درخت حوزه‌های تخصصی

Purpose: The aim of this study was to present a causal model of job motivation with organizational-citizenship behavior (OCB) and the mediating role of organizational commitment in teachers in Ramhormoz, Iran. Methodology: The sample was 250 (125 females and 125 male) teachers, selected by stratified random sampling method, in the academic year of 2016-2017. The study was applied and research method was correlation using structural equations. The measurement tools used were Herzberg Job Motivation Questionnaire (1966), Oregon and Kanovsky (1996) OCB Questionnaire (1996), and Allen and Meyer (1990) Organizational Commitment Questionnaire (OCQ). Coefficients and structural equation modeling were used for data analysis. Findings: The findings in the direct paths of the model indicated positive direct effect of citizenship behavior on different aspects of organizational commitment and job motivation. Moreover, continuous commitment and emotional commitment had a direct effect on job motivation, but normative commitment did not have this effect. In the intermediary path of the model, citizenship-organizational behavior had positive indirect and negative indirect effects on job motivation, respectively through emotional and continuous commitment, but this effect was not significant through normative commitment. Discussion: According to the results of the research fitness of the proposed model increased after eliminating irrelevant paths and adding up new paths, so a good fit analysis was created for the final model.

Purpose: Strategic decision-making plays an important role in organizational functions and its effectiveness. As a result, the aim of this study was to identifying and analyzing the dimensions and components of strategic decision-making for the managers of education regions. Methodology: This study in terms of purpose was applied and in terms of implementation method was mixed (qualitative and quantitative). The research population were experts in the field of educational management and human resources management and managers of educational regions of Tehran city in 2021 year, which according to the principle of theoretical saturation number of 14 people of them were selected as a sample with using the purposeful sampling method. The research tool was a semi-structured interview that lasted 75 to 120 minutes, and their validity was confirmed by the triangulation method and their reliability was obtained by the agreement coefficient method between two coders 0.88. The data were analyzed by methods of thematic analysis and DIMTEL technique. Findings: The findings of the qualitative part showed that strategic decision-making for managers of education regions has 98 indicators, 23 components and 10 dimensions were include moral intelligence, individual skills, knowledge of organizational processes, cultural and value skills, knowledge of financial resources, power of change and transformation, knowledge and technology management, human resource management, intelligent planning and training. Also, the findings of the quantitative part showed that the dimensions of human resource management, intelligent planning, cultural and value skills, knowledge of financial resources, knowledge and technology management and training had more effective and the dimensions of knowledge of organizational processes, moral intelligence, individual skills and power of change and transformation had more influence. Conclusion: The findings of this study have practical implications for specialists and planners of educational systems, especially in the education system, and they based on the results of the present study, can take an effective step towards strategic decision-making.

Purpose: Huge economic, social, political and technological changes, particularly in recent decades, have brought about increasing complexity and reduced predictability of the organizations’ environments. One solution offered to deal with such environments is the human resource agility approach. Though human resources play an effective role in the agility of organizations, the integrated model that identifies its dimensions and components has not been yet explained. This study aimed to design an agility model for human resources and to explain the factors influencing it. Methodology: This research has been conducted in the qualitative approach framework along with the survey method and by relying on grounded theory. Related data were extracted from theoretical literature, upstream documents, and interviews and then analyzed in three stages of open, axial and selective coding. Findings: The results indicated that the agility of human resources as an axial phenomenon is due to a set of individual-organizational, individual-personal, organizational and occupational characteristics. Conclusion: The effects of this phenomenon were categorized into two groups: individual and organizational. Also, in this model, the underlying factors (power sharing practices, human resource management practices, organizational coordination, communication and information technology, organizational process) and interventional conditions (organizational culture, leadership style, self-development, environmental factors) are influential on the ruling relations.