Investigating the Status of Human Resource Management Development Indicators Based on Competency Components in the e-Commerce Development Center of the Ministry of Industry, Mines and Trade
Authors: Mohammadi Yazdi Ameneh , Mirsepasi Nasser , Mousakhani Morteza , Hanifi Fariba 
Published: October 2024

This article was conducted with the aim of investigating the status of human resource management development indicators based on competency components in the e-commerce development center. The research method is applied in terms of purpose and in terms of the type of data, it is an exploratory mix that is both qualitative and quantitative. The research method was carried out in the qualitative part of the foundation's data and in the quantitative part, using a descriptive survey method. The statistical population in the qualitative section included a number of experts and in the quantitative section it included all the employees of the E-commerce Development Center including 340 people. In the qualitative part, 10 people were selected using the targeted snowball method, and in the quantitative part, 181 people were selected randomly and clustered according to the Karjesi and Morgan table. The validity and reliability of the verification questionnaire was analyzed with a coefficient of 0.855. The findings showed that the indicators of the development of human resources management are: (Strategic view: attention to the way of selecting employees, emphasis on employee training, having the necessary budget, establishing new technologies in the organization, the existence of succession view, attention to the level of employees' capabilities , clear explanation of the organization's goals, attention to the personality characteristics of employees), (part of identity: continuous training, attention to the management of intellectual capital, formation of the appointment committee, central research), (elimination of deficiencies and improvement of skills: emphasis on motivational issues in the organization, flexibility organizational adaptability, appropriate distribution of financial credits in the organization, the existence of a scientific view among managers and the use of experienced managers), (individual-organizational problems: lack of attention to employee motivation, weakness in planning and implementation of organizational goals, lack of organizational flexibility, Frequent managerial appointments, discretionary appointments, financial restrictions, involvement of other organizations in appointments, lack of continuous control and supervision of employees, (development of organizational structural reform processes: evaluation of the work performance cycle, retention of expert employees in the organization, formation of working groups, modeling of organizations successful internally and externally), (the professional competence of the organization: satisfaction, organizational development, targeted recruitment, capital management, realism, organizational commitment). In addition, all components except the components that emphasize employee training, create unity in the organization Lack of attention to employee motivation, lack of organizational flexibility, formation of working groups, organizational commitment and effective appointments in the organization are not in a favorable situation. In addition, the resulting model has a suitable structure.