امیرحسین محمودی

Job is one of the most important issues in the discussion of human resources, and since the discussion of job stress in the flight crew and its relationship with the performance of the flight crew is very important and vital. This research is about recognizing and developing a model for job stress among the cabin crew of Mahan Airline. The qualitative research methodology has been followed by qualitative inductive approach and grounded theory, that is the common approach in this case. The population of this research has two sections; the first section includes the new related scientific documents from 10 to 20 texts that are collected by using targeted approach until achieving domination criteria. Inductive qualitative content analysis method was applied for analyzing the specialized texts that are related to the research. The second population contains the whole flight crew of Mahan Airline Company. The research sample is chosen by using targeted and snowball method and by 37 items has been reached to theoretical saturation. The data are gathered by Semi-structured approach and they are analyzed by Straws & Corbin(1998) systematic analysis method. A total of 260 opening codes and 19 axial codes were extracted, which were categorized into 5 selected codes. as a result the job stress model of Mahan Airline flight crew is established and then is validated by focus group. The results show that the established pattern for job stress has five main aspects including the job stress nature, appearing job stress, the sources and conditions of job stress, reaction to job stress and consequences of job stress, and there is connection among them.

Purpose: The purpose of this study was to provide a talent management model for staff of Shahed University. Methodology: The methodology of the present study was applied in terms of purpose, qualitative in terms of data, and foundation data in terms of the nature and type of study. The statistical population of the study consisted of academic specialists. Thirty specialists in the field of management were selected using the targeted snowball sampling. The research tool was a semi-structured interview form were set up. Models, findings, studies and theories were first examined, then, the indices were counted by open coding; after the categorization of the central coding, the final form of the interview was sent to 30 field specialists to make selective coding. Findings: The results of the findings showed that the most important category of effective index on the promotion of talent management model is the "excellence" category which includes the indices: career path management, succession and organizational commitment. Subsequently, “recruit" category consists of indices: identification, selection and employment. Finally, the model of indices influencing the talent management model was drafted which included 13 indices in five main categories; "recruit ", " retaining ", "training and development", "performance management" and "excellence." in this model, the mean of each category and order of importance of indices in each category was presented. Conclusion: Applying this template, its dimensions, its components and indicators, enables universities to manage their human resources and, as a compass, change their scientific movement from day to day planning and improve the quality of the university. Provided.

The main purpose of this study is to identify and rank the criteria for evaluating the performance of Azad University faculty members using the Analysis Network Process method. The research method is mixed. The sample size of the qualitative section was 15 managers of departments who were purposefully selected by theoretical sampling strategy. Data collection was a semi-structured interview. The data obtained from the analyzed interviews were coded using the Grounded theory. Its validity and reliability were checked and confirmed using the results of three-way consensus. Data analysis was performed in three stages of open, axial, and selective coding. In open coding, concepts and cues were extracted from the interviews. In the selective coding stage, three categories (training, research, consulting services) were compressed and considered as the main dimensions of performance evaluation, and then four sub-components were conceptualized for each dimension. A total of twelve categories were conceptualized and then the dimensions and components were ranked using super design software. The sample size was a quantitative section of 30 faculty members who were randomly selected and the tool for collecting quantitative findings was a researcher-made questionnaire. It was an Analysis Network Process. Findings showed: The factors of consulting services, research and education are in order of priority. In education, respectively, components of teaching quality, spiritual competence, psychological competence and managerial competence, in research, respectively, components of communication competence, competence of new technologies, competence of innovation and creativity, entrepreneurship and cognitive competence. Intercultural competence, foreign relations competence, and the most and least important in the group that experts can use the above dimensions and components in evaluating the performance of faculty members.

Purpose: The purpose of organizational culture is a system of common inference that members have toward one organization, and this same feature divides the two organizations into one another. Members of the organization train new members in order to solve external compatibility issues and internal consistency as the best way to solve problems, written and even written culture of their organization. Therefore, having the capacity to change and transform organizational culture, it is possible to change the actions of thoughts and feelings of a large part of the organization's members. Methodology: The research is applied in terms of purpose and in terms of collecting field and descriptive information that is carried out using a combination of exploratory (qualitative-quantitative) method and the reason for its exploration is to develop an appropriate model of organizational culture. The statistical population of the study consisted of 30 senior managers of the welfare organization. According to them, the dimensions of the research were identified and finally, the hypotheses and the final questionnaire were designed. A sample of 381 individuals was selected according to Morgan's table. Then, a relative cluster sampling Each area was randomly selected. Amos software was used to measure the assumptions. Results: The results showed that there is a reverse and significant relationship between organizational culture and organizational silence. There is also a direct and significant relationship between organizational culture and organizational commitment and organizational citizenship behavior. Conclusion: In the end, it should be noted that the organizational culture variable has been able to positively influence the organizational commitment and organizational citizenship behavior through the organizational silence variable.

Purpose: This research was conducted with the aim of identification and analysis of effective factors on the strategic intelligence of education districts managers of Tehran city and provides an appropriate model. Methodology: The present study in terms of purpose was applied and in terms of implementation method was descriptive from type of quantitative. The study population was managers, deputies and experts of the education nineteen districts of Tehran city in 2020 year, which based on the Krejcie and Morgan table the sample size was estimated 120 people who were selected by randomly sampling method. The research instrument was a researcher-made questionnaire of effective factors on the strategic intelligence of managers (113 indicators) which after two Delphi rounds with Kendall coefficient of 0.678 was designed by 15 experts and its content validity was confirmed by experts and its reliability was calculated by Cronbach's alpha method 0.921. Data were analyzed by exploratory factor analysis and structural equations modeling in SPSS-22 and Smart PLS-3 software. Findings: The findings showed that the effective factors on the strategic intelligence of managers had 113 indicators in 21 components and 2 dimensions; So that the intra-organizational dimension were included 11 components of intelligent planning, support processes, communication processes, power of change and transformation, knowledge management, educational intelligence, moral intelligence, informational intelligence, organizational process intelligence, human resource intelligence and financial resources intelligence and extra-organizational dimension were included 10 components of business intelligence, environmental intuition thinking, technological intelligence, planning intelligence, social intelligence, competitors intelligence, policy-making, communication with people intelligence, targeting intelligence and environmental macro intelligence. Also, the factor load of all dimensions and components was higher than 0.40, their average extracted variance was higher than 0.50 and their reliability was higher than 0.70. In addition, the model of effective factors on the strategic intelligence of education districts managers had a good fit and the model had a significant effect on the intra-organizational and extra-organizational dimensions and the mentioned dimensions on the relevant components (P<0.05). Conclusion: The results showed two dimensions of intra-organizational and extra-organizational for the model of effective factors on the strategic intelligence of education districts managers. Therefore, to increase and enhance their strategic intelligence can be done by improving the dimensions and components of each of them.