Designing an Employee Performance Management Model with a Human Resource Development Approach in Research and Technology Organizations (Case Study: Research Institute of Petroleum Industry)

The primary objective of this study is to design an employee performance management model with a human resource development approach in research and technology organizations, with a specific focus on the Research Institute of Petroleum Industry. The research follows a mixed-methods approach (qualitative-quantitative). In addition to a document review, thematic analysis was conducted using MAXQDA14 software to identify the factors influencing employee performance management within the framework of human resource development. The statistical population for the qualitative phase included faculty members specializing in public administration, human resource management, and oil and gas disciplines, as well as managers of the Research Institute of Petroleum Industry. A total of 19 semi-structured interviews were conducted until theoretical saturation was reached. Based on these interviews, four dimensions, 23 components, and 108 indicators were identified. For the quantitative phase, a descriptive-survey method was employed. The statistical population comprised all managers, supervisors, and experts working at the Research Institute of Petroleum Industry. Using Cochran’s sampling formula, a total of 232 participants were selected. The results indicated that the internal organizational dimension had the highest significance (coefficient = 0.964), while the meta-organizational dimension had the lowest significance (coefficient = 0.827). Additionally, economic factors were identified as the most critical component (coefficient = 0.915), whereas the reward system was deemed the least significant (coefficient = 0.640). Ultimately, the final model was developed and validated, consisting of five main dimensions: philosophy and objectives, theoretical foundations, executive principles, evaluation system, and implementation mechanisms.