Human Resource Management

Human resource plays a key role in a society and also for all kind of organization, therefore offering a reasonable and intelligent way for selection of a suitable and essential career. Artificial Intelligence (AI) is used today in science, engineering, business, manufacturing, management and many other fields. Expert systems as a branch of AI have attracted the at-tention of mostly large and medium organizations for doing some human’s activities. Case Based Reasoning (CBR) is also a new problem solving paradigm that in many ways is fun-damentally different from other major AI approaches. Instead of relying solely on general knowledge of a problem domain, or making associations along generalized relationships be-tween problem descriptors and conclusions, CBR is able to utilize the specific knowledge of previously experienced situations. This research work presents a model for designing an intelligent career consultation system using case-based reasoning which recommends suitable jobs for applicants. This system, as a sample, has been implemented in an Iranian organization.

Background: Green human resource management is a new topic in the field of human resource management that emphasizes the goal of environmental sustainability. Unfortunately, the growing environmental challenges on the one hand and the neglect of ethical components related to the environment and human resource management in organizations, have created obstacles to the implementation of green human resource management. Therefore, the present study was formed with the aim of investigating the factors that violate ethics that hinder the implementation of green human resource management. Method: The present study was among the applied researches with a field-survey approach. The study population was experts and specialists in the field of Tehran automotive industry, from which 8 people were purposefully selected as a sample. The tools of analysis were interview and dematel questionnaire. Data were analyzed by fuzzy dematel and fuzzy hierarchical analysis (AHP). Results: Ethical barriers affecting the implementation of green human resource management in three dimensions of organizational, environmental and individual were identified in the form of 51 sub-criteria. The results of weight determination showed that the environmental dimension is one of the causal dimensions and organizational and individual dimensions are effective dimensions and environmental factors are the most important. Conclusion: Organizations, especially in the field of automobile manufacturing, need to have forces aware of the environment. In this way, green human resource management can play an important role in creating green and environmentally friendly ideas by creating a sense of responsibility in its actions and tasks and in cooperation with other forces. Undoubtedly, the first step in training employees to prepare for the implementation of environmental issues is to teach environmental ethics and remove ethical barriers to green human resource management. So that the organization can participate in environmental protection by motivating employees and creating a sense of responsibility in them.

Purpose: This study aimed to investigate the mediating role of human resource management in the relationship Alavi meritocracy and organizational knowledge. Methodoloy: This descriptive-correlational study was applied in terms of purpose. The statistical population consisted of 1050 employees of public, Payam-e-Noor and Islamic Azad universities in eastern Iran in academic year 2018-2019, of whom 275 were selected as a sample size by a multi-stage (cluster) sampling according to Krejcie and Morgan's table. Research instruments included Naghipurfar's (2013) Meritocracy Questionnaire and Knowledge Management Questionnaire, and Martin's (2011) Human Resource Management Questionnaire. The validity of the questionnaire was assessed by formal validity and its reliability was measured by Cronbach's alpha as 0.81. Also, Data were analyzed by correlation tests and structural equations using the SPSS 22 and Amos 20. Findings: Data analysis showed that there was a significant relationship between organizational knowledge and human resource management with the Alavi meritocracy of the staff (r = 0.61 and r = 0.5, respectively; P <0.01). The results of structural equations also revealed that the effect of organizational knowledge of the staff on Alavi meritocracy was indirectly significant. On the other hand, there was a positive and significant relationship between organizational knowledge and the mediating variable (human resource management) (r = 0.58, P <0.01). Moreover, human resource management directly affected Alavi meritocracy (r = 0.57, P <0.01). Conclusion: Organizational knowledge and human resource management of the staff affect Alavi meritocracy and Alavi meritocracy can be improved by promoting organizational knowledge and human resource management.

Purpose: The aim of the present study was to identify the Effective Components of HRM for Efficient Labor Capacity at Islamic Free Universities in the North East of Iran. Methodology: The scientific model of this research was based on a qualitative interview with the University of Azarbaijan Azad and a selective method of targeting and snowballs. Finally, by referring to the experts, 20 qualitative interviews were conducted and using the Grendard theory to identify the components of human resources management in order to attract the efficient force, the necessity of each of the extracted model components for human resources management for efficient power absorption was investigated. The research was analyzed using coding method in three stages: open, axial and selective. Findings: The results showed that the total number of nodes in non-repetitive codes was 110 in the two HRMs and 38 in the effective recruiting sector, based on the conceptual similarities of the combination of 77 nodes (common codes) in the HR department and 38 in the absorption Effective power has been extracted based on the intuition and understanding of the researchers from the subject and their share in the form of three main components related to human resources management, individual factors, organizational factors, environmental factors and 4 sub-components and efficient absorption in The template has three main components for providing employee information, delegation, payroll and 3 sub-components in the form of Tree nodes were categorized. Conclusion: The main components of human resources management include personal factors, organizational factors, environmental factors, and the three main components of employee awareness trust in employees, and to justify the findings of this research can cite theoretical foundations and previous findings.

INTRODUCTION: In times of crisis and disasters, the Red Crescent Society is faced with wide and diverse duties and quality of human resources (HRs) in management departments and high organizational levels. One of the most important reasons for the success of HR projects in crises is the sufficient attention paid to the job requirements and the feasibility of implementing each of the crisis management strategies at different levels of the organization. Therefore, this study was conducted to present the current state of HR architecture of the organization based on the HR management system considering the HR architecture model in 2020. METHODS: In this study, the Delphi method was used to collect the necessary data. The statistical population of this study (n=15) consisted of academic and organizational experts who had expertise in crisis management and HR management. The samples were selected using purposive and snowball sampling techniques. To conduct the research, a 30-item questionnaire (each item representing a variable) was designed with applying weight restrictions in the model and distributed among the subjects. The reliability of each variable was confirmed using Cronbach's alpha coefficient method (α>0.7). FINDINGS: Based on the findings, in the optimal HR management system, the most attention should be paid to recruiting HRs to have the highest performance speed in crisis management. Moreover, to have the least uncertainty in crisis management, HR improvement needs the most attention. It was also found out that the least amount of organizational disorder in crisis management would be experienced by devoting great attention to the maintenance of HR. Finally, to have the most response options in crisis management, recruitment of HR should be taken into consideration mostly CONCLUSION: The greatest attention should be paid to recruiting HRs in the optimal HR management system to have the largest number of response options in crisis management. This means that, according to the conceptual model, the emphasis on employing analyst staff would maximize the number of response options in times of crisis incidence. Therefore, to succeed in this field, the organization must reconsider its recruitment policies in a way that leads to the entry of capable employees with the ability to solve problems in the organization. The ability to suggest and review different solutions in problem-solving and make the best decision are largely an inherent characteristic of individuals. The recruitment of capable people in this field would increase the options for dealing with the crisis and improve the efficiency of the decisions and actions. The second and last priorities in this area were respectively related to maintenance and improvement.

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.

Basically, the progressing society without the presence and existence of specialized work resources with strong tendencies towards ethics and professional principles in the work environment will not be able to achieve its lofty goals and experience development and growth in various economic, political and cultural sectors. Based on this, the current research aims to provide a model of professionalism in the system Iran administration was done. The current research is a qualitative research method. Research in terms of the result of the component It is developmental-applied research that the statistical population of this research is 25 elite people identified in the University of Medical Sciences They were from Shiraz, who were interviewed who had at least 10 years of experience and had a master's degree and a doctorate and the snowball sampling continued until the opinions of these experts reached the point of theoretical saturation and direction Conducting research after designing the general questions and formulating the interview process, conducting in-depth interviews with experts became. The data collected in this research were combined using thematic analysis technique. To review the validity of the research findings was presented to the participants and the text of the theory was studied by them and their points of view were applied at the end of this research, it was studied and reviewed by the professors, and some points were made to modify or change the final theory became. Reliability of data by showing the path of researchers' decisions and also placing all the raw data of the analysis done, the codes, categories, the process of studying the primary goals and questions were given to the academic professors and the desired corrections applied. In order to analyze the data, schematic analysis and data base theory were used. In the presented model, and social accountability as causal factors, organizational conditions as background factors, requirements and necessity environmental factors as intervening factors. In addition, with strategies such as creating open doors for dialogue Knowledge and convergence of actions with professionalism can lead to consequences such as social, financial and behavioral functional results Clients and employees found hands.