فهرست مطالب jamshid abolfathi

Given the strategy of performance improvement, the present study aims to identify the effective dimensions on designing a strategic human resource management with a high performance work system (HPWS) approach for the knowledge-based organizations. For this purpose, in this developmental- applied research, first a comprehensive study of literature on HPWS for learning the effective concepts was conducted. Then the proposed indicators in the previous studies was counted from which 307 dimensions were identified and after excluding the repeated ones and And merge similar items,33 dimensions were elicited. Then, using the Delphi technique, it was agreed among the members of the university elite panels and the experts of Knowledge based Companies. and by excluding 4 dimensions and including 3 new ones to adjust them to knowledge-based companies' characteristics, at last 32 dimensions were confirmed by the panel as final ones for strategic human resources management with a HPWS approach. The findings showed that from Delphi panels' viewpoint on HPWS, the »supportive management « has the greatest influence on HPWS in the knowledge- based companies.

With a mixed exploratory approach (qualitative- quantitative), the present study aims to design a model for strategic human resource management with high-performance work systems. For this purpose, 34 main themes of the subject literature were extracted and consensus was established through the implementation of the Delphi method, with the participation of academic elites and knowledge-based knowledge companies. Finally, by deleting 4 dimensions of the 3 new dimensions by panel members, 33 Then, it was identified as the final concepts which includes concepts high-performance work systems, organization performance, achievements of human resource and competition strategies. The results showed that high-performance work systems have a positively direct impact on the knowledge-based companies. Also the package of high-performance work systems has a positively direct effect on the achievements of human resource through which the organization performance is indirectly affected. However, the moderating role of the competition strategies of differentiation and focus was not affirmed