دکتر مریم مجیدی

The aim of this research is to find talent management patterns with a succession approach in Sepah Bank using the meta-synthesis method. This research is applicable in terms of its purpose, qualitative in terms of data collection, and meta-synthetic in terms of research implementation method. The research approach used is exploratory, the research strategy includes action research, and the methodology appropriate to this research is the meta-synthesis method based on the Sandelowski and Barso (2007) approach. The basis of analysis is all articles related to the topic from 2010 to 2024. Sampling in the qualitative section was carried out using a systematic exclusion method. A sample size of 30 relevant scientific sources was identified. Data collection was carried out by taking notes from reliable scientific articles and sources. In the data analysis stage, a total of 42 indicators, 20 components, and 6 dimensions were identified. In this study, based on the research findings, the main dimensions of talent management include identifying key talents, continuous assessment, retaining strategic talents, succession management, collaborative succession, and developing the skills of managers and talented employees for the future.

The purpose of this research is to design the outsourcing model in the Markazi province government organizations. This research is applicable in terms of purpose, and descriptive in nature. The statistical population of the research includes general managers of Markazi Province, 152 of whom were selected using Morgan's table, and the sampling method in this research is random sampling. The data collection tool is a questionnaire. The validity of this questionnaire has been calculated as construct validity, and reliability of it with Cronbach's alpha coefficient. SPSS22 software was used for data analysis, and structural equation modeling method was used to examine the structural model. The results showed that in the design of the outsourcing model, 5 social, managerial, economic, and political factors were confirmed and identified. Also, the fit indices show the appropriate fit of the research conceptual model. Finally, the factors and components affecting the design of the outsourcing model in the government organizations of Markazi Province have been approved.

The purpose of this research is to identify the effective factors on the performance management of employees with the approach of human resource development in research and technology organizations. According to its purpose, the research method is applied, and in terms of its implementation, it is mixed (qualitative-quantitative). The statistical population of the research included experts in the field of human resource management and public administration, as well as senior managers of the oil industry research institute with high experience and work experience, who were selected after conducting 19 theoretical saturation interviews and were selected using the purposeful and snowball sampling method. Data collection was done through semi-structured interviews. In the data analysis of the qualitative part, the foundation data method was used through coding and MAXQDA software, and in the quantitative part, DEMITEL software was used. According to the conducted interviews, 6 dimensions of the paradigm model and 23 components and 105 indicators were extracted. After that, according to the questionnaire of paired comparisons to identify the influential and influential dimensions, it was determined that among the 23 components, the components of the work environment, rules and regulations, socio-cultural factors, human resource planning, role clarity, performance measurement, Organizational climate, reward system, employee communication, training, performance evaluation, professional ethics, leadership style and motivational factors are the most effective in order.

One of the most superior managerial strategies that enables organizations to respond effectively and continuously to environmental opportunities and threats is human resource agility. The core of human resource agility is the ability to change the capabilities and capacities of human resources and, in line with that, the training of human resources to fully master knowledge and skills. Therefore, creating agile organizations and cultivating skilled and trained personnel in high-risk work environments is of paramount importance. Despite the significance of agile human resources within organizations, a substantial portion of research in the realm of human resource agility has remained conceptual and theoretical. There is a notable deficiency of models and indicators for human resource agility as well as a lack of empirical research assessing agility in medium and large companies. Therefore, the present study aims to design and validate a human resource agility model in medium and large companies of the Aran and Bidgol Industrial Town.

This research employed a mixed-methods approach, combining exploratory research with a model of constructing a data collection tool that focused on quantitative methods. Through 15 semi-structured interviews with university experts, faculty members, and 15 deputy managers and directors from medium and large industrial companies in Aran and Bidgol (as the qualitative sample), the components of human resource agility were identified using a grounded theory paradigm model. The sample size was selected gradually and purposefully with theoretical saturation of the categories of human resources agility serving as the criterion for ending sampling. The data collection tool was a semi-structured interview. The data was analyzed using MAXQDA qualitative data analysis software and the coding procedures of Strauss and Corbin (2016). To ensure the credibility of the qualitative research, this study employed Lincoln and Guba's criteria. Reliability was achieved by using structured convergent interviewing, systematic data recording, coding, and interpretation procedures. Two interviewers conducted separate parallel interviews to strengthen the reliability of the data. The quantitative portion of the study utilized a survey-based model to ensure its validity. The sample size, determined by Morgan's table, consisted of 60 academic experts and 377 employees from various levels (small-scale, medium-level, and managerial) in medium and large companies located in Aran and Bidgol Industrial Town. After data collection and analysis, SPSS software and descriptive statistics such as frequency, percentage, and mean were used to describe the data. The research model was evaluated using structural equation modeling (SEM) with AMOS. The sampling process for the quantitative part of the study was a stratified random sampling. The validity of the research instrument was established through face validity (expert agreement on the indicators) and convergent validity, which confirmed the convergence of the different components of the human resource agility model.

After completing the qualitative data collection process, the audio recordings of interviews with academic and non-academic experts (managers, deputy managers, and employees of industrial companies) were transcribed into a 124-page document (34,000 words). In this stage, two qualitative coders sequentially conducted open, axial, and selective coding to analyze both explicit and implicit themes in the interviews. After coding and categorizing the concepts, categories, and themes from the interviews using the MAXQDA qualitative data analysis software, an initial 443 open codes were extracted. These codes were then axially coded into 154 concepts and 40 main categories. The connections between the main categories and the known components of the grounded theory paradigmatic model are shown in Figure 1. Based on the descriptive findings from the analysis of the components and indicators related to the causal conditions for human resource agility in small and medium-sized enterprises in Aran and Bidgol Industrial Town, the index of 'providing human resources with access to job knowledge and information within the organizational access component was found to be unreliable according to the respondents' answers and had a mean score of 2.64, which was below the average of 3. Based on these findings, the index related to the causal conditions for creating human resource agility was excluded. Other indices related to contextual conditions, intervening variables, core phenomenon components, action strategies, and organizational agility outcomes had a higher average score than the theoretical mean of 3. To determine the status of the core phenomenon, causal conditions, contextual conditions, intervening variables, action strategies, and outcomes of human resource agility, a one-sample t-test was used given the normal distribution of the variables. Based on this test, all elements of the human resource agility paradigm model were found to be sufficiently desirable for creating human resource agility. To validate the factors identified using grounded theory regarding the various components of the human resource agility paradigm, structural equation modeling and confirmatory factor analysis were employed. The results from the independent analysis of each component of the human resource agility model as well as the overall model, in small and medium-sized enterprises in Aran and Bidgol Industrial Town, showed that the factor loadings of all considered factors and components exceeded the acceptable threshold of 0.4. This indicated that the factors and sub-indices of the human resource agility model in the industrial companies of Aran and Bidgol had a satisfactory fit and validity.

The results of this research demonstrated that agile human resources were equipped with resources and elements such as knowledge and learning, intelligence and competency, innovation and creativity, speed, adaptability, responsiveness, flexibility, resilience, foresight, and change orientation. In shaping these elements, the continuity and consistency of training for new organizational duties and responsibilities, providing comprehensive and universal training opportunities in human resources, diversifying training topics, and operationalizing the learning organization concept through multidisciplinary training (causal factors) have played a significant role. These factors, along with structural conditions such as flexible working hours, developing a trust-based environment, selecting multi-skilled and full-time employees with knowledge capabilities in a dynamic and professionally governed environment (contextual conditions), have had a significant impact. These conditions, in turn, have been mediated by improving welfare indicators, simplicity, diversity, and job redesign, tailoring performance management, organizing knowledge-based compensation systems in a proactive manner and by ensuring cohesive and integrated performance and group activities that ultimately lead to agility.

The main goal of this research is to design a framework for talent management with a succession approach among Sepeh Bank's marketing managers. According to this issue, the method of this research is applied, survey and descriptive. The statistical population of this research is all employees of Sepeh Bank. The sampling method is random. According to the size of the research community, the number of samples was determined using Morgan's table to be 256 people. In this research, a questionnaire was used. The validity of this questionnaire has been calculated as construct validity and reliability with Cronbach's alpha coefficient. Structural equation modeling method was used in structural model review. In this section, the fit indices have shown the appropriate fit of the research conceptual model. Finally, the dimensions and components of talent management with the succession approach among employees of Sepeh Bank have been investigated and approved.
The main goal of this research is to design a framework for talent management with a succession approach among Sepeh Bank's marketing managers. According to this issue, the method of this research is applied, survey and descriptive. The statistical population of this research is all employees of Sepeh Bank. The sampling method is random. According to the size of the research community, the number of samples was determined using Morgan's table to be 256 people. In this research, a questionnaire was used. The validity of this questionnaire has been calculated as construct validity and reliability with Cronbach's alpha coefficient.

The purpose of this research explaining the consequences of professional ethics in oil industry and presenting a conceptual model. professional ethics, and optimal function of organizations today and tomorrow dissemination itaims to provide methods and guidelines that specify assignments for individuals and professional groups to create a kind of moral commitment and work conscience towards all kinds of duties and officals. Method of use in combined Qualitative and quantitayive) and two methods of grounded theory and statistical method have been used to extract the factors. The research population statistical consists ministry of petroleum and the headquarters of the refinery and distribution company and four subsidiary companies. The main research instrument of this pure, descriptive-exploratory study was semi-strucred interviews with the informed and expert individuals who were active in the intended domain of the study categories were extracted with 16 experts who are familiar with subjest. Sampling was method snowball and the validity of the questionnaire was examined and confirmed by two methods of content and reliability has been determined by cronbachs alpha. Data was analyzed using three stages of open, axial and selective coding–used in grounded theory approach, upon completing the three stage of Delphi analysis Final decision and complted and finalized. data fits was carried out using amos 24 and, the general research model was confirmed. Findings led to the identification of the consequences of the professional ethics of oil industry If this industry relies on the effective results obtained in the paradigm model to strengthen professional ethics, it will achieve positive results.

Introduction :

 Since 1990s, management science researchers have proposed alternative approaches to achieve and maintain sustainable competitiveness which considers organizational adaptability as a continuous and sustainable process. However, organizations are able to form capabilities in their operational processes that form flexibility, change, and adaptation to changing conditions without any need for permanent, mandatory, and fundamental changes. This approach is known as ‘organizational agility’. One of the fundamental components of organizational agility is the agility of human resources of organizations. The expression ‘human resource agility’ means the scientific readiness of the forces to enforcing fundamental changes in the processes, structures, and organizational culture along greater satisfaction achievement and integration of all processes. Therefore, regarding the significance of this issue, the present research was conducted with the aim of presenting a paradigmatic model of manpower agility in industrial companies based on data base theory in industrial companies of Aran and Bidgol region.

In terms of purpose, the present research is fundamental, and regarding its method  it is qualitative, focusing on the database approach. The statistical population of this research included all academic experts, whose area of expertise was management, including faculty members of universities in Isfahan province (more than 150 people) as well as the vice-presidents and managers of industrial companies in Aran and Bidgol industrial towns. Besides, qualified experts acquainted with the category of organizational agility were included in the study. The sample size included 15 academic experts, faculty members, and 15 vice presidents as well as the managers of great and lower industrial companies, selected by purposeful and judgmental sampling. The sampling process continued to achieve theoretical saturation. Sampling criterion was based on knowledge and expertise related to human resource agility. The selection of managers, assistants, and experts were carried out by academic degrees related to the management fields. These included those with occupational experience (10 years and above), career success (size of workforce, size of work space), high production and sales rate with export essentiality, and operational experience in the organizational field. The data collection tool was a semi-focused interview. The data was analyzed using qualitative data analysis software (MAXQDA) and applying coding procedures. For measuring the credibility of the research, the study used Lincoln and Goba criteria, including researcher’s immersion in data, composition (data and researcher), external revise, verifiability (keeping data for later analysis), transferability (providing rich and maximal descriptions), and credibility (repeated contacts with research environment and peers). Reliability was confirmed by using structured procedures of convergent interview, structured processes of recording, and compiling and interpreting data using two interviewers to perform interviews separately and in parallel. The analysis of the interview texts provided 443 open codes that were placed in the form of the pillars of the paradigm model of human resource agility in medium and large companies.

The findings displayed that the central phenomenon of the research, ‘agile human forces’, consists of eleven components: knowledge and learning, intelligence and competence, innovation and creativity, speed, adaptability, responsiveness, flexibility, resilience, precaution, foresight, and changeability. Causal conditions and determination of human resource agility in medium and great industrial companies included: training and learning agile, the perception of inefficiency and malfunctioning, the benefiting of sustenance and support, occupation turnover and enrichment, responsibility and continuous preparation, agile leadership, benefiting authority and occupation and professional independence, skill enhancement and organizational access. At the same time, the background conditions and platforms for creating human resource agility consisted of personality traits and characteristics, values and occupation platforms, work tendencies, structural factors, open communication, the existence of an environment for cooperation and interaction, the extension of culture of collaboration, and change in the organization. Meanwhile, some intervening factors such as enhancement of welfare indicators, simplicity, variety, and the redesigning of work, the adaptation of performance management, knowledge-based organization of service compensation system and virtualization or organization-based technology in the process of human resource agility in medium and large companies had positive or negative intervention. In this situation, human resources agile action strategies included positive activism, coherent and integrated performance, and group and collective activities. Eventually, the realization of human resource agility in medium and large companies of Aran and Bidgol industrial town conveyed consequences and effects in both inter-organizational and extra-organizational realms. In the inter-organizational field, the agility of employees and the equipping of them with speed, flexibility, adaptation, and optimal response in the organization led to the reduction of organizational costs as a result of increasing the efficiency and effectiveness of human resources. However, among the other consequences of agility were  the development of organizational synergy resulted from collaboration among agile employees; the production of required organizational knowledge and experiences; the improvement of the internal quality of the goods and services provided; the external quality (providing the demands and needs of customers and stakeholders) of products and services with content value-added and high quality of product endurance; increased job satisfaction and improved quality of occupational life of human resources; the expansion and development of agility drives to other organizational levels; the reduction of service delivery time and market supply as a result of high speed of service delivery and ease of replacement of forces and job diversity in the aforementioned organizations and companies. In extra-organizational areas, it also increased the satisfaction of the organization's stakeholders and customers; it also expanded the organization's competitive capabilities while it increased the amount of economic savings maximizing profit and competitive advantages in the financial markets.

The results of this research showed that human resource agility in medium and large industries cannot be considered as a single-factor phenomenon isolated from continuous and complementary processes and flows. The agility of human resources in medium and large companies of industrial towns depends on various factors enabling the bases, causal conditions, strategies, and intervening factors of the agility of the forces in industrial organizations. It also conveyed many internal and external effects. The foundation-data model, obtained in this research, confirms the components of human resources agility models by Meredith and Francis (2000), Chan and Tong (2009), Quinn et al, Shrihai and Karosky (2014) and others. It theoretically provides the causal and background conditions and facilitating factors that prepare the organizational environment of medium and large companies in Aran and Bidgol industrial towns to achieve the agility of human resources.

Customs, as one of the important organizations in the cycle trade of goods, is responsible forcontrolling and monitoring the entry and exit of goods. With the ever-increasing volume of trade, it is inevitableto carry out controls with maximum accuracy and speed, while facilitating and making socio-economicdevelopment more productive. The purpose of the research is to identify the effective factors on theorganizational learning model in the supervision of foreign trade in the Customs with the improvement offacilities and security indicators. The research is of qualitative type and Grounded Theory method was used fordata analysis. The data collected by in-depth interviews that were conducted with 14 Customs experts and otherrelated organizations using the snowball sampling method. Then, the data analyzed through open, axial andselective coding. Finally, the paradigm model of organizational learning in monitoring foreign trade consistingof causal conditions, background conditions, intervening factors, central phenomenon, strategies andconsequences was drawn. The main phenomenon of the designed model is the organizational learning process.The findings of the research showed that the causal factors include the integration of foreign trade information,national and transnational cooperation, training and empowerment of employees and culture building.Intervening factors include political conditions, integration of laws, environmental factors and managementintegration. Background factors include business unit window and risk management and strategies includeinformation-based monitoring, process re-engineering and intelligentization. The consequences of theorganizational learning system include economic, social and educational achievements that are in line withsocio-economic development.

The purpose of the present study is to identify an efficient model for resilience of Iranian Free Zones in order to promote the national economy. The research method is descriptive survey. The statistical population of the study consisted of 214 elites and experts related to science, experience and field of activity. To answer the research question about what is the appropriate model of resilience of free zones, Delphi method was first identified according to experts related to the subject, free zones development factors and its indices and based on this, a final questionnaire was prepared. Five political, legal, infrastructure, executive policies, and strategic orientations were endorsed. In the next step, the questionnaire was given to experts. The results were analyzed in the same way by factor analysis and LISREL software. Structural model analysis showed that political factors, strategic orientations and executive policies have a direct and significant effect on resilience of free zones in Iran

Organizational resilience is an organizational capability influenced by social capital. This study aimed to examine the role of different levels of social capital in the development of organizational resilience in government-owned banks. The study employed a mixed method approach, combining qualitative and quantitative analyses. The first stage involved thematic analysis, using interviews with 19 academic and banking experts. The findings revealed 48 final codes representing three main concepts: social capital of the banking network, trans-banking social capital, and bank resilience. The social capital of the banking network, including branch social capital, inter-branch social capital, and linking social capital, along with trans-banking social capital encompassing vertical and horizontal social capital, proved influential in shaping the resilience of Bank Melli. In the quantitative stage, the analysis of 308 questionnaires using multiple linear regression demonstrated that all five types of social capital significantly influenced the resilience of Bank Melli. Based on the standard beta coefficient and the determination coefficient, vertical social capital (capital injected by the government and governance institutions) exhibited the greatest impact on the resilience of Bank Melli (β=0.799).

Governmental organizations now recognize the importance of organizational flexibility in a crisis. This study aimed to develop an organizational resilience model in state-owned banks, with particular emphasis on the Iran Melli Bank, using an interpretive paradigm and a grounded theory approach. Nineteen experts were interviewed in a targeted manner until theoretical saturation was reached. The data were analyzed via open, axial, and selective coding. Melli Bank's organizational resilience paradigm model includes 128 open codes consisting of the core phenomenon seven codes, causal conditions 54 codes, contextual conditions 27 codes, intervening conditions ten codes, strategies 13 codes, and consequences 17 codes. The core phenomenon was Bank Melli's resilience, including two subcategories: customer-centric performance and positive trait. It was influenced by the causal conditions involving human resources characteristics, financial capability, inter-organizational social capital, technical knowledge capabilities, environmental knowledge, knowledge management, organizational capabilities, inter-organizational capabilities, and contextual conditions such as macro forces, banking factors, and industry factors. The development of resilience was possible through behavioral, economic-financial, and technical mechanisms influenced by the bank manager's intervening conditions and the employees' characteristics. The resilience also had the consequences of good performance with quick response, saving the bank's life, and impacting the community.

Administrative corruption is one of the problems of today's society, so investigating and accurately identifying the problem and providing solutions to get out of the crisis of administrative corruption and fighting it will lead to the expansion of justice and the development of organizations; Therefore, the present study aimed to prioritize effective factors on fighting corruption in Iran's government organizations with a policy-making approach (case study: Ministry of Industry, Mining, and Trade). In this qualitative research, 12 experts and faculty members participated in the executive field for interviews and the Delphi method. The results showed that 27 indicators are effective in the fight against administrative corruption, which is divided into 9 dimensions, the priority of which are individual (42.6), social (17.6), and legal (95/5), cultural (47/5), organizational (34/5), political (32/5), regulatory (47/4), judicial (3/03), and economic (84/2). In general, it can be said that to fight the phenomenon of administrative corruption, it is necessary to identify the effective factors, and according to these factors, in the fight against administrative corruption, efforts should be made to create a healthy administrative environment, and the authorities must identify those factors in the fight against them. considered in this study.

The existence of corruption in any country can not be hidden, as a result, our country Iran is no exception to this rule. Therefore, the purpose of this study was to present a qualitative model of anti-corruption policy-making in Iranian government organizations (Case study: Ministry of Industry, Mines and Trade). In this qualitative study, 12 experts and faculty members in the executive field participated in interviews and the Delphi method, so that after performing the Delphi method steps, 21 basic indicators of fighting corruption in government organizations were defined. The results showed that according to the proposed model of corruption, 27 indicators affecting the fight against corruption are independent variables of research that were classified into 9 dimensions (social, cultural, economic, political, judicial, regulatory, individual, organizational, legal). These conceptual categories are the same as anti-corruption policies. In general, it can be concluded that the phenomenon of corruption in today's world and especially in developing countries has been raised as one of the most important obstacles to the development of society and it is necessary to responsibly consider the factors identified in this study.

The purpose of this study is to validate the effective model of organizational accountability model in the banking industry with a quantitative approach. The statistical population of this study includes managers and experts of the branches of Bank Sanat and Mining in Tehran and 140 people participated in this study using Cohen's power analysis method. Cluster sampling method and available individuals were used for sampling. Semi-structured interview and Likert scale questionnaire were used to collect data. Structural equation modeling and SMART-PLS software were used to validate and present the final model. Findings showed that the banking resilience strategy and the structure and policy of the banking system have high influence and the underlying variables are the model. The variables of financial resilience, and the resilience capacity and resilience of human resources are also highly dependent but have little influence, so they are considered dependent variables. The variables of information and communication system, supply chain management and monitoring and evaluation of penetration power and degree of dependence have the same, so they are related variables. Based on the achievements of this study, it was found that the managers of the Bank of Industry and Mines to increase the resilience and resilience of human resources to increase the resilience of human resources by achieving the goals of stability and success in the banking industry.

Background & In the cycle of supply and distribution of goods, the customs is responsible for the accurate and fast supervision and at the same time facilitating the customs clearance procedures. the current research was conducted with the aim of designing an organizational learning model in monitoring cross-border trade in order to improve security and facilitation in the customs. Exploratory mixed method was used to conduct the research. The identification of the effective factors on the organizational learning model was done through the database strategy. Participants were selected based on purposive sampling and snowball method. The data collection tool was semi-structured interviews with 14 customs experts and university professors. The coding method was used to analyze the data. The statistical population of the quantitative part included 220 senior customs managers and experts, 145 of whom were selected as a sample according to Cochran's formula. In the qualitative part, research data after analysis in the form of organizational learning model as a central category, causal conditions (resources and facilities, communication, mental models and individual skills), background factors (organizational factors and economic conditions), intervening conditions (laws and regulations, environmental factors and common vision), strategies (organizational change, reengineering and systemic thinking) and consequences (realization of learning model design goals in the organization, increasing organizational success, environmental adaptation and development of employee capabilities in order to improve the organization's performance) were categorized. In the quantitative part, the structural equation method was used to test the null hypothesis of the appropriateness of the model, and the results confirmed the significance of the fitted model at the 99% confidence level. The final model of the research can be used as a guide for senior managers to plan and implement the organizational learning system in the studied organization and improve performance, continuous improvement and gain a sustainable competitive advantage.

The main purpose of this study was designing a social capital model in agreement with the Twenty-Year Vision Document and the Resistance Economy general policies to be used by the public organizations of Iran through a case study on the Iran Ministry of Roads & Urban Development. Using mixed-methods approach, this study tried to identify the various dimensions of the foregoing model. The statistical population included the advisors and top managers of the Iran Ministry of Roads & Urban Development who were familiar with this topic. From among these, 14 individuals were selected through snowball sampling up to the point of theoretical saturation. In the qualitative phase of the study, library research and semi-structured interviews were used to collect data, while thematic analysis was used to analyze the collected data. In the quantitative phase, the statistical population was comprised of 360 full-time employees of the Iran Ministry of Roads & Urban Development. Using Cochran’ formula, the optimal sample size was determined to be 186 participants. After randomly selecting the participants, the questionnaire derived from the qualitative phase was distributed among them. To analyze the data, the structural equations and PLS software were used. As for the results, the general model was presented in the two modes of standardized beta coefficient and significance values. Then, the convergent validity, composite reliability, Cronbach's alpha, and model fit indices of the model were examined and confirmed. Ultimately, 8 dimensions, 20 components, and 69 indices were extracted for the suggested model. In addition to the relational, structural, and cognitive dimensions that exist in most social capital models, the political, religious, institutional, and cultural dimensions have also been investigated in some studies. However, the economic strategies have not been examined in any previous models, so it is regarded the innovation of this study.

According to the research literature, the review of previous research indicates the lack of a comprehensive model in the field of religious lifestyle and socio-Islamic responsibility in the country's health discipline. The purpose of this study is to provide a comprehensive model. This research is applied in terms of purpose and in terms of data collection is a non-experimental and survey method and has been implemented as a mixed research in both qualitative and quantitative stages. First, the studied factors have been obtained by reviewing the research literature and interviewing elites. Then, the relationships between them through the opinion of 30 experts forming the decision team by questionnaire method, to evaluate the relationships between factors with the statistical method of structural equations and the partial least squares approach. Based on the research results and the results obtained from the significant graph of path coefficients and t-statistics between causal factors (economic benefits, legal requirements, religious teachings and managerial personality) with the main category of the research, i.e. the process of Islamic social responsibility in the health discipline, there's a relationship with the number 1.969. Based on the relationship between research strategies that include: religious affairs, cultural affairs, social affairs, implementation of necessary policies and development of educational policies with its consequences (credit sustainability, organizational sustainability, human welfare and health empowerment), the number 8.420 at 99% confidence level it is obtained that results in the implementation of the main category of research. Although a comprehensive structural model is presented in this study with the aim of examining the internal relationships of the determinants of research subject policy-making, but it can be generalized and applied by examining and adding other dimensions related to the research topic and specific study of some research dimensions. He also acted in areas other than health.

Professional ethics is the most important component of applied ethics that deals with ethical issues and provide methods and guidelines that specify tasks for individuals and professional groups. Professional ethics is a kind of ethical commitment and work conscience to any duty and responsibility. Professional ethics is one of the fields that is closely related to the values ​​and beliefs. In this article, while considering professional ethics, the effective role of Islamic values ​​in the oil industry is discussed, and then, by expressing values ​​as the essence of ethical principles, the solutions for institutionalizing professional ethics in the organization are presented. In this article, an attempt has been made to deal with this issue in a scientific way

The interest in applying coaching styles is growing among managers of organizations. Organizations are looking for this management method to commit their workforce using coaching skills and achieve individual and organizational performance. However, no research or literature has been conducted on coaching competencies that provide the most significant improvement in individual and organizational performance for these organizations, especially banks. In the present study, all the effective indicators in coaching competencies were identified through a documentary study to meet this challenge, comprehensively and systematically using the fuzzy Delphi method and the opinion of 10 experts. Interpretive structural modeling/Fuzzy MICMAC approach was used to regulate and direct the complexity of relationships between indicators. The network analysis process method was used to identify the indicators that bring the most performance improvement in the field of coaching competencies to Tejarat Bank. The results showed that the "coaching mindset" cluster and "long-term performance enthusiasm" index is more important and influential in the coaching competency indicators in Tejarat Bank compared to the other clusters.

The main purpose of this study was to Model for Promoting Public Trust in Iran's Banking System (Case Study: Saderat Bank of Iran). Identified. Research

The present study is a mixed (qualitative) method from the perspective of fundamental and exploratory purpose. A qualitative method for identifying components of public trust and a method for collecting Delphi information. Data analysis was also performed using structural equation modeling method and Amos software.

Based on the identified components from literature review and interviews with experts in the fuzzy Delphi method, a questionnaire was prepared and distributed among the statistical sample including 384 customers of Saderat Bank of Iran in Tehran in a cluster manner. By collecting the distributed questionnaires, the data were analyzed to test the hypotheses. Showed Iranian exports and model presentation in this section.

The results showed that the path coefficients in relation to the identified dimensions in the organizational dimension with 0.69 had the most and in the strategic capability dimension with 0.59 had the least impact on promoting public confidence in the banking industry.

This study aimed to design a model for incentives of public service motivation in government agencies to determine the indicators and test the accuracy of the designed model. Public Service Motivation Theory (PSM) as one of the key subjects of modern public management is based on the fact that the motivatiors of public sector employees and managers are very different from the private sector. Among the governmental organizations, the Ministry of Interior and the Ministry of Science, Research and Technology clearly have a special governmental function, due to their strategic role in scientific, political, security, economic, cultural, civil engineering, etc., that the motivation of service in these organizations should be considered.

In this study, through the mixed method, firstly, with the qualitative approach and content analysis method, the pattern of public service motivation incentives in government organizations was designed with a focus on provincial governments and public universities. For this purpose, by collecting theoretical literature and then gathering the opinions of top managers of some ministries and academic elites in the field of public administration (professors and managers of Tehran University, Shahed University and Qom University), the initial model was designed using interview tool. The number of interviews with the targeted sampling method was 18 to achieve theoretical saturation. In the quantitative part, using the method of structural equation analysis, through the questionnaire tool (which was designed based on the initial model) and its distribution among 80 managers of governmental organizations and universities (at the level of Ministry of Science, Research and Technology and Ministry of Interior and some provincial governments and Public universities) by random sampling method, the indicators and accuracy of the designed model were examined.

Qualitative and quantitative research results showed that individual factors with sub-themes (religious beliefs and value tendencies, individual moral tendencies, nationalist tendencies, collectivist tendencies, demographic variables, individual personality traits, positive organizational experiences) , Organizational factors with sub-themes (merit-centering in organization, servant leadership in the organization, humanistic job design, virtue-centering in organization, organizational goals, values ​​and expectations, organizational socialism) and socio-cultural factors with sub-themes (growth and education in religious social environment, Social learning in the context of society and family culture) are incentives of public service motivation in public organizations.

Individual, organizational, and socio-cultural incentives are effective in motivating public service, which is largely align with quantitative and qualitative results on the filed of research.

The PSM theory as one of the two main themes of modern government management is based on the schema. Among government agencies, the Ministry of the Interior, and especially the governorates, government agencies are specially governed, which should be exemplary in all managerial areas, and in particular in interaction with citizens. This study aimed to identify antecedents of public service motivation in government organizations. This study was a qualitative, quantitative and descriptive one based on the purpose of the study and the type of method. Data were collected through interview and content analysis techniques. And a little tool is a questionnaire. The statistical population, including experts, was selected through purposive sampling.The results showed that individual factors with sub-themes (values ​​and religious tendencies, ethical tendencies, nationalistic tendencies, collectivistic tendencies, demographics, personality traits), organizational factors with sub-themes (positive organizational experience, decent organization). , Organizational Career Leadership, Humanistic Job Design, Virtue-Based Organization, Goals, Organizational Values ​​and Expectations, Community-Based Organizations) and Sub-themes (Growth in Religious Social Environment, Social Learning, Family Culture), The antecedents are the motivation for public service in government organizations.

This research aims at designing a value creation human resource model for customers in the banking industry and identifying the relevant components and indicators. Since this is an applied research, it follows an exploratory combined method. The statistical population of the study includes experts of banking industry, with whom 15 interviews regarding human resource were conducted in the qualitative phase with the samples selected through purposeful sampling method. In the quantitative phase, the sampling method was purposive judgment method was selected and a questionnaire was used to collect data. The statistical sample in the quantitative section contained 218 people, including experts, human resource practitioners in the banking industry (Saderat, Mellat, Tejarat, and Refah Kargaran). For the analysis of the qualitative data, the thematic analysis method was used, to be studied in three sections: inclusive themes, organizing themes and basic themes. In the thematic analysis section, 3 comprehensive themes were identified containing 26 organizing themes taken from 70 basic themes. These variables included upholding a customer-oriented organizational culture, relationship between employees and customers, and the participation of key customers in human resource processes. The structural equation method along with Smart PLS.2 software were employed for quantitative data analysis. The results indicated that the research model is of good fitness and all the identified organizing themes significantly explained the comprehensive themes.