جستجوی مقالات مرتبط با کلیدواژه « بهسازی منابع انسانی » در نشریات گروه « علوم انسانی »

The purpose of the research was to investigate the mediating role of information literacy in the impact of modern educational technology on the improvement of human resources (case study: physical education teachers in Karaj).

descriptive-analytical research method was field method. The current research population is 683 physical education teachers in Karaj. The sample size of the present study was determined by using Morgan's table of 246 people. The sampling method of the above research was stratified random. The measurement tools included new educational technology questionnaires (Yavoz, 2005), human resources improvement questionnaire (Volba and Jansen, 2010) and information literacy questionnaire (Siamak and Daverpanah, 2015). The content and form validity of the questionnaires were confirmed by the professors and then the Cronbach's alpha reliability of the modern educational technology questionnaire was 0.70, the Cronbach's alpha reliability of the human resources improvement questionnaire was 0.81, and the Cronbach's alpha reliability of the information literacy questionnaire was 0.76. In order to analyze the data of the present research, structural equation modeling method was used. The entire process of analysis was done using spss19 and Amose23 software.

The findings of the research showed that information literacy plays a mediating role in the impact of modern educational technology on the improvement of human resources.

Therefore, it can be concluded that if human resources have sufficient information literacy, modern educational technology can create an environment that enriches the educational environment, skills, behavior, learning style and improvement of human resources.

The current study aimed at presenting a model of human resource improvement with a transformational leadership approach in the education organization of Tehran Province. It was a descriptive study. The statistical population of this study consisted of the principals and deputies of the education organization in Tehran Province. The sample size was 320 people who were selected through simple random sampling. The data were collected by a human resource improvement with a transformational leadership approach questionnaire, which was developed during a qualitative study. The reliability of the instrument was calculated through Cronbach's alpha (r = .87). The data analysis, using confirmatory factor analysis method and structural equation model, revealed that the proposed model has a good fit. As a result, relying on the components of the model, the characteristics of transformational leadership can provide the basis for improving human resources in organizations.

The purpose of this research is to investigate the mediating role of human resource improvement in the relationship between knowledge management and the job performance of secondary school teachers in Karaj city. The current research is an applicable research in terms of its purpose, and a survey-correlation research in terms of research method. The statistical population of the research is 7690 secondary school teachers in Karaj city. Using the Tabaking formula, 200 people were selected as a sample from among the teachers by multi-stage cluster sampling method. To collect data, Velba & Jansen's human source training and improvement (2010), Lawson's knowledge management (2003), and Patterson's job performance (1990) questionnaires, which had acceptable validity and reliability, were used. Data were analyzed using descriptive and inferential statistical methods including correlation coefficient, path analysis, and structural equation model. The results showed that there was a significant relationship between knowledge management and job performance (p≥0.05). There was a significant relationship between improving human resources and job performance (p≥0.05). There was a significant relationship between knowledge management and improving human resources (p≥0.05). Also, the results of the structural equation model showed that the human resource improvement variable had a mediating role in the impact of knowledge management on job performance (p≥0.05). In general, it can be concluded that the improvement and development of knowledge management and training and the improvement of human resources can directly lead to an increase in the professional performance of teachers.

This article aims to provide a model for human resource development in Shiraz Municipality. In terms of purpose, it is an applied-developmental research and in terms of data collection method, a cross-sectional research. To achieve the research goal, a mixed exploratory design has been used. The statistical population in the qualitative section includes human resources professors and managers with a history of Shiraz Municipality. Purposeful sampling was performed and 15 subjects achieved theoretical saturation. The statistical population of the quantitative section also includes 3400 employees of Shiraz Municipality, which with the Cochran's formula, the sample size was estimated at 345 people. The required sample size was provided by stratified sampling method in four regions of Shiraz. Interviews and questionnaires were used to collect data. The basic categories of human resource development were identified by content analysis method and the final model was validated by partial least squares method. Qualitative data analysis was performed with Maxqda software and quantitative data with Smart PLS. The results show that inclusive categories are categorized in terms of strategic, educational, and growth factors. Strategic marketing factors are organizational factors that form the underlying elements of the model. Organizational categories of strategic factors include human resource management strategy and employee performance management. Organizing categories of educational factors also include organizational needs assessment, human resource needs assessment, and human resource training. Organizational categories related to growth and development also include the development of staff careers and the perceptual development of staff and the improvement of human resources.

The purpose of this study is to provide a model for success in domestic and foreign markets using training and improvement of human resources. Achieving the goals of the organization depends on the ability of employees to perform the assigned tasks and adapt to the changing environment. Implementation of training and improvement of human resources causes people to be able to effectively continue their activities in accordance with organizational and environmental changes and increase their efficiency. For this purpose, according to the literature review and analysis of the opinions of experts, experts and managers and the use of qualitative research method, exploratory type was used and semi-structured interview, content analysis, focus group and expert grouping were used. It is of qualitative type. First, qualitative data were obtained through semi-structured interviews as well as several articles. In Table 4, a total of 140 codes were extracted, which was obtained through 15 interviews. It was found that in the expert grouping session, it was grouped into 7 components and 3 dimensions by the experts.

Introduction & The purpose of this study was to identify the dimensions, components and factors of human resource improvement with a transformational leadership approach in the Tehran Education Organization. The research method was qualitative. The statistical population of this study consisted of experts and specialists in the field of human resources and according to Strauss and Corbin (10-25), after the interview with the sixteenth person, theoretical saturation took place. Data were collected using foundation data theory and after conducting semi-structured interviews with experts, through re-identified coding and axial and selective coding using Shannon entropy technique. Data analysis was performed using MAXQDA software. Finally, in 2 individual and organizational dimensions, 11 components (as follows) and 28 indicators were identified: culture of commitment (0403), central justice (0436), transformational moral leadership (0451), responsibility ( / 0432), Individual Attitude (0413), Personal Communication (0472), Job Adjustment (0521), Vocational Learning (0419), Performance Evaluation (0462), Supportive Policies (0461), Ethical Climate (0438 /). The results showed that the two individual and organizational dimensions and the 11 components mentioned are factors that can be effective in improving the human resources of the Tehran Education Organization.

The purpose of this study was to present a meritocratic process model in administrative system with human resources improvement approach at Golestan University of Medical Sciences. 

This research is an applied-developmental research with an exploratory approach. The statistical population consisted of academic and organizational experts (n = 35) and managers of Golestan University of Medical Sciences (n = 513). 220 individuals were selected through simple random sampling. Data were collected using standard questionnaires with appropriate validity and reliability. Descriptive statistics and structural equation modeling were used for data analysis using SPSS software version 25 and Lisrel version 8.8 software. 

The results showed that 23 indices with 7 components of meritocracy, meritocracy, merit selection, meritocracy, aptitude, meritocracy and meritocracy were identified and approved for the meritocracy model. Eighteen indicators were identified and validated with 5 components of training, career, performance evaluation, discipline and reward system for HRM model. Also, eight variables of organizational commitment, socialization, empowerment, flexibility, decision making, motivation, supervision and work ethic were identified as mediating variables of the model. The results of the situation analysis showed that the dimensions of the model in the administrative system were higher than the average level and were at the appropriate level. 

Therefore, meritocracy is a management philosophy and attitude in which human resources are considered in terms of their inherent effort and ability.

The purpose of this study was to identify the components of human resource improvement with an emphasis on meritocracy in the Iranian government.

This research was  a qualitative. The statistical population was decision team consisted of academic and organizational experts who were selected in a non-targeted (purposeful) and snowball manner with 35 individuals. The tools used in this study were semi-structured interviews whose validity and reliability were confirmed. The coding method was used for data analysis.

The findings showed that 23 indices with 7 components of meritocracy, meritocracy, merit selection, meritocracy, aptitude, meritocracy and meritocracy were identified and approved for the meritocracy model. Eighteen indicators were identified and validated with 5 components of training, career, performance evaluation, discipline and reward system for human resource improvement model

Limitations and Consequences:

 Various intrusive variables such as human resource education have not been studied in this study, and further research should consider, from this point of view, meritocracy and human resource improvement.

Practical implications: 

Understanding human resource improvement components with a meritocratic approach helps government agencies to assign individuals to different positions according to need and performance.

Originality or value of the article: 

This study was conducted in a qualitative manner and was therefore interviewed with academic and organizational experts and the components were studied comprehensively. So it has innovation. Because almost no comprehensive research has been found

The present research was conducted with the aim of analyzing the authentic leadership Identity Indicators in order to human resources improvement using Interpretative Ranking Process (IRP) approach. This research is an inductive deduction study that two qualitative and quantitative research approaches are used according to the type of data and conditions. The statistical population is 25 professors in the human resources field at the Faculty of Management, Tehran's state universities, who selected using purposive sampling. To confirm the validity, the questionnaire was distributed among experts and they were approved. Reliability of the questionnaires was confirmed by using Cronbach's alpha coefficient, which was equal to 0.79. According to results authentic leadership identity Indicators are: self-awareness, self-efficacy, self-affirmation, self-affiliation, leadership self-efficacy, leadership fame, leadership modeling, self-esteem and self-actualization. In addition, the components of human resource improvement are scientific knowledge promotion, meritocracy, the existence of talent management in the organization, the development of work skills, enhancement of staff capabilities, updating employee information, employee participation, personality development Coordinated in the staff, the existence of a performance-based reward system, organizational support, enrichment and business development, and the existence of an organizational climate. Also the results indicate that authentic leadership self-esteem improves human resources by helping to develop the personality of the staff and creating a talent management system.
The improvement of human resources, as a key, fundamental, and an essential, issue is one of the most urgent steps in organizations and in the field of human resource management. It is impossible to achieve the goals of development, construction, and establishing a proper condition for a supreme organizational life, unless there is a growth, enhancement, and improvement of human resources in all areas of the organization. Nowadays, all organizations make a claim that human capital is their prominent asset, since it is obvious to everyone that man is the main cause of improvement and the only one who shoulders the responsibility for development. The process of development and improvement, without the human participation, will be unavailing as human beings are both the goal and the means of achieving development and improvement. The necessity and importance of human resource development lies in the fact that efficient, skilled, and capable human resource is the prime booster and driving force for any organization. For the human capital to be efficient, competent and capable human resources, the fundamental solution is to employ human resource improvement programs. Using human resources improvement programs, people can effectively continue their activities and increase their productivity according to organizational changes and the environment. It was not only a few years ago that has considering the improvement of human resources been noticed under the scope of management of organizations and companies which in turn leads to paying attention to the management of human resources in this regard. Nonetheless, throughout the world, this process has long been applied to other countries and organizations. Today, successful organizations are those that make use of knowledge forces to take a step in creating values and strategies, as well as treasure the human resources and its improvement as the most precious values in the organization. Human resources are the most valuable factor of production, the most important capital, the main source for the competitive advantage, and the generator of the fundamental capabilities of any organization.
Case Study: Faculties of Management at Tehran State Universities.
This research employed a combination of interviews and a questionnaire to analyze the indicators of authentic leadership in order to improve human resources; therefore, this study is a deductive-inductive type of research. This study enjoys both qualitative and quantitative research approaches in line with the data and conditions. At the outset, through employing the qualitative data obtained from exploratory studies, including the investigation of exploratory texts, human resource improvement and authentic leadership identity indicators are acknowledged. After identifying the indicators, the IRP (Interpretative Ranking Process Approach) questionnaire is provided. The questionnaires were distributed among 25 Lecturers in the field of human resources at the Faculties of Management at Tehran State Universities. Expert's opinions were used to confirm the validity of the questionnaires. Also, the Cronbach's alpha coefficient was utilized to confirm the reliability of the questionnaires. In keeping with the research goal, purposive sampling was employed.
Having done exploratory studies on the authentic leadership identity, a number of indicators such as self-awareness, self-efficacy, self-loving, self-solidarity, leadership self-efficacy, leadership fame, leadership modeling, self-disclosure, self-esteem and self-sacrificing, were acknowledged; as with the human resource improvement, such components as establishing scientific awareness and the promotion of the employee knowledge, meritocracy, talent management in the organization, development of work skills, promoting the staffs’ capabilities, updating the employees’ information, employees’ participation, harmonious personality promotion in the employees, the existence of a performance-based reward system, organizational support, enrichment and the development of businesses, and the existence of an appropriate organizational atmosphere were identified. The results revealed that the most effective impact on human resource improvement could be attributed to authentic leadership self-efficacy. Moreover, the second place belonged to the authentic leadership modeling. Self-sacrifice, self-esteem and self-awareness were also held the fourth to sixth positions, respectively, in terms of improving human resources.
Concerning the development of human resources, the important point is that the development and improvement of human resources demands a driving force that improves their performance through the induction of psychological capacities. This force is but the authentic leadership. Therefore, the present study, which was an attempt to analyze the authentic leadership identity indicators in order to improve human resources, employed the interpretative ranking process approach. The results of the research consisted of identifying the indicators of authentic leadership identity and improving human resources and analyzing the domination of original identity indicators on human resource improvement. The aauthentic leadership identity indicators include self-awareness, self-efficacy, self-loving, self-solidarity, leadership self-efficacy, leadership fame, leadership modeling, self-disclosure, self-esteem and self-sacrificing. Furthermore, such the components as establishing scientific awareness and the promotion of the employee knowledge, meritocracy, talent management in the organization, development of work skills, promoting the staffs’ capabilities, updating the employees’ information, employees’ participation, harmonious personality promotion in the employees, the existence of a performance-based reward system, organizational support, enrichment and the development of businesses, and the existence of an appropriate organizational atmosphere constitute human resource improvement. It should be mentioned that the most effective factor affecting human resource improvement is the authentic leadership self-efficacy. Moreover, the authentic leadership modeling captures the second place. Self-sacrifice, self-esteem and self-awareness are also ranked as the fourth to sixth most important ones, in terms of improving human resources.

This study aimed to investigate human resource development and its impact on the effectiveness of employee performance and Charity Affairs Office of Fars province. The purpose of the study in terms of the type of application and the method of data collection is descriptive survey. The population consisted of 285 employees of the Department of endowments is the province with the Morgan 164 people participated in the study were selected as sample. Analysis of the data by using descriptive statistics (frequency, percentage, mean, standard deviation, median and mode) and inferential statistics (T single sample, regression and Pearson) was performed. The results generally showed that human resource development indicators have an impact on the effectiveness of employee performance. As well as between the components of the partnership, assessment and implementation and evaluation of the effectiveness there is a significant relationship.

With the emergence of the knowledge economy, human capabilities known as the Attitude change and variety of insight may enhance or reduce development of human resource in organization. Thus it needs rethinking how to provide human resource development. The aim of current paper is to reorganize effective mental factors and patterns or to explain the dominant mental paradigm for human resource development. The statistical society is experts of SID Organization in a province of Iran. According to the aim of study Q methodology was used and its performance of steps presented 7 effective factors. Based on the results of factor analysis, statistical or new roles for community research unit or experts are provided. Weaknesses that leads to a decrease in human resource development, has also been explained.

The purpose of the study is to identify factors related to two categories of "trainee's characteristics" and "training process", affecting training transfer in organizations. The data was gathered using qualitative research and case study. The research field was Ferdowsi University of Mashhad in 2014. The research sample included 34 participants comprising 13 managers, 12 faculty members and 9 employees. The research instrument was a semi-structured interview. The results showed that factors affecting training transfer with regard to trainees characteristics were eight factors of individual capabilities, continuity of knowledge, practical background, functional leverages, job knowledge, behavioral motives, perceived capability and a sense of need, and regarding training process, seven factors of training needs analysis, training materials and resources, the role of the trainee, desired training output and training policy, time of classes, and continuity of learning experiences. Considering these factors could help organizations to achieve the goal of "Training Transfer" or "Transfer of Learned materials into the workplace" that is the perennial concern of managers and main factor to assess the effectiveness of training.

The purpose of the study is to identify factors that does not originate directly from the training program and how to implement it, but included in the two following categories of “organization environment” and “meta-organizational factors” affecting the training application in the organization. The findings of the study were obtained using qualitative research and case study method. The research field was Ferdowsi University of Mashhad in 2014. To collect data, 34 people were considered for the population, including 13 managers, 12 faculty members and 9 employees. The research instrument was a semi-structured interview. Results showed that factors affecting the training application in university following factors related to organization environment include eight factors: climate of application of Education, Supervisor and Peer Support, outcome of application, Providing a appropriate substrate, Encourage to work, Organization Culture, Occupation Guarantee and Organization Demands and meta-organizational factors are 3 factor: Expectations of society, Social status and the rapid development of science and technology. Considering these factors could help organizations to achieve the goal of “Application of Training”, that is the perennial concerns of managers and main factor to assess the effectiveness of education.

The present study examined the relationship between knowledge management and human resource development from the viewpoint of Urmia University staff using descriptive Survey study، has been done. 223 employees were randomly selected. Data were collected and analyzed based on the research hypotheses، using Pearson correlation coefficient، MANOVA analysis، ANOVA analysis، multiple regression analysis and T test were analyzed. The results showed that there is a correlation between knowledge management and human resource development and knowledge management component of the total development of human resources، there is a significant positive relationship. In addition to these components of knowledge creation، knowledge sharing and stored knowledge can be positive and significant predicted aspects of human resource development: Training، performance evaluation، job promotion، discipline and system of rewards / punishments.

The aim of this work is to demonstrate how a Goal Programming model can be useful and operational in the process of decision-making in a university system, especially when dealing with the efficient assignment of the financial resources available among the diverse departments toward the promotion of instructional human resources. With this model, we intend to provide the governing bodies of public universities whit a valid methodology that is easily adapted and that may be implemented in any university. Within this frame work, in the present paper a model has been developed provides a mechanism for the optimal distribution of financial recourse once these total amounts are known. In particular, the study focuses on the management of funds acquired for purposes of the development and promotion of teaching and research stuff. To this end, a Goal programming model is formulated, which incorporates the concepts of efficiency, internal allocation equity paying careful attention to both teaching and research aspects of department. For the assessment of the model, our study focused on the 14 departments of Shahid Beheshti University. These departments are the most suitable functional units for this study because instruction and research in the departments of this university seem to be somehow balanced. Based on the findings of this study, resource allocation in the selected university was not optimal and proved to be at variance with university policies and objectives of human resource. This points up the fact that the use of goal programming to assignment of the resources provides an efficient mechanism which facilitates the achievement of teaching and research goals at higher education.

Not only does human resource management increase the capabilities of the employees, but also paves the way for motivating the employees to act more creatively and produce more knowledge and have integrative cooperation which may result in reduction of the expenses. This research is intended to review the components of optimizing human resource and presenting an appropriate model for successful carrying out of optimization methods. These are considered seriously in training and apprenticing, application of the knowledge derived from technology, employees performance evaluation and its results, and reward mechanism. This is an applied research following analytic-descriptive method. Questionnaires and personal interviews, review of documents are used as research instruments. Also, the idea of experts in the field of human resource management in power industry and descriptive and inferential statistics such as two-sentence and Friedman tests, were used as research instruments. The results indicated that a considerable attempt is being done in power industry for optimizing human resource. There have been training and apprenticing courses in the industry for designing appropriate models. The number of the courses hold, as well as the effectiveness of them, indicate that they have been quite active with regard to need analysis, method analysis and carrying out programs. Yet, evaluation system was found to be less effective, which needs to be designed again to fit power industry. A mechanism is presented to solve the problem. Therefore, considering new model presented in this research, gaining competitive advantage, promoting the quality and capabilities of human resource, productivity and entrepreneurship, necessity of optimizing human resource and its components are the most important indicators for the human resource management in power industry.