Designing a Human Resource Management Model in Public Organizations for Alignment with the Principles of Society 5.0
Keywords:
human resource management, Society 5, public organizationsAbstract
Although Society 5.0 is centered on the integration of technology, modern policymaking, and broad human-centered stakeholder participation, many public organizations face various obstacles in implementing these principles. Accordingly, the aim of this article is to design a human resource management model in public organizations to align with the principles of Society 5.0. The research adopted an exploratory mixed-methods design. In the qualitative phase, thematic analysis was used to identify the components shaping the alignment of human resource management with the principles of Society 5.0. Data collection in this phase was conducted through interviews. Sampling was carried out using theoretical saturation, and twelve participants took part in the interviews. In the quantitative phase, confirmatory factor analysis and interpretive structural modeling were employed to design the alignment model of human resource management with the principles of Society 5.0 in public organizations. Data collection in the quantitative phase was conducted using two questionnaires, which were distributed among the sample population after the validity and reliability were examined and confirmed. The statistical population in the model validation phase consisted of all managers of public and governmental organizations at various managerial levels in East Azerbaijan Province, with a sample size of 214 respondents. The findings of the qualitative phase indicated seven main themes and thirty-four sub-themes. In the quantitative phase, the results of interpretive structural modeling showed that the alignment model of human resource management with the principles of Society 5.0 in public organizations is structured across six levels. Within this model, the strategic–cognitive component demonstrated the highest level of influence, while evaluation and feedback exhibited the highest level of dependence.
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Copyright (c) 2026 Babak Abasi (Author); Houshang Taghizadeh; Ghaffar Tari (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
