مجتبی طبری

Having a strong and capable crew is one of the primary desires of any organization. The organization’s prosperity depends on such individuals, and according to the resource-based approach, organizations with talented human resources have a competitive advantage because the possibility of imitating and copying such forces is zero for a competitor. Today the demand for talent is increasing. Organizations compete to obtain such resources and spend much money attracting and hiring them. A successful organization can identify and maintain talent using appropriate human resources systems. Value-based organization models are effective systems of talent management that have entered the talent management literature. This paper aims to review the literature related to the model of value-based organization with an emphasis on talent management in the National Iranian Gas Company. This is descriptive cross-sectional research that is practical in purpose and has a quantitative nature. The data analysis showed that organizational, group, spiritual, psychological, and social ethics should be prioritized to achieve improved talent management, individual values, and professionals. Paying attention to the values of talent and institutionalizing essential values, such as challenging work, continuous learning, maintaining self-esteem, and giving them independence and freedom, should be among the priorities of the National Iranian Gas Company

In this article, the authors try to design a social capital promotion model for the branches of the Social Security Organization of Mazandaran Province during the corona outbreak. The research method is exploratory (qualitative-quantitative). The statistical population in the qualitative section was 30 university professors and executive elites in the field of management and in the quantitative section was 150 elites in the field of social security. In the qualitative part, using the snowball method of dreading theoretical saturation with 16 experts, in-depth interviews were conducted and in the quantitative part, to evaluate the model, a researcher-made questionnaire was distributed among 90 samples by relative cluster sampling method. The validity of the questionnaire was confirmed by form-content method and its reliability was confirmed by Cronbach's alpha method. Data were analyzed by exploratory and confirmatory factor analysis using SPSS and AMOS software. The corona outbreak period has 18 dimensions as follows:  causal variables (organizational transparency, competence, support and social cohesion), contextual variables (innovative designs, development and customer relationship management, organizational skills and management), intervention variables (Setting and maintaining policies to overcome constraints, optimal crisis management, efficient manpower and service delivery development), strategic variables (recognizing threats and challenges, innovative strategies, recognizing and financing), and outcome (increasing investment, Intensification of social interaction, deepening social satisfaction, comprehensive development of the organization). The results of the quantitative section showed that all the dimensions of the research model of the research were confirmed

Purpose: The present study was conducted to model the problems of the system of recruitment, retention and training of human resources by the mixed exploratory research method. Methodology: The statistical population of the qualitative part included a number of experts including the senior managers of National Iranian Oil Refining and Distribution Company (NIORDC) and human resource management professors in higher education centers; and employees of the NIORDC (Sari) and Iranian Oil Pipelines and Telecommunication Company (IOPTC) (North) in the quantitative part, n= 835 (789 men and 46 women). In the qualitative part, by the snowball sampling method, 20 people, and in the quantitative part, by relative stratified sampling method based on Cochran's formula, 263 people were selected as the statistical sample. In the qualitative part, the data were extracted by the Delphi technique and semi-structured and structured questionnaires; and the 120-item researcher-made questionnaires in the quantitative part and analyzed using SPSS and AMOS. The content and construct validity of the questionnaires was confirmed. Reliability and composite reliability (CR) were also confirmed by Cronbach's alpha coefficient 84%. Descriptive statistics (mean, variance, and standard deviation) and inferential statistics (exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) and Friedman test) were used for data analysis. Findings: The results showed that the model of problems of the system of recruitment, retention and training of human resources has 6 organizational (internal), environmental (external), occupational, individual (personal), governmental (political) and cultural-social dimensions and 30 components. Conclusion: The results of the quantitative part showed that all dimensions of the research model were confirmed.

Media literacy is a topic that is concerned with the audience's power of understanding of the way in which media works and how they make sense thereof, and seeks to make this analysis a habit and a task for the audience. In this regard, present research provides a model for promotion of public relations with an emphasis on media literacy among managers and employees of Mazandaran Gas Company. In this paper, the data were sorted out through three stages after introduction of the concept media literacy using the qualitative method of grounded theory and holding 15 in-depth, semi-structured interviews with the academics and experts of the field, and following a content analysis. Based on the findings, the model is made up of five components: 1. The elements promoting media literacy at three macro (i.e. formulation of educational rubrics, changing educational methods, culture building with media literacy potential, adopting a problem-oriented approach, creating a national Internet, coherence and consistency in policy making and planning, and media content monitoring), intermediate (i.e. group interaction with colleagues and management training), and micro (i.e. technological knowledge, cognitive knowledge, media knowledge, and content production); 2. Decisive factors (categories of macro, intermediate, and macro level factors); 3. Interfering factors (including government intervention, lack of legislation or regulations); 4. Strategies (including policy and planning strategies, educational strategies, and culture- and discourse building strategies; 5. Consequences (i.e. economic, social, cultural, political, technological, communication, environmental, and individual-behavioral consequences).