نورالدین میرزایی

Background: The aim of this study was to identify the components and factors affecting teacherschr('39') professional ethics and provide a model. Method: The method of the present study was mixed (qualitative-quantitative) and in terms of purpose it was applicable research. The statistical population in the qualitative section included faculty member (disciplines of philosophy, sociology and education) and teachers who were theoretically familiar with the concept of professional ethics and therefore their selection was purposeful by sampling method. 20 people were interviewed until they reached theoretical saturation. Data was analyzed at three levels of open, central and selective coding. Validity of data assessed by ideas of experts and for reliability, the coefficient of agreement between the coders was used, which was 0.81. In the quantitative part, the statistical population was all primary school teachers in Tehran (7515) in the academic year 2018-2019, which according to Krejcie and Morgan table, 367 people were selected as the sample size by multi-stage cluster sampling method. The research tool was a researcher-made questionnaire. Reliability of which was obtained by Cronbachchr('39')s alpha test of 0.85 Data were analyzed by SPSS, Lisrel and Amos softwares. Results: The findings showed that the components of professional ethics included "psychological characteristics", "communication-social characteristics", "technical-specialized characteristics" and "belief characteristics" and the effective factors included four factors: economic, social, organizational and individual. Quantitative results also showed that the professional ethics model can be predicted up to about 0.70 by the identified factors and the overall fit of the model was also confirmed (GOF = 0.44). Conclusion: Considering the predictive power of the identified factors for professional ethics, it can be concluded that the proposed model can be a good framework for improving the professional ethics of teachers.

Purpose: The aim of this study was to design a talent management model for primary school principals in Zanjan. Methodology: The method of the present study was a combination (qualitative and quantitative) and in terms of purpose it was an applied research. The statistical population of the qualitative section was experts who were theoretically familiar with the concept of talent management and based on purposive sampling, 17 of them were interviewed until theoretical saturation. The statistical population in the quantitative part was all primary school principals in Zanjan province (1079 people) in the academic year 2018-19 that according to Krejcie and Morgan table, 283 people were selected by stratified random sampling method. Qualitative research tools were interviews and in the quantitative part, a researcher-made questionnaire was developed based on qualitative results. The validity of qualitative results was obtained by reviewing the codings and using the agreement coefficient between the coders and for the questionnaire with face validity and reliability by Cronbach's alpha test (0.88). For the analysis of qualitative data, the method of basic theory and open, axial and selective coding were used, and for a small part of the structural equations in Amos software version 24. Findings: Qualitative data analysis identified 63 concepts and 10 central themes (environmental, cultural, motivational, educational, human resource management, personal characteristics, regulatory, communication, organizational, managerial and structural factors) that the theme Selective research also obtained effective factors on talent management. The results of structural equations also showed that organizational factors with factor load (0.85), educational (0.83) and cultural (0.80) were more important and in general, the proposed model had a good fit. Conclusion: Improving talent management requires attention to various factors that the education system by investing in organizational, educational and cultural factors can help improve the talent management of managers.