Designing an Organizational Innovation Model with an Emphasis on the Approach of Lean Human Resource Management: The Case of Selected Municipalities of Mazandaran Province

Figures & data

Table 1. Dimensions, components and indicators.

Row	Dimensions	Component	Indicator
1	The system of recruitment, supply and adjustment of lean of human resources	Lean human resource planning	Predicting the demand and supply of human resources in real-time
			Analysis of work priorities and future workflow
			Analysis of the working process of the workforce
			Gap analysis
			Skills required for the required project
			Required capabilities
			Checking the actual rate of leaving the service
		Lean Business design	The exact pattern of relations between the forces of the organization
			Accurate determination of the various components of a job position
			Investigating the maximum level of job quality and productivity
		Lean recruitment	Discover lean human resources
			lean employment tests (interview and questionnaire)
			Do adequate research
			lean society (lean organization)
2	Human resources lean improvement system	Lean performance evaluation	Employees’ support of the organization
			Employee commitment
			The added value of human resources
			The influence of social partners
		Lean training improvement of employees and managers	Independent learning
			lean training
			Continuity of training
		lean organizational improvement	Access to information and communication technology
			Development of group activities and team building
			Conflict management
			Problem-solving skills
			Expand effective communication
		lean individual improvement	creativity and innovation
			Criticism of
			seek participation
			Self-management
			Action independence and self-efficacy
			Decision-making skills
			Professional responsibility and commitment
			Mental strength and ability
		lean professional improvement	Risk-taking and the ability to make changes
			Share findings
			Research and research activities
			Futurology
			Reducing waste in resources
		Lean social and cultural improvement	Social learning
			Compliance with professional ethics
			The degree of adaptation of developments to the conditions of the organization
			The number of cultural activities
3	Human resources lean maintenance system	lean service compensation system	being competitive
			Establishing internal and external justice
			Recruiting, retaining and developing organizational talent
			Maintaining and developing desired behavior and performance
			Motivational
		lean health of employees	Sports status of employees
			Health status of employees
			Periodic examinations
			Attention to the mental health of personnel
		lean safety in the workplace	Ergonomics
			HSE index
			Incident recurrence rate
			Rate of occupational diseases
			Risk control and reduction index
		lean human resources insurance and retirement	health Service
			Unemployment Insurance
			Pension funds
			Supplementary insurance, etc.
4	The lean application system of human resources	Lean of Effective leadership	Create attraction
			team building
			Group empowerment
			Continuous performance improvement
			Having a vision
			Self-assessment
			an inspiration
			Coaching
			Use of organizational intelligence
		lean communication	Deep involvement
			lean feedback
			sincere sympathy
		lean motivation	Creating a need
			needs assessment
			Methods of satisfying material and psychological needs
		lean promotion and discount	Talent Survey
			Open innovation
			Succession management
		Targeting the number of human resources	Fluctuation in production volume
			The nature of technology
			Customer expectations
5	Use of technology	Making technology	The number of researchers and technologists
			Appropriate information infrastructure
			Budget and Facilities
			Managers’ support
			The amount of technological organizational knowledge
		Technology supply	Marketing
			Service
			After-sales service
			Variety of new services
		Technology efficiency	Ease of use of services
			Attractiveness of services
			The possibility of providing services online
6	Organizational Culture	Culture of Involvement in work	Empowerment
			team orientation
			Developing capabilities
		The culture of consistency (stability and integrity)	Coordination and coherence
			Agreement
			Fundamental values
		Adaptability culture	Change
			Customer Orientation
			Organizational Learning
		mission culture	Strategic intention and direction
			Goals and objectives
			Vision
7	Organizational Structure	Organization strategy	Analysis of environmental events and trends
			Cost leadership
			Differentiation
			Control attitudes
		Organizational environment	Political environment
			Economic environment
			Social environment
			Cultural environment
		The degree of formality of the organization	Level of flexible rules
			Instructions
			Flexible job description
		The degree of concentration of the organization	Hierarchy of authority
			Decision-making power
			Control and marketing area
		The degree of complexity of the organization	The number of management levels
			The number of departments of organizational units
			The number of subsystems
			The number of job titles
			The number of places and geographical areas
		Specialization, division of labor	Degree of separate and specialized duties
			The scope of employees’ activities
8	Policies and programs	Micro-policies	Ability to implement policies and procedures
			Flexibility of policies
			The degree of coordination of policy components
		Intermediate policies	Verbal communication strategies (such as expressing concern for the future)
			Behavior modification strategies (such as an investigation into the upcoming future and corrective actions for human resources)
			Projective strategies
			Choosing the right scenarios
		macro policies	Preventive strategies (advance in conflict management)
			Aggressive strategies (preemptive in doubt and threat)
			Defensive strategies
9	Lean innovation capabilities	Generating new ideas	Creation and development of the electronic and smart city
			Dynamics in connection with the media
			Creating a creative city
			Creating a lean organizational structure
			Drawing the development horizon and strategic document
		Promoting new ideas	Development of an electronic government
			Development of the green city model
			Development of tourist culture and tourism
			Increase trust between different groups
			Improving the satisfaction level of citizens
			Cost leadership
			Promoting investment culture
			Sustainable income development
		Implementing a new idea	Innovation in business canvases
			Innovation in accountability
			Innovation in creating people’s welfare
			Improving the level of social welfare
			Improving the level of people’s participation in urban management
			Having leading, agile, knowledge-oriented and responsible human resources

Table 2. The main dimensions of the organizational innovation model with an emphasis on lean human resource management.

Lean innovation enablers	The system of recruitment, supply and adjustment of lean of human resources – Human resources lean improvement system – Human resources lean maintenance system – The lean application system of human resources
Facilitators of lean innovation	Use of technology – Organizational Culture – Organizational Structure- Policies and programs
Lean innovation capabilities	Generating new ideas – Promoting new ideas – Implementing a new idea

Table 3. Main categories and subcategories of research.

Paradigm model categories	Subcategories
Causal conditions	The inefficiency of systems and methods in municipalities (including the inefficiency of human resources-processes-policies-programs)
Ground conditions	Lack of sufficient financial resources in municipalities – citizens’ expectations
Intervening conditions	Municipal self-governance policy (reducing the role of the government in the policy-making and implementation processes in municipalities)
Central phenomenon	Organizational innovation with an emphasis on lean human resource management
strategies and actions	-Enablers(The system of recruitment, supply and adjustment of lean of human resources- Human resource lean improvement system- Human resources lean maintenance system- The lean application system of human resources)-Facilitators(Use of technology- Organizational Culture- Organizational Structure- Policies and programs)
Consequences	Lean innovation capabilities(Generating new ideas- Promoting new ideas- Implementing a new idea)

Figure 1. The paradigm model of the organizational innovation model with an emphasis on lean human resources.

Figure 2. MAXQDA computer software Output.