Journal of Iranian Public Administration Studies

Journal of Iranian Public Administration Studies

Development and Validation of a Measurement Instrument for Diplomatic Human Resource Management

Document Type : Original Article

Authors
Zahra Sadeghi 1
Ali Asghari Sarem 2
1 PhD in Human Resources management, Department of Management and Accounting, Hamedan Branch, Islamic Azad University, Hamedan, Iran.
2 Associate Professor, Department of Management, Faculty of Management and Accounting, Bu-Ali Sina University, Hamedan, Iran.
10.22034/jipas.2025.519559.1799
Abstract
Purpose: In accordance with the principles of classical and contemporary management theories-such as organizational control theory and performance measurement perspectives-the improvement of any organizational phenomenon requires effective control and management. Such control, however, is difficult or even impossible without valid and reliable measurement instruments. This viewpoint underscores the pivotal role of designing and validating measurement tools in organizational research. In this context, organizational diplomacy, conceptualized as a behavioral capacity for enhancing intra-organizational interactions, requires a clear operational definition and a robust measurement instrument. Moreover, contemporary work environments-characterized by workforce diversity, intra-organizational conflicts, generational differences, political behaviors, and the formation of pressure groups-demand that human resource (HR) managers perform roles that extend beyond traditional managerial frameworks. Contingency-based role theories and behavioral models of human resource management suggest that managerial effectiveness in such contexts increasingly resembles the function of a professional diplomat. Accordingly, the primary objective of the present study is to develop and validate a reliable instrument that enables the assessment and comparison of diplomatic human resource management across different organizations. Such an instrument can provide a foundation for strategic policymaking and the design of training and development programs.
Methodology: Drawing on the conceptual model of diplomatic human resource management and employing the ten-step scale development methodology proposed by Rattray and Jones, a measurement instrument was developed and validated for the target construct. The resulting questionnaire consists of 66 items and is designed to assess diplomatic human resource management across eight dimensions. The validation process was conducted using data collected from a statistical population comprising managers, deputy managers, and human resource specialists working in both public and private sector organizations.
Findings: The developed instrument effectively measured diplomatic human resource management across eight core dimensions: (1) influencing employees through positive interaction, (2) monitoring employees while preserving human dignity, (3) diplomatic human resource planning, (4) diplomatic job analysis, (5) diplomatic human resource provision, (6) diplomatic training and development, (7) diplomatic performance management, and (8) employee retention. Together, these dimensions offer a comprehensive representation of the multifaceted roles of HR managers as organizational diplomats and demonstrate how a diplomacy-oriented approach can elevate workplace relationships from routine administrative functions to a more strategic and human-centered level.
Conclusion: The findings of this study enable the systematic evaluation of the current state of diplomatic human resource management within organizations and provide a foundation for strategic initiatives aimed at institutionalizing diplomatic principles in HR functions. Furthermore, the study contributes to the theoretical advancement of human resource management literature by introducing and operationalizing the construct of diplomatic HR management. From a practical perspective, the instrument can assist managers in identifying their strengths and weaknesses, facilitating the development of diplomatic competencies and enhancing their capacity to act as mediators and facilitators in complex organizational environments. Consequently, human resource diplomacy can not only improve intra-organizational interactions but also increase employee satisfaction, reduce organizational conflicts, and strengthen social capital. At a macro level, the application of this instrument can support organizational policymakers in designing training and development frameworks aligned with actual workplace needs, thereby fostering organizational cultures grounded in respect, trust, and collaboration. Ultimately, this approach contributes to the development of flexible, learning-oriented, and resilient organizations capable of effectively responding to inevitable environmental changes.
Keywords
Diplomatic Human Resource Management
Human Resource Diplomacy
Measurement Scale
Questionnaire Design
Operational Definition
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  • Receive Date 27 April 2025
  • Revise Date 28 August 2025
  • Accept Date 31 August 2025