جستجوی مقالات مرتبط با کلیدواژه « جذب و استخدام » در نشریات گروه « مدیریت »

The purpose of this research is to design special recruitment and use scenarios for Generation Z employees.

The present research is a qualitative descriptive-analytical research and in terms of purpose, it is applied. The research community includes 12 experts from the petrochemical industry. And 31 indicators were identified through the Delphi method and the indicators were analyzed using the method of structural-interpretive equations and the formation of the achievement matrix. 

The results of the research identified 5 important levels in identifying effective factors in attracting and hiring generation Z employees. In the first level, 5 indicators (merit selection, improving organizational selection, organizational attractiveness, highlighting goals and values, creating an environment of accountability and acceptance of transformational managers), in the second level 3 indicators (developing generation z culture, paying attention to the values ​​of employees and team-oriented, communication between cultural) in the third level, 5 indicators (formation of electronic government, relying on remote work, upgrading technological infrastructure, support functions, eliminating bureaucracies), in the fourth level, 6 indicators (using digital skills, creating a multicultural organization, improving the quality of work life and satisfaction career, adaptation to work culture, sense of belonging to work and teaching organization, division of work according to the abilities of the generation, planning to reduce continuous job change), at the fifth level 5 indicators (educational policies in management fields and increasing skill training, In-service training courses and employee empowerment, turning the interested workforce into job candidates, giving benefits according to the scientific and skill abilities of the job, planning the design of attractive jobs based on the knowledge and ability of the generation) were determined.

Variables of needs assessment and public information, making jobs attractive for generation z, measuring the capacity and efficiency of a person when hiring, measuring people's computer skills, hiring using social networks, applying for a job online and building a personal brand as the most basic elements. The model was identified.

Today, Recruitment has moved from the traditional era, the age of modern technology has embraced us, and new strategies are emerging, such as an emphasis on skills assessment and the use of online methods. On the other hand, the establishment of AI with general goals is still a long-term goal in the field of HRM. The rapid development of specialized AI systems in the automotive industry, social media, advertising and marketing has been remarkable, but much less progress has been made on employee management issues as the first step in the path of AI in HRM. The present research tries to identify the applications of AI as a new knowledge in recruitment, in addition to creating a bridge between these two areas by using AI in HRM to take an effective step in attracting qualified and effective people in organizations.

The present research has been done qualitatively and with a case study strategy. Interviews were used to collect information and themes analysis was used to analyze the information.

Based on the findings, the identified applications and requirements for using AI in recruitment include 7 main themes: Applications, Technical requirements, Intelligence requirements, Performance requirements, Ethical requirements, dysfunctions and Non-structural factors.

The purpose of this study is to identify the factors affecting justice in the process of attracting and hiring human resources in Iranian government organizations.

The research method is mixed (quantitative content analysis method - quantitative method)

Factors affecting justice in the recruitment and employment of human resources were divided into two general categories of external and internal factors. 4 cultural, economic, social and political dimensions were identified as external factors and 3 dimensions (management of ethics, values ​​and culture), individual and internal as internal factors and a total of 2 factors, 7 dimensions and 48 indicators were identified in the 3 mentioned processes.To assess the impact and prioritization of the components, a researcher-made questionnaire was distributed among 214 managers and senior human resources experts of government organizations. Data were analyzed using binomial test and Friedman test.

Political, social, cultural and economic factors have an effect on attracting justice-oriented, respectively. Also, individual factors have the most impact and the factors of managing ethics and values ​​and organizational culture as well as internal organization, in terms of effectiveness in attracting justice-oriented, are in a group and after individual factors.

Outsourcing services is a growing strategy that can help increase the productivity and competitive advantage of organizations. The aim of this study was to identify the requirements and achievements of the outsourcing strategy of recruitment and training and its effect on employee empowerment.

This research is applied in terms of purpose and has been done with a consecutive mixed approach (qualitative-quantitative). The participants of the qualitative stage were managers and experts of the Ministry of Sports and Youth in the field of outsourcing. The required data were collected through semi-structured interviews and analyzed by content analysis method. In the quantitative stage, 202 persons of managers and employees of this ministry were selected by simple random sampling method. The data collected using a questionnaire were analyzed by structural equation modeling.

The requirements and achievements of the strategy are presented in the form of 27 basic themes, 7 organizing themes and 2 comprehensive themes. In addition, the validity of the model presented and the effect of this strategy on employee empowerment is confirmed quantitatively. Coclusion: Outsourcing employee recruitment and training can help reduce costs, facilitate the hiring process, and create entrepreneurial opportunities. Furthermore, It can facilitate employee empowerment by enhancing the effectiveness of these functions.

This research studies cancellation causes of final accepted persons in recruitment test of National Iranian Oil Company in 2006. In this regard, 274 questionnaires were gathered and analyzed. To analyze the data, SPSS software was used. Also, correlation coefficient, T test of independent groups, and factors analysis method were used. By applying the factors analysis on 26 variables, 6 factors were obtained as the main causes of cancellations, which they, by importance, are: “kind of job” that includes 6 variables with 23.6% of importance; “limitation of facilities of the work place for individuals and their families” that includes 6 variables with 10.3% of importance; “salary and benefits” that includes 4 variables with 7.9% of importance; “official and managerial problems” that includes 5 variables with 6.6% of importance; “recruitment opportunities in other organizations” that includes 3 variables with 5.5% of importance; and “training problems” that includes 2 variables with 4.8% of importance. It is necessary to note that the 6 above-mentioned factors generally explain 56 percentage of the variance (percentage of dispersion) of cancellations, which maximum variance is for “job kind” (23.6%) and minimum variance is for “training matters” (4.8%).