Identifying and Ranking the Factors Affecting Human Resource Governance in Banking
Keywords:
Human Resource Governance, Iranian Banking System, Strategic Human Resource Management, Analytic Hierarchy Process, Meritocracy, Human Capital DevelopmentAbstract
This study aimed to identify, explain, and prioritize the factors affecting human resource governance and to develop a comprehensive prioritized framework for the Iranian banking system. This applied study employed an exploratory sequential mixed-methods design comprising qualitative and quantitative phases. The study population consisted of experts in management, human resources, and banking, from whom 15 participants were selected through judgmental purposive and snowball sampling. In the qualitative phase, data were collected through semi-structured interviews and analyzed using thematic analysis in MAXQDA. In the quantitative phase, the identified themes were incorporated into a pairwise-comparison questionnaire administered to the same expert panel. The Analytic Hierarchy Process (AHP), geometric aggregation of expert judgments, eigenvector calculations, and consistency-ratio assessment were used to determine the relative weights and priorities of the identified dimensions. AHP results indicated that strategic and governance foundations of human resources ranked first with a weight of 0.134. Macro-level development and system integration frameworks ranked second (0.119), followed by career advancement and promotion mechanisms (0.114). Competency-based appointment and placement (0.105) and management continuity and development of managerial reserves (0.097) occupied the subsequent positions. Conversely, transparency, trust, and decision-making discipline (0.031), professional well-being and quality of working life (0.028), governance monitoring, control, and grievance handling (0.020), and organizational outputs and professional identity (approximately 0.019) received the lowest relative weights. Consistency ratios for the pairwise-comparison matrices remained below the acceptable threshold of 0.10, supporting the coherence and reliability of expert judgments. Effective human resource governance in banking primarily depends on strengthening the strategic position of human resources, integrating policies and processes, institutionalizing merit-based practices, and establishing transparent career-development mechanisms. The resulting framework can therefore provide an operational basis for shifting from administrative human resource management toward strategic human capital governance across the banking network.
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