Introduction
Processes and strategies are related to the pillars of management and human resources. Each process is a set of related actions in an important area of human resource management. Performance management and evaluation at the individual, unit, and organizational levels, to examine the degree of alignment of management processes with macro strategies and organizational goals, is a sign of competitive advantage and a prerequisite for realizing internal processes. The link between unit performance and macro strategy indicates strategic alignment in the organization, and the necessity for the sustainability of this alignment is the existence of alignment between internal laws, policies, and strategic human resource management processes.
Methodology
The main goal of Q-study is to reveal thinking patterns and discover and analyze mental patterns. This method provides capacity and dynamism for guiding, formulating, and advancing policy in policy research, an area where its use is still limited. First, the discourse space about human resource processes was identified, and 270 phrases or propositions were extracted. Considering the lack of semantic overlap, non-repetition, similarity of meaning, and ambiguity of the propositions, they were edited, deleted, modified, and reduced to 50 final phrases. After the final stage of their validity and reliability, the Q-set was designed, and this set was provided to the participants as Q-samples on cards of appropriate size. The statistical population is 26 small industrial companies in Tehran that benefit from the presence of strategic human resource managers in their structure, so the participants from these companies were selected through purposive sampling. Since people express their subjective preferences by ranking statements in sequential categories, factor analysis has been used to show patterns in the relationship between different statements.
Results and Discussion
In this study, through the Q method, which combines statistical and quantitative procedures and objective and interpretive structural approaches to reality, the results and analyses are presented through factor analysis and matrix tables, and comparison of factor scores. The standard deviation for each mental pattern was measured to obtain an approximate estimate of the items that have the highest diversity of views among the participants. The eigenvalue of each mental pattern in the column and the dispersion of the mental pattern or the share of variance explained for each, as well as the cumulative amount of their eigenvalue in the column, is about 83 percent, which indicates the correlated and internal beliefs. Thus, 8 columns, including factors 1 to 8, showed the mental patterns through the factor analysis matrix. To recognize the importance of mental patterns (factors), the standard score criterion and the number of participants are used. Based on the content of completely opposing and completely agreeing views in 8 mental patterns and based on the highest arrays and standard scores, the most important mental pattern, pivotal indicators, and specific roles have been explained.
Conclusion
Considering the purpose of the Q method and the interpretability criteria of mental patterns one to eight and based on the participants' mindset, the results and findings have been presented and analyzed in four parts: a) identifying and presenting mental patterns, b) interpreting mental patterns, c) presenting pivotal indicators, and d) explaining specific roles. Therefore, A and B) eight mental models were revealed, and the interpretation and naming of each mental model were carried out to represent the content of the views in a semantic format that expresses the interpretation of the first to eighth mental models about the development of strategic human resource management processes. C) Presentation of pivotal indicators: 'The extent of successful knowledge development in teamwork and networking (first indicator), The extent of organizational change and transformation (second indicator), The extent of benefiting from advanced and specialized knowledge (third indicator), The extent of successful experiences in managing the retirement process (fourth indicator), The extent of efficiency of specialized, professional, and academic knowledge (fifth indicator), The extent of successful measures to integrate information technology tools (sixth indicator), The extent of strategic policy-making in creating valuable resources (seventh indicator), The extent of applying practical and technical methods in procedures and processes (eighth indicator). D) Explanation of specific roles and their importance. Such as the necessity of playing the first and third role: formation or strengthening of internal strategic alliances, and creates insight and More knowledge among stakeholders. The necessity of playing the second role: Learning the skills of problem solving, negotiation, change, and making complex decisions. The necessity of playing the fourth role: Playing a role for the personal development of managers and employees, and continuously improving their competencies. The necessity of playing the fifth role: The necessity of playing the role of empowerment and organizational ability. This role can lead to the identification and development of strategic human resource management processes by identifying key performance indicators (KPIs) and improving the effectiveness of talent management and succession planning, as well as analyzing the degree of alignment with the company's strategy, and improved each year through a review based on business needs.