فهرست مطالب ارزو سهرابی

Big data technology in human resources is one of the emerging technologies created by the growth of data and information volume. The use of big data has been used in other fields of management, including business and sales as well as industrial management, but it is not well known in the field of human resource management. The idea behind data-driven human resources is to help the human resources managers make smarter decisions regarding the organization and activities in the field of human resources and play the role of a strategic partner. Nevertheless, despite its importance and necessity in the field of human resources management, practical insight and its results have not been used that much. One of the most important reasons is the lack of a proper roadmap and methodology for designing and implementing its analysis. Thus, the purpose of this research is to provide a roadmap for designing and implementing analysis in the field of human resource management.

In line with this goal, this research has been done using a Meta-synthesis qualitative method. The data collection tool in the present study is past documents in this field, which generally includes 60 articles. The method of data analysis is based on open coding.

The results indicate that the roadmap for analysis in the field of human resource management includes three layers of infrastructure, processes and goals. Infrastructure layer includes technical and operational factors, human capital factors, managerial and leadership factors and organizational and structural factors; The process layer includes three main categories of support activities, core activities and evaluation and development activities; and the objective layer includes decision-making, creating value for human resource, improving organizational performance, maintaining and promoting human capital, and predicting job and behavioral attitudes.

The presented road map can be used as a practical guide and executive action for the managers and professionals in the field of organizational human resources so that they can identify the necessity of examining the massive amount of data in this field and discover practical insight, work methods, and executive actions from excellent results and use it prominently in all actions and activities in the field of human resources.

Most research on social capital has stressed its positive aspects and advantages, while informal relations and trust-based networks shaped based on social capital can enhance individual’s access to information, improve their trust and confidence, and increase the possibility of corruption. Taking this into account, the present paper aimed at studying the role of social capital in the tendency to administrative corruption through a descriptive-correlational research method. The statistical population was consisted of all governmental organizations’ employees, out of which 391 individuals were selected using convenience sampling technique. The questionnaire by Nahapiet and Ghoshal (1998) was used to investigate the social capital conditions, and the questionnaire by Gorsira et al (2016) was applied to study corruption motivators and tendency to corruption. Findings indicated that the existence of social capital among employees in the public sector intensifies the corruption motivators’ impact on the tendency to corruption, and if such individuals and groups have high levels of social capital, the possibility that corruption motivators could lead to administrative corruption is significantly increased.

One of the extensive forms of organizational and interpersonal misbehaviors in workplace is organizational mobbing and it means collective abuse of employees by a colleague or some other type of psychological harassment by a person who, by putting psychological pressure on the person, destroys her personality and interferes with regular, continuous, and permanent organizational tasks. Concerning the importance of mobbing and its negative consequences, identifying and preventing organizational mobbing behaviors plays a vital role in employees’ mental and physical health and in improving organizational productivity and efficiency. Hence, the present study aims to identify organizational factors which generate mobbing in an organization. In terms of purpose, this study is an applied one and it is a descriptive survey-type in terms of data collection and applied through Delphi technique. The statistical population consists of all experts familiar and involved in employees’ problems with specialty and experimental backgrounds selected purposefully. Ultimately, 29 experts participated in three Delphi turns and answered a Delphi questionnaire. First, by studying the related literature, 29 generating organizational mobbing were identified. Then, experts were provided with these 29 factors and by their modifications, finally 31 on factors were recognized in three Delphi turns. To measure the rate of experts’ concurrence, Kendal’s correlation coefficient was calculated. Delphi was implemented in three turns. As a result, 31 generating organizational mobbing factors were categorized in five groups: structural factors, behavioral – cognitive factors, occupational factors, managerial factors and cultural factors.

Destructive organizational behaviors are emerging in various forms. Organizational bullying, with negative effects on work environments, directly and negatively affects people's health and imposes a high cost on the organization and results in a reduction in productivity. Therefore, the main objective of this research is to investigate the role of organizational bullying in occupational psychological characteristics (job engagement, job stress and job insecurity). This research is applied and descriptive - correlation method was used. The statistical population of queue staff was divided into five service organizations with 800 individual. The sample was determined according to the Morgan table and stage sampling method of 261. Data collected by questionnaire which its validity and reliability were confirmed and Cronbach's alpha coefficient was 0.849. Results of tentative analysis and data analysis by structural equation modeling showed that organizational bullying has a positive effect on job stress and job insecurity in employees. Also, the results showed that organizational bullying reduced job engagement among employees

This study is applied and descriptive and correlational data collection method and is based on structural equation modeling. rate of return of 83%, 314 questionnaires were distributed among bank Maskan staff Tehran Province, were collected. Then the data using software and AMOS22 SPSS16 were analyzed. The results showed that ethical climate have a positive impact on job satisfaction and turnover Brtmayl has an opposite effect. On the other hand, had no significant effect on job burnout of ethical climate. The results showed that the effect on job satisfaction and burnout inversely related to increasing job satisfaction, job burnout are to be reduced. The effect on job burnout and turnover intentions is confirmed.

The aim of present paper is to study the impact of organizational health on organizational citizenship behavior (OCB) through job burnout and organizational commitment. Research population consists of all white-collar full-time forces in Qom Province Telecommunication Company. A questionnaire is used to gather data. To study the reliability of questions, Cronbach’s alpha ratio was computed which 0.79 for all items. Due to utilization of a standard questionnaire, its validity was confirmed. Simple random sampling method as well as Kokaran formulation was used and rate of return was 171 (74%). Collected data was analyzed by structural equation modeling (SEM) in SPSS 16 and AMOS 20 software packages. Path Analyses indicated that organizational health has a reverse and direct significant relationship with job burnout and organizational commitment. Job burnout has a reverse significant impact on OCB while the impact by organizational commitment on OCB is direct and significant.

The aim of this study was to investigate the effect of burnout, job satisfaction and intention to leave the service of the citizen's behavior and provide effective strategies for mediation commitment of organizational citizenship behavior. The population of the research staff of Qom Department of Telecom is using random sampling, sample size of 171 is selected. To collect the study data, a questionnaire was used. To check the reliability of the questionnaire, the questions Cronbach's Alpha was calculated for all the above questions is 7/0. Feel free to leave a significant impact on organizational commitment and a negative, significant and direct effect of organizational commitment on organizational citizenship behavior was confirmed. Job satisfaction and burnout indirectly through the indirect effect of organizational commitment on organizational citizenship behavior in the meantime, the indirect effect of burnout on organizational citizenship behavior is reversed. Also, feel free to leave on organizational citizenship behavior has no effect. The relationship between job satisfaction and organizational commitment can burnout and organizational citizenship behavior is the role of mediator.

Without necessary context prerequisites, HR strategic management would result to nothing more than time waste and costs. To identify affecting factors on HR strategic management success, a paradigm by Stratus and Corbin is used. Finally, a model is provided to identify success factors for HR strategic management success. Data collection instrument is deep and semi-structured interviews are conducted by strategic managers and elites and HR strategic management in automotive industry. Results from analyses indicate that critical factors which lead into HR strategic management success in Iranian automakers include: HR development and empowerment, control system, motivation, advices by experts, intra-organizational coordination and interaction, organizational culture promotion, system dynamism in changing environment (disseminating privatization, creating a competitive market, laws transparency and stability in political climate), and localization HR strategy based on scientific theories and strategic and developmental insight. Finally, recommendations are provided based on research findings.

The aim of this paper is to study the impact of organizational health on organizational commitment aspects (continuous commitment¡ affective commitment and normative commitment) with job satisfaction as moderating variable. Therefore¡ in order to measure the impact of organizational health on job satisfaction and organizational commitment aspects¡ a questionnaire is used to collect data among 130 Police middle managers. To examine the reliability of the data collection tool¡ Cronbach’s alpha value is computed for all variables that its minimum value for different variables is 0.703 which is desired. To analyze data¡ SEM in SPSS16 and AMOS20 software packages are used. The findings indicate the organizational health impact on job satisfaction directly and it also impacts on organizational commitment aspects through job satisfaction as moderator. Organizational health has no significant impact on continuous commitment. Therefore¡ job satisfaction plays a moderating role on the relationship between organizational health and affective commitment and normative commitment. Such role is stronger the relationship between organizational health and affective commitment. However¡ job satisfaction has no moderating impact on organizational health and continuous commitment.

Human resource development causes people to continue their activities effectively and increase their efficiency with organizational and environmental changes. Since very limited studies are conducted to identify HR strategic management success, present study provides the results of an empirical study as well as strategic and management elites’ experiences by using Grounded theory in order to identify vital affecting factors on HR strategic management success. To identify affecting factors on HR strategic management success, a paradigm by Stratus and Corbin is used. Finally, a model is provided to identify success factors for HR strategic management success. Data collection instrument is deep and semi-structured interviews conducted by strategic managers and elites and HR strategic management in automotive industry. Results from analyses indicate that critical factors which lead into HR strategic management success in Iranian automakers include: HR development and empowerment.