جستجوی مقالات مرتبط با کلیدواژه « نگهداشت » در نشریات گروه « مدیریت »

The issue of maintaining human capital in developing countries in the last two decades as the number one problem of organizations has attracted the most attention of managers and is one of the most popular keywords in the statistics. The current research was conducted with the aim of providing a predictive model for the retention of faculty members of one of the military universities. The data collection tools included library studies and semi-structured open interviews with 12 experienced professors,. The analysis of the data obtained at this stage was done using the foundation's data strategy, which ultimately resulted in the retention model of faculty members in five dimensions including strategies (payments, reducing bureaucracy, increasing the spirit of patriotism, awareness of the consequences of the departure of elites, causal conditions (opportunities for growth and research) , dignity, telecommuting and flexible working hours, work-life balance) intervening factors (cultural, financial, political and social background), background factors (inflation, rent and administrative corruption, social discrimination, lack of meritocracy) and consequences (job satisfaction, increase quality of teaching, university income and efficiency). In the next phase of the research, the model was converted into a questionnaire in the form of questions and after checking the validity and reliability among a statistical sample of 72 people, it was distributed and divided into 4 categories in the form of a model using artificial neural network. Hi Group's effectiveness includes star, diligent, capable, and anxious employees, and solutions and suggestions are provided for each of them.

The purpose of the current research was to compile and examine the model of factors affecting the recruitment, maintenance and organization of human resources for education and training in North Khorasan.

The method of the current research was an exploratory research that has a qualitative nature. In this research, the components of attracting, maintaining and organizing human resources were extracted by using the foundational data theory and conducting interviews. The research community included managers and education experts of North Khorasan who were active in the period of 1401-1402. The sampling method of the present research was purposive sampling, and finally, based on theoretical saturation, 12 people participated as a sample.

The findings of the research showed that the causal conditions of attracting, maintaining and organizing the human resources of education and training include individual causes, social causes and organizational causes; The consequences of attracting, maintaining and organizing the human resources of education and training, including organizational consequences, individual consequences and extra-organizational consequences; Background conditions for attracting, maintaining and organizing human resources, including infrastructure and the availability of supporting conditions; Intervening conditions for recruiting, maintaining and organizing human resources for education and training, including job conditions, organizational conditions, global conditions and employee conditions; Strategies for attracting, maintaining and organizing human resources include improving human resource management and human resource empowerment strategies.

According to the obtained results, human resources planners in North Khorasan province should pay attention to these dimensions and components in order to attract and improve their forces.

Nowadays, there are different generations of employees in the workplaces. Each generation has its own characteristics, values and behaviors and the effective management of these generations is a major challenge for organizations. Therefore, recognizing and understanding these characteristics, values and behaviors is essential in order to retention of these generations. Retention has different subsets that in this research the focus is on the compensation system. Generation Z is a generation after Generation Y and few research has been done on it, while the increasing entry of this generation into work environments will complicate the management and work with different generations and in particular Generation Z. Therefore, the purpose of this study is to identification the factors affecting retention of Generation Z employees in the compensation system in the capital market. For this purpose, thematic analysis method has been used as one of the qualitative research methods. The research paradigm is interpretive and semi-structured interviews were used as a research tool to collect raw data from Generation Z employees in the capital market. These employees were selected by purposive sampling of the type of maximum diversity. Total of 26 interviews after analysis led to the identification of 3 comprehensive themes, 11 organized themes and 79 basic themes, which are based on the existence of specific criteria for granting compensation, perception of justice in compensation and flexibility in benefits and perks.

The purpose of this study was to investigate the effect of meritocracy components on the maintenance of human capital.

This research is an applied type and the data collection method is descriptive survey. The statistical population of this research is 465 employees of the NAJA Human Resources Department. The research data collection tool is a standard meritocracy and maintenance questionnaire containing 51 meritocracy questions and 93 retention questions. The reliability of the questionnaire was calculated using Cronbach's alpha coefficient of 0.97.

Descriptive statistics were analyzed using LISREL softwareThe results showed that the reliability of both questionnaires is desirable and satisfactory. In addition, the magnitude of the impact of meritocracy and its components (work communication, leadership skills, development of team activities, communication skills, professional skills, use of self-registration capabilities and others, decision making and encouragement and innovation and change) on maintaining human capital is 0.35 In other words, 35% of changes in the employee retention variable are explained by the meritocracy variable.

This study aims to identify and rank the factors affecting the retention of scientists in the scientific and research centers of the I.R. of Iran Army. In this descriptive-survey research, 152 people (based on the Cochran's formula) were selected from among professors, managers and specialized staff of AJA scientific and research centers who were acquainted with human resource management, by stratified random sampling. Factors affecting the retention of scientists in four dimensions including organizational, occupational, personal and environmental factors were extracted from the research related literature and approved by experts. Data analyzed through statistical analysis software: Excel 2013, SPSS24 and PLS- Smart. Based on fuzzy hierarchical analysis, flexible organizational structure with a weight of 0.086; transformational leadership and command style with 0.083; job development and opportunities with 0.081; service compensation with 0.074; and organizational reputation with 0.073 have the highest rank, respectively.

The purpose of the present study was to design a talent management system model in Gas Company of Sistan and Baluchestan province. The mixed method (qualitative-quantitative) was selected as the research method. The statistical population in the qualitative section consisted of managers and supervisors and the research data was gathered through in-depth semi-structured interviews with 11 individuals. The data were analyzed using the grounded theory method and 185 primitive codes, 53 concepts and 18 categories were extracted. The statistical population in the quantitative section consisted of all employees and sampling method was stratification. According to the variance as the dispersion criterion, the sample size estimated 209. Data were collected using a researcher-made questionnaire and the validity and reliability of the questionnaire were confirmed by partial least squares method. The results showed that the final template has the necessary validity. This template provides an appropriate framework for moving to the ideal state of talent management.