Purpose: This article was conducted with the aim of presenting the human
resource management development model based on competency
components in the e-commerce development center.
Materials and methods: The research method is applied in terms of
purpose and in terms of the type of data, it is an exploratory mix, which is
both qualitative and quantitative. The statistical population in the
qualitative part included a number of experts and in the quantitative part it
included all the employees of the E-commerce Development Center
including 340 people. In the qualitative section, 10 people were selected
using the targeted snowball method, and in the quantitative section, 181
people were selected randomly and clustered according to the Karjesi and
Morgan table. The validity and reliability of the verification questionnaire
was analyzed with a coefficient of 0.855.
Findings: The findings showed that the indicators of the model are:
(strategic view: attention to the selection of employees, emphasis on
employee training, having the necessary budget, the establishment of new
technologies in the organization, the existence of a succession view,
attention to the level of employee capabilities , clear explanation of the
organization's goals, attention to the personality characteristics of the
employees, (part of identity: continuous training, attention to the
management of intellectual capital, formation of the appointment
committee, central research), (elimination of deficiencies and improvement
of skills: emphasis on motivational issues in the organization, flexibility
organizational adaptability, appropriate distribution of financial credits in
the organization, the existence of a scientific view among managers and
the use of experienced managers), (individual-organizational problems:
lack of attention to employee motivation, weakness in planning and
implementation of organizational goals, lack of organizational flexibility,
Frequent managerial appointments, discretionary appointments, financial
restrictions, involvement of other organizations in appointments, lack of
continuous control and supervision of employees, (development of
organizational structural reform processes: evaluation of the work
performance cycle, retention of expert employees in the organization,
formation of working groups, modeling of organizations internal and
external success), (professional competence of the organization:
satisfaction, organizational development, targeted recruitment, capital
management, realism, organizational commitment.)
Conclusion: In addition, the resulting model has a suitable structure.