Objective: The purpose of this study is to design a model for managing HR paradoxes in order to coordinate the HR processes.
Approach: The present research is based on purpose, descriptive-explanatory and, based on the result, applied and in terms of quantitative-qualitative (mixed) data. The statistical population of the study is the Islamic Republic of Iran Air Force and the external paradoxes of human resources were analyzed to explain coordination in the description of assigned tasks. After identifying the main research question, an attempt was made to examine the research literature. The conceptual model framework was developed and exploratory interviews were conducted with 4 experts to confirm the initial pattern ratio and finally the research process was followed using Delphi method in three stages to develop and test the designed model.The samples were selected purposefully and by snowball method from experts and human resources experts.
Results: According to the initial model of the study, 20 outer paradoxes were identified which were finally confirmed after deletions and additions and correction of 21 outer paradoxes, 10 paradoxes through the Synthesis strategy, 2 through the Temporal differentiation strategy, 2 through the Accept (Working through) strategy, 7 through the Spatial differentiation strategy, and 3 through the two strategies can be managed simultaneously.
Constraints and Consequences: The most important limitation of the present study is the lack of applied research in the field of HR paradoxes. In addition, the proximity of the concepts of conflict, dilemma and paradox, and repeated need to explain the philosophical concepts has been holding each round of the Delphi panel.
Practical implications: According to the research findings, resolving the human resource paradoxes and managing them will lead to human resource sustainability and internal and external coordination.
Article Value: The present paper has led to an understanding of the external paradoxes of human resources in the Air Force, which leads to the discourse and improvement of paradox management conditions through defensive strategies and the generalization of its results to other organizations.