جستجوی مقالات مرتبط با کلیدواژه "human resource architecture" در نشریات گروه "علوم انسانی"

The study aims to identify the drive factors of human resource architecture model for managing volunteers in university sport events. The research uses a mixed exploratory method, in which thematic analysis method in the qualitative phase and structural equation modeling in the quantitative phase were used. The Statistical population in the qualitative part includes experts in the field of human resource management, volunteering and university sports and 19 interviewees were selected as the research sample using snowball sampling method. In the quantitative part, 278 volunteers with experience of volunteering in national and international university sports events were selected as the statistical sample. The research method in the qualitative part included a semi-structured interview, and in the quantitative part, a researcher-made questionnaire, whose face and construct validity was confirmed and its reliability was determined by Cronbach's alpha test. Data analysis was done using Spss and Amos version 24 software. The main components of human resource architecture drivers include volunteer competency, training, encouraging participation, empowerment, leadership, managers competency, implementation and feedback, recognizing participation motivations, job description, Job setting and job ladder that were classified into six main categories of knowledge and information, psychological empowerment, managerial ability, career path, recruitment, retention and support.

The human resources architecture model has designed the structure of human capital based on the two components of strategic value and the uniqueness of skills, considering the wide scope of providing government services and the central role of the intelligence component in determining the performance of human resources as the most valuable resource of the organization, the link between 3 The component of value, skill and intelligence, identifying relevant indicators and determining the importance of each of these indicators at different administrative levels of the Ministry of Energy's headquarters has led to the design of a new model. The type of research method of the current research is mixed. In the first phase, after a library study using the quantitative content analysis and the fuzzy Delphi techniques, the primary indicators were summarized and in the statistical part, the relationships were examined using the fuzzy DANP technique, the weight of each specific index and the equation of each organizational level were discovered. The results indicate that the indicators can be classified into three general, common and specific sections. Among the general indicators that have been repeated in all three levels of the organization, there is the reliability index, and among the specific indicators at the expert level, the problem focus index, at the group head level, the consultation index, and at the deputy director general level, the willingness to reform and the improvement of systems index have been allocated the most weight. Also, the results confirm that the weight of the value component at the level of the deputy general manager is more than the 2 components of intelligence and skill at the same level. Also, the weight of the skill component in this level is higher compared to the previous levels. At the end, the research model was approved by the experts.

The aim of the current research is to design smart human resources with a digital transformation approach. Considering the expansion of the function of transformative technologies in businesses and the growth of knowledge measures, designing a structural model of digital transformation in the human resource management systems of knowledge-based companies plays a great role in their excellence and sophistication. In terms of purpose, this study is an applied-developmental research and it was carried out with a cross-sectional survey approach.

In order to identify the underlying issues of smart human resources architecture based on digital transformation, we have used the theme analysis method and MaxQDA software, and to provide a structural approach, we have used the structural-interpretive method and MicMac software.

By analyzing the content of the expert panel interview, which includes seventeen academic elites, human resource managers and digital transformation managers in knowledge-based companies, 245 codes were identified in the open coding stage. Finally, through axial coding, three comprehensive categories, eight organizing categories and sixty-two basic themes were identified, which in comprehensive categories, was categorized in the form of managerial factors, process factors and human resources factors.

Based on the analysis, it can be stated that the strategies of organizational architecture, human resource management, core technology, employee participation, and human resource architecture have the greatest power of influence on structural model design and they have great influence on knowledge management and organizational learning. Making the human resources smart can be achieved by paying attention to these two factors.

The purpose of this study was to review and examine the literature– including the existing definitions, models, and frameworks – related to the organizational socialization arena in order to provide a comprehensive and systematic model. To this end, the study at hand was carried out using meta-synthesis method, and a mixture of qualitative and quantitative methods were used for data analysis. The information and data was collected through library research method based on the exploration of existing documents and evidences. The research population included all articles and theses published in relation to the research topic. After designing the questions, searching the databases, and running the CASP analysis, 107 research reports from among the articles published from 1976 to 2020 were allowed into the analysis phase. According to research results, the main concept forming the socializing capabilities of individuals was divided into fundamental and task-based capabilities. Moreover, the stages of organizational socialization were found to be preparing, welcoming, informing and familiarizing, guiding, and creating long-term relationships. The balance and relationship are the concepts that form the concept of socialization systems, and the organizational socialization results include primary and secondary outcomes. The attainment of a comprehensive model in the organizational socialization realm through meta-synthesis is among the innovations of this study.

The development of knowledge capabilities is one of the competitive resources for customer value creation in innovative defense organizations that is manifested in the context of human resource architecture. The main purpose of this study is to investigate the impact of human resource architecture on customer value creation in a defensive organization. We attempted to introduce a human resource architecture framework consisting of human resources practices, social context, and organizational learning to achieve customer value creation. The statistical population of the study is one of the subsidiaries of the Ministry of Defence and Armed Forces Logistics that the managers and experts of the organization were selected as the statistical analysis unit. Based on the review of previous studies, the sub-factors related to the research variables were extracted and the constructs of the research model were identified and confirmed using exploratory factor analysis and confirmatory factor analysis techniques. Then, the hypothesized relationships were investigated using the structural equation modeling technique. The obtained results show that human resource practices affect customer value creation and the type of employee membership moderates this relationship. Social context and organizational learning also reinforce this impact. Other findings indicate that the relationships considered in the research model were confirmed. top managers of the organization in particular, and other managers of defensive organizations in general, can utilize the proposed model as a scenario of human resources roadmap to achieve customer value creation according to the main mission and goals of their organization

Considering the special nature of university sport events and specific target group participating in the event, managing the volunteers in such events needs to have certain characteristics and meet special needs. The volunteer managers are encouraged to implement Human Resource (HR) practices and models including Human Resource Architecture (HRA) model in working with the volunteers (1). In order to do so, identifying the components affecting the volunteer HRA model will increase the efficiency and effectiveness of volunteer management in the university sport events.

The human resource architecture model is the process of determining and combining appropriate elements of HRM in order to present an image in which coordination between the behavior and activities of HR, missions, and goals of the organization can be viewed. Positive organizational behavior is the study and use of HR strengths and psychological capacities that can be measured and trained to improved performance.

The research is to identify the dimensions of the Positive Human Resource Architecture Model, which is a combination of indicators of strategic and unique value, and adding dimension of positive behavior. This research in terms of goal is development and in terms of data type and method is quantitative.

16 experts in the field of HR and psychology were selected by judgmental sampling. Data were collected by a researcher-made questionnaire, analyzed by the Fuzzy Delphi method. The validity and reliability of the questionnaire were evaluated and confirmed by content, and Cronbach's-alpha methods.

This study confirmed the uniqueness and strategic dimension and confirmed the positive-behavior dimension in the Positive Human Resource Architecture Model.

The Positive Human Resource Architecture Model with eight occupational groups, based on three main dimensions, was identified and introduced.