Human Resource

Purpose: Considering the importance of human resource planning for organizational citizenship behavior, the purpose of this study was identify, explain and prioritize human resource planning factors in order to occurrence organizational citizenship behavior by employees. Methodology: The present research was descriptive from type of qualitative-quantitative. The research population in the qualitative part was documents and texts related to the research and experts were familiar with the subject who tried to identify and explain the factors of human resource planning in order to occurrence organizational citizenship behavior and in the quantitative part were the experts who prioritized these factors. The research sample consisted of 20 research-related documents and 15 experts who were selected by purposive non-random sampling method. Data collection tools included taking notes of documents and texts and surveying about new effective factors and expressing the rate of importance of existing factors in Delphi. Data were analyzed by coding and factor analysis methods. Findings: Findings showed that for the human resource planning pattern in order to occurrence organizational citizenship behavior by employees in the human resource planning part were identified 67 indicators in 19 components and in the organizational citizenship behavior part were identified 28 indicators in 6 components. In human resource planning the 19 components respectively were include performance management, labor adjustment, organizational culture, strategic goals, organizational structure, human resource planning, recruitment, training and development, maintenance, external environment, supply, demand, human resource strategy, strategic planning, management style, flexibility, reward system, job analysis and individual factors and in organizational citizenship behavior the 6 components respectively were include altruism, work conscience, personal development, organizational loyalty, organizational obedience and citizenship virtue. Conclusion: According to the reported results, to develop the occurrence of organizational citizenship behavior by employees can be action through its effective human resource planning factors that was identified in the present research.

Purpose: Today, with the transition from the industrial economy to a knowledge-based economy, the economic value of the human resource in the organization is more evident than ever. Human resource accounting is a relatively new approach to calculating the value of human resources as a part of the organization's capital and assets. This study aimed to identify the components of human resources valuation and design the employee valuation pattern in the country's banking network based on the human resources accounting approach. Methodology: The study was conducted using a mixed method (qualitative and quantitative) in three consecutive phases. In the first phase, the components affecting the human resources valuation process were extracted through the content analysis of related studies. After extracting the general components, initial interview questions were formulated using them. In the second phase, additional components and indicators were identified through semi-structured interviews with elites and informants in human resource accounting. In the third phase, using quantitative methods, the validation and ranking of the components were done. Finally, the valuation pattern of the country's banking network employees was formed. Findings: The final pattern included a total of 36 components in four categories: individual and personality characteristics (11 components), professional qualifications (9 components), social capabilities (7 components), and organizational costs (9 components). Conclusion: The proposed pattern in this study can provide the possibility of a multi-faceted valuation of the banking network employees in Iran due to the coverage of a wide range of components affecting the valuation.

Purpose: In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. Methodology: The data collection tool was semi-structured interviews were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. In this regard, there were 36 elites in the statistical population of this research. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. Findings: The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use). Conclusion: finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.

In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. This research was carried out in the framework of a qualitative approach and using grounded theory. The data collection tool was semi-structured interviews, which were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. The theoretical saturation criterion was used to determine the sample size and 36 interviews was conducted in 14 manufacturing companies in order to finally achieve theoretical adequacy along with document content analysis. Atlas. ti software was used to analyze the data obtained from the interviews and coding. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects) , strategic human resources and competition in the market, job type, priority dimensions, value addition and customer retention), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use) and finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.