عباسعلی رضایی صدرآبادی

The present study has been carried out with the aim of drawing the futures of Green Human Resources Management (GHRM) in Iran, and during it, it is tried to depict the believable scenarios of the establishment of this management system in Iranian companies.

In this hybrid, developmental survey study the key drivers of GHRM were identified based on existing scientific reports and prioritized according to the opinion of experts four scenarios of the future of green human resources management in Iran have been introduced by following the methodology of the global business network while creating an intersection between the critical uncertainties regarding each of the two priority drivers.

The priority drivers for shaping the future of the green human resources management system in our country are: "material and spiritual incentives", "legal or political requirements". Also, the critical uncertainties regarding these drivers have been identified as follows: a) accompanying or not accompanying employees with the process of greening human resources management; b) Active or neutral will in managers to green human resource management. From the intersection of these two uncertainties, four scenarios can be imagined, with metaphors including "There is no better time than the time of love", "Where are you in such a hurry?" why now?" are named

The results of this research can show the policymakers and planners of Iran's development system, as well as the country's environmental protection officials, the optimal path for shaping the future of environmentally friendly organizations.

A number of general policies of the administrative system are related to the issue of administrative integtity and to achieve them, we need operational models and executive policies. In this research, which is planned in a mix method with a combination of library and survey models, while identifying a set of appropriate executive policies for the implementation of general policies of the administrative system in the field of administrative integtity, a model of how these policies are affected and effective is presented. Accordingly, after studying the theoretical foundations and extracting a list of executive policies, members of active administrative integtity committees in 60 executive bodies of Yazd province were selected as the statistical population of the research and by designing a questionnaire, their expert opinions in this field were assessed. Findings of this study show that the set of 23 identified executive policies can be classified in terms of the intensity of impact on general policies in four clusters, the most effective of which are the appointment of qualified professional managers and the use of sufficient and efficient manpower.