The main purpose of this study was to investigate the effect of strategic human resource management measures on the performance and success of professional clubs in the Premier Football League. The research method was descriptive-correlation and applied in terms of purpose. The statistical population of this study was 330 people, all managers and employees of the country's football clubs. Statistical sample was determined by stratified random sampling method and referring to Karajsi and Morgan table of 181 people. In order to collect information, the standard questionnaire of strategic human resource management measures of Taysoor and Lane (2004), the standard questionnaire of Hershey and Goldasmit performance (2003) and the standard questionnaire of success of Hoff et al. (1997) were used. The validity of the questionnaires was confirmed by a survey of 10 professors and sports management experts. The reliability of the questionnaires was confirmed by Cronbach's alpha test (strategic human resource management 0.800, organizational performance 0.853 and organizational success 0.906). Pearson correlation coefficient and structural equation analysis were used to analyze the data. The results showed that the effect of strategic human resource management measures on organizational performance and organizational success was significant. Establishing and implementing strategic approaches in the field of human resource management can create a competitive advantage for the organization, improve performance, improve employee commitment, quality and flexibility of human resources and thus ensure the effectiveness of performance and success of clubs.

With the increase in the sensitivity of communities to environmental issues, activities such as corporate social responsibility, protection of natural environment, sustainable performance, and lean manufacturing have grabbed the attention of strategists and key stakeholders of companies. In other words, the environmental pollution has turned into one of the most important global challenges, and the waste processing companies have come to be known as prosperous and high added-value industries. The purpose of this study was to examine the effects of human resource management measures on green innovation through the mediating role of greet organizational culture. The statistical population of the study was comprised of the managers and office clerks of the waste processing companies in the industrial towns of Tehran province, out of which a sample of 165 individuals was selected based on Morgan’s table using proportionate stratified sampling. Questionnaires were used to measure the research variables. The reliability of questionnaires was confirmed using Cronbach’s alpha and combined reliability, and the obtained data was analyzed using statistical equation modeling and PLS software. The results of the study show that the green human resource management measures in the waste processing companies have positive, significant effects on green innovation both directly and through green organizational culture. The findings indicate that the purpose of implementing green human resource management measures is to train the staff in order to enhance their green abilities, skills, and knowledge and to encourage them to use these skills and abilities for the organizational purposes. These educational and persuasive measures that are carried out by the high-ranking organizational managers will gradually turn into a part of the organizational culture, the outcome of which is the reduction of energy consumption, the reduction of pollution, the efficient use of recyclable materials, and the provision of environment-friendly products.

Today, creative and innovative human resources play a crucial role in the optimal performance and achievement of long-term goals of organizations. Therefore, organizations must use different methods to lay the groundwork for innovative activities, one of the most important of which is the use of strategic human resource management measures. Therefore, the purpose of this study is to design a model of strategic human resource management with the approach of promoting innovation in Municipality of Tehran. The present study from the purpose point of view is applied-development study and is in the mixed research category. In the qualitative stage of the research, the theme analysis method was used. Participants in the present study included 13 university professors and 19 senior managers of Tehran Municipality, who were interviewed to the point of saturation. Based on the results of the qualitative stage of the study, a model for strategic human resource management with the approach of promoting innovation capability was designed. In a quantitative step, in order to validate the model, the structural equation modeling method and smartPLS software were used. For this purpose, 169 managers and experts working in Municipality of Tehran, who were randomly selected were interviewed using a questionnaire. Based on the findings, the relationship between strategic human resource management subsystems; including employee recruitment, supply and adjustment system, performance management system, human resource development system, service compensation and reward system, job analysis and design system, talent and succession management system and employee relations and innovation management system were approved. Also, the results showed that the coefficient of determination for the variable of strategic human resource management was 0.649 and for the variable of innovation capability improvement was 0.578 which were significant. Therefore, it can be concluded that 57.8% of changes in innovation capability can be predicted by strategic human resource management measures. The results showed that by using the capacity of strategic human resource management subsystems, innovation capability and innovative performance in Municipality of Tehran and the results of the research, in general, can be applied  to organizational units with almost similar and with the same structure and missions.

Organizations need effective human resource management to achieve the best results. Human resource management measures can affect the performance of the organization and create a sustainable competitive advantage and survival in the dynamic environment. High -performance work system is a coherent set of relevant human resource management measures that, while selecting and developing effective work forces to achieve the goals and purposes of the organization. The purpose of the research is to investigate the impact of high -performance work systems on individual and organizational effectiveness with mediation of the flexibility of human resources in a military organization. In this regard, based on a cross-sectional survey research in a Military organization with a sample sampling of 21 managers and experts, the selection to validate the model, the impact of high-performance work systems on individual and organizational effectiveness through the resilience of human resources flexibility Structural Equation Modeling Method. The results of the final modeling showed that the human resource flexibility variable had the highest possible effect size of 60% in the research model. Considering the significance of the whole model paths, the most effective path of the model with regard to the high value of the path coefficient, the pathway of the impact of the working system the high performance is on the flexibility of human resources with a value of 78%. Also, considering the values of the coefficient of model determination, all the measures in the power model explain 65 percent of the individual effectiveness changes and 70 percent of organizational effectiveness, while the flexibility of human resources in the role of mediator is 35 percent of the impact of high performance work systems on individual effectiveness and by 34 percent, the effect of high performance work systems on the effectiveness of the organization is moderated. If high-performance work systems can be designed and constructed correctly, it can be possible to consider the components of it, such as job design, bonus system, organizational structure, information system, people (selection, training and empowerment). A great impact on the flexibility of the organization's human resources can be created and consequently enhances the effectiveness of individual and organizational effectiveness..

The purpose of designing a model to explain sustainable human resource management in Iranian government organizations with a sociological approach. The present study is practical in terms of purpose and mixed in terms of nature. Experts were identified by targeted sampling and snowball sampling. Due to the adequacy of the data, a total of 19 people were interviewed. The method of analysis is foundation data theory and the data were collected through in-depth interviews. The results of the qualitative section show that in terms of individual, group and organizational components and attention to the organization, in the main phenomenon of participation, communication and adherence. Interventional conditions, internal and external factors, in the context of capacity building, organizational change and planning and in connection with the main strategy of sustainable human resource management measures, human resource information system design, and consequences including individual, organizational and social consequences. Merit-based and human resource management skills are effective. Correlation coefficient and diagnostic validity for cross-factor loads, convergent validity that is higher than 1.96 provide a suitable structure for measuring the model, and indicators with acceptable coefficients of the model Has confirmed.

The purpose of this research is to present a model of challenges and opportunities of love management in Iranian organizations. The research is developmental in terms of purpose and descriptive-exploratory in terms of type. The foundational data theory research strategy is based on Glaser's emergent approach. Participants in the research include managers, assistants and experts related to the subject of the research, which was conducted with 13 semi-structured interviews with the logic of theoretical saturation. The method of data analysis was open, selective and theoretical coding. The findings of the research state that the causal factors include: individual, organizational and extra-organizational factors; Aggravating factors including: deficiency in organization rules and regulations, modernity, media and internet, type of organization (public/private); Limiting factors including: strengthening religious values and beliefs, strengthening organizational supervision; Examples of romantic relationships include: verbal, behavioral, sexual relationships; Mechanisms of love management including: the attitude and treatment of managers, human resource management measures, personal privacy, training and counseling programs, ethical and adaptive behaviors, written ethical charter; Opportunities include: increasing job satisfaction, increasing organizational vitality, forming positive feelings, and challenges include: physical problems, emotional tensions, sexual tensions, unhealthy relationships with other colleagues, disruption of job function, formation of unethical relationships, weakening of social credibility and weakening of values.

This study investigates the effect of human resource development and social responsibility of the organization on the turnover intention with the mediating role of organizational commitment in the police headquarters in Mazandaran province. The method of the present study was applied in terms of purpose and according to the method, it was a descriptive-survey research. The statistical population in this study was 120 officers of the police headquarters in Mazandaran province, which was determined by placing the sample number of 105 people in the Cochran's formula. The study sample was randomly selected by simple random sampling. To measure human resource development strategies Shay Questionnaire (2005), turnover intention Thatcher et al. (2003), organizational social responsibility Pratihari and uzma Questionnaire (2007) and organizational commitment Alan Saks (2006) Questionnaire was used. The reliability and validity of the research instrument were evaluated using factor loading coefficient, Alpha cronbach, composite reliability, convergent validity and divergent validity. The obtained data were analyzed using smart-PLS and SPSS. Data analysis showed that the development of human resources and social responsibility of the organization has been effective on organizational commitment of employees. Also, the development of human resources has been effective on the tendency of employees to leave the service, but social responsibility has no significant effect on the turnover intention; Also, the results of Sobel test showed that organizational commitment with a significance coefficient of./6972 It does not play a mediating role in the causal relationship between human resource development and turnover intention, but organizational commitment with a significance coefficient of 2.43 plays a mediating role in the causal relationship between organizational social responsibility and the turnover intention. The officers of the police headquarters in Mazandaran province believe that in return for supporting them through human resource management measures, it can make them more committed to the organization,

Green human resource management refers to activities involving development, implementation, and ongoing maintenance of a system that leads to greening employees of an organization. Human resources’ issues cannot be limited to one area of expertise. As a result, decisions and performance of the personnel officers at all levels affect the organization’s performance. So, this study aimed to investigate the effect of green human resource management on environmental performance of Red Crescent with mediating role of green culture empowering factors.

The present study was applied in purpose and since the structural equation modeling method was used to test the hypotheses, it is considered as a correlation analysis. The statistical population consisted of 440 Red Crescent employees in Khuzestan province. The sample size of the study was determined as 205 using the Jersey and Morgan Table. The participants were selected using simple random sampling method. The data collection tool was a questionnaire and the collected data were analyzed using structural equation test by SPSS 24 and Lisrel 8.5 software.

Based on the findings, the green human resource management measures had a positive significant effect on environmental performance and green culture factors at significant amount of 2.53 and 6.54, respectively. Furthermore, empowerment factors had a positive significant effect on environmental performance with a significant amount of 2.40. In addition, the mediating role of green culture empowerment factors was confirmed in the relationship between green human resource management measures and environmental performance (0.536).

Since environmental problems and their effects have a great impact on the performance of Red Crescent employees and on the attitude of domestic and foreign consumers towards domestic products, environmental performance of the Red Crescent should be considered. Moreover, the Red Crescent should use green human resource management to work on the growth and development of green human resources.

The purpose of this research is to provide a model of the impact of internal marketing on the performance of the banking industry based on the data-based theory method. The research method is applicable in terms of the purpose, and qualitative in terms of the implementation method, based on the inductive approach. The statistical population of the research includes 8 experts of the banking industry, and the sampling was done in a targeted manner and the interviews continued until reaching theoretical saturation. Semi-structured interview was used in this research. To collect and analyze the data, the foundation's data theory research strategy was used. For data analysis, MAXQDA 2020 software was used to code the interviews. The results indicated that a total of 5 components of job security, training, employee motivation and satisfaction, positive communication, development and reward were identified as internal marketing features in the banking industry, and 14 components were identified and extracted in the form of causal conditions (establishing constructive interaction between employees and managers, generous rewards, employee empowerment, management support), foundational conditions (organizational leadership and management, human resource management measures, organizational culture), interventions (political climate, organizational costs), strategies (promotion of customer-oriented culture, person-job fit), and outcome (human development, value creation, increased commitment).

Family businesses play an important role in the economic growth and sustainability of countries Therefore, the sustainable development of these businesses is one of the important indicators of the economic structure. This paper was compiled with the aim of investigating the impact of human resource management measures on the quality of human capital with the moderating role of generational change stages in the sustainable development of production-oriented family businesses. The purpose of this applied research is descriptive-survey and correlation method. The research literature, using library studies method, and field survey and questionnaire tools were used to collect data during the survey phase. The validity and reliability of the questionnaire were confirmed by Cronbach's alpha coefficient. The statistical population consisted of 150 members of the board of directors and executives of family companies active in Golestan province. Using Cochran formula, 108 individuals were selected by simple random sampling. Descriptive statistics were used for data analysis and Structural Equation Modeling (SEM) was used to test the research hypotheses. The results showed that there was a significant relationship between skills enhancement and motivation of employees with kinship and financial quality, as well as between skills and motivation of employees with no kinship and financial quality .Generational stage have had moderated the relationship between the skill enhancement and motivation of employees with kinship and financial quality. But the stages of generation change did not have a moderating role in the relationship between the skill enhancement and motivation of unrelated employees and financial quality.