Explaining the role of power application tactics in human resource durability, considering the mediating role of organizational participation Using structural equation modeling techniques

This research has been conducted to explain the role of power application tactics in human resource durability, considering the mediating role of organizational participation in government departments in Kerman City. The existing research is applied in terms of purpose and correlational in terms of descriptive method, the statistical population of the research includes the employees of government organizations in Kerman city in ۲۰۱۹, ۳۸۰ of whom were selected as a sample by stratified random sampling. The data collection tools consisted of a ۳۰-item questionnaire on power application tactics by Pourahmadi \cite{۲۳} with a validity of ۰.۸۸ and reliability of ۰.۹۳۳, a ۵۰-item questionnaire on organizational participation with a validity of ۰.۸۸۲ and reliability of ۰.۹۲۱, and a ۶۵-item questionnaire on human resource retention with a validity of ۰.۹۰ and reliability of ۰.۹۳۵. For data analysis, the Pearson correlation coefficient, multiple linear regression, Sobel test, and structural equation modelling were employed using SPSS and AMOS software. The research results indicated that the proposed model for explaining the role of power application tactics in human resource retention, considering the mediating role of organizational participation in government departments in Kerman City, demonstrates a satisfactory fit. There is a significant and positive relationship between power application tactics (persuasion, friendliness, coalition, negotiation, direct command, seeking support from higher authorities, and sanction and encouragement) and human resource retention. There is a meaningful and positive relationship between organizational participation and its components (participation in planning, participation in organizing, participation in commanding, participation in coordinating, participation in controlling, participation in goal-setting, participation in problem-solving, participation in change and transformation, participation in evaluation, and participation in knowledge management) and human resource retention. Organizational participation plays a mediating role in the relationship between power application tactics (persuasion, friendliness, coalition, negotiation, direct command, seeking support from higher authorities, and sanction and encouragement) and human resource retention.

Keywords:

Power application tactics , human resource durability , organizational participation