کرم الله دانش فرد

Competency management and development are vital tools to increase competition in organizations and the goal of the competency-based approach is to "determine the competencies needed by top people in key positions across the organization, efforts to close competency gaps through effective selection and training and ensuring that good performance is recognized and rewarded." Now, considering the increasing role of state banks as the most important financial and economic institution in the construction of the country, the present study seeks to provide an intellectual capital model with a competency approach of managers in state banks and intends to enumerate the dimensions of the main and important competencies of the managers of state- banks to help senior executives of state banks identify the right people, with the advent of the information technology revolution, the global economic paradigm changed dramatically after the 1990s. In today's economy, knowledge, as the most important asset, has replaced financial and physical capital. Intellectual assets are non-competitive assets. Unlike physical assets that can only be used to do a particular task at a particular time, intellectual assets can be used simultaneously for several specific purposes. This ability is one of the most important criteria for the superiority of intellectual assets over physical assets. This research seeks to provide an intellectual capital model with a competency approach of managers in state banks. Based on the findings, intellectual capital can be influenced by the factors of customer capital, social capital, structural and human capital, knowledge capital, foreign capital, domestic capital, spiritual capital, technical capital and communication capital. The components and indicators related to each of the mentioned dimensions have been discussed separately in the previous pages. Based on in-depth semi-structured interviews with experts, it can be concluded that: human capital, structural capital and social capital as the first to third priorities are the dimensions of the intellectual capital model of state-owned banks with the competency approach of managers.

The present study aimed to identify the indicators and components of knowledge capital and human resource strategies in the Iranian higher education system. Participants in the present study were managers and deputies of human resources in the higher education system and university professors. Sampling was performed in a purposeful and theoretical manner. Theoretical saturation of the samples was obtained after interviewing 10 people. The number of samples was not determined before performing the study and the sampling process continued until some kind of information saturation was obtained, i.e. no new information was extracted from the data during the interview. The instrument of the present study was semi-structured interviews whose validity and reliability were confirmed by confirmatory factor analysis and Cronbach's alpha test. Three coding steps were used to analyze the data. Using open coding, model categories were identified. Then, in the axial coding stage, the link between these categories was determined in the form of a coding paradigm. In the selective coding process, the conceptual model was determined in the form of three dimensions and including 14 components as follows: knowledge process capability (knowledge application, knowledge transfer, knowledge integration, knowledge production), human resource strategies (recruitment, human resource development, employee performance, service compensation, working relations), and knowledge capital (human capital, structural capital, innovative capital, social capital, and process capital) were identified. According to the findings of this study, suggestions are presented so that the officials, decision-makers, and educational planners in the higher education system be familiar with the dimensions, components, and mechanisms of knowledge acquisition and human resource strategies in the higher education system and take necessary executive measures while planning and making the necessary policies.

Purpose: The aim of this study was to identify the factors affecting justice-oriented in attracting, retaining and promoting human resources and provide a favorable model. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation. The study population was all articles related to the role of justice-oriented in attracting, retaining and promoting human resources in the scientific databases of Magiran, Scopus from 1991-1992 (227 articles) and managers and human resources experts in government organizations in Tehran in 2018-19. The research sample consisted of 40 articles and 15 experts who were selected according to the principle of theoretical saturation and purposive sampling. Data were collected by filing methods and interviews with specialists and their psychometric indices. Content analysis method was used to analyze the data. Findings: The results showed that the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors. For the external factor in all three processes of recruitment, retention and promotion of manpower, four dimensions including cultural (5 common indicators for all three processes of recruitment, retention and promotion of human resources), economic (5 common indicators for all three processes), social (4 indicators Common to all three processes) and political (1 common indicator for all three processes) and for the internal factor three dimensions including management of ethics, values ​​and culture (6 common indicators for all three processes), individual (indicators were different and 4 indicators to attract , 3 indicators for maintenance and 6 indicators for upgrade) and internal indicators (indicators were different and 5 indicators for absorption, 5 indicators for maintenance and 5 indicators for upgrade) were identified. In total, 2 factors, 7 dimensions and 48 indicators were identified and based on that, an appropriate model of factors affecting justice-oriented in attracting, retaining and promoting human resources was designed. Conclusion: According to the research findings, the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors

INTRODUCTION: In times of crisis and disasters, the Red Crescent Society is faced with wide and diverse duties and quality of human resources (HRs) in management departments and high organizational levels. One of the most important reasons for the success of HR projects in crises is the sufficient attention paid to the job requirements and the feasibility of implementing each of the crisis management strategies at different levels of the organization. Therefore, this study was conducted to present the current state of HR architecture of the organization based on the HR management system considering the HR architecture model in 2020. METHODS: In this study, the Delphi method was used to collect the necessary data. The statistical population of this study (n=15) consisted of academic and organizational experts who had expertise in crisis management and HR management. The samples were selected using purposive and snowball sampling techniques. To conduct the research, a 30-item questionnaire (each item representing a variable) was designed with applying weight restrictions in the model and distributed among the subjects. The reliability of each variable was confirmed using Cronbach's alpha coefficient method (α>0.7). FINDINGS: Based on the findings, in the optimal HR management system, the most attention should be paid to recruiting HRs to have the highest performance speed in crisis management. Moreover, to have the least uncertainty in crisis management, HR improvement needs the most attention. It was also found out that the least amount of organizational disorder in crisis management would be experienced by devoting great attention to the maintenance of HR. Finally, to have the most response options in crisis management, recruitment of HR should be taken into consideration mostly CONCLUSION: The greatest attention should be paid to recruiting HRs in the optimal HR management system to have the largest number of response options in crisis management. This means that, according to the conceptual model, the emphasis on employing analyst staff would maximize the number of response options in times of crisis incidence. Therefore, to succeed in this field, the organization must reconsider its recruitment policies in a way that leads to the entry of capable employees with the ability to solve problems in the organization. The ability to suggest and review different solutions in problem-solving and make the best decision are largely an inherent characteristic of individuals. The recruitment of capable people in this field would increase the options for dealing with the crisis and improve the efficiency of the decisions and actions. The second and last priorities in this area were respectively related to maintenance and improvement.