Design and Validation of a Value-Based Human Resource Development Model Grounded in Social Responsibility Using Partial Least Squares Structural Equation Modeling (PLS-SEM): Evidence from the Iranian Banking Industry
Keywords:
Value-based model, Human resource development, Social responsibility, Iranian banking industryAbstract
This study aimed to identify and design a model of the requirements and pillars for formulating human resource development (HRD) policies grounded in cultural values and social responsibility within the banking industry. The qualitative phase of the research was conducted using a systematic approach and semi-structured interviews with experts and specialists from the banking system and academia. The thematic framework of the study was developed through thematic analysis. The categorization of 1,089 initially identified themes led to the formation of 222 basic themes and 80 organizing themes (main components) grouped into 10 dimensions and 6 overarching themes. The quantitative phase included senior and middle managers of state-owned, semi-state, and private banks in Iran. Based on Krejcie and Morgan’s table, the sample size was estimated at 384 individuals, selected through convenience (accidental) sampling. Out of 440 distributed questionnaires, 410 were deemed valid and included in the statistical analysis. In the quantitative section, data analysis and model fit evaluation were conducted using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) method. The quantitative results indicated a relatively strong structural model fit (R² = 0.041) and high predictive power for the research model. Findings revealed that the relationship between social accountability and responsibility with legal and supportive requirements, despite being ranked lowest in importance by qualitative participants, had the highest path coefficient (0.74). The relationships between the dimensions of enhancing social interaction and participation in the CSR domain with operational and developmental axes, as well as institutionalizing an organizational culture grounded in values and CSR with cultural requirements—both with a path coefficient of 0.65—were jointly ranked second in impact. Moreover, the relationship between legal and programmatic support for CSR and legal-supportive requirements, despite being deemed most important by qualitative participants, exhibited the lowest path coefficient in the formulation of HRD policies within the Iranian banking system.
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Copyright (c) 2026 Ahmad Reza Karimi Fard, Akbar Etebarian Khorasgani, Alborz Gheitani, Reza Ebrahimzadeh (Author)
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