Designing a Human Resources Performance Management Excellence Model in the Martyrs and Veterans Affairs Foundation

Abstract

This study aimed to design a comprehensive model for human resource performance management excellence in the Martyrs and Veterans Affairs Foundation to enhance efficiency, motivation, and alignment of individual and organizational goals. This applied study employed a mixed-method approach (qualitative–quantitative). In the qualitative phase, semi-structured interviews were conducted with 20 HR experts using purposive homogeneous sampling. Data were analyzed through thematic and directed content analysis. In the quantitative phase, 108 managers from regional and central offices were sampled, and 76 completed questionnaires were analyzed using PLS software. Model validity was evaluated using GOF, R², and Q² indices. The qualitative results yielded four sub-models: goal setting, monitoring and coaching, performance evaluation, and performance review. In the goal-setting model, top managers (β=0.78), middle managers (β=0.86), supervisors (β=0.80), and employees (β=0.42) were validated. In the monitoring model, training content design (β=0.92) and needs assessment (β=0.86) were most influential. In the evaluation model, performance indicators (β=0.87) and evaluators (β=0.81) had the highest effects. In the review model, mutual agreement on session process (β=0.90) and maintaining employee dignity (β=0.72) were the strongest predictors. The findings highlight that achieving excellence in performance management requires a systemic approach emphasizing precise goal setting, continuous coaching, fair evaluation, and constructive feedback. The proposed model enhances job satisfaction, perceived justice, and organizational effectiveness, providing a foundation for sustainable human capital development.