Modeling the Disturbance-Dynamics Model of Human Resources Development in Iran's Oil Industry

• Published in: Mudīrīyat-i dawlatī (Dānishgāh-i Tihrān. Dānishkadah-i Mudīrīyat) Vol. 11; no. 2; pp. 309 - 338
• Main Authors: Mohammad Reza Mehregan, Mahnaz Hosseinzadeh, Nima Rabie Servandi
• Format: Journal Article
• Language: Persian
• Published: University of Tehran 01-06-2019
• Subjects: disturbance; human resource productivity; system attitude; system dynamics
• ISSN: 2008-5877; 2423-5342
• DOI: 10.22059/jipa.2019.277895.2514

Objective: The oil industry is the most important and strategic industry in Iran and plays a dominant role in the economy of the country. Human capital is the main element in the creation and development of productivity, therefore the development of human capital productivity in this industry can be a major step towards achieving economic growth and long-term goals of the country. In planning the development of human resource efficiency, managers and planners have to cope with the complexity of human resources (systems of multidimensional systems) and, psychological relations and socio-cultural issues (systemic attitudes). Considering the fact that, human resource utilization in the oil industry is a turbulent issue, this research aimed at modeling, simulating and strategizing the human resources system of the oil industry using the formulation of a turbulent order and the dynamics of the system.
Methods: The research’s methodology is inspired by the critical system thinking of research in multiple operations and methodologies (a system of systematic methodologies). This is primarily done using the barriers to the development of Ackoff / Gharage Daghie, the principled embedding of the structure of the problem turmoil, and then into modeling using the dynamics of the system.
Results: The findings of the model show that insufficient attention to the transparency of the structure of the oil industry in terms of power and the use of intellectual and human capital in dimensions of value and motivation of staff in cosmetic aspects have caused damage to the abundance of human resources in the industry.
Conclusion: The application of hybrid policies in the three sub-systems of value, strength, and beauty were selected as the best way to improve the productivity of human resources in the petroleum industry. It was shown that plans for increasing intellectual and human capital, structural transparency in the oil industry, and the incentivizing systems of workers have significant effects on increasing the value of human resources and improving its productivity in the oil industry.