mohammad eshraghi

Cone beam computed tomography (CBCT) is an imaging modality that has recently gained increasing popularity for dental imaging. This study aimed to investigate the usage of CBCT imaging among Iranian Association of Endodontists members using an online survey.   Iranian endodontic practitioners were recruited to participate in the study. A web-based questionnaire was designed and sent to 328 endodontists. The questionnaire was available for a one-month long period during November 2019. The questionnaire included basic demographic details of the participants and questions related to CBCT application in endodontic treatment procedures. The validity and reliability of the questionnaire were assessed by expert endodontists. The chi-square test was used for data analysis, and a p-value less than 0.05 was considered statistically significant. A total of 101 participants completed the survey, giving an overall completed response rate of 30.8%. Ninety-four percent of participants (n=95) used CBCT imaging in their practice. There were significant differences in some variables between endodontists who frequently prescribed CBCT as compared to those who rarely prescribed it (P<0.05). CBCT was prescribed more frequently by endodontists who received training in CBCT usage, those performing periapical surgeries, and those using magnification in their practice. The survey indicated that CBCT technology is widely used among Iranian endodontists particularly if they have already received the required training. The most common indications for CBCT were detecting vertical root fracture, teeth with complex anatomy and additional canals, and root resorption.

Although in today's fast-paced world, enjoying the ideas, suggestions and ideas of employees is one of the prerequisites for organizational development and one of the factors influencing organizations to outperform competitors, the emergence of several factors has led employees to participate in They do not express their views in organizations and in other words they prefer to remain silent. Despite the differences in the definitions of thinkers, they all agree on one thing, the lack of knowledge, information and opinions of employees that can cause serious damage to both the organization and the employee. Among the reasons for this phenomenon in the studies can be imagined by the manager's inability to do the job, the perception that they will not receive a positive response, the perception that it might harm others, the personality characteristics of the senior manager, the way staff interact, the fear of managing negative feedback, and Population differences and other reasons cited. The purpose of this study was to identify the factors causing organizational silence and its possible consequences by qualitative and thematic analysis based on interviewing method and by quantitative method using questionnaire. The statistical population of the present study consists of the North Khorasan Islamic Culture and Guidance Bureau, which was selected by stratified sampling method and Lisrel8, MAXQDA10 and Spss18 softwares were used for data analysis. After analyzing the data, factors such as lack of meritocracy, fear, lack of motivational managers, managers' mental attitudes, employee profitability, social learning have been identified and discussed as factors causing organizational silence.

The purpose of this study is to investigate the effect of human resource management and knowledge management performance on retaining knowledge-based employees in a knowledge-based company. The present research is descriptive-correlational in terms of applied purpose and in terms of data collection. The statistical population is the researchers of a knowledge-based company and the statistical sample of 172 employees who are directly and indirectly engaged in research activities and were selected through simple random sampling method. The data collection tool was a questionnaire and the reliability rate was calculated by Cronbach's alpha method which was 0.898. Findings of the present study show that there is a positive and significant relationship between human resource management performance and knowledge management capacity and retention of knowledge-based personnel. There is a significant relationship between personal fit and job and retention and willingness to continue employee activity. Also, there is a significant relationship between each of the performance factors of human resource management, service compensation and recognition of employee value, job design and job promotion, job training and development, participation and performance appraisal, satisfactory work environment and maintenance, and desire to continue employee activity. And there is a significant relationship between each of the knowledge management processes (knowledge acquisition, knowledge sharing and knowledge application and maintenance) and the desire to continue the activity of employees.