Assessing the Maturity Level of Human Resource Management Processes in the Islamic Republic of Iran Railways Company Based on the 34000 Human Resource Excellence Standard (The Case of Qom Railway Administration)

Ghasemi, Alireza; Sobhanipour, Sayed Sohammad Reza

doi:10.22034/jsmf.2025.537588.1138

Assessing the Maturity Level of Human Resource Management Processes in the Islamic Republic of Iran Railways Company Based on the 34000 Human Resource Excellence Standard (The Case of Qom Railway Administration)

Document Type : Original Article

Authors

Alireza Ghasemi ¹

Sayed Sohammad Reza Sobhanipour ²

¹ M.Sc. in Public Administration, Tolou-e-Mehr University, Qom, Iran

² Assistant Professor, Department of Public Administration, Faculty of Management and Accounting, Tolou-e-Mehr University, Qom, Iran.

10.22034/jsmf.2025.537588.1138

Abstract

Human resource management (HRM) assessment models play a crucial role in enhancing organizational productivity. By providing precise tools and criteria, these models evaluate and analyze employee performance, HR processes, and their impact on organizational objectives. The present study aims to examine the current state of HRM in the Islamic Republic of Iran Railways Company based on the 34000 Human Resource Excellence Standard. This qualitative research employed the instruments specified in the HRM excellence standard and utilized structured interviews with experts. Data analysis was conducted using descriptive statistics. The prioritization of improvement strategies was determined according to three factors: the current level of implementation, the potential impact of each strategy on process improvement, and the recommendations of the HRM excellence model for process execution.
The findings indicate that the progress of HRM within the Iran Railways Company is below 25% according to the four maturity levels of HRM processes. Developing job descriptions, establishing an integrated human resource information system, implementing evidence-based decision-making in HRM, issuing individual performance reports, and conducting employee ranking were identified as top-priority strategies. The organization requires significant efforts to reform its HRM practices; however, by following the roadmap provided in the 34000 Human Resource Excellence Standard, it can achieve satisfactory results in a relatively short period.

Keywords

Human Resource Management

HRM Maturity Levels

Iran Railways Company

HRM Processes

Human Resource Excellence Model

Standardization

34000 Human Resource Excellence Standard