فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 100 (تابستان 1400)

One of the problems that has led to the inefficiency and the dissatisfaction of stakeholders in the public sector is the politicization of the administration. The purpose of this study is to design dimensions and indicators to differentiate political and professional seats in government to the establishment of a meritocracy system and professionalism. This study has been conducted with a mixed-methods approach and based on exploratory sequential design. In the qualitative part, the thematic analysis method was used. In the quantitative part, based on descriptive statistics, the indicators obtained from the qualitative stage were arranged based on their importance for each seat. 10 dimensions related to the type of seats are: interactive features of the seat; professional knowledge and experience; recruitment and appointment; requirements, nature, and scope of decisions; job description and specification; performance appraisal; structural features of the seat; transparency and the rule of law; institutional context; the scope of activity and features of seats. To improve the efficiency of the government in achieving the goals as well as the optimal implementation of programs, it is necessary to distinguish between political and professional seats in the executive branch. Otherwise, with the extensive changes that take place in the government after each election, the inefficiency of the government is expected.

The issue of career path development is important for employees in many organizations such as social security, according to the knowledge management pattern, so this study was conducted to design a career development model based on the knowledge management pattern in Mazandaran Social Security Organization. The statistical population studied in this study consisted of all employees of the Social Security Organization of Mazandaran Province. Statistical sample size of 269 people was selected through random sampling method by Krejcie Morgan table. In this research, Shine career development path and Hemmati knowledge management questionnaire were used. The reliability of these two questionnaires using Cronbach's alpha was 0.75 and 0.78, respectively. For statistical analysis, SPSS software version 20 and pls3 were used and the alpha level was considered  0.05. The results showed that the value of t in all paths among the research factors are equal to and greater than 2.58. As a result, there is a significant relationship between the main factors and their sub-factors in the conceptual-analytical model of the research and also the results show that the fit of the general research model is appropriate and strong. In general, there is a direct and significant relationship between the first step of the career path with the second step of the career path, between the second step of the career path with the third step of the career path and between the third step of the career path with the fourth step of the career path of employees, in the conceptual-analytical model of the career path.

CEO-board power relation is a controversial topic in theory and practice. Our research question is, how does the dominance of each party affect the board’s involvement in the strategy-making process? This study aims to provide a contingency understanding of the subject by using a multi-theoretic approach. In this way, it goes beyond examining the mere structural factors influencing formal power. This study opens the black box of CEO-board interactions from a behavioral standpoint. For a multiple-case-study in six banks, the authors conducted 49 semi-structured interviews. Within and cross-case analyses based on systematic coding led to 15 propositions and conceptual model development. First, researchers observed that at least in the Iranian context, contrary to agency theory, the detrimental effects of board dominance are more significant than the CEO dominance. However, instead of giving linear prescriptions, this study concludes by considering the complex nature of power relations and the necessity of multilevel analysis to understand each power structure’s preference in different situations. At three levels of analysis, including the group, individual, and organizational levels, concepts such as “group strategic thinking,” “cohesiveness,” “sense of belonging,” “tendency to political behaviors,” “managerial stability,” “strategic execution,” and ultimately “strategic change” as the desired output of strategic involvement were explored. Authors have explained the relationships between these concepts using multiple theories. Moreover, a more in-depth understanding of power dynamics at the upper echelons is obtained by identifying the moderating roles of “trust” and “personality.”

Business Excellence Models (BEM) are frameworks can help organizations to focus thought and action in a more systematic and structured way that should lead to increased performance. By implementation of excellence models and self-assessment, organizations enable to define different improvement projects. Therefore, improvement projects as a key pillar of business excellence models is one of the main success factors of BEMs. The present research seeks to identify and categorize the components the implementation of improvement projects in BEMs by analyzing how improvement projects are managed to provide guidance for their implementation in organizations. In this regard, by reviewing the literature and conducting semi-structured interviews with experts, 15 components to manage improvement projects have been identified and evaluated using an accredited questionnaire. By using exploratory factor analysis, the components are categorized into four main factors including definition and prioritization, implementation, formalization and support, structured and integrated monitoring of improvement projects. This research identifies and classifies the components of improvement projects, enabling a broader understanding of managers and experts in implementing business excellence models and enhancing the effectiveness of the process of organizational excellence.

The presence of employees in the workplace, despite the signs and symptoms of the disease, represents the phenomenon of presenteeism, the lack of control over which is related to the obvious and hidden costs, such as depression, burnout, deteriorating health. The present study aims to design a conceptual model for the managing presenteeism in organizations’ human resources with the approach of the grounded theory. This study, which is a kind of quality-research strategy and was by grounded theory approach, has been conducted. The statistical population of the study is employees and managers of private companies in the industrial city of Rasht. In this study, purposeful sampling was used to select the sample, which according to the saturation rule, was obtained in the present study using 25 important interviews and continued for up to 30 interviews to be more reliable. Open, axial, and selective coding methods were used to analyze the collected data. The results of the research include identifying causal factors at two levels, contextual conditions at three levels, intervening conditions, strategies and consequences of the presenteeism, and finally designing a model of managing presenteeism. Awareness of the nature of presenteeism helps to find the problem root for the implementation of strategies and mechanisms to overcome the negative consequences of presenteeism and increase the general index of health and productivity.

Covid-19 has caused an unprecedented crisis in all industries, especially the hotel industry around the world. The purpose of this study is to investigating the effect of perceived job insecurity on hotel employee' turnover intention during the Covid-19 outbreak. In order to achieve the purpose of the study, data were collected from 370 employees of 4 and 5 star hotels in the city of Mashhad using the convenience method using a questionnaire. The present research, in terms of practical purpose, the method of collecting data is survey data and considering the relationship between variables, correlation with emphasis on structural equation modeling. The results of testing hypotheses using SPSS and Smart-PLS3 softwares indicate that perceived job insecurity has a positive effect on employees' turnover intention. At the same time, perceived job insecurity leads to reduced employee engagement and embeddedness with the job. Also, job engagement reduces employee turnover. Finally, the results showed that job embeddedness did not affect the turnover intention