سازمان های دولتی

The purpose of this research was to analyze and validate the consequences of communication maturity in Iran's government organizations. This research was done with a practical purpose and with a mixed approach and exploratory strategy. The qualitative part was done with thematic analysis method and the quantitative part was done with descriptive-survey method. The statistical population of the qualitative section was university and organizational experts who were interviewed by targeted sampling, 16 people until complete theoretical saturation. The statistical population of the quantitative part was also the employees of the Agricultural Jihad Organization of West Azerbaijan Province, who were selected as the sample of the study using stratified-proportional sampling method. The analysis and analysis of data in the qualitative part of the model proposed by Brown and Clark (2006) and in the qualitative part to measure the validity of the themes and the index  Confirmatory factor analysis was used. The findings showed that the model of the consequences of communication maturity on five overarching themes: (1) improving productivity, (2) improving the satisfaction and trust of stakeholders, (3) improving organizational innovation and competitiveness, (4) improving the mental and emotional health of employees, and (5) ) Achieving order and organizational integrity is solid.  The results of this research, while developing the theoretical literature, help a lot to strengthen the culture of communication and improve the performance of organizational communication and lead to the empowerment of human resources such as improving interpersonal communication skills, effective listening skills, negotiation skills and conflict management

The Internet of Things constitutes a global digital neural network of various devices and sensors, which can connect various devices to each other or to people. Therefore, the current research was conducted with the aim of identifying and prioritizing the results of the effective implementation of Internet of Things in human resources processes. This research is applied in terms of purpose; in terms of data collection method, it is both survey and exploratory, and it follows a comparative and inductive research philosophy. The statistical population of the research consists of experts, including senior managers and managers in the field of technology and information of government organizations in Lorestan province, whose sample members were selected using the purposeful sampling method and based on the principle of theoretical saturation. The data collection tool for the qualitative part is interview while the quantitative part uses questionnaire. The validity and reliability of the tools were analyzed using content validity and intra-coder inter-coder reliability for the interview, and content validity and retest reliability for the questionnaire, respectively. In this research, the content analysis and coding method was used in the qualitative part, and the fuzzy cognitive map method was employed in the quantitative part for data analysis. In this research, the findings of the qualitative part include identifying the types of Internet of Things, while the findings of the quantitative part relate to the prioritization of these factors. Therefore, the most important consequence of the Internet of Things is the intelligentization and automation of employee performance control, helping the growth and development of the individuals and promoting openness to change.

Today, the management of  governmental organizations in Iran is suffering from the governance of eldery managers and the emergence of gerontocracy. Therefore, the current research aims to identify the causes of the emergence of gerontocracy in these organizations and help them to address it, reducing the effects of gerontocracy in the country. This research has been done with a fundamental orientation and philosophy of constructivism as well as qualitative method, using themes analysis, purposeful sampling and semi-structured interviews with 14 experts in this field. Data analysis started after familiarizing the researchers with the data and continued by creating primary codes and coding, and searching for and identifying themes to draw and analyze the thematic network. Results indicated 50 Concepts, classified into 14 sub-themes and six main themes. The causes of the emergence of gerontocracy in Iran's governmental organizations can be classified into the dimensions of gerontocracy oligarchy, organizational obstacles, legal vacuum. The control strategies of this phenomenon can be classified into the dimensions of developing an efficient governance, reforming power and laws, and paying attention to rationality. The results of the research can improve the future of the youth in the management of organizations and provide a way to entrust matters to worthy young people who adhere to the system of the Islamic Republic of Iran.

Social justice is an important issue that necessitates addressing inequalities through systematic institutional measures. The aim of this research is to develop a model for institutionalizing social justice within government organizations in Iran.

This qualitative research was conducted utilizing the Foundation's data methodology. The statistical population comprised experts. Through the snowball sampling technique, a total of 14 individuals were selected as a sample until theoretical saturation was achieved. The qualitative data analysis involved the application of a coding technique, which was employed at the levels of open codes, axial codes, and selective codes.

The findings identified several causal conditions, including the institutionalization of social justice among officials and the public, the promotion of equality in social and economic opportunities, and the equitable distribution of wealth and public services. Additionally, strategies were established, such as educating individuals about social justice within family contexts. The primary objective identified was the institutionalization of social justice, with notable consequences including enhancements in workplace culture within government institutions.

Fostering a culture of fairness and equity in social interactions, thereby laying the groundwork for the advancement of social justice.

The present study has been conducted with the aim of presenting the metaphor model of paternal house based on individual behavior in the public sector. The research design in this study is mixed (qualitative-quantitative). In the first stage, a qualitative study was designed and implemented with the aim of identifying the criteria and indicators of the paternal house metaphor in government organizations, and the content analysis method was used, and the data was analyzed using the seven-step Claesian strategy. In the second stage, which was a quantitative study, the Structural Equation Modeling (SIM) method was used to validate the identified model. The field of research in this study is experts and experts in the field of management metaphors, using the criteria sampling strategy, a total of 11 experts in this field were approached and interviewed. The findings showed that the criteria and indicators of the paternal house metaphor model based on individual behavior in the public sector include organizational commitment in employees, the effectiveness of employees, the importance of tasks, trust between employees, the dependence and attachment of employees to the organization, the desire to continue working with the organization, loyalty and A sense of responsibility towards the organization, altruism Employees, work conscience in employees, protection of organization's resources, civil behavior and social etiquette of employees, interest of employees and sincerity of employees.

Trust in the organization is divided into three categories: individual trust, interpersonal trust, and organizational trust. Although some previous researches have examined trust in the organization, especially interpersonal trust, research that specifically focuses on organizational trust, the employees’ trust toward the organization, is rarely seen, and the lack of an organizational trust model, especially in Iranian organizations, has caused numerous problems. Therefore, the current research aims to present a conceptual model of organizational trust in Iran's governmental organizations. This research is qualitative and is based on the grounded theory with a systematic approach. Theoretical saturation was achieved after conducting 17 semi-structured interviews with government organizations experts. Data analysis was done based on coding processes and using MAXQDA software. In addition to confirming the results of previous researches, this research achieved new findings. Based on these findings, organizational trust in government organizations is established in the form of reliability and predictability based on the causes of trust-building management, trust-building organization, and trust-building employees. Moreover, organizational trust affects the use of strategies such as ethics-orientation, interactions, regulations, and organizational processes. The consequences of these strategies include improving performance in the aspects of improving the psychological well-being of employees and the productivity of the organization; and also improving the satisfaction of stakeholders in the form of people's satisfaction and the organization's legitimacy. The context of effective application of these strategies is the internal environment including the atmosphere and physical environment of the organization and the external environment including the political environment, economic conditions, and national culture. In the meantime, the influence of intervenors such as organizational conformity and demographic components of the organization on the effectiveness of these strategies should not be ignored.

In recent years, artificial intelligence (AI) has emerged as a remarkable phenomenon, creating a massive transformation globally and becoming a necessary condition for the development and progress of both private and public organizations. The successful implementation of any project requires capacity building, which involves identifying needs, challenges, capabilities, and strengthening systems along the path to development. Accordingly, the aim of this research is to identify the necessary capacities for the implementation of AI in public organizations and to propose a comprehensive model for this. Using a qualitative method based on grounded theory, 15 academic experts and public sector managers were selected through snowball sampling and responded to the research questions through semi-structured interviews. In the data analysis, using thematic analysis and open coding, 10 overarching themes, 36 organizing themes, and 66 basic themes with varying degrees of recurrence were identified. Based on the researchfindings, effective and successful AI implementation in public organizations requires attention and action in several areas: resource and infrastructure provision, policy-making and planning, data management, strengthening human resources, inter-organizational interactions, governance commitment, enhancing organizational culture, socialization, supervision and evaluation, and innovation. Each of these areas includes organizing and foundational themes necessary for implementation. In conclusion, a comprehensive model for AI capacity building was presented for use by public organizations and public management.

s.Abstract This research was done with the aim of designing an organizational disclosure model in government organizations. This research is developmental in terms of practical purpose, in terms of approach, and mixed (qualitative-quantitative) in terms of data analysis. In the qualitative phase of the research, using the theoretical sampling method, 10 experts were selected as the statistical population and subjected to in-depth interviews. In the quantitative phase, all senior and middle managers of government organizations in Kermanshah province were considered as the population, and 210 people were selected as a statistical sample based on random sampling. The main tool of data collection in the qualitative phase of the research was in-depth and unstructured interviews with experts. In the quantitative phase of the research, a closed and researcher-made questionnaire consisting of 30 items was used as the main tool for data collection. In the qualitative phase of the research, the data obtained from the questionnaire were analyzed based on the theme analysis method. In the quantitative phase of the research, SPSS and smart-PLS software were used to perform descriptive and inferential analyses. Finally, the results of the research led to the design of the organizational disclosure model in government organizations, and the hypothetical relationships and the complete structure of the model were tested and verified in a large society.Based on the research findings, the proposed model includes three categories of factors, which are: causal factors; mediating factors; And finally, consequential factors.

Generation Z employees, whose presence in government organizations is increasing compared to other generations, have ideas, desires and mentalities that are appropriate to their generation, and the management of this generation brings fundamental challenges for organizations, so the purpose of this research is to investigate the antecedent challenges of the presence of generation Z employees in government organizations. This is an applied research. The collection of information in this research is a survey and the philosophy of this research is interpretive. The statistical population of this research is members of generation Z and experts related to the research topic. In this research, simple sampling method was used to study members of generation Z and purposeful sampling method was used to interview experts, and sampling continued until theoretical saturation was reached. This research has two parts. The first part is the qualitative content analysis. In this first part, the collected data were analyzed with the qualitative content analysis method, which resulted in 574 codes, 031 categories and 82 criteria, and finally producing 7 main dimensions namely structural challenges, communication challenges, management challenges, cultural challenges, identity challenges, technological challenges and job challenges. The second part of the research is interpretive structural modeling in which the dimensions calculated from the qualitative content analysis were modeled. technology and identity challenges were identified as the most effective and job challenges as the most impressionable challenges.

Big data in the organization can create insight that leads to better decision-making and discovering strategic paths. The purpose of this research is to analyze and evaluate the consequences of big data in human resource management in government organizations. This research is practical in terms of its purpose, and in terms of the method of collecting descriptive information, it is of the survey type, and in terms of typology, it is among mixed research. The statistical population of the research includes university professors in the field of management and human resource managers in government organizations, 17 of whom were selected using the purposeful sampling method and based on the principle of theoretical adequacy. In the qualitative part of the data collection tool, there is a semi-structured interview, the validity and reliability of the tools were confirmed using content validity and intra-coder and interrater reliability methods, respectively. The tool for collecting data in the quantitative part is a questionnaire, which was confirmed using content validity and retest reliability. In the qualitative part of this research, the data obtained from the interview were identified using the Max-QDA-E software and the analysis coding method and the consequences of big data in human resource management. In the quantitative part of the research, the prioritization of factors and their causal relationships were determined using the fuzzy cognitive mapping method. The results show that intelligent recruiting and hiring, identifying skill gaps, foresight, talent management, eliminating discrimination and retention, employee retention and performance management are respectively the most important consequences of big data in human resource management. The governance of big data in government organizations enables human resource managers to act more intelligently in the fields of human resources such as recruitment and employment, recruitment, salary system, etc.

Considering the multiple roles of women in society, establishing a work-life balance has become one of the important challenges in their lives. The present study aimed to identify and design a phenomenal model of women's work-life balance with an emphasis on family resilience in government organizations. This applied research was conducted with a qualitative approach and descriptive phenomenological method. The research population consisted of women working in government organizations who were selected through purposive judgment sampling. The data collection tool was a semi-structured interview, which reached data saturation with 11 interviews. The Claise phenomenological method was used to analyze the data. The research findings indicated that women's lived experience was identified in 201 basic concepts, 18 categories, and 4 main themes. The 4 main themes include: strengthening family relationships, supportive organizational climate, job enrichment and redefinition, and adaptation to multiple roles as 4 dimensions of a phenomenal model of work-life balance with an emphasis on family resilience in government organizations. As a result, to establish work-life balance for women with an emphasis on family resilience, it is necessary to focus on four dimensions: family, organizational, career, and individual.

In the government organizations of the country, one of the problems  that hinders the progress of the organization is the power-seeking behavior of managers in organizational communication, and experts consider this type of behavior that managers, as the first person in the organization, consciously or unconsciously use to achieve power and order in organizations, is a kind of organizational pest. they know Considering that managers' power-seeking behaviors are one of the important issues that have different effects in organizational communication, this research was conducted with the aim of providing a model of power-seeking behaviors in organizational communication among managers of government organizations in the country. The research method is applied in terms of purpose and a mixed approach in terms of data type. The statistical population of the qualitative department of management and communication professors of Tehran province universities who had managerial experience in government organizations of Tehran province, the snowball method was used to select the sample size, and 15 people were interviewed. The statistical population was a quantitative part of managers of government organizations in Tehran province, 380 people were selected as the sample size using Cochran's formula and stratified random sampling method. Data analysis was done in the qualitative part with the help of the foundation's data strategy and in the quantitative part using SPSS 22 and Lisrel 8.54 software. The findings show that the model of power-seeking behaviors in organizational communication among the government organization of the country includes the central category of power-seeking behaviors in organizational communication; Causal conditions with four components of personality characteristics, communication, sociability and management; contexts with three components of political behavior, situational adaptation and job position; Strategy with three components of organizational climate, organizational patterns, organizational rules and regulations; The intervention is with two components of dynamic and complex environment and organizational ethics, and the consequences are with two components of organizational indifference and reduced participation. The results show that the presented model can help to better understand the power-seeking behaviors of government managers in organizational communication.

The present study, titled "Modeling the Crisis of Change Management in the Implementation of Emerging Technologies: An Analytical Approach for Public Organizations Using ANP and VIKOR," examines the key factors influencing change management during the implementation of new technologies in public organizations. This research is applied in nature and follows a descriptive-analytical method. The statistical population includes senior managers and experts of a specific government organization with a purposive sample size of 35 experts. Primary data were collected through document reviews, reports, and expert opinions, and analyzed using the Analytic Network Process (ANP) for weighting criteria and the VIKOR technique for ranking them. The findings indicate that organizational leadership, employee training, organizational resistance, financial resources, and technological infrastructure are critical factors in managing change. Among these, organizational leadership, with a Q value of 0.10, ranked as the highest priority and was identified as the key to mitigating managerial crises. These results highlight that focusing on effective leadership and employee empowerment can enable more successful strategies in implementing new technologies in public organizations. This study demonstrates that hybrid multi-criteria decision-making models like ANP and VIKOR are effective tools for analyzing and prioritizing factors influencing change management, providing practical guidance for managers to enhance change processes.

Feedback is considered a two-way and dynamic process in organizations that requires interaction between the sender and receiver. Very few researches have been done in connection with managers' feedback in Iran in such a way that it can be said that a scientific research vacuum is felt in this field. The aim of the current research is to identify the challenges of feedback to managers in government organizations.

Design/ methodology/ approach:  

This research is a mixed-methods study in terms of its type and is applied in terms of its purpose. Data was collected through a literature review, and the tool used for data collection was a structured interview. The population in the qualitative section included all experts and specialists in the field of management in government departments and organizations in Kermanshah. The theoretical sampling method was used to select samples in the qualitative section. During the interviews, theoretical saturation was achieved after conducting 9 interviews, and the process was stopped. Then, the desired components were extracted by coding the data obtained from the interviews using the MAXQDA20 software. Content validity was used to examine the validity of the extracted components using two relative content validity ratios (CVR) and content validity index (CVI). The obtained values for the CVR index were all greater than 0/49 and for the CVI index greater than 0/79, meaning that the dimensions under study had appropriate validity. In addition to the qualitative methods of retesting and retesting by two coders to check the reliability of the extracted components, the results obtained from the retesting (84/28%) and retesting by two coders (84/47%) were higher than the standard level; therefore, it can be said that the reliability of the coding was confirmed. The statistical population in the quantitative section consists of 32,647 permanent and employed employees in government organizations in Kermanshah city. Based on Morgan's table, 377 people were selected using the available sampling method for the present study. To examine the validity and reliability of the questionnaire in the quantitative section, three criteria of Cronbach's alpha, composite reliability, and convergent validity were used.

 Research findings reveal that challenges associated with providing feedback to managers in organizations can be categorized into six primary groups. Employee behavioral challenges include reluctance and procrastination in providing feedback, reticence, and silence in the face of managerial behaviors, fear of providing feedback, job insecurity, personality traits, indifference to organizational events, and a lack of hope for change. At the managerial level, challenges relate to sabotage of feedback, autocracy, inappropriate treatment of evaluators, avoidance of performance evaluation, a lack of sense of duty, retaliation against feedback providers, intolerance of criticism, and managerial self-censorship. Managerial personality challenges encompass low tolerance thresholds, defensive and aggressive behaviors, fear of feedback, lack of courage, low self-esteem, introversion, demotivation regarding feedback, a negative mindset towards feedback, disbelief in feedback's impact, and taboo subjects. Structurally, challenges pertaining to the absence of guidelines and regulations for providing feedback, a lack of reward guidelines, the precedence of relationships over rules, a weak human communication system, a lack of information exchange, an unfavorable participation system, a closed environment, the absence of a performance evaluation system, and a lack of a suitable cultural context. Cultural challenges similarly involve a lack of guidelines and regulations, a failure to reward corrective feedback, the precedence of relationships over rules, a weak communication system, a lack of information exchange, an unfavorable participation system, a closed environment, and the absence of a performance evaluation system and a suitable cultural context. Finally, cognitive challenges include fear of retaliation, potential consequences of providing feedback, a culture of flattery within the organization, implicit immunity of managers, a significant power distance, and a patriarchal managerial culture.

Limitations & Consequences: 

The unwillingness of organizations and their members to disclose confidential information about managers' performance and feedback led to the evasion of accountability by managers.

Practical Consequences:

 Identifying the challenges of feedback to managers in public organizations can pave the way for creating an organizational structure based on transparency and fairness in the organization.

Innovation or value of the Article: 

The issue of identifying the challenges of feedback to managers in public organizations has been addressed for the first time in Iran in this research, which is considered the originality of this article.

Human capital is considered as a valuable and competitive capital of organizations, and managers who are aware of the importance of human resources will be able to create a competitive advantage for the future of the organization and the economic development and growth of the country. The purpose of this research is to provide a model for measuring national human capital. The current research is applied in terms of purpose, descriptive-survey approach, and quantitative in terms of research method. The statistical population of the research is two parts. To collect information, in the qualitative section, after extracting a conceptual model from the research literature, the model was confirmed through a survey of experts and professors of human resource management using the Delphi technique. A small part were managers and human resources experts of government organizations of the Ministry of Cooperation, Labor and Social Welfare, and the statistical sample was determined with the help of Morgan's table. The data was collected with the help of a questionnaire from experts and employees, and the validity of the questionnaire was confirmed with the experts' opinions and its reliability was confirmed with Cronbach's alpha, and the data was analyzed using the structural equation approach. Based on the findings of the research, the dimensions of the national human capital measurement model were personal dimension, occupational dimension, organizational dimension, spiritual capital, intellectual capital. The research results indicate the applicability of the national human capital measurement model in the Ministry of Cooperation, Labor and Social Welfare.

Today, sustainability in government organizations has faced many challenges due to the general conditions of economic development, increasing living standards of individuals, increasing environmental degradation, and lack of proper attention to social justice in government policies; therefore, the purpose of this research is to investigate the effect of strategic human resource management measures on the sustainable performance of government organizations with the role of intellectual capital as a mediator.

The current research is an applied research in terms of its purpose and is of a descriptive-survey type. The statistical population of the research is all managers and senior human resource management employees of government organizations in Bushehr city, 542 people, and the statistical sample size is 225 people based on the Cochran statistical sample estimation formula. The sampling method in this research is also a non-probability sampling method, specifically the availability sampling method. A questionnaire consisting of 32 questions was used to collect data. The structural equation modeling method was used to analyze the data using SPSS version 22 and LISREL version 8 software.

The research findings show that strategic human resource management measures have a significant effect on the sustainable performance of government organizations with the mediating role of intellectual capital with a t coefficient of 9.44.

Strategic human resource management can help improve the sustainable performance of government organizations through the dimensions of human resource training and development, equal job opportunities, effective communication with employees, management development, careful hiring, and flexible work schedules through intellectual capital with human, structural, and relational capital dimensions.

In organizations, especially Public organizations, despite the apparent managerial competence of some individuals, a significant number of managers leave the organization's management circle for various reasons in various ways. This research is aimed at analyzing the lived experience of individuals on this issue which are labelled as bench managers. This study is conducted through phenomenological method by semi-structured interviews with 17 individuals who have experienced the same conditions themselves. They were selected by the purposive sampling method to collect data. Data analysis was conducted using the Colaizzi phenomenological method. The results led to the identification of 20 subcomponents and 8 main components including the helpless managers, and the parking lot dwellers, the victims of ill-treatment by superiors, the opportunity hunters, the managers trapped in personal webs, the managers restricted by the laws and regulations, the detainees of the structure and the victims of clichés. This study indicate that bench seating is very common in some organizations. Identification of this phenomenon can help policymakers, managers and researchers to understand the situations and how to deal with them well.

To effectively retain human resources and minimize turnover rates, organizations must establish a supportive framework for the development of human capital, particularly among efficient and specialized personnel. Consequently, it is essential for organizations to enhance their understanding of the factors contributing to successful career trajectories. This research aims to design a successful career path framework for government organizations in Iran

The research methodology employed the Delphi technique. The statistical population comprised organizational academic experts. The Delphi panel was constituted of 10 experts, and expert feedback was collected in three iterative stages utilizing a structured questionnaire.

In the initial round of the Delphi method, 326 indicators were identified. Following this, in the subsequent round, 256 indicators were assessed in relation to components of career path success, encompassing 53 distinct components from the experts' perspectives. In the third round, 17 dimensions of career path success were evaluated across four axes: continuous improvement of objective conditions, institutionalization of mental success, integrated policy-making in career path development, and evaluation of career path success.

It is essential to prioritize internal and executive alignment with organizational job realities and external demands when developing the success model for career pathways. Government organizations should leverage an employee-centered approach in the design and formulation of employee career path strategies.

This research was carried out with the purpose of identifying the factors of the complementary work team model in Iran's government organizations with meta-composite method. The current research is analytical-descriptive in terms of its practical purpose and in terms of the research method, which was carried out using the meta-composite qualitative research method. The metasynthesis method was performed using the seven steps of the method of Sandelowski and Barroso (2007). The statistical population of the research included all the articles in reliable domestic and foreign databases during the years 2000-2024, and 27 articles were selected based on the research criteria. The main and secondary factors of the pattern were extracted using the theme analysis method. Based on the meta-combination results, the factors of the model of complementary work teams in Iranian government organizations include 85 primary concepts, 18 sub-categories and 5 main categories, which include organizational soft factors, complementary The main and secondary factors of the pattern were extracted using the theme analysis method human resource management, complementary based on the research criteria team processes, complementary team internal interactions and complementary members. The findings of this research guide planners and policy makers in the field of achieving and realizing complementary work teams.

Human development is the process of expanding human choices within a capability-enhancing social space, enabling a dignified, ethical, free, and meaningful life. Capabilities refer to an individual's capacity to engage in valuable actions, attain meaningful positions, or access opportunities and fundamental freedoms to fulfill their functions. The development of human capabilities involves a set of organized actions to identify, evaluate, and enhance individuals' competencies to improve both individual and organizational performance, as well as the desired organizational changes .In Isfahan Province, according to the conducted researches and library documents and despite the many talents that exist and also the fields of training in some government organizations, it seems that there is no suitable model for the development of human capabilities in government organizations.The aim of this qualitative research is to present a model for the development of human capabilities within government organizations with a territorial approach.The aim of this qualitative research is to present a model for the development of human capabilities within government organizations with a territorial approach. To achieve this, purposive sampling was conducted through snowball sampling. It was conducted with 17 experts based on Table No. 2 and with semi-structured interviews, and after achieving theoretical saturation, the researcher analyzed the data based on the strategy of grand theory and systematic coding method. According to the procedures mentioned in order to achieve the objectives of the research, information data was collected and analyzed. and the components of the model, including the components extracted from the text of the interviews and in the form of 181 final extracted codes in the form of 72 concepts, 32 sub-categories and 6 main categories): causal, contextual, intervening, phenomenon (processes and strategies), strategies, and consequences