Identifying Strategies, Barriers, and Enablers of Human Resource Management in Public Organizations in the Digital Age

Abstract

The present study aims to identify the strategies, barriers, and enablers of human resource management (HRM) in public organizations in the digital age. Based on its objectives, this study is categorized as applied, exploratory, and descriptive-analytical research. The participants included both academic experts—comprising university professors and researchers in the fields of human resource management and digital transformation—and practical experts, including officials and managers of public organizations. Accordingly, 20 individuals were selected through purposive sampling. Data collection was conducted using both library-based and field methods. In the library phase, a literature review was carried out, while in the field phase, data were gathered through interviews. To identify components and indicators in the qualitative phase and to analyze the interview data, content analysis of interview transcripts was employed. Finally, a one-sample t-test was used to validate the model. The findings revealed that digital HRM strategies include the implementation of emerging technologies, data management and information security, and the development of a digital culture. Moreover, the barriers to digital HRM consist of cultural resistance, a lack of digital skills, and inadequate infrastructure. Ultimately, the results indicated that the enablers of digital HRM comprise information technology and software systems, organizational culture and digital acceptance, and human resource strategy and planning.