فصلنامه مطالعات منابع انسانی
پیاپی 39 (بهار 1400)

Digital technologies have introduced the organization to both opportunities and threats. Digital transformation is comprised of various activities that lead organizations to implement fundamentally changed approaches to working and disrupting their business models. Governing and management of these initiatives require a new position in the organization chart. Many companies dubbed this role as a Chief Digital Officer (CDO). CDOs have become the executive force for organizational transformation and using technologies to reimagine business core. Although this role is necessary for this change, there is not an all-around description of this role.

In this paper, a two-step method is used for gathering data needed and consequently generating a framework. Firstly, a meta-synthesis method was used to create a framework for the roles of CDOs. through expert interviews, the framework was adjusted and completed. After analyzing over 190 articles about this matter and interviewing 8 digital transformation experts in 5 different industries, the framework was introduced.

The proposed framework for CDO duties has 3 layers, 12 main duties, and 73 detailed duties in 3 main categories of “planning and directing”, “orchestrating” and “networking and external monitoring”. Each category has 2 more levels of detailed objectives and responsibilities.

The framework proposed in this paper is a 3-layer framework and it can guide Chief digital officers to not only know their responsibilities but with the help of this framework, they can get a clear idea of what their organization’s digital transformation strategy and implementation should look like.

In this paper, a two-step method is used for gathering data needed and consequently generating a framework. Firstly, a meta-synthesis method was used to create a framework for the roles of CDOs. through expert interviews, the framework was adjusted and completed. After analyzing over 190 articles about this matter and interviewing 8 digital transformation experts in 5 different industries, the framework was introduced.

The proposed framework for CDO duties has 3 layers, 12 main duties, and 73 detailed duties in 3 main categories of “planning and directing”, “orchestrating” and “networking and external monitoring”. Each category has 2 more levels of detailed objectives and responsibilities.

the framework proposed in this paper is a 3-layer framework and it can guide Chief digital officers to not only know their responsibilities but with the help of this framework, they can get a clear idea of what their organization’s digital transformation strategy and implementation should look like.

Many organizations have outsourced their human resources processes due to their management considerations over the years, hoping to take advantage of this approach. The purpose of this study is to design a comprehensive and coherent framework for managing the outsourcing of human resource processes.

The method of the present research is paradigmatic in terms of interpretation and qualitative and meta synthesis in terms of data collection. The data collection tool is a library method based on document review, including articles, books, conferences, and authoritative scientific databases from 1937-2020. The data analysis was performed through content analysis.

This framework includes the sections of evaluation and measurement, design and development, implementation and management, improvement and improvement, and organizations can use the results of this framework to manage processes in a comprehensive and macro-strategic way.

Using this framework and the prevailing considerations in each stage of it, organizations can manage their outsourcing process scientifically and professionally and benefit from its benefits. This issue will also provide a platform for future research on the specialization of each activity, at each stage and for each organization and different groups.

Human capital productivity is one of the most important drivers of sustainable productivity in the organization and productivity must be developed in accordance with the requirements of strategies and macro-orientations of the organization. Therefore, this study has identified and classified the requirements for improving the productivity of human capital of defense organizations according to Imam Khamenei.

This research is an applied research in terms of purpose and has been done with an interpretive-inductive approach.The sources of information for the study are Ayatollah Khamenei's speeches on improving human resources and capital in meetings with officials of defense and government organizations. Findings of the research have been analyzed using qualitative content analysis and cognitive mapping with the help of MaxQDA software.

From the analysis of lectures, 201 open codes were identified regarding the factors affecting the productivity of defense human capital, which were classified into four main categories, which are: mental, spiritual, scientific and technical readiness as well as managerial requirements.

The development and implementation of human capital development plans in defense organizations should be done in accordance with the nature of the mission of these organizations, expectations and measures and with a comprehensive approach to strengthen human capital readiness to advance organizational strategies and effectively perform expected tasks and plans.

 The need to play work and family roles at the same time puts pressure on the individual that can have a negative impact on physical and mental health and performance of individuals in the organization. This study examines the lived experience of university professors regarding the antecedents and consequences of work-family conflict.

This research is applied in terms of purpose, in terms of how to collect qualitative information and has been done with inductive and interpretive approach.. The participants in the study were professors of Shahrekord University, 20 of whom were selected by purposive sampling method and in-depth interviews were conducted with them. The research method used in this research is phenomenology. For data analysis, the modified Colaizzi - Kan -Stevic method was used. The validity of the results has been evaluated and confirmed in terms of external validity, descriptive validity, interpretive validity.

Participants' lived experience of work-family conflict antecedents are categorized into three main categories: personal, family, and occupational antecedents. The identified consequences of work-family conflict are also classified into 3 categories: personal, family and occupational consequences.

Harmful Consequences of Work-Family Conflict Among the teachers under study, it is necessary to improve the knowledge and skills of balancing work and family plans so that they can better and more efficiently perform these tasks and double expectations at the same time. For this purpose, it is necessary to pay attention to the factors affecting the aggravation of work-family conflict and provide appropriate solutions to reduce them

Sustainable productivity and excellence of today's pioneer organizations depend on having competent managers. The organization's efforts to improve the competencies of its managers need a local model that fits its mission and strategies. Accordingly, the present study was conducted with the aim of presenting a competency model for Tehran municipal managers.

This research is applied in terms of purpose and consecutive combined (qualitative and quantitative) in terms of data type. The statistical population in this study in the qualitative part includes 15 scientific experts and experts in the field of human resource management of executive experts working in Tehran Municipality who were selected by non-probabilistic judgmental and purposeful sampling method.  The data of this stage were collected with the help of semi-structured interview and analyzed by content analysis method. The statistical population of the quantitative section also included the managers of Tehran Municipality, from which 384 people were selected by simple random sampling. The data of this stage were collected using a questionnaire tool and analyzed using structural equation modeling.

The 82 sub-categories extracted from the interviews are classified into 12 categories and 4 main categories, which are: 1. Intellectual competencies (problem-solving skills, decision-making, critical thinking, and creation and conceptualization); 2. Social and communication intelligence competencies (extra-organizational interaction and intra-organizational interaction); 3. Individual competencies (knowledge and awareness, personality traits and values); 4. Executive competencies (consequentialism and executive power, staff performance management and leadership). Findings from two-factor confirmatory factor analysis also confirmed the significance of the relationship between indicators, components and dimensions of the model.

Developing the competencies required by managers to effectively perform their roles and tasks is a strategic step by the organization's human resource management that can simultaneously pave the way for the development of human capital and improve professional and organizational performance. Paying attention to the importance of these competencies can also help improve the effectiveness of these development programs.

Today, procrastination is one of the most important manifestations of deviant work behavior that has a significant role in reducing the output of the organization. One of the factors influencing employees' procrastination is their temperament. The aim of this study is to discover the effect of Bank Mellat employees' temperament on procrastination.

The present study is "applied" in terms of purpose and "descriptive survey" in terms of how to obtain data. To select the research samples, the researchers first used stratified random sampling method and in the second step, they adopted the available sampling method. To collect data, first, temperament indicators were extracted based on the teachings of traditional medicine and in consultation with experts, and then a temperament questionnaire was designed. To measure the dimensions of procrastination, the standard steel questionnaire (2002) was used. The effect of temperament on procrastination was studied by regression, analysis of variance and Bonferroni post hoc test.

The type of temperament affects the procrastination of bank employees. The average of the four temperaments differs in the dimensions of procrastination. Post hoc test showed that "black bile temperament" has a higher average procrastination than "blood" and "yellow bile" temperaments. Also, "blood temperament" has a higher average of procrastination than "yellow bile temperament". "Phlegm temperament" has a more average sluggishness than "yellow bile temperament".

The most procrastinator temperament is "black bile" and "yellow bile" temperament has the least procrastination. The least energetic temperament is "blood" and the most distracting temperament is "black bile". "Yellow bile temperament" also has the highest emotional perseverance and the lowest emotional perseverance belongs to "phlegm temperament". Managers in the field of banking can use people with a "yellow bile" temperament for positions that are more managerial. Also, employing people with "black bile" temperament in hot and humid regions (such as the southern regions of the country), people with "yellow bile" temperament in cold and humid regions and people with "blood" temperament in cold regions can reduce their procrastination.

 The job security has a direct impact on the employee’s motivation and effectiveness. Therefore, the main purpose of this study is investigating the effect of digital skills and competencies on job security in the banking sector.

 This survey is based on data from Maskan Bank in Iran, designing on a representative sample of 361 employees. The structural equation model using PLS software used to analyze research hypotheses designed from literature review.

 Our findings show that digital skills and competencies positively correlated with job security. However, the digital skills have a stronger effect than digital competencies. Among all skills, computer skills and communication competencies had the strongest relation with job security. However, our findings also show that there is not significant correlation between content creation and data security competencies with job security, which needs further investigation.

 Even though the impact of digital skills and competencies on employability has been studied previously, the relationship between these factors and job security not been considered. Thus, this research could be useful to develop body of knowledge in human computer interaction issues and mangers better understanding of information technology effects on employee’s perceived job security in workplace.