Designing a Reputation-Building Human Resources Performance Model for Melli Bank Branches
Keywords:
Human resources performance, reputation-building, National BankAbstract
The objective of this study was to design a reputation-building human resources performance model for the branches of Bank Melli. This applied–developmental study employed a qualitative approach. Data were collected through semi-structured interviews with 19 executive and academic experts selected through purposive and snowball sampling until theoretical saturation was reached. Interviews were transcribed verbatim and analyzed using thematic analysis through manual coding and MAXQDA software. External auditing and respondent diversity were used to ensure data credibility and analytic rigor. The analysis identified five overarching themes underpinning reputation-building human resources performance: “empowering learning and development,” “reputation-oriented recruitment,” “performance management,” “retention of brand ambassadors,” and “institutionalization of a servant-leadership culture.” These were further organized into 15 organizing themes and 72 basic themes. The results indicate that the integration of these dimensions forms a coherent model that aligns HR processes with the organizational brand, thereby enhancing corporate reputation and strengthening customer experience. The findings demonstrate that human resources function as a strategic driver of organizational reputation at Bank Melli. By aligning recruitment, development, performance management, and internal culture with brand values, employees can evolve into brand ambassadors who contribute to sustainable competitive advantage.
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Copyright (c) 2025 Mohsen gharajei (Author); Saber Ghorbani; Homa Doroudi, Firoozeh Hajialiakbari (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
