Public Administration Perspective

Presenting the Human Resources Competency Model from the Perspective of Saadi Shirazi and Its Application in Iranian Government Organizations

Document Type : Research Article (with qualitative approaches)

Authors

1 Professor, Department of Public Administration and Tourism, Faculty of Social Sciences, University of Mohaghegh Ardabili, Ardabil, Iran.

2 PhD student in Human Resource Management, Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, Faculties of Management, University of Tehran, Tehran, Iran.

Abstract

Purpose: Human resources competency is a critical requirement for contemporary organizations in today's turbulent world, where its cultivation leads to enhanced performance, greater efficiency, and lasting results. Given the importance of competency, meritocracy, and talent development, this research aims to present a human resources competency model grounded in Saadi Shirazi's wise sayings and to explore how these competencies can be institutionalized within current organizations, introducing competent human resources to the organizational community. Considering the vital role of human resources and the issues arising from their competency weaknesses, particularly in governmental organizations, this study seeks to develop a human resources competency model based on Saadi Shirazi's insights and to apply it in Iranian governmental organizations. Therefore, the research question is: What model is suitable and presentable for improving human resources competency in Iranian governmental organizations?
Design/methodology/approach: The research method, in terms of philosophical paradigm, is interpretive, with a qualitative, exploratory approach. The logic of theory development is inductive, and the purpose is applied. Data analysis is conducted using textual and archival data, employing a documentary strategy and thematic analysis. The research context is Saadi's Golestan, with the first chapter, comprising 41 anecdotes, as the sample.
Research Findings: The findings from the analysis include managerial competencies (decision-making, managerial knowledge and intelligence, leadership and guidance), behavioral competencies (compassionate leadership, behavioral independence, behavioral reputation, citizenship behavior, relationship management), ethical competencies (broad-mindedness, magnanimity, composure, spiritual maturity, generosity), knowledge competencies (knowledge management, knowledge capability), and practical competencies (pragmatism, practical intelligence, experience-based, precision). The unique contribution of this research, which helps reduce the theoretical gap, is the use of Saadi Shirazi's wise sayings and their localization to existing human resources in current organizations. This research, in emphasizing leadership competency, aligns most closely with the AIHR's T-shaped model, and its application in current organizations will yield sustainable, forward-looking results.
Limitations & Consequences: In terms of limitations, the generalizability of the research findings to other organizations and societies may face challenges. Regarding implications, presenting a native, culturally based model can improve the performance and efficiency of governmental organizations. Institutionalizing meritocracy and talent development in organizations can enhance employee job satisfaction and organizational commitment, and identifying and nurturing competent human resources can improve public service delivery and increase public trust in governmental organizations.
Practical Consequences: This research can significantly improve the performance and culture of Iranian governmental organizations. The most important practical outcome is the development of a native competency model inspired by Saadi's wisdom, which aligns with Iran's cultural and religious values. This model can replace Western models that are often not fully compatible with the country's organizational environment. This framework allows human resources managers to redesign their recruitment and hiring processes, emphasizing ethical competencies such as trustworthiness, accountability, and fairness. Additionally, this research can serve as a basis for designing new training and development programs that use Saadi's stories and poems to instill crucial concepts like public service and justice among employees. Ultimately, by enhancing professional ethics and boosting job satisfaction, this research paves the way for practical transformations in human resource management and for improving organizational culture within the Iranian public sector.
Innovation or value of the Article: This research, drawing on the rich treasury of Persian literature, namely Saadi's Golestan, presents a human resources competency model. This moves the research beyond a purely theoretical and imported state, giving it a native and cultural flavor. Therefore, using Saadi's wise sayings, rooted in Iranian culture and values, can create a deeper connection with the audience and increase the acceptance of research results. Furthermore, this research, by identifying various dimensions of competency, including managerial, behavioral, ethical, knowledge, and practical competencies, provides a comprehensive and multi-dimensional model. This model, which considers the various dimensions of competency, helps organizations comprehensively assess and develop their human resources. Also, this research, by emphasizing leadership competency, aligns with the AIHR's T-shaped model and highlights the importance of leaders' roles in human resources development. This helps organizations to identify and nurture competent leaders and effectively manage their human resources through them. Moreover, this research, by providing practical solutions for institutionalizing competency in Iranian governmental organizations, helps to bridge the gap between theory and practice. This enables organizations to implement competency models effectively and benefit from their outcomes. Finally, this research, by emphasizing the delivery of sustainable, forward-looking results, helps organizations continuously develop their human resources and prepare for the future.
Paper Type: Original Paper
 

Keywords

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Public Administration Perspective
Volume 16, Issue 3 - Serial Number 63
October 2025
Pages 158-180