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Providing an Applied Model of Management Decision Support Systems to Improve Human Resource Performance in Foomanat Chipboard Company
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Reza Fadaei Keyvani *   , Mehdi Ghayouri Koudehi |
| Assistant Professor, Department of Management and Accounting, Academic Center for Education, Culture and Research (ACECR), Gilan Branch, Rasht, Iran |
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Abstract: (49 Views) |
| Identifying and analyzing the factors that influence organizational performance represents a pivotal strategy for enhancing managerial decision-making. Accordingly, this study aimed to develop an applied model of Management Decision Support Systems (MDSS) to improve human resource performance within Foomanat Chipboard Company. In terms of purpose, this research is fundamental, and in terms of execution, it follows a qualitative research methodology. The statistical population comprised managers, experts, and specialists in the fields of leadership, management, and human resources. In the qualitative phase, conducted using the grounded theory methodology, semi-structured interviews were carried out with 15 senior managers, experts, and specialists in leadership and human resource management at Foomanat Chipboard Company until theoretical saturation was reached. Data were collected and summarized through a dual approach: documentary research (reviewing thematic literature from journals, books, and authoritative websites) and exploratory analysis (applying open, axial, and selective coding techniques for data processing). Subsequently, the conceptual model was designed based on the paradigmatic framework. The findings indicate that the model encompasses 16 main categories and 34 variables: Management Decision Support Systems for improving human resource performance serves as the core or central category; individual factors and employee performance evaluation act as causal conditions; organizational changes, integration with other HR systems, emerging technologies, continuous monitoring and improvement via information technology and artificial intelligence, and service technologies function as contextual conditions; organizational factors, a supportive and participatory culture, and technical factors operate as intervening conditions; training and development, organizational goals, and enhancing the company's economic indicators constitute the strategies; and process optimization alongside organizational performance improvement represent the outcomes. |
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| Keywords: Decision Support Systems (DSS), Human Resources, Employee Performance, Grounded Theory |
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Full-Text [PDF 1129 kb]
(21 Downloads)
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Type of Study: Research |
Subject:
General
Received: 2025/02/24 | Accepted: 2025/04/13 | Published: 2025/04/19
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