The purpose of this study is to analyze and classify the jobs of state-owned companies using the human resources architecture model. After studying the theoretical foundations, Lapak and Snell human resource architecture model was selected for research. The research method is a combination of qualitative (first stage) and quantitative (final stage). In the first part of this study, academic and executive experts (Iran Insurance Company) were used as the statistical population. A purposeful or judgmental sampling method was used to select the most appropriate academic and executive experts (18 people). The statistical population of the study consisted of employees and managers of staff units and branches of Iran Insurance Company based in Tehran province. To test the proposed model, due to the quantitative nature of this stage, a descriptive-survey method and stratified random sampling was used. Then, standard questionnaires of Lapak and Snell human resource architecture model were distributed among managers and experts in the four areas of architectural matrix occupations (121 people). According to the results, Lapak and Snell human resource architecture model has been able to explain how to distribute different types of jobs and employees in Iran Insurance Company in terms of different modes of cooperation.

Human resources are considered a valuable and unique resource. Today, new perspectives on human resource management system evaluation and modeling are becoming more and more prominent. The human resource system evaluation models seek to make the most of this resource in order to achieve organizational goals. The aim of this study is to identify a model for evaluating the human resource management system with a strategic approach and after the implementation of the model, what benefits the studied companies gain. Based on this, two qualitative approaches were used. First, Delphi was used to identify the appropriate model for evaluating the human resource management system, and then a case study was conducted to implement the model in several petrochemical companies. For this purpose, first 20 human resource experts, including organizational managers and university professors, were selected by the targeted sampling method, and the steps of the Delphi method were performed with the opinion of these people. As a result of this section, 4 dimensions, 28 components and 109 indicators were identified as the most important indicators for evaluating the human resource management system with a strategic approach. Then, 3 petrochemical companies were selected by targeted sampling method and their maximum human resource management system was evaluated.

The purpose of this study is to remind people that human capital is the main factor in the progress of work along with other assets and physical capital, because human resources are instinctively more motivated if their basic needs are met and lead to better management efficiency. Organizes the affairs of the organization and over time determines individual and organizational progress, the brilliance of human resources causes the growth of the organization. As many thinkers, including Abraham Maslow, have argued, "Self-fulfilling prophecies are those whose basic needs have been met and who are now motivated by higher needs." As a result, Kamerva can create enough motivation in himself and take effective and diligent steps to align individual and organizational goals.

One of the main areas of human resource strategy, implementing strategic approach to human resource management and human resource strategy. The purpose of the strategic actions of those activities for innovative human resources programs is to create a close relationship between human resources with strategic objectives designed. The purpose of the strategic view of human resource management is management logic requires the use of human resources and strategic matters or activities that are closely related to organizational goals. Should HR strategies with business strategy level to corporate level strategy and organizational structure are coordinated approach. In this paper, after an overview of the basic concepts of human resources and strategy, human resource strategy and patterns of human resource strategies, human resource strategies for organizations to discuss and complete the model presented and finally deals with the issue of whether the model meets the needs of organizations outsourcing approach.

The current paper aims at investigating talent management models to provide Iran's human resources ‎system with lessons. This research paper is a qualitative comparative research based on understanding similarities and ‎differences in talent management models. Data was collected using theoretical sampling (data ‎saturation) method. Content analysis method was applied to analyze the main components of the well-‎known talent management models. Induction Analysis was performed in qualitative content data ‎analysis. Accordingly, the current paper introductory section contains information about the ‎importance of talent management, research underlying factors, current status of talent management in Iran's ‎human resource management system, and research objectives and questions. The research method is ‎explained in the second section. Third section begins with research results with a brief ‎introduction to talent management models assessing the similarities and differences. The final part of ‎the paper is conclusion. The findings show that models can be classified into three general ‎categories: individual-oriented, organization- oriented and environment-oriented, according to the emphasis of the ‎components. The findings also show designers overlook role of cultural components in talent ‎management. According to findings, it is suggested that courses be designed for all graduates in the education system - and in particular in the Iranian higher education system - to explain concept of talent and role of elites. It is also suggested that the human resource management system pay more attention ‎to environmental factors (non-organizational factors) such as culture, religion, and language, with ‎positive or negative impacts on talent management in Iranian society. ‎

Nowadays, competence patterns are one of the affecting issues and the core of all activities of human resource management organizations. Such model creates a new discourse in the literature of management, called competency-based human resource management (CBHRM). It is a new way to integrate various measures in different areas of human resources. In this article, the basic question is:” What is the conceptual pattern of human forces competencies in Nahj al-Balagha? By using the combined method (qualitative content analysis and quantitative ISM), detailed and comprehensive study of Nahj al-Balagha, questionnaire completed by 40 scholars and experts in the field of management and Nahj al-Balagha have been tried to extract the components of competence to develop a conceptual model. Ultimately, according to the study of text and content analysis method, 332 open code, 48 basic content and 6 themes of organizing categories (God-centrism, justice-centrism, knowledge, wisdom, strength and health) were extracted. Based on ISM technique the modeling, rating and eventually human resources competency model in Nahj al-Balaghe were presented and explained.

Recently performance management has been broadly discussed and as the result comprehensive definition on its aim and functions in HRM offered accordingly. Looking over the evolution of performance and evaluation in the past reveals that in traditional and classical management is applied as the means for controlling of responsibilities and function of the managers and organizations, but today it is consider as a very effective, dynamic, qualitative, continuous and interactive process of human resource management. Hence, performance management function is something beyond the paying rewards and mostly emphasize on behavioral reinforcement, human resource development, effective relation between managers and employees, and lastly for evaluation of knowledge of the organization. On the other hand, specific and complicated characteristics of R & D Organizations demand that managers, considering new challenges of performance management, knowingly focusing more on performance management as a model for evaluating effectively performance based on the knowledge of organization and employees for meeting overall goals of the organizations. In this paper some definition and functions of new approaches on performance management reviewed and at the end a proposed model would be offered.

Nowadays, in spite of the fact that, a large part of manager’s power is spent on the field of human resources there are still many problems in this field. The lack of compatibility and fit of the current human resource management patterns with the conditions and environment of our organization which is built on the basis of human and Islamic values, including these problems. If the holly prophets management functions in the field of human resources can be classified scientifically and coherently, it is possible to provide a new paradigm of human resource management consistent with the conditions and environment of our organization.

The Aim of this study is identifying the duties of human resource management in the managerial course of the Holy Prophet (BGUH).

Method of the study was the targeted documents analysis through the descriptive-analytical approach thatfor this purpose, hadith resources and other resources were used on life of the Holy Prophet (BGUH).

In this study 25 human resource management tasks were identified in 6 overall categories.

After summarizing contents a model of human resource management tasks was presentedbased on the managerial course of the Holy Prophet (BGUH).

Human resources have become the most powerful source of competitive advantage in the business environment today. Therefore, researchers, senior managers as well as human resource experts always emphasize the importance of human resource management. Emergence and development of a new concept of sustainable human resource management is one of the concepts that put the organization in the direction of sustainable development. Hence, sustainable human resource management has evolved as a field of study to facilitate the understanding of the relationship between the organization and stakeholders. Although there are many definitions in the literature of sustainable human resource management, but there is no specific set of effective features in the formation of sustainable human resource management. Since the characteristics of sustainable human resource management to implement the organizational sustainability strategy using human resources as the main axis of any business has a special place, therefore, the purpose of this study is to identify and categorize the characteristics of sustainable human resource management using methodology. For this purpose, in the first step, related and approved articles and researches were analyzed. In addition, in-depth interviews were conducted with executive and academic experts. In the second part, the identification of mentalities was done quantitatively using the Q-factor analysis technique. Subject matter experts and executive experts were used to determine mental patterns. Findings and their analysis indicate the existence of 5 mental models regarding the characteristics that affect the formation of sustainable human resource management, including interactionism, rationalism, criticism, diversity and justice.