Identification and Prioritization of Post-Social Responsibility Components of Human Resource Management in the Real Estate and Properties Administration of Iraq

The purpose of this study is to identify and prioritize the post-social responsibility components of human resource management (HRM) in the Real Estate and Properties Administration of Iraq. The statistical population of the study consisted of ۳۵۰ employees and managers of the Real Estate and Properties Administration of Iraq. Based on the Morgan table and using stratified random sampling, a total of ۱۸۵ participants were selected as the research sample. Data were collected using a researcher-made questionnaire. Inferential data analysis was performed using the Friedman test. The ranking of the post-social responsibility outcomes of human resource management indicated that human resource–related outcomes, extra-organizational outcomes, and organizational outcomes ranked first to third, respectively, in terms of priority. The human resource–related outcomes included the following components: (۱) employee empowerment and development, (۲) improvement of employee attitudes, (۳) improvement of working conditions, and (۴) enhancement of employee performance and productivity. Moreover, the extra-organizational outcomes included, in order of priority, the following components: (۱) improvement of socio-cultural conditions, (۲) economic development, and (۳) environmental development. The organizational outcomes, in order of importance, comprised the following components: (۱) impacts on organizational culture, (۲) sustainable growth and competitive advantage, and (۳) transformation in structure and strategy. Based on the findings, it is recommended that the organization continuously evaluate the activities and effectiveness of policies related to social responsibility within its structure, allocate sufficient financial and human resources for the implementation of social responsibility programs, and ensure full managerial support for these initiatives. The purpose of this study is to identify and prioritize the post-social responsibility components of human resource management (HRM) in the Real Estate and Properties Administration of Iraq. The statistical population of the study consisted of ۳۵۰ employees and managers of the Real Estate and Properties Administration of Iraq. Based on the Morgan table and using stratified random sampling, a total of ۱۸۵ participants were selected as the research sample. Data were collected using a researcher-made questionnaire. Inferential data analysis was performed using the Friedman test. The ranking of the post-social responsibility outcomes of human resource management indicated that human resource–related outcomes, extra-organizational outcomes, and organizational outcomes ranked first to third, respectively, in terms of priority. The human resource–related outcomes included the following components: (۱) employee empowerment and development, (۲) improvement of employee attitudes, (۳) improvement of working conditions, and (۴) enhancement of employee performance and productivity. Moreover, the extra-organizational outcomes included, in order of priority, the following components: (۱) improvement of socio-cultural conditions, (۲) economic development, and (۳) environmental development. The organizational outcomes, in order of importance, comprised the following components: (۱) impacts on organizational culture, (۲) sustainable growth and competitive advantage, and (۳) transformation in structure and strategy. Based on the findings, it is recommended that the organization continuously evaluate the activities and effectiveness of policies related to social responsibility within its structure, allocate sufficient financial and human resources for the implementation of social responsibility programs, and ensure full managerial support for these initiatives.

کلیدواژه ها:

social responsibility ، human resource management ، Real Estate and Properties Administration of Iraq ، outcomes