جستجوی مقالات مرتبط با کلیدواژه "مدیران منابع انسانی" در نشریات گروه "مدیریت"

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.

The current research is designing a model to improve the professional qualification of human resources managers of the National Bank of Iran. The method of this research is practical in terms of purpose and it was done by mixed-exploratory (qualitative-quantitative) method. The statistical population in the qualitative section included senior managers of human resources and professional academic experts. Data collection was done through semi-structured interviews with 15 people from the statistical population who were selected by purposive sampling. The research data were analyzed based on the qualitative analysis process during open, central and selective triple coding through MaxQuda 2020 software. The statistical population in the quantitative part includes the managers, employees and experts of the Human Resources Unit of the National Bank of Iran. Data collection was done through a researcher-made questionnaire from among 291 members of the statistical population who were selected by random sampling. The analysis of the collected data was done in two descriptive and inferential ways through SPSS 16 and Smart PLS software.so results of the qualitative analysis of the professional qualification improvement model of human resource managers with two macro-level dimensions (banking field) including organizational infrastructure components, knowledge management system, development programs in the bank, stakeholders' participation in the design of professional qualifications, organizational attitude in the bank, banking educational strategies It included the components of managers' personality factors, managers' leadership skills, managers' technological knowledge, educational-research skills. Priority and personality factors of managers (with a factor load of 0.775) had the lowest priorityand the micro level)

This study has been conducted with the aim of presenting the model of political intelligence of human resources with the approach of social accountability. The method of this quantitative research is correlational and descriptive, and quantitative method was used to present the model of political intelligence of human resources, which are 488 people, And after sampling through Cochran's formula, 216 sample items were selected and this number of questionnaires were distributed and completed and collected by . The validity of the tool was confirmed through the advice and guidance of the supervisors, and the reliability of the tool was also confirmed through the calculation of Cronbach's alpha coefficient above 0.7. and inferential statistics were used to quantitatively analyze the model from confirmatory factor analysis in the form of SPSS25 and Lisrel 8.8 software. Statistical analysis was conducted on 31 categories and 103 subcategories (causal category including 4 themes, contextual category 5 themes, interventional category 5 themes, main core 6 themes, strategies 6 themes and consequences 5 themes) that formed the conceptual framework of the research. the findings, it can be said that the current proposed model can increase the political intelligence of public sector managers by emphasizing accountability. And the significant T-value test, which was observed to be greater than 1.96, shows the fit of the structural model and the confirmation , And the results of the structural model also showed that research variables have a positive effect on each other with path coefficient and T-value. and finally,

The main goal of any organization is to achieve the best quality of work through employees, managers play a very important role. Managers and leaders of organizations often face paradoxes that make it difficult for them to make decisions. Therefore, it is necessary to develop a competency model for human resource managers considering the importance of their paradoxical role for organizations. This research aims to provide a model of paradoxical managers' competence by systematically examining case studies in the field of competence and paradox. The Meta-Synthesis research method is based on the seven-step model of Sandelowski (2007), during which 348 primary articles were found in the period of 2000-2022, and at each stage, the articles that did not meet the desired criteria were excluded from the research. Finally, 11 articles were analyzed after obtaining all the desired criteria. After coding the desired articles, the results in the form of a conceptual framework show that individual competencies have 6 categories (human resources analyst, IT knowledge, cognitive competence, development, leadership, multitasking), managerial competencies with 2 categories (, resource management and relationship management) and functional competencies with 4 categories (organizational knowledge, industry knowledge, knowledge of the external environment and strategic partner-consultation) which is more related to the nature of technical and engineering fields in comparison with humanities fields, and human resource managers can give a more appropriate answer to the paradoxes that have arisen in their organization by developing these cases.

Recognition of competencies is the starting point for implementing various human resource systems such as talent management and succession planning in the organization, and paying attention to it leads to better performance and productivity of the organization, which leads to a sustainable competitive advantage. The purpose of this study is to design a competency model for human resource managers in the top universities in the country. The approach of the present study is qualitative and its strategy is grounded theory. The method of data collection was through semi-structured interviews. Also, the target population of the current research is the policy makers and managers of human resources in the top universities of the country in the first place, and in the next stage, researchers and experts active in the field of human resources. The present research is the foundation of the research data in terms of qualitative approach and theoretically. The sampling strategy is purposeful and theoretical and the number of participants in the current study is 14 people. The obtained model is divided into six dimensions: causal conditions, pivotal conditions, underlying conditions, intervening factors and consequences. Causal conditions are the personal and personality characteristics of managers, the degree of mastery of managers over the rules and the degree of mastery of the field of work. Core conditions include the ability to communicate internally and externally. The underlying conditions are organizational climate, organizational structure, and organizational culture. Intervening conditions also include facilities and capacities within the organization, environmental laws, environmental communications, and environmental culture. The implications of this model are also summarized in organizational performance.

Paying attention to human resources and promoting their capabilities is one of the most important assets of organizations. Therefore, transformational and effective actions and activities in the field of human resource management will enable organizations to expand their core competencies closer to reality (Skorkova, 2016). This is doubly important in research and educational organizations that have the serious task of training and educating human resources (Victor, 2017); But the important point is that employing competent and efficient managers in this field can be an effective lever in the growth and development of all aspects of human resources; Therefore, identifying the characteristics and competencies of human resource managers will be inevitable (Chen, 2019). Management in Iranian higher education has undergone many changes after the revolution. Although most administrators are academics, they do management work through trial and error. This type of management is very costly and risky (Mahmoudi et al., 2012). In this study, the issue of competency of human resource managers of the top universities in the country was dealt with professionally. Also, the need to pay attention to the quality of the higher education system and identify the effective elements in the performance of university managers, the present study tries to extract the competency model of human resource managers in Iran's top universities. The necessity of the results of the present study is that it can be effective in improving the performance of the higher education system and the knowledge of people raised in this organization. These results will also clarify the mechanisms of competency in managers, which will be an important step in recognizing and increasing how to manage properly in universities and enrich the existing knowledge about research variables

The current research population is policy makers and human resource managers in the top universities of the country in the first place and in the next stage are researchers and experts active in the field of human resources; Therefore, the spatial scope of the present study includes 13 Iranian universities that have been selected as first level universities based on indicators such as quality of education, employment of graduates, quality of faculty members, research output, quality of publications, impact (credibility) and citation (number of cited articles). These universities include Isfahan, Tabriz, Tarbiat Modares, Tehran, Shahid Beheshti, Shiraz, Ferdowsi Mashhad, Isfahan Industrial, Amirkabir Industrial, Khajeh Nasir al-Din Tusi Industrial, Sharif Industrial, Allameh Tabatabai and Iranian Science and Technology.

There are different classifications of approaches and methods for determining competencies. From Rothwell's point of view, three approaches can be introduced to determine competencies: a) Borrowing strategy b) Borrowing and localization strategy c) Strategy for creating a suitable model for oneself. In another classification of competency model design approaches by Briscoe and Hall, the design of managers' competency model by different organizations was done with the aim of categorizing these approaches. They found that the use of competency models is a recent phenomenon in organizations that leads them to increase competitiveness by resorting to any means, including developing the performance of their managers. Bergwin shows that there is an approach in determining the competencies required of managers and leaders, which are the output-oriented approach (this approach refers to the outcomes and results of good performance) and the input-oriented approach (this approach to the basic inputs and characteristics of the individual for successful performance. And superiority is needed, he points out; therefore, two output-oriented and inputoriented approaches are expressed in this classification to determine competency) (Manksari et al., 2017). In 2006, based on extensive research in this field, Yukel categorized competency determination methods into 5 approaches, which are: a) the method of basic individual characteristics, b) behavioral method, c) contingency method, d) power penetration method, e ) Combined method.

The present study has a qualitative approach that is carried out in order to identify and understand the institutions and their competencies in the field of human resource managers of the top universities in Iran and all of them. This research is applied in terms of purpose, because it can help decision makers in the field of higher education in Iran to select competent managers of universities across the country. Also, the research strategy has been data foundation. The method of data collection was through semi-structured interviews; Also, the current research population is policy makers and human resource managers in the top universities of the country in the first place and in the next stage are researchers and experts active in the field of human resources. The type of selection of participants (sampling strategy) in the present study was purposeful and theoretical; Because individuals have been selected asparticipants who have studied the phenomenon in question or have specific views about it; That is, they are the main informants in this field. After analyzing each interview by identifying the ambiguities or weaknesses of the model and categories, the next person was selected according to the expertise needed to eliminate and correct the ambiguities or weaknesses. The number of participants was 14 people of top universities.

Based on the first data, the data analysis step was taken immediately after the end of each interview.  From's conceptualization, categorization was extracted. The data extracted from the interviews led to the identification of 488 open codes, of which 57 distinct codes were obtained. After open coding, which was conceptualized based on the view of Strauss and Corbin and with the interactionist approach and during the analytical process, and their characteristics and dimensions were symbolically discovered (Vaezi and Azmandian, 2016) in the data, a total of 13 main categories and subcategories. And concepts related to the competency model of human resource managers emerged in Iran's top universities. In this research, propositions and propositions are as follows: Case 1: The causal conditions of human resource managers (including personal and personality traits of managers, the degree of managers 'mastery of laws, the degree of managers' mastery of their field of work) affect the competence of human resource managers in Iran's top universities. Case 2: The central conditions of human resource managers (including the ability to establish internal and external communication) affect the competence of human resource managers in Iran's top universities. Case 3: The strategic conditions of human resource managers (including the strategy of managing people inside and outside the organization) affect the competence of human resource managers in Iran's top universities. Case 4: The interventionist conditions of human resource managers (including facilities and capacities within the organization, environmental laws, environmental communications, environmental culture) affect the competence of human resource managers in Iran's top universities. Theorem 5: Consequences of human resource managers (including the performance of the organization) affect the competence of human resource managers in Iran's top universities. Theorem 6: The prevailing context of human resource managers (including organizational climate, organizational structure, organizational culture) affects the competence of human resource managers in Iran's top universities.

Since the target population of the current study has been policy makers and human resource managers in the top universities of the country, as a result, suggestions are made for senior managers and policy makers in the field of university educational management. 1. It is better to select the right managers in the selection of university administrators away from the political atmosphere and any orbital relationship and by using the comprehensive criteria obtained from the research findings. 2. The ability to communicate internally and externally is defined as the central category of the designed model. This shows the role and place of communication and interaction in successful management. It is suggested that university presidents specifically evaluate the ability of the selected individual in this regard when selecting their human resource managers. 3. It is suggested that the process of selection, appointment and promotion of human resources managers in universities and higher education centers be reviewed and redefined based on the criteria of the designed model.

The purpose of the present study was to design an effective model for developing the strategic thinking of human resource managers of the National Iranian Gas Company in terms of productivity. The present study is considered applied in terms of purpose, a survey in terms of nature, in the category of combined-exploratory research. In the qualitative phase, 20 experts were interviewed, including managers and deputies of Iran National Gas Companychr('39')s human resources and university professors, during which the most important indicators affecting the development of strategic thinking of human resource managers were extracted. Next, the strategic thinking model of HRM was explained at organization level and the relationship between model variables was analyzed. The findings of the study showed that the model is highly desirable and therefore the elements of the model and the assumed relationships in the model represent strategic thinking components and elements at the organizational level. The results indicated that senior management, individual factors, group factors, organizational factors and system factors influence the strategic thinking of the organization.

The process of globalization has challenged corporate managers. Human resources managers must have special competencies in order to be able to benefit from human resources. Designing a model of competencies of HR managers in governmental organizations in the context of globalization is the purpose of this research. In order to design the template, the indexes were acquired through the Delphi method and an expert questionnaire from 21 professors and management experts. A review of the theories made to explain this point helps to understand the concepts related to the competencies of human resources managers and globalization situations in seven dimensions: intelligence competency, managerial competency, specialized competency, value creation of human resources competency, cultural competency, the social dimension of globalization and the cultural dimension of globalization. What distinguishes this research from other merit-related researches is the design of a contingency framework that links the types of managerial competencies to globalization. Findings of the study identified 39 components and 115 indicators related to these dimensions. Based on the results of the research, in the competencies of human resources managers, the most important factor is the IQ Competency, and cultural competency is the last priority.

Based on the research findings, managers use of informal learning practices in order to develop competencies and improve their performance. However, these concerns have not been studied so far in the Iranian business environment. The aim of this study is to identify informal learning methods of human resource managers. After a three-stage coding have been identified seven categories and twenty-one learning methods of HR managers in large organizations. To prioritizing Learning methods of human resource managers, 301 questionnaires were distributed and collected. The results of Friedman test show that the method of learning through interaction with consultants, experts, and human resource managers, learning through dialogue with the experienced teacher and learning by reading books, articles and scientific resources and learning from Working failures have higher priority among HR managers.