National Iranian Gas Company

Designation of incentive mechanisms to increase the speed of liquidity of receivables is one of the leading options for streamlining domestic resources in the field of oil and gas industry financing. The main objective of this research is to investigate and optimize the liquidity methods of gas sales receivables in line with the requirements of the National Iranian Gas Company. After a deep review of literature, we extract methods and legal platforms for receivables liquidation methods. The current research is an applied and descriptive-analytical research in terms of its purpose and methodology. The data analysis is a combination of quantitative and qualitative methods and required data for this study including the amounts and duration of deferred receivables by different categories of subscribers of the NIGC during 2012 to 2018. Subsequently, in order to visualize the data in the form of heat tables, Microsoft's Business Intelligence software is applied to understand the process of creating and settlement of receivables, cluster receivables by the different categories of subscription and, finally, reveal the subscriber behavior patterns in disbursements. Finally, using theoretical foundations and experts' opinions, a set of optimal methods has been recommended to accelerate the process of collecting current receivables, depending on the behavior of different groups of subscribers. Based on the results of the interviews, NIGC should apply IT-based methods, incentive policies and deterrent (punitive) strategies to accelerate the liquidation of receivables in household and commercial subscription.

Having a strong and capable crew is one of the primary desires of any organization. The organization’s prosperity depends on such individuals, and according to the resource-based approach, organizations with talented human resources have a competitive advantage because the possibility of imitating and copying such forces is zero for a competitor. Today the demand for talent is increasing. Organizations compete to obtain such resources and spend much money attracting and hiring them. A successful organization can identify and maintain talent using appropriate human resources systems. Value-based organization models are effective systems of talent management that have entered the talent management literature. This paper aims to review the literature related to the model of value-based organization with an emphasis on talent management in the National Iranian Gas Company. This is descriptive cross-sectional research that is practical in purpose and has a quantitative nature. The data analysis showed that organizational, group, spiritual, psychological, and social ethics should be prioritized to achieve improved talent management, individual values, and professionals. Paying attention to the values of talent and institutionalizing essential values, such as challenging work, continuous learning, maintaining self-esteem, and giving them independence and freedom, should be among the priorities of the National Iranian Gas Company

The purpose of job rotation policies is to create a talent pool for the organization along with mutual training of employees. Ensuring that a planned job transfer is beneficial to both the employee and the organization requires consideration of the organization and the company's value chain. The current research has been conducted with the aim of designing a job rotation implementation model based on the organization, methods, and value chain of Iran's National Gas Company. The qualitative research method is based on foundational data theorizing. Semi-structured interviews were used to collect information, and data analysis was done using the Strauss and Corbin method and the paradigm model. Sampling was done theoretically and with the benefit of targeted (judgmental) and snowball (chain) techniques, based on which 18 interviews were conducted with knowledgeable professors and experts in the field of human resource management and public administration. The results of the data analysis obtained from the interviews during the process of open, axial, and selective coding led to the creation of a job rotation implementation model based on the foundation's data theory including 6 main dimensions, 64 sub-dimensions, and 186 characteristics.