جستجوی مقالات مرتبط با کلیدواژه « بهسازی منابع انسانی » در نشریات گروه « مدیریت »

The current study aimed at presenting a model of human resource improvement with a transformational leadership approach in the education organization of Tehran Province. It was a descriptive study. The statistical population of this study consisted of the principals and deputies of the education organization in Tehran Province. The sample size was 320 people who were selected through simple random sampling. The data were collected by a human resource improvement with a transformational leadership approach questionnaire, which was developed during a qualitative study. The reliability of the instrument was calculated through Cronbach's alpha (r = .87). The data analysis, using confirmatory factor analysis method and structural equation model, revealed that the proposed model has a good fit. As a result, relying on the components of the model, the characteristics of transformational leadership can provide the basis for improving human resources in organizations.

The purpose of this research is to investigate the mediating role of human resource improvement in the relationship between knowledge management and the job performance of secondary school teachers in Karaj city. The current research is an applicable research in terms of its purpose, and a survey-correlation research in terms of research method. The statistical population of the research is 7690 secondary school teachers in Karaj city. Using the Tabaking formula, 200 people were selected as a sample from among the teachers by multi-stage cluster sampling method. To collect data, Velba & Jansen's human source training and improvement (2010), Lawson's knowledge management (2003), and Patterson's job performance (1990) questionnaires, which had acceptable validity and reliability, were used. Data were analyzed using descriptive and inferential statistical methods including correlation coefficient, path analysis, and structural equation model. The results showed that there was a significant relationship between knowledge management and job performance (p≥0.05). There was a significant relationship between improving human resources and job performance (p≥0.05). There was a significant relationship between knowledge management and improving human resources (p≥0.05). Also, the results of the structural equation model showed that the human resource improvement variable had a mediating role in the impact of knowledge management on job performance (p≥0.05). In general, it can be concluded that the improvement and development of knowledge management and training and the improvement of human resources can directly lead to an increase in the professional performance of teachers.

This article aims to provide a model for human resource development in Shiraz Municipality. In terms of purpose, it is an applied-developmental research and in terms of data collection method, a cross-sectional research. To achieve the research goal, a mixed exploratory design has been used. The statistical population in the qualitative section includes human resources professors and managers with a history of Shiraz Municipality. Purposeful sampling was performed and 15 subjects achieved theoretical saturation. The statistical population of the quantitative section also includes 3400 employees of Shiraz Municipality, which with the Cochran's formula, the sample size was estimated at 345 people. The required sample size was provided by stratified sampling method in four regions of Shiraz. Interviews and questionnaires were used to collect data. The basic categories of human resource development were identified by content analysis method and the final model was validated by partial least squares method. Qualitative data analysis was performed with Maxqda software and quantitative data with Smart PLS. The results show that inclusive categories are categorized in terms of strategic, educational, and growth factors. Strategic marketing factors are organizational factors that form the underlying elements of the model. Organizational categories of strategic factors include human resource management strategy and employee performance management. Organizing categories of educational factors also include organizational needs assessment, human resource needs assessment, and human resource training. Organizational categories related to growth and development also include the development of staff careers and the perceptual development of staff and the improvement of human resources.

The purpose of this study is to provide a model for success in domestic and foreign markets using training and improvement of human resources. Achieving the goals of the organization depends on the ability of employees to perform the assigned tasks and adapt to the changing environment. Implementation of training and improvement of human resources causes people to be able to effectively continue their activities in accordance with organizational and environmental changes and increase their efficiency. For this purpose, according to the literature review and analysis of the opinions of experts, experts and managers and the use of qualitative research method, exploratory type was used and semi-structured interview, content analysis, focus group and expert grouping were used. It is of qualitative type. First, qualitative data were obtained through semi-structured interviews as well as several articles. In Table 4, a total of 140 codes were extracted, which was obtained through 15 interviews. It was found that in the expert grouping session, it was grouped into 7 components and 3 dimensions by the experts.

The purpose of this study was to identify the components of human resource improvement with an emphasis on meritocracy in the Iranian government.

This research was  a qualitative. The statistical population was decision team consisted of academic and organizational experts who were selected in a non-targeted (purposeful) and snowball manner with 35 individuals. The tools used in this study were semi-structured interviews whose validity and reliability were confirmed. The coding method was used for data analysis.

The findings showed that 23 indices with 7 components of meritocracy, meritocracy, merit selection, meritocracy, aptitude, meritocracy and meritocracy were identified and approved for the meritocracy model. Eighteen indicators were identified and validated with 5 components of training, career, performance evaluation, discipline and reward system for human resource improvement model

Limitations and Consequences:

 Various intrusive variables such as human resource education have not been studied in this study, and further research should consider, from this point of view, meritocracy and human resource improvement.

Practical implications: 

Understanding human resource improvement components with a meritocratic approach helps government agencies to assign individuals to different positions according to need and performance.

Originality or value of the article: 

This study was conducted in a qualitative manner and was therefore interviewed with academic and organizational experts and the components were studied comprehensively. So it has innovation. Because almost no comprehensive research has been found

The present research was conducted with the aim of analyzing the authentic leadership Identity Indicators in order to human resources improvement using Interpretative Ranking Process (IRP) approach. This research is an inductive deduction study that two qualitative and quantitative research approaches are used according to the type of data and conditions. The statistical population is 25 professors in the human resources field at the Faculty of Management, Tehran's state universities, who selected using purposive sampling. To confirm the validity, the questionnaire was distributed among experts and they were approved. Reliability of the questionnaires was confirmed by using Cronbach's alpha coefficient, which was equal to 0.79. According to results authentic leadership identity Indicators are: self-awareness, self-efficacy, self-affirmation, self-affiliation, leadership self-efficacy, leadership fame, leadership modeling, self-esteem and self-actualization. In addition, the components of human resource improvement are scientific knowledge promotion, meritocracy, the existence of talent management in the organization, the development of work skills, enhancement of staff capabilities, updating employee information, employee participation, personality development Coordinated in the staff, the existence of a performance-based reward system, organizational support, enrichment and business development, and the existence of an organizational climate. Also the results indicate that authentic leadership self-esteem improves human resources by helping to develop the personality of the staff and creating a talent management system.
The improvement of human resources, as a key, fundamental, and an essential, issue is one of the most urgent steps in organizations and in the field of human resource management. It is impossible to achieve the goals of development, construction, and establishing a proper condition for a supreme organizational life, unless there is a growth, enhancement, and improvement of human resources in all areas of the organization. Nowadays, all organizations make a claim that human capital is their prominent asset, since it is obvious to everyone that man is the main cause of improvement and the only one who shoulders the responsibility for development. The process of development and improvement, without the human participation, will be unavailing as human beings are both the goal and the means of achieving development and improvement. The necessity and importance of human resource development lies in the fact that efficient, skilled, and capable human resource is the prime booster and driving force for any organization. For the human capital to be efficient, competent and capable human resources, the fundamental solution is to employ human resource improvement programs. Using human resources improvement programs, people can effectively continue their activities and increase their productivity according to organizational changes and the environment. It was not only a few years ago that has considering the improvement of human resources been noticed under the scope of management of organizations and companies which in turn leads to paying attention to the management of human resources in this regard. Nonetheless, throughout the world, this process has long been applied to other countries and organizations. Today, successful organizations are those that make use of knowledge forces to take a step in creating values and strategies, as well as treasure the human resources and its improvement as the most precious values in the organization. Human resources are the most valuable factor of production, the most important capital, the main source for the competitive advantage, and the generator of the fundamental capabilities of any organization.
Case Study: Faculties of Management at Tehran State Universities.
This research employed a combination of interviews and a questionnaire to analyze the indicators of authentic leadership in order to improve human resources; therefore, this study is a deductive-inductive type of research. This study enjoys both qualitative and quantitative research approaches in line with the data and conditions. At the outset, through employing the qualitative data obtained from exploratory studies, including the investigation of exploratory texts, human resource improvement and authentic leadership identity indicators are acknowledged. After identifying the indicators, the IRP (Interpretative Ranking Process Approach) questionnaire is provided. The questionnaires were distributed among 25 Lecturers in the field of human resources at the Faculties of Management at Tehran State Universities. Expert's opinions were used to confirm the validity of the questionnaires. Also, the Cronbach's alpha coefficient was utilized to confirm the reliability of the questionnaires. In keeping with the research goal, purposive sampling was employed.
Having done exploratory studies on the authentic leadership identity, a number of indicators such as self-awareness, self-efficacy, self-loving, self-solidarity, leadership self-efficacy, leadership fame, leadership modeling, self-disclosure, self-esteem and self-sacrificing, were acknowledged; as with the human resource improvement, such components as establishing scientific awareness and the promotion of the employee knowledge, meritocracy, talent management in the organization, development of work skills, promoting the staffs’ capabilities, updating the employees’ information, employees’ participation, harmonious personality promotion in the employees, the existence of a performance-based reward system, organizational support, enrichment and the development of businesses, and the existence of an appropriate organizational atmosphere were identified. The results revealed that the most effective impact on human resource improvement could be attributed to authentic leadership self-efficacy. Moreover, the second place belonged to the authentic leadership modeling. Self-sacrifice, self-esteem and self-awareness were also held the fourth to sixth positions, respectively, in terms of improving human resources.
Concerning the development of human resources, the important point is that the development and improvement of human resources demands a driving force that improves their performance through the induction of psychological capacities. This force is but the authentic leadership. Therefore, the present study, which was an attempt to analyze the authentic leadership identity indicators in order to improve human resources, employed the interpretative ranking process approach. The results of the research consisted of identifying the indicators of authentic leadership identity and improving human resources and analyzing the domination of original identity indicators on human resource improvement. The aauthentic leadership identity indicators include self-awareness, self-efficacy, self-loving, self-solidarity, leadership self-efficacy, leadership fame, leadership modeling, self-disclosure, self-esteem and self-sacrificing. Furthermore, such the components as establishing scientific awareness and the promotion of the employee knowledge, meritocracy, talent management in the organization, development of work skills, promoting the staffs’ capabilities, updating the employees’ information, employees’ participation, harmonious personality promotion in the employees, the existence of a performance-based reward system, organizational support, enrichment and the development of businesses, and the existence of an appropriate organizational atmosphere constitute human resource improvement. It should be mentioned that the most effective factor affecting human resource improvement is the authentic leadership self-efficacy. Moreover, the authentic leadership modeling captures the second place. Self-sacrifice, self-esteem and self-awareness are also ranked as the fourth to sixth most important ones, in terms of improving human resources.

With the emergence of the knowledge economy, human capabilities known as the Attitude change and variety of insight may enhance or reduce development of human resource in organization. Thus it needs rethinking how to provide human resource development. The aim of current paper is to reorganize effective mental factors and patterns or to explain the dominant mental paradigm for human resource development. The statistical society is experts of SID Organization in a province of Iran. According to the aim of study Q methodology was used and its performance of steps presented 7 effective factors. Based on the results of factor analysis, statistical or new roles for community research unit or experts are provided. Weaknesses that leads to a decrease in human resource development, has also been explained.

The purpose of the study is to identify factors that does not originate directly from the training program and how to implement it, but included in the two following categories of “organization environment” and “meta-organizational factors” affecting the training application in the organization. The findings of the study were obtained using qualitative research and case study method. The research field was Ferdowsi University of Mashhad in 2014. To collect data, 34 people were considered for the population, including 13 managers, 12 faculty members and 9 employees. The research instrument was a semi-structured interview. Results showed that factors affecting the training application in university following factors related to organization environment include eight factors: climate of application of Education, Supervisor and Peer Support, outcome of application, Providing a appropriate substrate, Encourage to work, Organization Culture, Occupation Guarantee and Organization Demands and meta-organizational factors are 3 factor: Expectations of society, Social status and the rapid development of science and technology. Considering these factors could help organizations to achieve the goal of “Application of Training”, that is the perennial concerns of managers and main factor to assess the effectiveness of education.

Not only does human resource management increase the capabilities of the employees, but also paves the way for motivating the employees to act more creatively and produce more knowledge and have integrative cooperation which may result in reduction of the expenses. This research is intended to review the components of optimizing human resource and presenting an appropriate model for successful carrying out of optimization methods. These are considered seriously in training and apprenticing, application of the knowledge derived from technology, employees performance evaluation and its results, and reward mechanism. This is an applied research following analytic-descriptive method. Questionnaires and personal interviews, review of documents are used as research instruments. Also, the idea of experts in the field of human resource management in power industry and descriptive and inferential statistics such as two-sentence and Friedman tests, were used as research instruments. The results indicated that a considerable attempt is being done in power industry for optimizing human resource. There have been training and apprenticing courses in the industry for designing appropriate models. The number of the courses hold, as well as the effectiveness of them, indicate that they have been quite active with regard to need analysis, method analysis and carrying out programs. Yet, evaluation system was found to be less effective, which needs to be designed again to fit power industry. A mechanism is presented to solve the problem. Therefore, considering new model presented in this research, gaining competitive advantage, promoting the quality and capabilities of human resource, productivity and entrepreneurship, necessity of optimizing human resource and its components are the most important indicators for the human resource management in power industry.