Ranking of Antecedent Indicators of Social Responsibility in Human Resource Management of the Real Estate Administration of Iraq

Authors

    Hiba Yasir Taha Department of management, Isf.C., Islamic Azad University, Isfahan, Iran
    Mehraban Hadipeykani * Assistant professor, Department of management, Isf.C., Islamic Azad University, Isfahan, Iran Peykani@iau.ac.ir
    Mohammed Thabit Farawn Shabanh Department of Strategic Management, University of Kufa, Iraq
    Badri Shahtalebi Associate professor, Department of Educational Management, Isf.C., Islamic Azad University, Isfahan, Iran

Keywords:

Corporate Social Responsibility, Human Resource Management, CSR Antecedents, Responsible HR Indicators, Real Estate Administration of Iraq

Abstract

The purpose of this study is to rank the antecedent indicators of social responsibility in human resource management of the Real Estate Administration of Iraq. The statistical population of the study consisted of 350 employees and managers of the Real Estate Administration of Iraq. Using Morgan’s table and the stratified random sampling method, a sample of 185 participants was selected. Data were collected through a researcher-made questionnaire, the validity of which was confirmed through convergent and divergent validity, while its reliability was verified using Cronbach’s alpha (0.947). Inferential data analysis was conducted using the Friedman test. The ranking of the antecedents of social responsibility in human resource management showed that the first rank belongs to organizational factors, which in order include the components of: (1) organizational strategy, (2) required resources, (3) leadership and management, (4) relations and structure, and (5) organizational culture. The second rank belongs to environmental factors, which in order include the components of: (1) general laws and regulations, (2) social and environmental conditions, and (3) stakeholder pressure and participation. The third rank is assigned to functional human resource factors, which in order include the components of: (1) compensation, (2) recruitment, (3) performance evaluation, and (4) training. Therefore, it is recommended that both long-term and short-term goals focus on areas such as employee well-being, diversity and inclusion, sustainable development, and social participation in the domain of human resource management. Furthermore, policies should be designed on the basis of individuals’ competencies and capabilities, while preventing any form of gender, racial, religious, ethnic, or other discrimination.

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Published

2026-01-18

Submitted

2025-05-28

Revised

2025-08-24

Accepted

2025-08-28

Issue

Section

مقالات

How to Cite

Yasir Taha, H. ., Hadipeykani, M., Farawn Shabanh, M. T. ., & Shahtalebi, B. (1404). Ranking of Antecedent Indicators of Social Responsibility in Human Resource Management of the Real Estate Administration of Iraq. Journal of Personal Development and Organizational Transformation, 1-15. https://journalpdot.com/index.php/jpdot/article/view/210

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