Designing a Model of Key Human Resource Competencies in the Kermanshah Power Distribution Company

The Kermanshah Power Distribution Company is a human-centered organization. Therefore, the competencies of its employees must be enhanced to enable them to achieve optimal performance. In this context, the present study aims to propose a model of key human resource competencies in the Kermanshah Power Distribution Company. This research employs a qualitative approach, utilizing the grounded theory method to identify the factors of the model within the Kermanshah Power Distribution Company. Finally, recommendations and necessary suggestions for improving key human resource competencies in the Kermanshah Power Distribution Company were provided. Based on the findings of the grounded theory, ۲۴ subcategories were identified, which were categorized into six main categories: (۱) causal conditions for evaluating key human resource competencies, (۲) attention to key human resource competencies, (۳) intervening conditions for evaluating key human resource competencies, (۴) contextual conditions for evaluating key human resource competencies, (۵) strategies for evaluating key human resource competencies, and (۶) outcomes of evaluating key human resource competencies. The findings suggest that in the Kermanshah Power Distribution Company, intervening conditions influence causal conditions, and causal conditions affect attention to competencies. On the other hand, intervening conditions directly impact strategies.The Kermanshah Power Distribution Company is a human-centered organization. Therefore, the competencies of its employees must be enhanced to enable them to achieve optimal performance. In this context, the present study aims to propose a model of key human resource competencies in the Kermanshah Power Distribution Company. This research employs a qualitative approach, utilizing the grounded theory method to identify the factors of the model within the Kermanshah Power Distribution Company. Finally, recommendations and necessary suggestions for improving key human resource competencies in the Kermanshah Power Distribution Company were provided. Based on the findings of the grounded theory, ۲۴ subcategories were identified, which were categorized into six main categories: (۱) causal conditions for evaluating key human resource competencies, (۲) attention to key human resource competencies, (۳) intervening conditions for evaluating key human resource competencies, (۴) contextual conditions for evaluating key human resource competencies, (۵) strategies for evaluating key human resource competencies, and (۶) outcomes of evaluating key human resource competencies. The findings suggest that in the Kermanshah Power Distribution Company, intervening conditions influence causal conditions, and causal conditions affect attention to competencies. On the other hand, intervening conditions directly impact strategies.

کلیدواژه ها:

Key Competencies ، Kermanshah Electricity Distribution Company ، Grounded Theory ، human resources