Presenting a Collaborative Base Human Resource Management Model in the Field of Health and Treatment with an Approach Based on the Grounded Theory Approach

Document Type : Research Paper

Authors

1 PhD Candidate, Department of Public Administration, Faculty of Management and Accounting, Science and Research Branch, Islamic Azad University, Tehran, Iran.

2 Associate Prof., Department of Human Resources and Business Management, Faculty of Management, Kharazmi University, Tehran, Iran

3 Faculty of Management, Allameh Tabatabai University, Tehran

10.22059/jipa.2025.385266.3603

Abstract

Objective
In recent years, the healthcare and treatment sector has faced persistent and complex challenges that have exposed critical gaps in human resource management (HRM). These crises underscore the urgent need for strategic, trust-based, and collaborative HRM approaches. Recognizing the importance of continuous partnerships and joint efforts in addressing sectoral demands, this study aims to develop a Collaborative Human Resource Management (CHRM) model tailored specifically for the health and treatment sector. By placing collaboration at the core of HRM practices, the research seeks to foster a sustainable and participatory organizational culture that supports resilience, adaptability, and improved service outcomes.
 
Methods
The research design was guided by the research onion model proposed by Saunders et al. (2018), employing a qualitative approach within the interpretive paradigm and categorized as fundamental research with an inductive orientation. Thematic analysis was selected as the primary method of data analysis. Data were collected through semi-structured interviews with key HRM experts and specialists in the healthcare sector. Participants were identified using purposive and snowball sampling strategies. A total of 15 interviews were conducted, achieving theoretical saturation. To ensure the rigor, validity, and reliability of the study, triangulation, expert consultation, and member checking were implemented. The Strauss and Corbin grounded theory methodology was applied using a three-phase coding process—open, axial, and selective coding—supported by MAXQDA software.
Results
Analysis of the interview data generated 308 open codes, which were refined to 186 after removing duplicates. These were further organized into 65 distinct concepts, ultimately grouped into 32 primary subcategories and 16 secondary subcategories. From this process, six major dimensions were identified as the foundation of the Collaborative Human Resource Management Model:

Central category – Dimensions and components of collaborative HRM, including collaborative recruitment, training and development, performance evaluation, job design, and compensation.
Causal factors – Internal motivations and external influences such as team-building efforts, joint planning, and technological enablers.
Contextual factors – Cultural (collaborative culture), political (organizational structures and policies), and social (communication, conflict resolution, commitment) variables.
Intervening conditions – Organizational (leadership support, collaborative management practices) and individual (interpersonal skills, challenges) elements.
Strategies – Relationship-building efforts (trust, fairness, and feedback mechanisms) and infrastructure/resource management (cost control, systems, program development).

Outcomes – Both intra-organizational effects (enhanced individual and organizational performance) and extra-organizational impacts (improved treatment quality, training, and public health outcomes).
Conclusion
The proposed model offers a comprehensive, empirically grounded framework for enhancing collaboration in HRM practices within the healthcare sector. By addressing causal, contextual, and facilitating factors, and by aligning strategic actions with measurable organizational outcomes, the Collaborative HRM Model provides actionable insights for policymakers, administrators, and healthcare leaders. Implementing this model can support more effective human capital utilization, foster a culture of shared responsibility, and improve both operational performance and societal health outcomes in complex and high-stakes environments.

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 17, Issue 3
2025
Pages 653-685

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