An Infrastructure Model for Lean Banking Human Resource Management in State-Owned Banks
Keywords:
Lean Banking, Human Resource Management, State-Owned Banks, Lean ThinkingAbstract
In an era of intensifying competition and rapid technological transformation, human resource management within the national banking system faces significant challenges related to productivity, service quality, and the elimination of process waste. Despite the importance of lean thinking in enhancing organizational performance, a substantial research gap exists regarding the application of this approach in the human resource management domain of state-owned banking institutions. The present study was conducted with the aim of developing an infrastructure model for lean banking human resource management in the country's state-owned banks. This research employed a qualitative approach and qualitative content analysis method within the framework of the naturalistic paradigm. The statistical population consisted of 20 banking and academic experts who were selected through purposive sampling, and the sample size was determined based on the principle of theoretical saturation. Data were collected through semi-structured and in-depth interviews, with an average duration of 45 to 75 minutes. Data analysis was conducted using thematic analysis and MAXQDA Version 12 software through three stages of open, axial, and selective coding. The data analysis process resulted in the extraction of 189 basic themes, 41 organizing themes, and 10 overarching themes. The identified overarching themes included participatory culture (34 basic themes), technology in banks (31 basic themes), strategy and objectives in banks, banking laws and regulations, employee selection and recruitment in banks, employee empowerment, performance management in banks, motivation and communication in banks, banking compensation management, and organizational design of banks. The findings indicate that the infrastructure model of lean banking human resource management possesses a multidimensional and complex nature that extends beyond the traditional functions of recruitment and compensation. The successful implementation of this model requires the simultaneous alignment of organizational culture, technological infrastructure, legal systems, and human resource strategies. The results of this study can be utilized in designing administrative transformation programs, redesigning human resource processes, and enhancing the effectiveness of state-owned banks.
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Copyright (c) 2026 Reza Zarei Einalghasi, Reza Taghvaei, Reza keyhanihekmat , Alireza Eslambolchi , Javad Nik Nafas (Author)
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