مقالات رزومه دکتر محسن یعقوبی

Nurses who are at the forefront of the health system and have one of the most challenging jobs, experience high levels of risk and emotional conflict due to the fact that they often face stressful situations, which more likely reduce their job satisfaction and organizational commitment that eventually leads to quit their jobs. The purpose of the current research was to provide a comprehensive and clear overview of psychological contract research and finally recommended research directions for future researchers to fill research gaps. Psychological contract is defined as the employees' beliefs and perceptions about the terms and conditions of a reciprocal exchange agreement between them and the organization. Psychological contract is important in labor relations and is shaped based on the attitudes and behaviors of the various parties to the contract.

A systematic search was conducted in international and domestic databases in Azar 1400. Following the protocols of the proposed tools for systematic review and inclusion and exclusion criteria, finally 22 articles were selected for analysis.

Total of 22 articles were identified from 1999 to 2021, of which 14 were conducted in the last seven years. The number of samples varied from 10 nurses for interviews to 1039 nurses through online questionnaires. All records were cross-sectional of which 16 were quantitative, 5 were qualitative and one used combined method. Nurses' psychological contracts were divided into three general themes. The first theme focused on the process of formation and development of psychological contract. The second theme focused on identifying the content and nature of these contracts. The third theme focused on the process of fulfilling and breach of the psychological contract. The results showed that despite the growing interest and effort of published research on nurses and psychological contracts, and despite recognizing that the concept of psychological contracts is a valuable theoretical framework to understand nurses' experiences and how to better manage hospitals, yet there is a lot of information about nurses' psychological contracts that future papers should study.

Moreover, as cross-sectional approach was the only used method so far, it is suggested to do longitudinal designs in future studies. In a cross-sectional study, it cannot be said with certainty that the effective factors unilaterally affect the fulfillment or breach and there is no inverse relationship. In addition, the impact of the COVID-19 epidemic on the process of formation, development, content, fulfillment and breach of nurses' psychological contracts can be noted in future studies.

Psychological contract is defined as the belief of employees about the extent to which the organization adheres to its commitments in employment relationships. The mechanism that explains the relationship between the fulfillment of various types of psychological contracts (transactional, relational and ideological) and behavioral outcomes, has received less attention so far. Therefore, based on the social exchange theory and positive norm of reciprocity, the conceptual model of the present study was formed. This paper focused on the mediating role of employee engagement in the relationship between fulfilment of psychological contract (PC) types and outcome behaviors (i.e., organization citizenship behavior, counter-productive behavior). The sample of this cross-sectional study included hospital nurses (N=338) in Iran. First, the measurement model of study was confirmed using Amos package and then Macro PROCESS v.4 in SPSS which is based on bootstrapping method, was used to analyze the data and investigate the mediation variable. The results confirmed the mediating role of employee engagement in the link between fulfillment of all three types of PC and both outcome behaviors. The results and research suggestions taken from the results are provided at the end.

Psychological contracts are defined as employees' beliefs and perceptions of implicit and explicit obligations in working relationships with the organization. The aim of this study was to discover the content of psychological contracts of public hospital nurses.

A qualitative study is needed to properly understand the content of nurses' psychological contracts. The required data were collected from semi-structured interviews and with emphasis on the lived experience of nurses in public hospitals. In this regard, participants were selected using purposive sampling method and snowball technique and 19 interviews were conducted to ensure theoretical saturation.

Findings showed that psychological contracts in nurses included 3 main themes (transaction-based, relation-based and value-based) and 14 sub-themes. Transaction-based contracts included five sub-themes: good work climate, fair payment, non-work problems, workplace safety, and a peaceful environment. Relation-based contracts included five sub-themes: decision-making permission, superior support, job challenge, promotion opportunity, and job security. Value-based contracts included four sub-themes: fulfillment of individual values, fulfillment of collective values, fulfillment of educational values and fulfillment of moral values.

Conclusion:

 Findings showed that psychological contract of nurses with two themes (transactional and relational) is not comprehensive and nurses had very important values ​​beyond personal and organization interests, which were related to the nature of the nursing profession, and these values are reflected in the value-based psychological contract. As a result, in order to increase organizational commitment and job satisfaction and reduce nurses' turnover, it is necessary to pay attention to the content of all three types of psychological contract.

Psychological contract plays a pivotal role in defining employee-organization relationships. Given the complex concept of psychological contracts, and the existence of scattered and diverse information on how to form and develop, and identify the contents of nurses 'psychological contracts in previous research, in this study, the concept of nurses' psychological contract is systematically reviewed and research gaps are identified. To further clarify the concept of psychological contracts research recommendations will be presented to future researchers.

This systematic review conducted from January 6th to January 22, 2022, by searching the keywords separately in the abstract, keywords and titles of the articles in the valid domestic and international databases. Using the proposed case protocols for systematic and meta-analytic review studies, 3124 studies were initially reviewed, which at the end, according to the entry and exit criteria of cross-sectional evaluation tool, 9 papers were entered into the qualitative analysis process.

Various factors such as mutual obligations of employer and nurses, providing support and supportive obligations of employer, type of corporate social responsibility, perceived organizational support, job demands and job resources, methods of attracting nurses (permanent vs temporary contract) and nurses 'expectations play a role in the formation and development of nurses' psychological contracts. Nurses create psychological contracts with their organization through transactional, relational, and ideological types. Various forces, including patients, managers, peers, and colleagues, are involved in creating and shaping psychological contract contents.

Most of the information so far is about the process of formation and development, and the content of transactional and relational psychological contract. Information about the ideological contracts of nurses is very limited and the role of various factors in the process of formation and development of these contracts is unclear. It is also recommended future studies consider the role of time concerning the form and development of various psychological contract contents.

The prevailing traditional situation and the lack of entrepreneurial approach imposes a serious problems in public sector organizations in Iran. In order to compete with other organizations, these organizations need talented and entrepreneurial employees to deliver the best services to the customers. The purpose of this study is to design a talent management framework through entrepreneurial culture in public service organizations in Sistan & Baluchestan province. This is a mixed research (qualitative-quantitative). The statistical population in the qualitative section includes 15 senior managers and experts from several selected organizations, selected by purposive sampling method by in-depth semi-structured interviews using the snowball method. Acceptance criteria were used to confirm the scientific validity of the results in the qualitative section. The data were analyzed through thematic analysis method resulting in 96 primary codes, 25 sub-themes and 8 main themes. The statistical population of the quantitative section consisted of all employees proposed by these organizations, whose sample was selected purposively. Data were collected through the distribution of a researcher-made questionnaire in a sample of 84 people, the validity and reliability of which were confirmed by SmartPLS software. The results revealed that the proposed framework was significantly valid. The proposed framework provides a valuable map for moving toward the desired state of talent management with an entrepreneurial culture approach.

The purpose of this research is to provide a basic model for a Talent Management System (TMS). In the present study, by conducting a systematic review and critisizing talent management models, it is tried to provide a fundamental theoretical model that be suitable for all organizations with any structure. The findings of the research showed that TMS should include at least three key items of attraction & selection, training & development and retaining.

Talented employees are key sources of success and the power of competitive advantage in any organization. Therefore, many organizations are focused on hiring, developing and retaining them. Retention and managing the talents help companies succeed and play a key role in retaining market leadership and development. In recent years, various models of talent management have been presented, most of which, show merely an ideal talent management condition regardless of the actual circumstances of the organization. Therefore, it seems necessary to develop a comprehensive conceptual model and do an overview of existing talent management research.  Therefore, a comprehensive and extensive literature review of talent management is developed.  Moreover, there is no consensus among academics on definition of talent and talent management. According to the literature review, we define talent as follows: “A person with specific abilities (knowledge, skills, experience) who is committed to his or her job and helps the organization achieve its goals.” Talent management is “identifying key posts and analyzing the talent gap to meet the shortage of labor market demand and then the process of recruiting and selecting, training and developing, and retaining current and future employees”.

In this research, a systematic review is done and models of talent management are studied and a fundamental theoretical pattern for organizations with any type of structure is presented. For this purpose, to identify and extract papers, systematic review was limited to two databases, including Scopus and The Institute for Scientific Information (ISI). Both databases have reliable sources and are used in a large number of studies. Then, through a systematic review, studies that focused on the design of a talent management model (2006–2018) and had a non-empirical or semi-empirical nature were extracted and reviewed. Therefore, theses, editor's notes, book chapters and books were not included in this review. Due to a common process, conference papers were also ignored. In this research, the term "talent management" was used for systematic review. In total, the articles related to the study of talent management design consisted of 37 articles, 31 of which were removed due to overlap (similar items), finally the talent management model based on 6 articles, all of which were published in the most prestigious international journals, were selected.

According to the research findings, each of the talent management models had a number of shortcomings, including not mentioning some dimensions and components of talent management (i.e. recruitment and selection, training and development, maintenance, evaluation, gap analysis and where do the organizations select the talents they needed) in some of the models. Moreover, in some papers, they focused on talented people and ignored other employees. Based on the research findings, the organization's sensitive positions must firstly be identified and qualifications be matched to these positions. Then, it is suggested to evaluate the talents inside the organization and outside the organization and provide a pool of the talents needed by organization. After the talent pool is formed, the organization will provide the right people with the key posts from the talent pool. Likewise, in designing a talent management systems’ map for the organization, all three key components of talent management model (i.e. recruitment and selection, training and development, and retention) should be considered and emphasized in HR planning. Finally, it is suggested to organizations in different industries to focus their attention on providing the conditions and improving these components.

The purpose of the present study was to design a talent management system model in Gas Company of Sistan and Baluchestan province. The mixed method (qualitative-quantitative) was selected as the research method. The statistical population in the qualitative section consisted of managers and supervisors and the research data was gathered through in-depth semi-structured interviews with 11 individuals. The data were analyzed using the grounded theory method and 185 primitive codes, 53 concepts and 18 categories were extracted. The statistical population in the quantitative section consisted of all employees and sampling method was stratification. According to the variance as the dispersion criterion, the sample size estimated 209. Data were collected using a researcher-made questionnaire and the validity and reliability of the questionnaire were confirmed by partial least squares method. The results showed that the final template has the necessary validity. This template provides an appropriate framework for moving to the ideal state of talent management.

 
Talent management can be described as the process through which organizations anticipate their talents needs and is the critical factor in the success of organizations, as well as one of the most important and challenging challenges of human capital in the 21st century which has a growing trend. Despite many studies of talent management in recent years, existing knowledge about this concept is limited in countries with developing economies. On the other hand, most articles in this field are conceptual and few empirical studies have been done. As a result, investigating talent management using an empirical approach, in a private context (Khash Cement Company), is important that the present study addresses.
One of the ways organizations use to maintain talents is the creation of cohesion and communication between the workforce in the organization, which in the field of management and social science is called social capital. In the absence of social capital, other assets of the organization, including human capital, loses its effectiveness and rushes through the paths of cultural and economic development, ruggedness and difficulty.
In this research, the role of social capital in improving talent management is experimentally investigated.
Theoretical framework
Social capital values people's relationships and often this logical relationship is lost in HR management. It is expected that social relationships will enhance identity and cognition, and network structures will facilitate the talent management process in the organization. Considering the existing models related to talent management, in this research, the following dimensions are considered as components of talent management (Ahmadi et al., 2012): Recruitment, The system of evaluation and discovery of talents, Development and improvement, Retention. Moreover, social capital consisted three dimensions named: relational, cognitive, and structural (Nahapiet & Ghoshal, 1998) The research method is applied and the technique of data analysis is descriptive-correlational. The statistical population of this research included all employees of Khash Cement Factory, which was 274 people. According to Morgan table, 160 people were selected by simple random sampling.
Data Analysis and In this research, the second-generation method of structural equation modeling (e.g. partial least squares method (PLS)) is used.
Fittness of measurement model
Fit the model is examining the difference between the proposed model and the actual model. In order to measure the fittness of the model, factor loadings of the measurement model were first calculated and all were more than 0.5 that are suitable.
1) Cronbach's alpha and Combined Reliability
The PLS method uses a more modern benchmark than alpha, known as Combined Reliability (CR). The values for both criteria in this study was higher than 0.7, which indicates that the model is reliable.
2) Convergent Validity
The second criterion is fitness of measurement model. This criterion (AVE) represents the average of the variance shared between each structure with its own indices, and the greater the correlation, the greater is the fitness. The mean value of the extracted variance (AVE) is always greater than 0.5 and the combined value of the combined reliability (CR) is greater than AVE, so convergent validity is also confirmed.
3) Divergent Validity
The third measurement criterion of fitting of the measurement model is discriminant validity. It uses correlation matrix (Fornell-Larcker). This matrix is the ratio of a structure to its indexes in comparison of its structure with other structures. This matrix has acceptable divergent validity if the numbers in the original diameter are greater than the values below its original diameter. The results of this matrix confirmed the suitable divergent validity.
Fittness of the structural model
1)Z significant coefficients (t-values)
The first criterion for measuring the relationship between structures is in the significant t-values. Significant coefficients indicate whether the research hypotheses are meaningful or not? Path coefficients of the variables are outside the absolute magnitude range of 1.96, so at the level of 95% confidence, the relationships between the variables is significant and research hypotheses are confirmed.
2)R2 criterion
A measure used to connect the measurement part and the structural part of the structural equation modeling and indicates the effect that an exogenous variable has on an intrinsic variable. Except two dimensions (evaluation and absorption), R2 values were above 0.67 that are considered strong.
3)Q2 criterion
This criterion, determines the predictive power of the model in the model's intrinsic structures. The values of this criterion for most variables are higher than 0.35 and represent the strong predictive power of the model.
Overall Model fit (The goodness of Fit (GOF))
In Partial Least Squares, this criterion is the most important index of model fit, and by this criterion, the fit of the general model of structural equations is controlled.
The results show that the value of this criterion is higher than 0.36 which indicates the overall and robust fit of the model (the success of the model tested in the prediction of latent variables).
Testing research hypotheses
After reviewing the fitting of the structural and overall measurement model, the researcher is allowed to test the hypotheses and report the research findings.
Discussion and The purpose of this study was to investigate the role of social capital in talent management systems in Khash Cement Company. The role of social capital as a influential factor for describing the relative success of the companies is confirmed by a large number of scientists. The results of this research also show that the improvement of social capital in the organization influences the development of talent management process. The existence of social capital in an organization and the effective interaction among individuals will improve talent management (attraction, assessment and discovery of talent, development, training, and retention).
However, to generalize the results of talent management studies from one country or context to another, it is necessary to pay attention to conditions such as economical and social circumstances

Work engagement is a psychological state experiencing energy, absorption and dedication at work. The purpose of this study is to investigate impact of psychological empowerment and its components on work engagement. This cross sectional study was practical in terms of goal and descriptive-correlational in terms of nature. The statistical population was several public organizations in Mashhad, Iran. A simple random sampling method was applied. Krejcie and Morgan table showed that the suitable sample size is 384. Then, 420 questionnaires were distributed, led to 389 collected completed questionnaires. To measure the work engagement, Schaufeli, Bakker, and Salanova scale, and to measure psychological empowerment, Spreitzer scale were used. Using confirmatory factor analysis, the validity of measures were approved. The results of path analysis in LISREL software showed that psychological empowerment explains 73 percent of the employee's work engagement. While, competence’s effect on work engagement was not statistically significant, other components of psychological empowerment such as meaning, self-determination, and impact, had 48 percent, 33 percent and 38 percent positive and significant effect on the work engagement, respectively. Therefore, psychological empowerment is a significant predictor for work engagement. The results indicate that the organization performs interventions to increase employee's psychological empowerment. The pivot of these interventions should focused on sense of meaning for the tasks, self-determination, and impact.

Supply of manpower is one of the main tasks of human resource management in each organization and other management tasks will be done correctly when the competent manpower exist. Due to the importance of manpower in organizations, the main purpose of this study is to identify the bases for attraction of manpower in the Medical Science University of Birjand city.
Introduction Universities, as the main centers of knowledge production, research and science, are important in every community and play a significant role in the development of each region. Accordingly, they require planning for the recruitment of specialized workforce. Therefore, identifying the factors that encourage knowledge workers to join the organizations is crucial. There is only a handful of studies that focused to this issue specially in Iran and this study is first to investigate it on a university context.
Case study The population of this study is employees of Medical Science University of Birjand City
Materials and Methods Using judgmental sampling, 143 of employees of Medical Science University of Birjand City were selected as sample of study. The is an applied study that used descriptive - survey method. In order to evaluate the variables on the attraction system of manpower one-sample t-test was used.
Discussion and Results The results show, organizational climate, job characteristics, work conditions and environment, have the most favorable status than other variables, and salary and benefits, social responsibility have the least favorable status. The results of this study is in consistent with the findings of other studies (e.g. Uggerslev, et al., 2012; Chapman, & Mayers, 2015; Collins, & Stevens, 2001).
Conclusion According to the results of study, it is recommended to senior managers to consider salary and benefits, social responsibility in decision making and determination of manpower recruitment strategies in Birjand University of Medical Sciences more than other variables. Moreover, to generalize the finding of this paper, future studies can use other population such as unemployed people or senior students that plan to join to labor market soon.

Innovation plays an important role in the economic development of individuals, organizations and societies and those who do not keep pace with the rapid changes would probably fail to prosper (Liao, Fei & Liu, 2008: 185). Knowledge sharing is one of the most important factors that leads to innovation. When employees share their knowledge with coworkers, learning opportunities’ possibility increases (Zhou & Li, 2012: 1904). Organizational learning capability is recognized as another important influential factor in organizational innovation (Sheng & Chien, 2016: 2302) and have a significant part in improving organizational performance (Chung, Yang & Huang, 2015, 1217). This study investigates the mediating role of organizational learning capability between knowledge sharing and organizational innovation capability.

This study used proficiency as an effective personal resource on work engagement according to the job demand-resource model of Bakker and Demerouti (2008). This was a descriptive and cross-sectional survey. The sample includes 395 employees from four public organizations selected randomly. Descriptive statistic was used to examine the demographic variables and Inferential statistical such as independent samples t-test, one-way ANOVA and standard regression was used for hypothesis testing and answering to the research question. The result of Pearson correlation showed a significant association between work engagement and proficiency. Following, to determine how much of the variance of work engagement score could be predicted by proficiency dimensions, standard regression was performed. The results showed that 49.4% of the variance of work engagement was predicted independently by organization member proficiency while team member proficiency and individual task proficiency could not predict work engagement.