Human Resources

The purpose of this research was to provide a "Structural Equations Modeling Template" for the role of Human resources (HR) strategies on occupational performance development of colligate personnel. The current study is an applied research in terms of purpose, and a descriptive-analytical sample in terms of research method. The statistical population of this research included all employees Islamic Azad University of Shiraz Branch. The sampling method was "Random Classification". The standard questionnaire was used for data collection. By applying SMART PLS software, the research hypothesizes were made based on structural equations modeling & factor analysis .Findings showed that, there is a positive and significant relation between human resources development strategies and occupational performance of employees. Meanwhile, the HR development strategy, and employees' recruitment strategy have the greatest and the least impact on employees' occupational performance, respectively. The research findings showed importance of human resources strategies in evaluating occupational performance of employees. Therefore, HR strategies should be considered in Islamic Azad university of Shiraz.

Human resource management deals with the design of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. In an organization, the management of human resources means that they must be recruited, compensated, trained, and developed. Human resource management influences to workers developing of their career. Research Purpose. The purpose of this article is to research new strategy of Azerbaijan changing national institutional management system which HR uses to improve workers career. In addition to this article analyzed the sustainability of such strategy and investigate the power’s impact as the result of the company’s competitiveness. Research Hypothesis. The developing of career strategy impacts to workers to gain competitive power. Research Methodology. In the research we use questionnaire method to HR’s manager of 50 Azerbaijan national firms and 5 workers of each firms asks question, interviews about their career developing. We used in research literature. In the end the results will be discussed and the suggestions will be given to companies with theoretical background.

The aim of this study is to present a comprehensive human resources model based on ISO34000 standard at Khorasan Razavi Electricity Distribution Company. This study is mixed, sequential exploratory, and applied. The qualitative population was the experienced and scientific experts. The quantitative population was 153 managers, deputies and experts responsible for the electricity company selected with convenient random sampling method and a researcher made tool on human resources and based on ISO34000 standard in 2018-2019. In the qualitative section, open coding was used to analyze the texts to develop human resources indices based on ISO34000 standard. The results show four main components have a positive and direct impact on human resources.

The purpose of the current work, conducted in 2017 and 2018, is to identify andprioritize the qualitative and quantitative factors affecting human resources(HR) valuation at National Iranian Oil Company and its subsidiaries. Using asnowball sampling method, 28 experts were selected from the head of humanresources, the head of finance, and some staff members of National IranianOil Company and its subsidiaries. In order to identify the dimensions andcomponents affecting human resources valuation, a comprehensive literaturereview at international and national levels, interviews with experts, andthree stages of distribution and collection of questionnaires using the FuzzyDelphi method were performed. Then, two phases of the paired comparisonquestionnaire were developed and provided for the experts to explain andevaluate the cause-and-effect relationships between the dimensions andthe components together. The specified components and dimensions wereprioritized using the Fuzzy DEMATEL method. Using the Fuzzy Delphimethod, 15 dimensions and 101 components influencing HR valuation wereidentified at National Iranian Oil Company and its affiliated companies.According to Pareto 20-80, 20 components were identified as the factorsinfluencing human resources valuation at National Iranian Oil Company andits subsidiaries, and using the Fuzzy DEMATEL method, 15 dimensionsand 20 specified components were prioritized. According to the resultsobtained, the most important dimension and component affecting humanresources valuation at National Iranian Oil Company and its subsidiaries arejob satisfaction, motivation, and perseverance in employees’ assignments.

Purpose: The purpose of the present study was to present an applied model for implementing knowledge management training. Methodology: The purpose of this study was applied, and the research method was descriptive-survey and cross-sectional. The statistical population of the study consisted of Mazandaran city managers with experience of management and selected public administration professors in the universities of Mazandaran province (Qualitative) as well as all official, contracted, contracted, volumetric and corporate staff of Sari municipality (quantitative) in summer 1977 (1255). The analysis was based on data collected from 10 mayors and 295 staff of qualitative and quantitative subjects, using stratified random sampling and Cochran's formula (for quantitative phase). Was. The sampling method was "Samples containing rich information" (for the qualitative stage) from the target population. Data were collected in a qualitative phase using semi-structured interviews based on data theory and in a quantitative phase using a designed questionnaire including 88 items based on 5-point Likert spectrum, collected through soft SPSS and AMOS were analyzed. Exploratory and confirmatory factor analysis and Friedman test were used for data analysis. Findings: The results showed that the model of knowledge management training implementation includes 12 variables: organizational culture, organizational structure, information technology, human resources, knowledge process, leadership and leadership support, organizational learning, organizational strategies, communication, environment, It was motivation (benchmarking) and benchmarking. Conclusion: Knowledge management as a process effectively utilizes the competencies, experiences, specialties, skills, talents, thoughts, ideas, actions and imaginations of individuals and integrates them into the organization's information resources to achieve its goals.

Purpose: The present study was conducted to identify the components of the learning organization in primary schools in Tehran. Methodology: The research method was exploratory in terms of practical and qualitative purpose. The statistical population of the study included academic experts and education experts. Samples in this section were selected by targeted sampling and theoretical saturation. The research tools were semi-constructed interviews. In order to ensure the validity of the research tools and to ensure the accuracy of the findings from the researcher's point of view, the valuable views of professor’s familiar with the field and academic experts who were experts in this field were used. To calculate the reliability of the interview, the method of agreement within the subject matter of the two coders was used. The data analysis method in this study was theoretical coding derived from the fundamental data processing theory method. Findings: The results of the study showed that the components of the learning organization, including the components of individual mastery, mental patterns, systemic thinking, common aspiration, team learning and information technology. Also, the components influencing the learning organization in elementary school included the components of organizational culture, leadership, and human resources. Conclusion: Having individual mastery among teachers and having positive mindset patterns is very important for learning that results in the use of modern learning methods, such as team learning.

Purpose: The aim of this study was to Presenting Human Resource Selection Model in Education with Tricycle Model. Methodology: This study was applied in terms of purpose and exploratory in terms of data type. The statistical population of the qualitative part of the research included university experts and senior managers of education and training of the whole country in the academic year of 2018-2019. Using the principle of theoretical saturation, 23 experts were selected based on purposeful sampling method. And the deputies of the Education Organization in the whole country were 900 people in 1397-98, and using the Cochran's formula, 270 people were selected based on the relative class sampling method. In order to collect the data, two interview tools and a researcher-made questionnaire including 87 items were used. Its validity was examined in three formal, content and structural methods and its reliability (Cronbach's alpha and hybrid reliability) was above 0.7. The data analysis method in the qualitative part of the theoretical coding was based on the method of basic data processing theory and in the quantitative part the methods of confirmatory factor analysis and modeling of structural equations were used using Lisrel-v8 software. Findings: According to the findings, the factors influencing the selection of human resources, including the behavior of the professional citizen, job performance and innovation, and the constituent components of human resource selection included, contextual, structural and behavioral components. Also, all the components identified in the current situation were evaluated as desirable. In addition, in this study, the mechanisms, contexts and barriers to human resource selection were identified. Conclusion: Strategies for developing an operational plan to improve human resource development in the education organization; Paying attention to meritocracy in delegating work responsibilities; Continuous evaluation of employee performance; The removal of infrastructure and credit barriers to staff access to Internet and scientific networks. Finally, it is possible to improve the choice of human resources according to the amount of components of the behavior of a professional citizen, job performance and innovation.

Purpose: One of the main organizational planning is human resource planning. The purpose of this study was to design a model for the implementation of human resource strategies in the field of health. Methodology: The combined research method and research design were also of the type of mixed exploratory research design. In the qualitative section, using the method of "samples contain rich information" with 20 heads of medical universities and senior managers of the Ministry of Health and Medical Education, using the Delphi method and using semi-structured questionnaires; Was interviewed. In the quantitative part of the research, a researcher-made questionnaire with multi-stage relative stratified sampling method was distributed among 334 senior and middle managers of the country's medical universities and the data were used by exploratory and confirmatory factor analysis. Analyzed with SPSS and AMOS software. Findings: The results indicate that "human resource strategies" have six dimensions: 1. Human resource provision, 2. Training, 3. Performance evaluation, 4. Development and improvement, 5. Service reward and 6. Participation And "strategy implementation" has three dimensions and nine components as described: a- Structural dimension (1. structure of the implementing organization, 2. Capacities, 3. Resources), b- Environmental dimension (4. Macro environment, 5. Intermediate environment 6. Execution environment) and c- Behavioral dimension (7. Performers 'behavior, 8. Target community behavior and 9. Developers' behavior). The results of the quantitative section showed that the impact of all dimensions of human resource strategies on the structural, environmental and behavioral dimensions of strategy implementation was confirmed. Conclusion: Special attention to human resources, especially in organizations providing health services and health in the community as the most vital element of organizational success and creating a sustainable competitive advantage is always important in management.

Purpose: The aim of this study was to predict the effective variables of empowerment on human resource efficiency of the Sports and Youth Organization of West Azerbaijan Province using the TOPSIS technique. Methodology: The method of the present study was descriptive-analytical, applied. The statistical population of the study, in the first part included the experts of the sports and youth departments of West Azerbaijan province in the winter and spring of 1397-1397 and in the second part all the employees of the sports and youth departments of West Azerbaijan province. In the first part of the research, the researcher ranked the research options with a survey of 15 experts and in the second part, using Morgan table, 150 people were estimated as a research sample, which was done by random sampling among the staff of the Sports and Youth Department of Azerbaijan province. It was western. In the first part, with the exploratory approach and extraction of components, 8 indicators and 39 items were extracted, which were used for design in the model design stage, and in this part, according to the sample size, which was less than 200. In this study, in order to describe the data from descriptive and inferential statistics and from TOPSIS statistical software for the best and worst desired situation in evaluating the options, SPS24 and the partial least squares technique with the help of Smart Cup software. S2 was used. Findings: The results showed that 8 extracted indicators (organizational culture, 0.79, organizational support 0.76, technical factors 0.74, individual factors 0.653, job-related factors 0.646, educational factors 0.60, Systemic factors (0.495 and environmental factors (0.367, respectively) indicated empowerment and productivity of human resources from the perspective of respondents. Conclusion: Empowering employees on organizational performance of employees significantly increases organizational performance.

Purpose: The aim of this study was to identify the factors affecting justice-oriented in attracting, retaining and promoting human resources and provide a favorable model. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation. The study population was all articles related to the role of justice-oriented in attracting, retaining and promoting human resources in the scientific databases of Magiran, Scopus from 1991-1992 (227 articles) and managers and human resources experts in government organizations in Tehran in 2018-19. The research sample consisted of 40 articles and 15 experts who were selected according to the principle of theoretical saturation and purposive sampling. Data were collected by filing methods and interviews with specialists and their psychometric indices. Content analysis method was used to analyze the data. Findings: The results showed that the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors. For the external factor in all three processes of recruitment, retention and promotion of manpower, four dimensions including cultural (5 common indicators for all three processes of recruitment, retention and promotion of human resources), economic (5 common indicators for all three processes), social (4 indicators Common to all three processes) and political (1 common indicator for all three processes) and for the internal factor three dimensions including management of ethics, values ​​and culture (6 common indicators for all three processes), individual (indicators were different and 4 indicators to attract , 3 indicators for maintenance and 6 indicators for upgrade) and internal indicators (indicators were different and 5 indicators for absorption, 5 indicators for maintenance and 5 indicators for upgrade) were identified. In total, 2 factors, 7 dimensions and 48 indicators were identified and based on that, an appropriate model of factors affecting justice-oriented in attracting, retaining and promoting human resources was designed. Conclusion: According to the research findings, the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors

Today, managers in the public and private sectors consider having knowledge of laws and green issues to be important and necessary for the survival of their organizations. Therefore, human resources are one of the most important factors in environmental management and must be involved in strategic decisions. Green Human Resource Management focuses on the company's environmental management practices, in which human resource management acts as a platform for linking human resource management actions to the company's environmental management activities. The world is really entering and experiencing a green economy. Green economy is one of the new topics of scientific societies in recent decades, which aims at human welfare, social justice and creating confidence in environmental protection along with economic growth. The success of a company's environmental management depends on the environmentally friendly behavior of its employees. Because their behavior improves the company's environmental performance. Given that the research article is a promotional article with a review of resources and previous research, finally provides practical solutions for the development and evolution of human resources in the framework of green management that can be defined by variables in future research.

The purpose of this study was to investigate the effective factors on web browsing (Cyberloafing) of human resources in sport organizations. The research method was descriptive-correlational and based on structural equations and also the data were collected by questionnaire. The statistical population of the study consisted of all employees of the Ministry of Sport and Youth, among whom, 237 were randomly selected as sample and finally 225 (93.74%) questionnaires were analyzed. A 14-question questionnaire was used to collect the data. Finally, the collected data were analyzed in two parts: descriptive and inferential statistics using SPSS and LISREL software. The results showed that the predictive power of this model based on the sum of variance of the three factors was 61.52%. Also, there is a significant priority among the cyberloafing components, according to which the attitude of employees is in the first priority, descriptive norms in the second priority and perceived barriers in the third priority. Considering the way employees use the internet and web browsing, the need for more in-depth research and attention to these types of HR behaviors become more apparent.

INTRODUCTION: Human resource development is defined as the production of thoughts and ideas by the employees of the organization. In this regard, employees should be equipped with qualifications and skills that with compassion allocate their ability, energy, expertise, and thought to fulfill the missions of the organization and create new intellectual and quality values. This study aimed to identify the relationship of organizational participation with organizational maturity and the development of human resources in the Red Crescent Society of Kerman Province, Iran. METHODS: This descriptive-correlational study was conducted on all employees (n=297) of the Red Crescent Society of Kerman Province, 2020. The sample size was determined according to the Morgan table, and 169 individuals were selected using the stratified random sampling method. To collect the required data, three questionnaires were used, including the standard Organizational Participation Questionnaire (Fayol, 1985), Organizational Maturity Questionnaire (Aghamolai, 2013), and human resource productivity development (Harsi et al., 1980). Data were analyzed using SPSS software (version 23). FINDINGS: According to the findings, there was a direct and significant relationship between organizational participation and its components and the development of human resource productivity. It was also revealed that participation in planning and participation in organizing were the best predictors of human resource productivity development. Furthermore, organizational participation and its components had a direct and significant relationship with the organizational maturity of the Red Crescent Society, and participation in planning was the best predictor of organizational maturity. CONCLUSION: The results showed that there was a direct and significant relationship between the three variables of organizational participation, organizational maturity, and development of human resource productivity in the Red Crescent Society of Kerman Province.

INTRODUCTION: In recent years, competency has emerged as a major issue which plays a significant role in responding to challenges facing organizational management in a rapidly changing environment. In this regard, the competency-based approach puts emphasis on individuals and highlights the importance of human resources to achieve organizational goals. The Red Crescent Society of the Islamic Republic of Iran is a human-centered organization; that is to say, most of the services provided to the target communities rely on the capabilities of human resources. Therefore, the current study aimed to design a model for the development of key human resource competencies in the Red Crescent Society of the Islamic Republic of Iran. METHODS: This applied qualitative study was conducted based on an exploratory approach and used mixed-type data. Data collection was performed in two qualitative and quantitative phases. The first phase was conducted based on grounded theory, while a quantitative research method was used in the next phase. The statistical population of the study in the qualitative section included managers and human resource experts of the Red Crescent Society, as well as university professors and experts, who were selected using purposive sampling and were interviewed until saturation data (25 interviews). The statistical population of the quantitative section included 8,451 managers and employees of the Red Crescent Society of all provinces of Iran. The sample size was calculated at 361 cases using Krejcie and Morgan sample size determination table. FINDINGS: In the present study, among the seven principles of the Red Cross and Red Crescent Movement, the five principles of humanity, impartiality, neutrality, independence, and voluntary service were regarded as infrastructure requirements for the development of human resource competencies and were axially coded in causal conditions. Thereafter, the relationship between these principles and human resources competencies in the Red Crescent Society was determined using PLS software. CONCLUSION: As evidenced by the obtained results, the employment of appropriate strategies for evaluating and developing key human resource competencies resulted in the following consequences: human resource efficiency, provision of desirable social services, community health improvement, enhancement of human values, reinforcement of trust and public participation, and improvement of the financial capacity of the Red Crescent Society. The results indicated that competency development among Red Crescent staff is positively and significantly correlated with the principles of humanity, neutrality, impartiality, and independence.

INTRODUCTION: Health and healthcare services are of paramount importance in every society and are regarded as the essential needs of people. The present study aimed to assess, describe, and explore the model of human resource development and empowerment adopting a service provision approach in Ilam University of Medical Sciences and Health Services in 2019. METHODS: In the current study, theoretical sources were collected using systematic and library studies, and experts' opinions were collected through open-ended interviews. Thereafter, these sources were analyzed using grounded theory and structural modeling. In this qualitative study, a researcher-made checklist was provided to experts to identify the internal relationship among the components of each variable. The exploratory approach was used in the current study since the focus was on the use of qualitative methods. To identify the dimensions of the model and its associated factors, the indicators were firstly extracted using library studies. The Delphi method was then performed in three steps to monitor the indicators and obtain the final dimensions of the model. The statistical population of the study included all managers and experts of the human resources unit with more than 15 years of work experience in the studied university. MAXQDA software was used to record and manage the codes, and finally, the concept model was designed. FINDINGS: After analyzing the studies and conducting interviews with experts, "employee development and empowerment" was selected as the main category. It encompasses such issues as training and productivity of human resources, development of personnel capabilities, sustainable development of human capital, highlighting the importance of strategic human resource management by the management system, senior managers' support from human resources, and the independence of human resources unit. The relationship of other classes with the central class can be realized in five ways: causal conditions, control system, motivation, and appropriate counseling lead to the development and empowerment of employees. CONCLUSION: Healthcare organizations assume more importance since their human resources are mostly experts in charge of specialized activities. As evidenced by qualitative and library studies, as well as the conducted interviews, the development and empowerment of human resources in Ilam University of Medical Sciences and Health Services is positively correlated with the service provision approach and exerts a significant impact on it.

Purpose: The aim of this study was to identify the dimensions and components of human capital in the Iranian education system in order to provide a model for it. Methodology: The present study was applied research in terms of purpose and mixed (qualitative/quantitative) research in terms of implementation method. In the qualitative section, the participants included 15 university experts from Zanjan in the academic year 2019-20, selected by purposive sampling. In the next part of the study, the statistical population consisted of 1029 high school principals in Zanjan in the academic year 2019-20. The sample size was determined 292 principals based on Morgan table and was selected by simple random sampling. Data were collected through a questionnaire obtained based on qualitative findings, the validity of which was confirmed by professors and the reliability of which was calculated to be 0.81 through Cronbach's alpha test. To analyze the data in the qualitative part, the researchers used the thematic analysis method, the validity of which was confirmed by experts and the reliability of which was obtained as the coding agreement coefficient (0.86). To analyze the quantitative part, the researchers used content analysis method and confirmatory factor analysis and structural modeling with Amos24 for the quantitative part analysis. Findings: The results demonstrated that HC had 5 dimensions and 20 components, namely skill (5 components), knowledge (4 components), ethics (4 components), mental health (4 components) and sociocultural (3 components), as well as 70 indicators (P <0/05). The results of confirmatory factor analysis showed that the measurement models have a good fit. The RMSEA value was less than 0/08, the GFI, AGFI and NFI values were greater than 0.9 and the indices (PNFI and PCFI) were greater than 0/5 The results of structural equations also showed that all dimensions had a direct and positive effect on human capital (P <0/05). Conclusion: Planners and practitioners of the education system can use the results of this research at two levels of study time of human resources in universities, especially Farhangian University for the growth and excellence of human capital and during service to maintain them in the education system.

The purpose of the present article is to design indicators and variables that represent the value of volleyball players. This research method is applied, which was done in a quantitative and qualitative way. The research tool was a semi-structured interview with experts in the field of player valuation. In this research, the statistical population included all the experts and specialists in human resources and financial management issues in sports, and also volleyball experts. The sample size included a number of volleyball sports experts who expressed their ideas to determine the variables. A total of 60 variables were extracted, of which 40 are quantitative indicators and 20 are qualitative indicators. These indicators are not only effective in the selection of players, but can also determine the price and final value of the players.

Purpose :The main purpose of this research was the pathology of strategic human resource management system based on digital transformation governance. The analysis has been done in Gachsaran Oil and Gas Exploitation Company with the grounded theory approach. Method : This research is a heuristic combination of consecutive type and model tooling, model design and compilation based on the criteria designed by the model. Library method and documentary studies were used to collect theoretical foundations. In the qualitative section, using the research method of case study and semi-structured interviews with experts and professors, the criteria of the research model were developed. In order to select a suitable sample from the community of experts and university professors, non-random sampling method, selective purposeful sampling method (snowball) and theoretical saturation criterion were used and from the sample technique of key individuals (experts) 15 people were selected. Findings : Findings show that in the digital transformation path, factors such as employment system balance, equitable distribution of responsibilities, career path management, functional stability, manpower capability, fitness and work environment, individual creativity, political and legal factors, cultural conflict, environmental developments, specific individual and organizational components, and financing influence the strategic human resource management system. Conclusion : In the path of digital transformation in the organization, in order to eradicate organizational harms and improve the productivity of the organization and the workforce, the factors found in this research should be considered and examined so that the organization can progress.

Purpose: The present study was conducted to model the problems of the system of recruitment, retention and training of human resources by the mixed exploratory research method. Methodology: The statistical population of the qualitative part included a number of experts including the senior managers of National Iranian Oil Refining and Distribution Company (NIORDC) and human resource management professors in higher education centers; and employees of the NIORDC (Sari) and Iranian Oil Pipelines and Telecommunication Company (IOPTC) (North) in the quantitative part, n= 835 (789 men and 46 women). In the qualitative part, by the snowball sampling method, 20 people, and in the quantitative part, by relative stratified sampling method based on Cochran's formula, 263 people were selected as the statistical sample. In the qualitative part, the data were extracted by the Delphi technique and semi-structured and structured questionnaires; and the 120-item researcher-made questionnaires in the quantitative part and analyzed using SPSS and AMOS. The content and construct validity of the questionnaires was confirmed. Reliability and composite reliability (CR) were also confirmed by Cronbach's alpha coefficient 84%. Descriptive statistics (mean, variance, and standard deviation) and inferential statistics (exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) and Friedman test) were used for data analysis. Findings: The results showed that the model of problems of the system of recruitment, retention and training of human resources has 6 organizational (internal), environmental (external), occupational, individual (personal), governmental (political) and cultural-social dimensions and 30 components. Conclusion: The results of the quantitative part showed that all dimensions of the research model were confirmed.