Human Resources

Purpose: education plays a key role in empowerment of human resources. Thus, the present research was done to present and validate the human resources empowerment model with emphasis on education in the ornamental and building stone industry. Methodology: this descriptive-analytical study was of correlation type. The statistical population consisted of the staff at Iran's stone statistics and information center as many as 425 persons in 50 companies. The sample size was determined 200 according to Cochran formula; this number was chosen through stratified random sampling method based on the occupational unit. The research instruments included demographic information form capturing gender, age, level of education, years of working background, and a researcher-made questionnaire ( 50 items), whose face validity was confirmed based on expert opinion, while its reliability was calculated using Cronbach alpha method on 30 staff as 0.95. The data were analyzed by exploratory factor analysis and structural equations modeling methods in SPSS-25 and Smart PLS-3 software. Findings: the findings indicated that empowerment of human resources has 10 factors of change and innovation, managerial functions, learning, development of human resources, behavioral factors, organizational factors, the strategic factors of organization, environmental factors, cultural and leadership factors as well as knowledge beyond the technical knowledge. The factor load of all of its items was above 0.40; the convergent validity of the factors was found above 0.60 using the average variance extracted method. The reliability of all of the factors using Cronbach alpha and mixed method was above 0.70. Furthermore, the human resources empowerment model with emphasis on education in the ornamental and building stone industry had suitable and acceptable fitting, and the empowerment of human resources with emphasis on education had a direct and significant effect on all of the 10 factors (P<0.001). Conclusion: given the suitable model of human resources empowerment with emphasis on education in the ornamental and building stone industry, experts and planners can take effective steps for empowerment of human resources through the 10 identified factors.

Purpose: The human resource studies seek to investigate the effective factors on education and its impact on the development of human learning in organizations. As a result, considering the importance of human resources training in all organizations, the present research was conducted with the aim of designing human resources training model with blended learning approach in government banking. Methodology: This study in terms of purpose was applied and in terms of implementation method was qualitative. The statistical populations were included documents related to the field of human resources training with the blended learning approach in the last 15 years, which 35 documents were selected as a sample with using the purposive sampling method. To collect the findings were usedfrom notes taking method from the documents, which whose validity was confirmed by the triangulation method and their reliability was obtained by the Cohen's kappa coefficient method 86.9 percent. The data were analyzed by thematic analysis and under three types of open, axial and selective coding. Findings: The findings showed that for the human resources training model with blended learning approach in government banking were identified 118 basic themes, 24 organizing themes and 9 comprehensive themes including educational leadership based on understanding and recognition, educational planning and targeting, optimization of educational processes, educational interactions, dynamic learning indicators, features of learning organization, explanation of educational goals, organizational agility and development of human resources training models. In the end, the human resources training model with blended learning approach in government banking was drawn. Conclusion: The results of this study can have practical implications for the officials and planners of the government banking, and they based on the themes of the present research can take an effective step towards improving human resources training according to the blended learning approach.

Purpose: Organizational transparency plays an important role in improving the performance of various organizations, especially service organizations. Therefore, the purpose of this study was to determine the relationship between e-governance foresight and the organizational transparency of managers in order to present a model. Methodology: This research was applied in terms of purpose and mixed (qualitative and quantitative) in terms of implementation method. The qualitative part of the community was experts related to the field of research, 12 people were selected as a sample according to the principle of theoretical saturation with non-random sampling and snowball methods. In 2017, there were 7170 people in the quantitative sector of managers of export banks in Tehran province, of which 365 people were selected as a sample according to the table of Karjesi and Morgan by simple random sampling. The research tool was semi-structured interview in the qualitative part and researcher-made questionnaires in the quantitative part, whose psychometric indicators were confirmed. Qualitative part data were analyzed with open, axial and selective coding method in MAXQDA software and quantitative part data were analyzed with exploratory factor analysis and structural equation modeling methods in SPSS and Smart PLS software. Findings: The findings of the qualitative section showed that the e-governance foresight has 75 indicators and 17 components in 6 dimensions: organizational, technical, information and data, marketing, resources and perspective and organizational transparency, 60 indicators and 15 components in 6 dimensions: information transparency, economic transparency, transparency The client had management transparency, organizational transparency and human resources transparency. Also, the findings of the quantitative section showed that the factor load and average variance extracted of all dimensions and components were higher than 0.70 and 0.50, respectively, and their reliability was calculated higher than 0.60 with Cronbach's alpha and combined methods. In addition, the relationship model of e-governance foresight with managers' organizational transparency had a good fit, and e-governance foresight and all its 6 dimensions including organizational, technical, information and data, marketing, resources and perspective had a positive and meaningful effect on managers' organizational transparency (05 /0P<). Conclusion: According to the results of this study, e-governance foresight had a positive effect on the organizational transparency of managers. Therefore, to improve organizational transparency, it is possible to improve the foresight of e-governance and its components including organizational, technical, information and data, marketing, resources and perspective.

Purpose: After-sales service includes a wide range of services and provides the basis for a long and easy use of the product. The present study was conducted with the aim of designing a curriculum model for after-sales service in the automobile industry in Iran. Methodology: This was a mixed exploratory study (qualitative and quantitative). The research population in both the qualitative and quantitative sections were the CEOs and after-sales service assistants of the automobile industry, training managers and technical experts of the automobile industry, and according to the principle of theoretical saturation, 18 of them were selected as a sample using the snowball sampling method. The research tools were demographic information form and semi-structured interview with experts, the data of which were analyzed in the qualitative part with open, central and selective coding method in MAXQDA-10 software and in the quantitative part with exploratory factor analysis method in Smart PLS-3 software. Findings: The findings showed that the after-sales service curriculum model of the automobile industry in Iran had 61 indicators in 6 categories of efficient and effective management, skilled and trained human resources, use of new technologies, training development, evaluation and customer satisfaction. Other findings showed that the after-sales service curriculum model of the automobile industry in Iran has 57 items (removal of 4 items due to factor loading less than 0.40) in 6 factors of efficient and effective management, skilled and trained manpower, use of new technologies, It was the development of training, evaluation and customer satisfaction. The validity of the factors based on the factor loading was higher than 0.60, the convergent validity was higher than 0.50 and the average variance extracted was higher than 0.70, and the reliability was higher than 0.80 with Cronbach's alpha method. In addition, the 6-factor model of the after-sales service curriculum of the automobile industry in Iran had a good fit and the effect of the said model had a direct and significant effect on all 6 factors (P<0.05). Conclusion: Managers and planners of the automobile industry and its after-sales services in Iran can use 6 categories of efficient and effective management, skilled and trained manpower, use of new technologies, training development, evaluation and customer satisfaction to improve the after-sales service curriculum. car industry to use.

Apprehending the personality types of software engineers is essential for both individuals and organizations, especially in software engineering, which heavily relies on teamwork and soft skills. This paper explores various aspects and dimensions of personality exhibited by software engineers, focusing on Iranian culture. To achieve this, we conducted a comprehensive study that involved analyzing existing research on a global scale and a case study specifically targeting professional software engineers in Iran. The Myers-Briggs Type Indicator test was utilized to gather data, and the responses were carefully filtered, resulting in 102 valid datasets for analysis, representing both the private and public sectors. Our methodology included the development of a comprehensive questionnaire comprised of personal and standardized MBTI questions in Persian. The findings of our study indicate that software engineers in Iran predominantly exhibit a thinking personality rather than a feeling one. Moreover, personality types such as ISTJ, INTJ, ESTJ, and ENTJ were observed to be more prevalent among software engineers, while ISFJ, ISFP, ESFP, ENFP, and ESFJ were less common. While these results align with global trends, there are also noteworthy distinctions among Iranian software engineers. The implications of our research extend to practical applications for managers, human resources specialists, and recruiters. By understanding software engineers' personality types and traits, employers can optimize talent acquisition strategies, improve job placements, and tailor career development programs accordingly. This knowledge is helpful for students and those interested in a career in software engineering. It aids in making informed decisions that meet the field's requirements.

The purpose of this applied and qualitative research is to identify the necessary infrastructure for creating Organizational Human Resources Sprightliness in the university environment. Data collection has been done using the method of targeted observation, semi-structured interviews, and the review of documents related to the strategic and operational plans of universities. Based on the Kleizeri methodology, In the selective coding, obstacles of human resources Sprightliness management from the perspective of university members were identified including: weakness in talent management and substitution, structural inadequacies, neglect of the cultivation of positive psychological capacities in members, lack of support for members' organizational and family responsibilities, and abandonment of scientific-executive abilities of members in a competitive environment. Responding to the environmental needs of the university, honoring the stakeholders, dynamic knowledge, communication, skill of members of the academic members, and the flourishing of educational-research activities were drivers of human resources Sprightliness management. By calculating Cohen's kappa, the average coefficient of experts' agreement with each other about codes and research findings was 0.66, which is an acceptable proportion of their agreement. The coefficiency of agreement between experts and researcher was 79%, which was calculated by rounding the same 80%, which means that five experts had good agreement with each other regarding the coding of the data for this research, which indicates the excellent status of these identified concepts.

Effective strategic leadership entails the implementation of diverse management strategies to develop a forward-looking perspective for the organization. Such a perspective enables the organization to adjust and remain competitive in a continuously changing economic and technological environment. This study aimed to design a strategic leadership model for sports federations in Iran. This study was applied in terms of purpose and adopted a mixed method with an exploratory approach. The statistical population of the qualitative study consisted of experts in the field of sports federations who were selected purposefully, and finally,  14 experts were selected as the research participants based on data saturation approach. The statistical population in the quantitative phase included 319 subjects (president, vice-president, secretary, and three members of the Board of Directors of sports federations) selected through stratified random sampling. The research data collection tool in the qualitative phase was a semi-structured interview whereas, in the quantitative section, a researcher-made questionnaire was developed from interviews' data. Data in the qualitative phase were analyzed using experts’ points of view, and in the quantitative phase, exploratory factor analysis, confirmatory factor analysis, divergent and convergent validity, and structural equation tests were used. Moreover, the face, content, and construct validity of the instrument were confirmed. Finally, the model of strategic leadership of sport federations was presented with seven factors including strategic orientation, human resources development, learning strategy, team leadership, strategic control, effective interaction culture, and ethical strategy.

INTRODUCTION: The improvement of human resources refers to the activities through which the employees continuously keep pace with the changes and growth of the organization. It involves the improvement of the skills, knowledge, and capabilities of the employees in the perceptual and operational dimensions to increase the efficiency of the employees' performance. The present study aims to identify and rank the factors affecting the improvement of human resources in relief organizations in the RCS in Yazd province. METHOD: The present study is applied in terms of purpose and descriptive survey methodically. The statistical population included all the senior employees and experts of the RCS of Yazd province (478 people). About 215 people were selected based on Cochran's formula. Data analyzed using fuzzy SWARA and SPSS-24 software. FINDINGS: According to the findings, 21 factors affecting the improvement of human resources in the RCS of Yazd province were identified and prioritized using the fuzzy SWARA technique. It gives this opportunity to decision-makers and policy-makers to choose their environment and strategy based on the current situation. CONCLUSION: The results revealed that the highest weight or the most important factor is the implementation and evaluation system (development of group activities and team building).

SUBJECT & OBJECTIVES: In their quest for survival, organizations must comprehend and adapt to the evolving conditions of the modern environment. This necessity fosters organizational dynamism and enhances productivity. In the meantime, human resources, as the vital force of the organization, play a crucial role in fulfilling its mission and vision. Therefore, the recruitment and development of human resources emerge as fundamental components of effective human resource management. This study aims to investigate serious games in organizational talent management, with a focus on serious games.METHOD & FINDING: This research employed a mixed-method approach, and thematic analysis was utilized to explore the typology of serious games and examine their impact on two dimensions: talent attraction and development and their influence on enhancing the quality of organizational human work life. Also, an expert panel of seven human resources professionals, experienced in assessment centers and serious games, facilitated the thematic search process.CONCLUSION: In terms of categorizing serious games in talent management and their role in enhancing the QWL for organizational humans, 188 codes were extracted, of which sixteen core themes were related to talent attraction and development. Of the sixteen themes identified, three themes were focused on talent attraction: role-playing, oral presentation, and gamified psychological testing. Six themes were dedicated to talent development: educational energizers, educational icebreakers, educational nudges, escape rooms, storytelling, and virtual simulations. Additionally, seven themes were effective for both talent attraction and development: boot camps, group discussions, board games, case studies, handicraft creation, information search, and gamification.

The success of economic programs, with the company's strategy, is an integrated and coordinated set of interventions and programs that are used to exploit core competencies and gain competitive advantage. So people in an organization are important assets that are able to convert from visible assets into optimal productive resources to meet the needs of the organization. Therefore, this article attempts to propose the interaction of two priority and effective categories on the performance of the organization, namely strategic management of human resources and supply chain management, by setting strategic priorities and indicators of interest in them by providing a syntactic scientific model and framework. Based on this, with the help of hypercompilation, he analyzed the variables of reliability, flexibility, social contexts, skill contexts, emotional conditions, level of maturity and individual maturity in the form of a conceptual model, which analyzed the hypotheses extracted from it showed that the issues examined in the field of strategic human resource managementhave a meaningful relationship with the strategic bias of the supply chain in economics and finance. The most important strategies for conveying a sense of commitment to continuous interaction between the supplier and the successful human resources and creating an independent personality for the set of efficient suppliers were counted by human resources

Human resources are the most crucial components of any organizational structure and developing a human resource model to improve the efficiency of organizations is crucial. This research aimed to design a human resource development model for municipal employees in Tehran province. To serve that end, a qualitative design was adopted and data was collected and analyzed based on grounded theory approach. The target population in this research included university professors and experts in human resource management. A total of 15 participants were selected for interviews using snowball sampling until theoretical saturation was achieved. The participants included both male and female with at least seven years of experience in their profession. The research utilized a semi-structured interview to establish a human resource development model for municipal employees. The interview prompts were developed by examination of various national and international models. Subsequently, indicators were identified through open coding and classified into components, and dimensions through axial and selective coding. Ultimately, 4 dimensions, 19 components, and 135 indicators were established for the human resource development model for municipal employees. Finally, the paper provides some implications for an enhanced efficiency in the performance of Tehran province municipalities considering the developed human resource model.