categorized based on a coding technique in four levels: primary codes (416 codes), basic themes (96 themes), organizing themes (27 themes), and overarching themes (8 themes), including: management of environmental events, resilient organizational governance, functional resilience of employees, affirmative HRM imperatives, strategic resilience initiatives framework, resilient representation of human resources, empowering resilience in employees’ reassurance, and strategic authoritarianism in organizational operations. Conclusion: The findings indicated that in order to achieve resilient human resource management in crisis-driven organizations, particularly in the oil industry, it is necessary to develop a dialectical and strategic approach in decision-making and operational structures. This approach should strengthen the fundamental assumptions of resilience within the organizational space, thereby facilitating the creation of resilient behaviors within human resources.