Developing a Human Resource Productivity Model in the Petrochemical Industry: Integrating Individual–Organizational Competencies and HR Innovation

Abstract

This study aims to develop an integrated model explaining human resource productivity in the petrochemical industry by combining individual competencies, organizational enablers, and HR innovation mechanisms. A qualitative exploratory design using grounded theory methodology was employed. Data were collected through 15 semi-structured interviews with petrochemical industry experts, including HR managers, innovation specialists, and human capital development professionals. Purposive and snowball sampling techniques ensured the inclusion of knowledgeable informants until theoretical saturation was achieved. Data analysis followed a three-stage coding process—open, axial, and selective coding—supported by document analysis and continuous comparison. Results revealed that HR productivity emerges from the interaction of three domains: individual competencies (cognitive, behavioral, interpersonal, and innovative), organizational competencies (transformational leadership, learning culture, agile structures, performance systems, and knowledge-based human capital), and HR innovation (process, technological, developmental, and cultural innovation). HR innovation functioned as a mediating mechanism linking competencies to productivity outcomes. The integrated model identified three major outcomes: enhanced self-efficacy and creative motivation, improved organizational agility and continuous learning, and the development of sustainable competitive advantage. The findings indicate that sustainable productivity in the petrochemical industry requires more than developing individual competencies; it depends on supportive organizational systems and systematic HR innovation. Integrating competencies with HR innovation transforms operational productivity into strategic productivity, enabling long-term organizational value creation.