درخت حوزه‌های تخصصی

Purpose: The present study aimed to design a framework for recruiting non-teaching educational staff in Iran’s Ministry of Education. Method: The present study pursues a qualitative approach. The statistical population of the research included experts and professors in the field of specialization and the senior managers of the General Department of Education of Semnan province in the academic year of 2023-2024, among which 15 were chosen as the samples using theoretical saturation sampling and targeted sampling. The research instruments were a semi-structured interview and a review of the existing documents on this subject. The collected data were validated using member checking. The data validity was evaluated and confirmed using the quality criterion (reliability). The research data analysis method was thematic analysis in three levels: basic themes, organizing themes and Global Themes. Findings: The data analysis led to the identification of 393 basic themes, 33 number-one organizing themes, and 13 number-2 organizing themes in the field of specialization in recruiting non-teaching educational staff in the Ministry of Education. These themes were categorized under 4 global themes including expertise management with two organizing themes (expertise management and performance management), resource management with four organizing themes (human, time, material, and information), change management with three organizing themes (change in organizational structure, change in competitive atmosphere, and change in attitude), and management of organizational development with four organizing themes (managerial capabilities, human resource planning, creation of specialization culture, and organizational interactions). Conclusion: The use of elite and expert employees in the nonteaching sector of the educational system, as a leading institution in providing extensive services to the general public, depends on the presence of a specialization pattern in the recruitment of non-teaching staff. Identification of specialization criteria in the non-teaching sector, which has been done in this research, helps with the formulation of an appropriate specialization model to employ skilled and specialist staff in this sector.

Purpose: The aim of the present study was to design and elaborate the neuro-coaching model (neuroscience of coaching) at Isfahan Steel Company. Methodology: This research is an applied study and, in terms of methodology, a mixed-methods (qualitative-quantitative) research. The statistical population of the study consisted of 15 experts from Islamic Azad Universities and managers of the Isfahan Steel Company. In the qualitative section, their opinions were used to identify and code the categories. For modeling purposes, the statistical population included a group of officials from the Isfahan Steel Company. Cochran's formula was used for sampling, resulting in a sample size of 384, and the sampling method was randomly accessible. To identify the factors, interviews were conducted initially, and with the help of open coding, selective coding, and axial coding, categories and concepts were extracted. Findings: The results of included 41 axial codes and 251 open codes. Subsequently, in the next stage, using confirmatory factor analysis, the axial, causal, contextual, intervening conditions, strategies, and outcomes were examined. Finally, consensus was reached on 209 open codes and 40 selective codes. For modeling, structural equations and partial least squares (PLS) with Smart PLS software were utilized. The results indicated that the neuro-coaching model (neuroscience of coaching) at Isfahan Steel Company is underpinned by 8 causal conditions, 8 contextual conditions, 6 intervening factors, and 7 strategies, leading to 11 major outcomes for Isfahan Steel Company. These outcomes include: improved neural process performance, personal growth and development, empowerment and psychological improvement, enhanced interactions and satisfaction, improved performance and cost reduction, psychology and personal relationships, interaction and communications, personal and psychological growth, individual and professional development, interactions and exercises, and the quality and effectiveness of neural solutions. Conclusion: In conclusion, the neuro-coaching model holds significant promise for transforming coaching practices and enhancing organizational outcomes. The integration of neuroscience principles provides a robust framework for developing more effective and scientifically grounded coaching interventions.