نشریه پژوهش های مدیریت منابع انسانی
سال دهم شماره 4 (پیاپی 34، زمستان 1397)

This study was done Gap Analysis of the main processes of human capital. This study is an applied-developmental one in terms of objective and nature and is a survey in terms of data collection, which was carried out as a field study. In order to achieve the objectives in line with the conceptual models of the research, a modified scale (Farahi et al., 2014) was used. The statistical population in this study consisted of all employees of the General Directorate of Sport and Youth of Khorasan Razavi that included 98 individuals. For data analysis, Friedman and gap analysis was used. Based on results obtained from the present research, the society was set at first place in terms of the training and upgrading with an average of 2.33, in the second place in terms of adoption process with an average of 2.35. the society is in poor and critical condition for the most processes of human capital; and on the other hand, considering the importance of the human capital management process in modern organizations, the emergency planning to promote and develop the human capital components by the society seems necessary.

At the same time, changing the traditional economics approach to knowledgeable base, We see a change in the paradigm of traditional human resource management into a new human resource management system called talent management.The purpose of this research is to design a talent management model based on living experiences in Iranian government companies, that Tavanir Co Slected as the case study. The method Research is qualitative and, in particular, Is Grounded Theory (emerging approach) . The statistical population of the research is managers, human resource management and talent specialists of Tavanir Company That Sixteen of them were selected through theoretical sampling. The data gathering tool was a semi-structured interview,That after collection coded and analyzed with Maxqda software version 10. The results of data analysis are a talent management model whose main components are "Estedadkhahe", "Estedadyabe", "Estedadgomary", "Estedaddary" and "Estedadafzaee" and its Outcomes at three levels of individual, organizational and meta organizational. Theorizing simultaneously the positive and negative aspects of talent management along with the multilevel analysis of its Outcomes in the context of Iranian government companies is one of the main innovations of research.

Many researchers, according to a resource-based view, have acknowledged that human resource management is one of the most important ways to maintain competitive advantage. As the increasing speed of environmental change relying on current benefits can not guarantee success in the future. The contribution of human resources management to the competitiveness of the organization has been a controversy in the literature on human resources. Considering the ambidexterity role in maintaining the competitiveness of organizations, as well as the importance of human resource management as one of the most important sources in ambidextrous organizations, managers must have a specific framework and program for using this important resource. In this research, we try to present a framework for human resources management in ambidextrous organization. In terms of research type, the present study has been mixed and methodology is a case study. In terms of purpose, the present study is considered as an applied one. The data collection tool was semi-structured interviews with 18 human resources experts of the organization. Based on the findings of the research on the basis of the theme analysis, 47 factors for structural ambidextrous organizations and 27 components for contextual ambidextrous organizations were presented.

Today, the advancement and development of organizations in competition and survival requires human capital. One of the tools involved in maintaining this capital is a career path. The career path represents a series of posts in the job or organization, based on the peculiarities, individual competencies and values, and changes in the workplace. This way helps the organization and staff in the career development. The aid of this paper is to design a human capital career path in a military organization and strives to describe dimensions, dimensional priorities, and the contribution of each in a career path. The research method is descriptive-developmental. The statistical population of the employed and the sample includes 141 people who have been selected purposefully according to the Cochran formula. A questionnaire was validity (0.917) and reliability (0.984) consisting of 55 items. The results of the research reveal seven dimensions: assessment, job analysis, education, career change, support, career perspectives and guidance. In the meanwhile, job analysis has the most direct effect and job profiles have the least impact on the job path. On the other hand, the most evaluation and guidance guidance has the least indirect impact on the job path. Keywords: human capital, career path

The purpose of this study was to provide a model for determining of Effective and deploying effective employees' performance improvement through a Meta-synthesis approach. This research is an applied research and has been used by Meta-synthesis method. The researcher has carried out a detailed and in-depth review of the subject using the method of extension and combines the findings of qualitative research. In this regard, 289 researches in the field of employee performance were evaluated. At the end of 91 studies, they were selected and their dimensions and codes were extracted and their significance and priority were determined using Shannon entropy. According to research findings, codes of employee development, employee training, job opportunities, organizational strategies and management skills are the most important factors in the four dimensions of improving employee performance. Finally, after the research steps, the model for determining the effective establishment of employee performance in three phases of identification, the structure of implementation and design of the supportive program for improving employee performance was presented.

Human resources architecture is a process of determining the right mix of human resource management in order to create and offer a view of the organization's human resources in which the coordination between the behavior of staff, missions, and goals of the organization is visible and sensible. The main objective of this study is to identify and rank the criteria of human resource architecture. Using Analytical Hierarchy Process (AHP), this study develops a new analytical approach toward selecting staff by identifying and weighting criteria affecting staff selection process. Referring to 10 experts in human resource management, criteria were weighted. A questionnaire was used to collect required data. Using AHP approach, the weight of each criteria and sub-criteria were calculated. Results show that drivers is the most important criterion. Human resource system, basic elements, staff behavior, human resource management activities, and products of human resources architectural, are of the following importance, respectively.

The evaluation and typology of organizational culture for commanders, educational advisors, and human capital education trustees is of particular importance. Therefore, the main purpose of this study is to examine the organizational culture of a military unit with an institutional approach. Research is a little descriptive. The statistical community is the entire military unit. A sample of 265 people were selected by cluster sampling. he data gathering tool was a valid and reliable questionnaire. The reliability of the instrument was obtained by using Cronbach's alpha of 0.93. Data were analyzed using SPSS-24 and xel 365 E software in five dimensions: jihadi (3.50), dimensional dimension (3.08), humanoid (3.10), idealistic (3.25), rule-based (3.18), showed that military unit It has a modest status. The research findings also indicate that. The highest average is the jihadi dimension of 3.50, which is necessary to strengthen and maintain this dimension with the spirit of jihad and jihad management, but the lowest dimension of the centered environment is 3.08, reinforced by training and changing attitudes.

The purpose of this study was to investigate the contingency dimension of performance appraisal system. The first stage is aimed for identifying, categorizing, and arranging different jobs in the municipality of Isfahan. For occupation groping using the expert panel have been done and the data have been gathered and analyzed based on expert opinions and a native questionnaire. The validity of the questionnaire was confirmed by CVR and CVI and its reliability was confirmed by Cronbach's alpha. Mean scatter analysis has been used for data analysis. The results indicate that 364 identified jobs in the municipality of Isfahan are categorized into three groups of key, traditional and contract employees. In the second stage, the contingency dimensions of performance appraisal system for key employees were identified and tested. The data were collected based on a researcher-made questionnaire. The validity of the questionnaire was verified by convergent and divergent validity and its reliability through Cronbach's alpha. In order to analyze the data, structural equation measurement and one sample T- test were used. Based on the results of the second stage, the key employee’s performance appraisal includes objective and process-based indicators, a relative measure with free distribution and broad input with long-term measurement