yousef vakili

The aim of this research is to identify and rank the roles of human resource managers in the field of health and treatment. The research is an applied study in terms of collecting data and a mixed method in terms of data nature. In the qualitative Section, the Meta-synthesis method was used to identify the role of human resource Managers. One hundred seventy-seven documents were searched from reliable scientific databases, and after screening 87 document were included in the analysis. The Shannon entropy weighting method was used to rank the roles of human resource managers. The questionnaire was used to collect data. The participants in the research were ten human resource managers of health and treatment. Analysis of documents in the qualitative phase led to the identification of 7 roles, including Developmental, Functional, and Change pioneer the qualitative phase led to the identification of 7 roles, including Developmental, Functional, Change Pioneer, Employees Advocate and Service Delivery, Communicational, and Strategic roles. The results of the ranking of human resources showed that empowerment in the role of developer, mastery in the professional affairs of human resources in the role of functional, support of employees in the role of Advocate employee advocate and Service Delivery, designer of human resources programs and policies, Advisor and decision maker in the role of strategic, networking/team-building in the role of communication, innovation in the implementation of affairs in the role of change pioneer and forecaster/opportunist in the role of the researcher were ranked first. Therefore, policymakers and managers of the health and treatment sector are advised to pay attention to the new roles of human resource managers in accordance with environmental changes.

Workforce diversity is an essential phenomenon in organizations. Statistics indicate a growing diversity among the workforce in Iran, particularly in terms of ethnic diversity. This study aims to examine work diversity through systematic review with an emphasis on Iranian Organizations.

This study employs the PRISMA method to review articles published on the management of diversity in organizations. Of the 140 identified Iranian and international articles, 59 relevant articles were selected. Most articles focus on gender diversity, and other causes of diversity, especially ethnic diversity, have received limited critical studies. Additionally, only a few articles address diversity management and its strategies in organizations, which represents a research gap.

The research findings explored workforce diversity in four categories: the importance of diversity management; diversity management and communication; diversity management and organizational justice; diversity management and workforce productivity.

The literature review demonstrated that workforce diversity is considered inevitable not only due to its positive organizational outcomes but also because of legal and ethical requirements in our contemporary world. Furthermore, it can be argued that the performance of diversity management at the organizational level has been overlooked. Notably, most researchers in the United States and Western European countries adopt quantitative approaches, highlighting the significance of qualitative approaches.

Today, employee experiences have gained recognition as a new concept and approach in human resource management, and their significance for the success of individuals and organizations cannot be overlooked. Hence, the objective of this study is to identify the dimensions and components of employee experiences. This research employs a descriptive design with a mixed-methods approach, combining qualitative techniques such as meta-synthesis and quantitative methods including fuzzy Delphi and analytic hierarchy process. In the qualitative phase, we conducted a systematic search   in databases to achieve the research objective, employing a seven-step method developed by Sandelowski and Barroso for meta-synthesis. All relevant articles were reviewed, and the thematic analysis method was used to analyze and code each dimension and component of employee experiences with the assistance of MAXQDA software. The Critical Appraisal Skills Programme tool and content validity method were utilized to ensure the validity of the qualitative and meta-synthesis section. Reliability was assessed through the intercoder reliability method and the calculation of the kappa coefficient. In the quantitative section, the fuzzy Delphi technique was employed to refine and validate the indicators. Finally, the analytic hierarchy process was used to prioritize the research findings. The results reveal that employee experiences encompass four dimensions and fourteen components, with the organizational dimension being the most important, having a weight of 0.443. The development of a comprehensive model through the integration of meta-synthesis and fuzzy Delphi represented the innovative aspect of this research, which can serve as a framework for future studies.

Due to the increasing importance of human capital as the most important asset of the organization, the evaluation and analysis of human capital through reporting is vital to achieving the objectives of the organization. the human capital report in defence industry, which is an industrial-based human capital industry, is also of great importance. Therefore. the lack of a comprehensive framework for reporting human capital in defence industry, this research provided an executive framework for reporting human capital based on the standard 30414. this research is an applie research from the philosophical perspective in terms of the purpose of development and has used qualitative method (content analysis method) to identify dimensions, components and indicators of human capital reporting. the data collection tool in the qualitative phase of interviews and participants in the study which were selected in the targeted manner, consisted of 15 hr managers in the defense industry. to analyze the data, coding has been used on the basis of standard 30414. the findings of the research led to a presentation of a framework for reporting human capital in the defence industry are including 9 dimensions (ethical and disciplinary principles, human capital costs, human capital diversity, leadership, organizational culture, safety and health, stability and productivity, hiring and leaving, training and skill development and capabilities, and employment status of human capital) and 27 components and 73 sub – components. in addition to identifying the internal and external stakeholders, the value of each of them in the defence industry was identified. this framework will help to measure human capital in defense and other similar industries.

Whistle blowing is an action that informs the society about organizational violations and organizations about personal deviant behaviors. Therefore, the purpose of this research is to identify and rank the consequences of whistleblowing in order to facilitate and promote it in the organization. This research is applied in terms of purpose and quantitative in terms of the nature of the data. The research population included 4920 documents, 52 of which were meta-analyzed using a non-random purposeful sampling method. Selected studies were analyzed using CMA2 software. Reliability of coding was achieved through the agreement of the judges in the application of specific concepts for coding the variables and the reliability of the significance level and effect size was achieved through the agreement in the calculation of the effect size between two meta-analysts. The findings showed that among the consequences of whistleblowing, 10 cases (21%) have an effect size greater than 0.5, 16 cases (33%) have an effect size between 0.3 and 0.5, and 22 cases (46 percent) have an effect size of less than 0.3. Therefore, the variables of organizational justice (0.683), trust in supervisor (0.656), executive guarantee for punishing unethical behavior (0.590) , internal control center (0.581) and organizational leadership (0.557) with high effect size, revealing work history (0.460), offender status (0.450), moral intensity (0.446) and seriousness Violation (0.384) has a medium effect size, fear of retaliation (-0.060), positive affect (0.062), loyalty (-0.130), job satisfaction (0.130) also have the lowest effect size. . Therefore, policy makers and managers should focus on identified factors to promote whistleblowing in the organization.

Globalization is interpreted, on the one hand, as the integration of markets globally and, on the other hand, as the internationalization of companies. Internationalization, on the other hand, brings economic advantages of scale, higher revenue, fast investment, learning from export processes, and increased productivity for companies. Research on the internationalization of companies has led to the identification of unusual patterns due to the speed of international development and the diversity of market entry in different temporal and geographical dimensions. Thus, not only do early internationalization studies explain these patterns, but also companies can follow these patterns to achieve a fast-paced position in their entering international markets and expanding their world-class operations. In this research, the factors affecting the early internationalization of small and medium food companies in Iran are investigated, and the most important factors are identified and analyzed homogeneously in the form of six main dimensions. This is done through reviewing previous studies and interviews experts. Also, the structural, managerial, cultural, competitive and institutional environments of industries as well as their psychological characteristics are identified and classified. Then, after the completion of the questionnaire by the managers of food companies as the statistical population, the most important components of early internationalization are identified. In the present study, a mixed exploratory method (qualitative and quantitative) is used to conduct the research. In the qualitative method, by a review of the conducted studies, 68 components of early internationalization were identified. Then, by a survey of 17 industry and university experts in three stages, 61 components were selected through the fuzzy Delphi method. Also, based on the reports of the Trade Development Organization, the data of 149 food industry companies that had international activities were reviewed. Next, using the Morgan table, 107 companies were selected as a statistical sample, and the finalized components were distributed among them in the form of a questionnaire. After the analysis of the data by the SPSS software, the most important components influencing the early internationalization of small and medium companies in the food industry were identified.  The elements of early internationalization were classified into organizational, environmental, and individual types. The structural dimension consisted of 16 components, five of which (strategic resources and assets, company goals and strategies, competitive product price, brand reputation, and company size) were listed in the study conducted by Langst et al.  (2014). In this dimension, most company goals and strategies were considered. Tradition (2019) classified the factors influencing the early internationalization of small and medium-sized enterprises into three dimensions including export incentives, export barriers, and company-specific factors. Also, the presence of companies in specialized international exhibitions, the existence of research and development, new production technology, and the size of the foreign market were mentioned in Scleukin’s research (2017) as the other factors of the early internationalization of small and medium companies. According to Methiosinite and Scelyokin (2015), the factors of early internationalization alone cannot lead the company to its goals and mission, but all the factors must be considered in a specific framework and specific classification. They also found that SMEs struggled to enter global markets due to a lack of resources and manpower, but early internationalization allowed SME executives to save the scale and gain access to new customers in markets. Foreigners can access new resources and overcome these limitations. The study showed that, accordance with theoretical literature, the framework of factors affecting the early internationalization of small and medium-sized food companies consists of organizational, environmental and individual domains as well as structural, managerial, cultural, competitive, institutional, environmental and psychological characteristics.According to the percentage of the respondents, the component of "competitive product price" from a structural point of view, the component of "competitive product price" from a managerial point of view, the component of "existence of export-oriented organizational culture" from a cultural point of view, the components of “attending international specialized exhibitions”, and the component of  "responding to unexpected orders abroad" in terms of competitive environment, the component of "structure appropriate to insurance, banking, tax, export support and financial system" in terms of the institutional environment of the industry, and the component of "managerial leadership spirit" in terms of psychology gained the highest scores.The point to make about internationalization in Iran is the negligence of many modes of internationalization, especially early internationalization, and the over-focus of policymakers on exports. However, export is just one of the facets of internationalization. Opportunities such as production in the destination country, especially countries that have lower production costs and more manpower than Iran, representation and branching in foreign countries, direct supply of products, coalition strategies with foreign partners, and the transfer of material resources and technology should also be considered. In this regard, it is of significance to pave the way for the government and to support the foreign trade of domestic food companies to enter global markets. Based on the research findings, it is suggested that food industry companies be highly sensitivity in the choice of the destination countries, and give priority to advertising and sales promotion to rapidly and powerfully enter foreign markets, especially the markets of 15 neighboring countries, which include a market of 400 million people. The market research team conducted a comprehensive study on the taste, packaging model, foreign market traction, and halal food supply. The results help company management teams formulate an appropriate and comprehensive strategy for entering foreign markets and achieving a rapid international status.

Mentern is a strategy that can help organizations in the field of generational differences. Therefore, for this purpose, the end of this study is to design a model of Mentern in public organizations.

This research was conducted using the Glacerian Grounded theory. Semi-structured interview was used to collect data, and after interviewing 19 experts, theoretical saturation was obtained. The data using actual coding (open and selective coding) and theoretical coding were analyzed.

The findings showed that mentoring as a core category, supportive management system, empowering human resource management, dynamic organizational structure, learning culture, suitable individual characteristics and personality of mentoring, interpersonal skills, supportive culture of society as a context and the formation of a positive attitude towards the organization, development of professional and leadership abilities, improvement of job performance, formation of cooperative climate and improvement of organizational performance were identified as outcomes.

Originality/ Value: 

The present research has been able to provide a comprehensive model for the implementation of the mentern in public organizations by examining the characteristics of different working generations and the concepts of coaching and mentoring.

Recommendations:

 According to the proposed model, managers are advised to distance themselves from hierarchical structures, and to use suitable people and train them to provide opportunities for the implementation of mentern in order to reduce the generation gap in public organizations.

The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.

The invention of the Internet and the use of this phenomenon in organizations greatly helped business affairs. In addition to the role it can play, it may create major problems for organizations. For example, the Internet can provide an opportunity for employees to engage in non-work-related activities. Although non-work-related tasks were possible for employees before the invention of the Internet (such as reading newspapers, reading books, and talking on the phone), the Internet has increased this possibility by providing new conditions at the workplace. In other words, cyberloafing, a product of the age of communication technology, is an anti-productive deviant behavior against organizational norms that ultimately costs the organization.

THEORETICAL FRAMEWORK :

Aimed at clarifying the reasons for it, previous studies have been mainly focused on Internet browsing behaviors. Therefore, the current research emphasizes important points such as how cyberloafing occurs, how it spreads, and the consequences of this phenomenon for employees and organizations. This is an important topic for research because of the recent increase in per capita internet usage in the country. Accordingly, the main purpose of the current research is to identify the antecedents and consequences of employees' cyberloafing in the Academic Jihad Organization of Tehran.

The current research is an applied study in terms of purpose, and in regards to the method, was a mixed study. In the qualitative phase, a 7-step meta-synthesis method was used to identify the antecedents and consequences of cyberloafing. Qualitative data were gathered from domestic and international databases, which were sampled using the criteria-based purposeful sampling method. Within-subject agreement strategy of two coders was used to determine the reliability of the qualitative data. In the quantitative phase, a multi-stage Fuzzy Delphi technique was used to screen and confirm the findings of the meta-synthesis. In this phase, the statistical population was comprised of the experts of the Tehran Academic Jihad Organization.

Thirteen basic and 44 primary themes were identified and categorized into three components for antecedents of cyberloafing. Cyberloafing consequences were placed in four categories from 11 basic and 31 primary themes. Then, the fuzzy Delphi method was used to obtain the opinions of experts and specialists to confirm the identified components. The factors of confronting the organization, finding friends, and having few interactions with colleagues were confirmed as antecedents, while the factor of improving work relations was removed due to low importance. The second round of fuzzy Delphi reaffirmed the components of the first round. The antecedents of cyberloafing have been classified into three categories of structural, behavioral, and environmental factors. The negative consequences of cyberloafing were divided into two categories of organizational and personal damage. However, at the same time, the results showed that internet browsing could sometimes bring positive outcomes for organizations. If cyberloafing happens temporarily during long and exhausting working hours can recover the employees' strength and energy.

 CONCLUSIONS & SUGGESTIONS :

The results of the current research indicated that the expansion of social networks, the ease of employees' access to the Internet, and the lack of adequate monitoring and accurate evaluation of employees can increase cyberloafing. However, surfing the Internet during working hours can be a way to escape from the employees' mental conflicts caused by the economic pressures governing society. Moreover, the mismatch of working conditions with the physical and mental characteristics of employees, which is the result of the lack of meritocracy in recruiting employees, can cause a lack of motivation in performing assigned tasks. Another important factor is employees' extremism in cyberloafing, which may be the result of the lack of appropriate socialization or an undesirable organizational culture. On the other hand, the employees' desire to increase information and self-awareness can be considered a positive motive for surfing the Internet during working hours that increases their abilities and creativity. In summary, the research results helping organizations' managers in dealing with employees' cyberloafing are as follows. First, the structural, behavioral, and environmental aspects of cyberloafing can increase managers' awareness of this phenomenon. Second, the cyberloafing consequences are not necessarily harmful to the organization but may lead to personal growth, development, and recovery. Third, managers should examine and analyze the factors affecting this phenomenon in the environment of their own organization based on their employees' emotions and feelings.

Today, the activity scope of organizations is constantly changing, therefore, to overcome these changing conditions, managers must constantly increase their competencies and skills. Managers in Mostazafan Foundation are not exempt from this rule, and to overcome the shortcomings and upcoming developments, they must have new knowledge and skills. Accordingly, personal development is vital for managers. The purpose of this research is to provide a model of individual development of strategic managers of the Mostazafan Foundation.

This research is developmental in terms of purpose and is a qualitative research. The present research was conducted using the theme analysis method. For this purpose, a semi-structured interview was conducted with 30 senior managers of the Mostazafan Foundation who were selected purposefully. The interviews continued until theoretical saturation was reached.

Based on the findings, six dimensions for personal development including knowledge, attitude, communication, professional matter, leadership, and spiritual competence were identified. Additionally, two categories of actions for personal development of strategic managers including knowledge-oriented and skill-oriented methods were found. Besides, a set of individual, organizational, and environmental drivers as well as individual and organizational consequences for the individual development of strategic managers were identified. Then, the set of these variables was presented in the form of a pattern.

The results of the research suggested that the strategic managers of the Mostazafan Foundation can improve their competencies and achieve desirable results at the individual and organizational level by using knowledge-based and skill-based measures of individual development.

In today's world, employees are an important asset for organizations, organizations must be able to involve their employees in the investments they make in order to compete in a competitive environment and only one way What exists in this field is to attach them to their job. Therefore, the purpose of this study is to design an E.E model for employees in the banking industry.

The present study has interpretive philosophical foundations and its orientation is developmental. The approach of this research is inductive and a qualitative method has been used to do it. The type of field research and Grounded Theory stra. of the foundation have been used. Theoretical sampling was done through interviews with 10 managers of the banking industry in Kermanshah as participants in the study. The open coding classes were linked together by axial coding and refined during selective coding to form a theory.

Findings are designed in the form of a paradigm model of E.E as a Central category (Vigor, Dedication, Absorption, Being Known), Causal Conditions (Job Demands-Res., Organizational, Individual, Spiritual Res.), Contextual factors (Cultural con, technological con., Political con., demographic and social con, economic con. and the bank's superior rules), Intervening conditions (Organizational Brand), Strategies (Specialized Organizational, Individual or Non-Organizational, Empowerment Stra.) and Consequences (Job Demands-Res. & Organizational, Individual & Spiritual Res.).

The proposed model can be a guide for strategic planning of managers in the banking industry to benefit from the realization of the concept of E.E.

Conflicts of interest have been at the heart of many recent economic crimes. The first step in the management of conflict of interest is to provide a clear and exact definition of the term. This study attempts to coalesce various definitions of the term utilizing scoping review methodology.  The data collection tool was a reference to studies conducted based on the conflict of interest in the field of public administration. For data analysis, the qualitative indicators were identified in order to examine the conducted studies. The study identifies four main types of conflict of interest for public sector agents: financial interest of a public sector agent, non-financial interest of a public sector agent, financial interest of relatives, and non-financial interest of relatives. As long as the financial interest of the government agent is the focal point, the analysis of other types of conflict of interest in legislation system, reforms, and structural observation is overlooked. If legislative system and structural reforms limit themselves to the financial interest of the government agent, more than half of the conflict of interest cases of the government agent will be neglected. The management of conflict of interest will be on a right track once a comprehensive definition of the term is presented, a feature which forms the main concern of this paper.

Nowadays, a wave of changes is directed towards organization and gaining the necessary skills to deal with this accelerating element is inevitable. At this point in time, preparing managers to deal with current change is the focus of organizational development discussions. Accordingly, in this study, the proactive model of development bank managers is presented.

The present study is fundamental from the point of view of purpose and is is descriptive-exploratory in terms of research strategy, which has been done with a qualitative approach. Field method was used to collect data and in particular semi-structured interview tools have been used to collect data. Participants were selected by purposeful judgment and the intrviews continued until the theoretical saturation stage was reached. Also, research data were analyzed using the grounded theory approach in three stages: open, axial and selective.

Based on the analysis of research data, 119 open codes were identified, which were combined into 42 subcategories and 15 main categories, which were finally located in 6 main categories consisting of causal conditions, central phenomenon, background condition, intervening conditions, strategies and consequences.

Deepening, reflecting on and respecting the concepts of self-innovation, futurism and changeism while focusing on psychological development and the development of employee job involvement can strengthen and promote proactive behaviors in development banks.

Employee personal branding plays an important role in achieving increasing success in the business environment. Therefore, the present study was conducted with the aim of designing employee personal branding model in Iran's Insurance Industry.The research paradigm is interpretive and its approach is inductive. In terms of purpose, it is applied-developmental studies and in terms of the nature of the method, it is exploratory research. In this research, the method of systematic Grounded was used. The statistical population of the study were expert university professors in the field of Branding and personal branding and supervisors, consultants, deputies and active managers in the insurance industry in Tehran who were familiar with the topics of personal branding. Snowball sampling method was used for sampling, which is an unlikely method. Adequacy of sampling was achieved by theoretical sampling method, which was performed after conducting semi-structured interviews with 7 university professors and 18 experts that with the theoretical saturation data collection was stopped. The research findings obtained based on the three stages of open coding, axial and selective. Totally, 110 concepts of the collected data was obtained and through coding was transformed into 35 sub-categories and finally 6 main categories related to the main research topic. The dimensions of employee personal branding as a central phenomenon can be classified into 6 dimensions of Employee personal brand positioning, perceptual ability, communication ability, behavioral ability, Professional-specialized ability and insight or value ability, which are taken from 35 concepts.

 Many countries face critical challenges due to shortage and maldistribution of human resources for health (HRH). An HRH observatory can be used as a mechanism to monitor HRH issues and facilitate evidence-based decision-making. This study aims to identify the essential elements of an HRH observatory for Iran.   

 This qualitative study was conducted through semi-structured interviews with 30 key informants over two months since May 2019. Purposeful and snowball sampling methods were used. Each interview lasted a minimum of 60 min. Data analysis was performed using the content analysis approach.  

 The essential elements for integrating HRH information were categorized into the following themes: organizational structure, partnership, prerequisites for implementing HRH observatory, data management, and evidence-informed policymaking. Our results propose a national HRH observatory for Iran consisting of steering, technical and research boards, and also stakeholders' and research networks under the governance of the ministry of health and medical education (MOHME). It is required to make a comprehensive plan in several steps and arrangements based on the country's situation. The stakeholder's network was identified based on their role in HRH development and production of information and evidence. The main aim of the HRH observatory considers monitoring trends in patterns of the HRH for evidence-based decision-making and policy development. Our results propose an evidence development network consisting of a national HRH Research Center (HRHRC) and a cooperative network formed by several medical universities.  

 We provide a comprehensive approach to establishing a national HRH observatory. We consider the HRH observatory as a cooperative initiative among key stakeholders to produce knowledge in order to improve human resource policymaking. The proposed HRH observatory model emphasizes networking and stakeholder involvement.

Currently, in organizations, customer satisfaction and focus on successful sales are not enough to improve the organization’s assets and maintain a competitive position in the market. Therefore, companies should adopt the necessary measures and strategies to attract and preserve effective human resources. Without the power of efficient human resources, an organization is unable to create transformation, development, and excellence and achieve a strategic model and the set goal. For this purpose, there should be management that leads the organization and creates an efficient structure for the production of human resources. Brand human resources management is a differentiation in the core of human capital management strategy.

The main function of brand-based human resources management is to attract potential workforce outside an organization and maintain talent within an organization. Human resources management can play an important role in the success of an organization’s branding; however, it has received less attention.

This study aimed to explore the perception of the concept of brand-based human resources and to present its dimensions and components; in terms of purpose, data collection, and data certainty, this study was applied-developmental, descriptive, and exploratory, respectively. The statistical population included written sources or texts related to brand-based human resources management that were available. Moreover, the sampling method in this study was purposeful.

The main findings of this study included identifying the dimensions and components of brand-based human resources management in 17 basic themes, 8 organizing themes (components), and 3 comprehensive themes (dimensions).

Based on the findings of this study, it is possible to evaluate companies’ brand-oriented level of human resources management. Accordingly, action is taken to plan to improve weak aspects.

Models for public sector organizations performance management have ignored the role of leadership. In other words, there is no consistency between leadership in performance management models and its concept in the theoretical foundations of organizational behavior management. Thus, this research aims to design a model for Iranian public sector organizations performance management with an emphasis on leadership as a driver. The methodology of this research is design science. First, 240 literature sources on performance management (at the organizational level) and leadership were reviewed, classified and thematically analyzed. The same process was followed for semi-structured interviews with experts. Experts were selected by snowball sampling technique according to scientific, experimental and perceptual conditions. Then, using thematic analysis, a new performance management model based on leadership as a driver was designed. The proposed model categorized the components into three levels: ten elements for the first level (performance management main components) and at the second and third levels, leadership consists of 3 dimensions and 14 sub-components, respectively: leadership traits (5 sub-components), leadership behaviors (5 sub-components), context in the form of leadership neutralizers and substitutes (4 sub-components). It is necessary to pay attention to these components in the Iranian public sector organizations PM model.

About a decade has passed since the establishment and implementation of the current performance management system of Iranian public sector organizations according to the criteria of the Civil Service Management Act. Nevertheless, this system has not been scientifically and comprehensively pathologized. Since the possible failures and shortcomings of the current system will cause deep performance gaps if they are placed together and continue, so the purpose of the present research is the pathology of the mentioned system. First, the literature on performance management (at the organizational level) was studied and the selected sources were reviewed, classified, and thematically analyzed. Then, semi-structured interviews with nineteen performance management experts in public sector organizations were conducted based on the extracted themes. Experts were identified by snowball technique considering scientific, experimental and perceptual conditions. Subsequently, inductive thematic analysis of the interviews data and pathology were performed. In this phase, 500 codes were assigned to the data. Findings of this research include a global theme (the failures of mentioned system), 6 organizing themes (major failures including planning problems, legal and contextual deficiencies, proficiency problems and poor insight, conflict of interest problems, executive and logistical deficiencies, theoretical problems in the current model) and 55 basic themes (minor failures). Considering the variety, multiplicity and scope of the mentioned failures, corrective measures should be taken with the participation of various specialties in the field of management knowledge. Some reforms are possible within this system, while others require improvements in other subsystems of the Iranian administrative system.

The aim of this study was to present a causal model of factors affecting the formation of organizational forgetfulness in government organizations using structural equations. The method of the present study is descriptive (non-experimental) and the correlational research design is structural equations with the least squares method. Participants in the present study included managers and experts of government organizations in Tehran. According to Cochran's formula, 234 managers and experts of government organizations in Tehran were selected as a statistical sample using simple random sampling. The standard questionnaire of Huang et al. (2018) and Yeh et al. (2020) were used to measure the research variables. This questionnaire consists of 24 items. Questions were measured based on a five-point Likert scale (strongly disagree = 1 to strongly agree = 5). The internal consistency coefficient of this questionnaire was 0.85 using Cronbach's alpha. Findings indicate that the impact factor of knowledge management and experienced manpower on promoting organizational resilience and interpersonal communication is significant at the level of (0.01). Also, promoting organizational resilience and interpersonal communication have a significant effect on random and targeted organizational forgetfulness, and meritocracy plays a moderating role in the organizational forgetfulness model. The results showed that 29% of the variance of organizational resilience promotion, 78% of interpersonal communication, 69% of random organizational forgetfulness and 55% of targeted organizational forgetfulness are explained by the research model.

The present study set out to identify the human resource productivity antecedents conducting a meta- analysis.  This applied study employed a quantitative descriptive research design. The study corpus consisted of articles published in scientific journals in the field of human resource productivity within the period from 2011 to 2019, among which 48 articles were recruited through a non- random purposive sampling procedure and underwent the meta-analysis. The selected studies were analyzed using CMA2 (Comprehensive Meta-Analysis Software) software. The reliability of the selection procedure and categorization of the studies as well as the reliability of using specific concepts for coding the variables were both confirmed by the examiners. Moreover, the reliability of the significance level and effect size were obtained through the agreement in measuring the effect size by two analysts. The findings revealed that among the antecedents of human resource productivity, emotional intelligence (0.767), organizational entrepreneurship (0.761), talent management (0.728), self-discipline (0.720), job motivation (0.705), organizational health (0.691), career advancement (0.652), effective leadership (0.635), quality of work life (0.632), job autonomy (0.623), employee creativity (0.618), organizational agility (0.618), information and communication technology (0.585), organizational trust (0.581), knowledge management (0.563), social responsibility (0.548), and social capital (0.523) had high effect sizes (above 0.5), respectively.

The purpose of the study at hand was to identify the pattern of the staff envy management in public organizations. Adopting a systematic, scientific research design, this study set out to answer the main research question, “How is the pattern of the staff envy management in public organizations?” Relying on the qualitative research approach, the study used Strauss and Corbin systematic grounded theory method. Data collection was done through semi-structured interviews with 24 participants. Based on the obtained results, the causal conditions were classified as four categories, namely individual, sociopolitical, structural, and administrative-managerial factors. The core theme was found to be comprised of emotional, cognitive, and behavioral categories. The related actions and interactions were named strategy categories; these eight categories were organizational transparency, enhancement of managers’ emotional intelligence, justice-orientedness, enhancement of the staff’s spirituality and professional morality in the workplace, cooperation-competition strategy, managers’ support of the staff, provision of job security, and reduction of distrust and dissimilarity among the members of a department. The contextual conditions were explained as the three categories of social factors, cultural factors, and materialism. The concepts obtained from intervening factors were classified as the work experience/contract and the staff’s behavioral traits. Finally, the consequences were divided into individual and organizational factors.

several researches have been done on different types of corruption but fewer have been done on academic corruption. Since there has not been an inclusive synthesis and study on existing literature this research is doing so through scoping review analysis on the existing literature in Farsi. Scoping review is a relatively new approach. The reviewed literatures include books, articles, dissertations and reports which were analyzed based on the date, methodology, topic, writer, keywords and type of the document. After checking the scientific databases, the number of 36 articles, 46 dissertations, 4 books and 6 reports were extracted and analyzed through the years 1379-1399. Due to the findings most of the literatures belong to the decade nineties. The most frequent topics were plagiarism and scientific fraud, and the lack of other examples of academic corruption is palpable.

Nowadays, human resources are a vital asset for the organization. The sense of identity of human capital with the organization creates numerous added values for the organization. Accordingly, in this study, the model of employee identity management in public organizations using a mixed approach has been addressed.

This research is exploratory in terms of purpose and applied research regarding type of use.  Moreover, an exploratory mixed method was used in this study. In the qualitative part, the grounded theory was employed, and in the quantitative part, the descriptive-survey research method was utilized. In the qualitative section, the required data were collected using non-probable snowball sampling as well as semi-structured interview with 20 experts in human resources. In the quantitative section, the data were collected by cluster sampling among municipal employees of Kermanshah, Iran.

Based on data analysis, causal category includes organizational, managerial, and individual factors. Central category consists of membership, similarity, loyalty, and compatibility. Intervening category contains economic factors, political factors, organizational aspect, external relations. Contextual category includes organizational support, working groups, organizational culture, organizational strategy, and characteristics of the organization. Strategies comprises the development of organizational self-esteem, development of organizational intimacy, development of organizational vitality, and increasing legitimacy. And finally, the consequences include social, functional, behavioral, and attitudinal factors. Based on quantitative data analysis, the fit of the research model was confirmed.

Optimal implementation of employee identification strategies can improve employee retention in the organization. Managers can improve the recruitment rate of new employees by promoting identification.

Today, resistance economy is considered as a tool for economic prosperity. In this regard, the word resilience in order to strengthen organizations has attracted the attention of many researchers. The resilience of organizations to crises has been one of the most important theoretical and applied concepts in management and organization literature in recent years. Today, despite Pay attention to resilience and its widespread use in various domains in relation to organizational resilience, there is limited theoretical and practical understanding of this concept in its evaluation and measurement. The purpose of this study is to identify the dimensions and components of organizational resilience. The research method is qualitative and textual thematic analysis. This research, in terms of the purpose, is development-functional type and in terms of data collection is descriptive and in terms of data certainty, it's kind of exploratory. Dimensions and components of resilience were extracted from 26 sources. The result of the literature review was the extraction of 43 basic themes (Component 2), 11 organizing themes (Component 1) and 3 general themes. The general themes include strategic, managerial and structural dimensions.

The purpose of this study is to identify the causes and contexts of the phenomenon of organizational forgetfulness in government organizations. In addition to examining the roots of the formation of this issue, this study seeks to explore its consequences and thus achieve the development of operational strategies to mitigate the negative consequences. The method of data collection in this study is in-depth interviews with experts. Twenty interviewees were selected based on saturation limit in this study. The data obtained from the interview were analyzed through the grounded theory. In the end, the main causal conditions include intra-organizational components such as organizational culture and personality, defective knowledge management cycle, employee inadequacies and difficulties of job status and extra-organizational components such as political pressures on the organization. Also, good governance and organizational independence are the main intervenors of the issue and effective cultural dimensions, organizational assets, internal organizational processes and systemic components should be considered among the main underlying conditions. Our findings show that organizational forgetfulness is an event with positive and negative consequences and we need to use short-term and long-term strategies to correct negative consequences and reinforce positive consequences.