مختار رنجبر

The human resource management works closely with all the employees in the organization. An HRM must allow the employees to make constructive criticism when there is a need for it. The duty of organizing the company towards achieving their set goals lies in the hands of the HRM. A Human Resource management process can best be distinct as a tool which is utilized to collect, organize, present, keep and share applied information about the human resource of an organization. To this end, this research present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as Al-augmented and HRM assimilation processes, AI-mediated social exchange, and the judgment and choice literature. Results highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research.

Purpose: Talent management helps to identify the talented forces of the organization for their purposive development. Therefore, the purpose of this study was to investigating the validity amount of the talent management model based on the teachings of Nahjolbalagha. Methodology: This study was a part of mixed research (qualitative and quantitative). The population of the qualitative part was management experts and proficient in sermons, wisdom and letters of Nahjolbalagha, which according to the principle of theoretical saturation 10 people were selected as a sample with the purposive sampling method. The population of the quantitative part was the employees of the General Department of Social Security of Isfahan province, which according to the Cohen's table 136 people were selected as a sample with the simple random sampling method. In this study, qualitative part data was collected by semi-structured interview method and analyzed by thematic analysis method and quantitative part data was collected by 101-item researcher-made questionnaire method and analyzed by exploratory factor analysis and structural equation modeling methods. Findings: The findings of the qualitative part showed that the talent management model based on the teachings of Nahjolbalagha had 101 concepts, 23 basic themes and 7 organizing themes including talent acquisition and employment, training and development, preservation and maintenance, influence of talents, mission and value, socialization of talents and dismissal and appointment. Also, the findings of the quantitative part showed that the factor load of all 101 items was confirmed because it was more than 0.50, the average variance extracted of all 7 organizing themes was more than 0.50 indicating appropriate convergent validity, the influence coefficient of all 7 themes because more than 0.15 indicates a medium and higher effect size, the Heterotrait-Monotrait ratio of all 7 themes because less than 0.90 indicates appropriate divergent validity and Cronbach's reliability and combination of all 7 themes because more than 0.60 indicates appropriate reliability. In addition, the effect of the talent management model based on the teachings of Nahjolbalagha on all 7 themes was significant (P<0.001). Conclusion: Based on the results of this study, the talent management model based on the teachings of Nahjolbalagha was valid and experts and planners, especially religious experts and planners can exploit the mentioned model.

The present research seeks to assess the relationship between the Individual value system and decision-making styles. The statistical population (190 people) consists of Pars Special Economic Energy Zone (PSEEZ) Organization managers who were assessed using the Census Method. The Myers and Myers cognitive demographic and value systems questionnaire and Scott and Bruce’s decision-making questionnaire were used with a response rate of 90%.. Data was analyzed with the SPSS and Smart Planning softwares. It was found that the dominant Individual value system is success-oriented, followed respectively by system-oriented, realistic, tribal, community-oriented, and autocentric.Also, the dominant decision-making style in the statistical population is rational, followed by intuitive, dependent, avoidant, and spontaneous decision-making styles respectively. It was also concluded that success-oriented and tribal value systems had the most significant relationship with decision-making styles and the community-oriented value system the least. Only the individual variables of race (ethnicity) and field of study had a significant relationship with the Individual value system. The other personal and organizational variables had no significant relationship with the Individual value system. Creating motivation and a sense of employee participation in the future of the organization is proposed as the most important way of improving the value system of the statistical population so that the tendency to make spontaneous decisions can lean more towards making rational decisions to the same extent. Investigating the relationship between decision-making styles is another effective topic in improving these in an organization and is thus recommended to other researchers in the field.

<span class="H5CharChar"><span>This research identifies decision-making styles and components of succession planning and examines their relationship.The statistical population (190 people) in the present survey research consists of Pars Special Economic Energy Zone (PSEEZ) Organization managers who were assessed using the Census Method. Scott and Bruce’s general decision-making questionnaire and Kim’s succession planning questionnaire were used with a response rate of 90%. Data was analyzed with the SPSS and Smart Planning softwares. In analyzing the obtained results, the dominant decision-making style is rational, followed respectively by the intuitive, dependent, avoidant, and spontaneous decision-making styles. By investigating succession planning capabilities, the results of the research showed that among items in the succession planning system, candidate evaluation ranked first, followed by policy setting, system evaluation, and candidate development respectively as the priorities of the statistical population. The research hypothesis based on a significant relationship between the decision-making styles and organizational succession planning capabilities was confirmed. In order to improve its human resources and bridge the gap with global standards, it is therefore proposed that the senior management of the organization take serious steps to implement the succession planning program. It is also recommended that other esteemed researchers carry out the present research again after the implementation of the succession planning program in the studied organization and compare the results before and after the implementation of the program.</span></span>