Designing a Human Resource Empowerment Model for Pharmacists in Pharmacies in Tehran

Soodabe  Delgosha; Majid  Annabi

doi:10.18502/jppm.v10i2.16831

Soodabe Delgosha PharmD student of Islamic Azad university, Tehran, Iran
Majid Annabi Department of Pharmacoeconomic, Faculty of Pharmacy, Tehran Medical Sciences, Islamic Azad University, Tehran, Iran.

DOI: https://doi.org/10.18502/jppm.v10i2.16831

Keywords: Empowerment, Ground Theory, Human Power

Abstract

Background: One of the most effective strategies to gain a competitive advantage in the current business environment is to enhance the efficiency of employees within organizations. The purpose of this research was to design a human resource empowerment model for pharmacists in pharmacies in Tehran.

Methods: The research's statistical population includes two qualitative and quantitative components. In the qualitative part, 35 elite pharmacists from universities, industry, and the Ministry of Health were included, while the quantitative part involved a statistical sample of 220 individuals. For data analysis, the Grandad process of Kolmogorov-Smirnov statistical tests, independent one-sample t-test, exploratory factor analysis, confirmatory factor analysis, and structural equation modeling were used. SPSS 25 and AMOS 24 software were used to analyze the research data

Results: The findings showed that in the final development model of empowering pharmacists and personnel in Tehran courts, causal factors include psychological characteristics and training. The core category includes cultural and moral competence, as well as professional and technical competence. Background factors include commitment and skill. Intervening factors include moral values. Strategies include efficiency and speed. The consequences include creativity, innovation, and social responsibility.Results: The findings showed that in the final development model of empowering pharmacists and personnel in Tehran courts, causal factors include psychological characteristics and training. The core category includes cultural and moral competence, as well as professional and technical competence. Background factors include commitment and skill. Intervening factors include moral values. Strategies include efficiency and speed. The consequences include creativity, innovation, and social responsibility.

Conclusion: It can be concluded that continuous training workshops should be organized for pharmacists in Tehran pharmacies to enhance their specialized knowledge. Periodic in-service courses should be provided to these individuals based on their professional activities. The organization should consider social activities and social behaviors as focal points.