Introduction and goal: identifying and analyzing the diagnosis and components of the human resources strategic management system diagnosismodel in Gachsaran Oil and Gas Exploitation Company is very important. This study is conducted with the aim of improving organizational performance and increasing the effectiveness of human resources. The main goal of this study was to identify the dimensions and components of the diagnosis of the strategic human resources management system of Gachsaran Oil and Gas Exploitation Company.
Research methodology: The method of this qualitative research was in the form of thematic analysis (using Stirling method). The participants in the research were managers and experts of Gachsaran Oil and Gas Exploitation Company with at least 15 years of related work experience and experts (university professors) who were sampled from them. It was carried out in a targeted way and using the theoretical saturation approach, and during it, key informants, including 24 people from the target community, were selected. The tool of data collection in the qualitative part was a semi-structured interview. Validation of the research was considered as a qualitative paradigm based on four criteria: credibility (credibility), impartiality (verifiability), reliability (compatibility) and applicability (transferability).
Findings: Based on the network of diagnosis themes of Gachsaran Oil and Gas Exploitation Company, the themes are divided into three general categories: Strategic thinking: includes vision, policy making and strategies. Functional thinking: includes recruitment, training, improvement and maintenance. Motivational thinking: includes system. Reward, participation, promotion motivation, affiliation motivation and cooperation motivation. These divisions help to improve organizational structure and performance.
Conclusion: diagnosis of Gachsaran Oil and Gas Exploitation Company showed that the main themes include strategic, functional and motivational thinking that help to improve organizational structure and performance.