درخت حوزه‌های تخصصی

Purpose: The aim of this study was to provide a model for social responsibility in education staff. Methodology: The present study was mixed in terms of implementation method (qualitative-quantitative) and applied in terms of research purpose. In the qualitative part of the research, the participants were 29 experts in the field of social sciences and management who were selected by purposive sampling. The research tool was semi-structured interviews and the data were analyzed at three levels of open, axial and selective coding. Professors' critique was used for data validity and agreement coefficient between coders was used for reliability (CVR = 0.86). In the quantitative part, the statistical population was the administrative staff of different departments of Khuzestan province (1350 people) that based on Krejcie and Morgan table, 384 of them was selected as a sample size by simple random sampling method. The research instrument was a researcher-made questionnaire based on qualitative findings and the reliability of the instrument was obtained by Cronbach's alpha test (0.84). Data analysis was performed using Spss19 and Amos24 software which included descriptive and inferential statistics (structural equations). Findings: From the perspective of experts in ethical, economic, legal, strategic responsibility, transparency of presentation and accountability as the main components of social responsibility and the factors affecting it, including staff training, compliance with ethical charters, providing cheap services, organizational standards, financial and extra-financial support, facilitation Needs were commitment and attention to the growth of staff creativity and innovation. Among the components of social responsibility, accountability with coefficient of path (0.85), ethical component with (0.84) and legal component with (0.81) were more important, respectively. Staff training with path coefficient (0.67), commitment (0.63) and observance of social and moral values ​​(0.59) were the most important factors on social responsibility. Conclusion: Important elements of social responsibility are transparency, accountability, and greater commitment to ethical and legal norms, which improve employees’ social responsibility by empowering and strengthening social values.

Purpose: The purpose of this study was to present a comprehensive model of empowerment in the Social Security Organization. Methodology: This research was based on the applied purpose and in terms of quantitative and qualitative research method (mixed) and in terms of data collection was descriptive-survey. The statistical population of the study consisted of two groups of experts and thinkers. The first group consisted of university professors whose field of study and field of study was related to the field of research and the second group included organizational experts with a master's degree or higher with managerial and experimental backgrounds related to human resources in the qualitative section after counting the criteria and indicators extracted. From the theoretical foundations, a researcher-made questionnaire based on the Looshe and Likert spectrum was prepared and after passing the Delphi survey, a conceptual model was extracted. Then, in the quantitative part, exploratory factor analysis method was used to identify the model factors and confirmatory factor analysis method was used to fit the model. In order to check the validity of the questions, purposive sampling method was used among organizational and academic experts, of which 15 people were included as a statistical sample. In the second and third stages of validity of the questions, to strengthen the screening process, the snowball method was used to compile the sample, which after saturating the data of 32 final experts for the exploration section and building a conceptual model participated. Statistical analysis was performed using SPSS software to cluster the indicators and create research components and Smart PLS software to confirm the research model. Findings: The results of this study identified 11 components and 37 indicators as the most important factors of comprehensive empowerment and showed that individuals will be empowered individually when intra-individual intelligence, creativity-oriented education, psychological self-knowledge, internal performance, knowledge-based decision making and individual self-efficacy. Together, they will be empowered in the collective, team, and organizational spheres when the culture of bureaucracy, internal reward, fundamental self-efficacy, and interactive policy come together. Conclusion: After exploratory factor analysis and component classification, the fit of the model obtained from the previous step was investigated and confirmed with a good fit.

Purpose: Considering the role of leadership in achieving the education missions, present research done with the aim of designing a suitable leadership model to achieve new missions of higher education. Methodology: This study in terms of purpose was applied and in terms of implementation was exploratory combined (qualitative and quantitative). The research population in the qualitative part was the higher education experts and in the quantitative part were the personnel of Islamic Azad University of Tehran province in 2018-19 academic years. The research sample in the qualitative part according to the theoretical saturation principle were estimated 13 people who were selected by purposive sampling method and in the quantitative part according to Cochran’s formula were estimated 385 people who were selected by cluster random sampling method with respect to classes (number of staff in universal branches). To collected data in the qualitative part used from interview and in the quantitative part used from researcher-made questionnaire (51 items) which the its content validity was confirmed by experts and its convergent validity by average variance extracted indicator was confirmed and its reliability was obtained by Cronbach’s alpha method 0.84. To analyze data were used from methods of open, axial and selective coding and exploratory factor analysis in SPSS-22 software. Findings: The findings of the qualitative part showed that suitable leadership had 79 concepts, 63 categories and 7 dimensions and new missions of higher education dad 20 concepts, 15 categories and 3 dimensions. The findings of the quantitative part showed that the suitable leadership model to achieve new missions of higher education had 51 indicators or items and 15 components. Also, a suitable leadership model to achieve new missions of higher education was designed and approved by experts. Conclusion: Based on the findings of the present study, higher education specialists and planners can design and implement programs to realization the new missions of higher education.

Purpose: The aim of the present study was to identify the Effective Components of HRM for Efficient Labor Capacity at Islamic Free Universities in the North East of Iran. Methodology: The scientific model of this research was based on a qualitative interview with the University of Azarbaijan Azad and a selective method of targeting and snowballs. Finally, by referring to the experts, 20 qualitative interviews were conducted and using the Grendard theory to identify the components of human resources management in order to attract the efficient force, the necessity of each of the extracted model components for human resources management for efficient power absorption was investigated. The research was analyzed using coding method in three stages: open, axial and selective. Findings: The results showed that the total number of nodes in non-repetitive codes was 110 in the two HRMs and 38 in the effective recruiting sector, based on the conceptual similarities of the combination of 77 nodes (common codes) in the HR department and 38 in the absorption Effective power has been extracted based on the intuition and understanding of the researchers from the subject and their share in the form of three main components related to human resources management, individual factors, organizational factors, environmental factors and 4 sub-components and efficient absorption in The template has three main components for providing employee information, delegation, payroll and 3 sub-components in the form of Tree nodes were categorized. Conclusion: The main components of human resources management include personal factors, organizational factors, environmental factors, and the three main components of employee awareness trust in employees, and to justify the findings of this research can cite theoretical foundations and previous findings.