Design and Validation of Human Resources Diversity Management Model (Government Organizations of Razavi Khorasan Province)

Different countries face the diversity of human resources in different ways. In some countries, the diversity of human resources is accepted and considered as a competitive advantage and brings more opportunities for organizations. On the other hand, some other countries prevent the introduction of diversity and consider it a threat and an obstacle for organizations and ignore its benefits. The purpose of this research is to design and validate the human resource diversity management model in government organizations of Razavi Khorasan province. The current research has been conducted using a mixed method (qualitative-quantitative). The statistical population of the qualitative part of the managers of the government organizations of Razavi Khorasan, ۱۲ people were selected using the theoretical sampling method and the snowball technique, and interviews were conducted, and in the quantitative part of the statistical population, all the managers of the government agencies of Khorasan Razavi province in May ۱۴۰۰ Their number was ۸۹۳۶ people, which was obtained by stratified random sampling method and using Cochran's formula, the sample size was ۳۶۸ people. The data collection tool is a semi-structured interview in the qualitative part and a questionnaire in the quantitative part. To analyze the data in the qualitative section, the Max Kyoda software was used, in which the categories and components have reached the theorizing stage in the form of open, central and selective coding. In order to experiment and analyze the obtained data, descriptive and inferential statistical methods were used in the quantitative part. In the qualitative part, the central coding or ۶C was explained by separating causal conditions, central category, strategy, consequences, contexts, and interveners. In the quantitative part, the results of the research showed that the presented model has a good fit. It should be noted that until the diversity of employees and their differences and capacities and the differences in knowledge of employees are not taken into account, it is not possible to expect the necessary productivity and efficiency from employees.Different countries face the diversity of human resources in different ways. In some countries, the diversity of human resources is accepted and considered as a competitive advantage and brings more opportunities for organizations. On the other hand, some other countries prevent the introduction of diversity and consider it a threat and an obstacle for organizations and ignore its benefits. The purpose of this research is to design and validate the human resource diversity management model in government organizations of Razavi Khorasan province. The current research has been conducted using a mixed method (qualitative-quantitative). The statistical population of the qualitative part of the managers of the government organizations of Razavi Khorasan, ۱۲ people were selected using the theoretical sampling method and the snowball technique, and interviews were conducted, and in the quantitative part of the statistical population, all the managers of the government agencies of Khorasan Razavi province in May ۱۴۰۰ Their number was ۸۹۳۶ people, which was obtained by stratified random sampling method and using Cochran's formula, the sample size was ۳۶۸ people. The data collection tool is a semi-structured interview in the qualitative part and a questionnaire in the quantitative part. To analyze the data in the qualitative section, the Max Kyoda software was used, in which the categories and components have reached the theorizing stage in the form of open, central and selective coding. In order to experiment and analyze the obtained data, descriptive and inferential statistical methods were used in the quantitative part. In the qualitative part, the central coding or ۶C was explained by separating causal conditions, central category, strategy, consequences, contexts, and interveners. In the quantitative part, the results of the research showed that the presented model has a good fit. It should be noted that until the diversity of employees and their differences and capacities and the differences in knowledge of employees are not taken into account, it is not possible to expect the necessary productivity and efficiency from employees.