فهرست مطالب علی سیاسر

Nowadays, one of the important issues in Iran's government organizations is gaining and maintaining legitimacy. Existence of legitimacy is very vital for all organizational systems that are derived from the democratic system and whose main audience is the general public. The main purpose of this research was to investigate the impact of human resource management and social responsibility on organizational legitimacy. This research is descriptive-correlational in nature and practical in purpose. The statistical research population of government organizations in Tehran (251 organizations) which according to Cohen's table, 70 organizations were selected as the research sample by systematic random sampling method. It is necessary to mention that three questionnaires were distributed in each organization, and during the analysis, the average opinions were taken into account. Also, in order to collect information, the questionnaires of human resource management and Wein (2010), social responsibility of Carroll organization (1991) and organizational legitimacy of Sachman (1995) were used. Also, LISREL 8.8 software was used to analyze the data. The results of the path coefficients showed that there is a positive and significant relationship between human resource management and organizational legitimacy. Also, the results showed that there is a positive and significant relationship between social responsibility and organizational legitimacy. The results showed that social responsibility has a moderating role in the relationship between human resource management and organizational legitimacy. Because the value of t statistic (3.08) was higher than the standard value of 1.96. In general, in this research, a practical and native model was presented in the field of promoting organizational legitimacy through organizational human resource management and social responsibility measures, which, while filling the research gap and increasing knowledge in this field, can pave the way for future researches. smooth out