فصلنامه مطالعات منابع انسانی
پیاپی 51 (بهار 1403)

Aligning artifacts with organizational values facilitates the successful implementation of organizational strategies. For this reason, designing and managing these artifacts is of utmost importance. However, only a few studies have examined how organizational values transform into cultural artifacts. The present research investigates the display of values in cultural artifacts using the House of Quality (HoQ) matrix. This proposed approach seeks to ensure the integration of cultural artifacts and enhance their strategic influence and alignment with organizational values.

This study follows a Design Science Approach (DSA) and has used the Peffers et al.’s (2007) six-step model, which includes “identifying problems and motivation”, “defining objectives and solutions”, “design and development”, “demonstration”, “evaluation”, and “communication”. A group of researchers, organizational managers, designers, product and service development experts, and organizational culture experts participated in the artifact design. Hamrah-e Aval organization was selected as a platform for displaying and evaluating the designed artifacts.

The House of Quality (HoQ) matrix, which transforms customer needs into product technical features, was used. The House of Ideas (HoI) and House of Communication (HoC) matrices were designed to transform organizational values into cultural artifacts. This tool helps transform organizational values into the features of the proposed idea, and, finally, the cultural artifact.

This paper introduces a methodological approach to transforming values into tangible cultural artifacts by developing the HoQ Matrix and designing two new matrices. With the help of these matrices, organizations can design cultural artifacts to institutionalize organizational values.

In today's world, appropriate, qualified and sustainable human resources along with competent leadership are the only resources that can create sustainable innovation and competitive advantage in organizations. Thus, it is important to put the development of human resources at the top priority of any organizations. In Iranian studies, despite identifying and explaining some of the effective factors related to human resource management systems and practices, researchers seem to have neglected to examine the role of top management influence in the implementation of these practices. In foreign studies, research on leadership and human resource management (HRM) have largely progressed on parallel trajectories and other key factors such as cultural adaptation, integration, multilevel and multi-factorial items have been neglected. The purpose of this research was to develop a comprehensive pattern of the top management influences in implementation of HRM practices.

In this research, over 501 articles were evaluated through authenticate scientific database sources from 1993 to 2023. By using the seven-step model of Sandelowski and Barroso, content analysis and meta-synthesis qualitative approach, 85 articles were selected for further detailed study.

A total of two categories, eight concepts, and 42 indicators were identified and put into a comprehensive pattern. The pattern includes the internal organizational factors such as top management influential factors, organizational influence factors, and influence components. Furthermore, the external organizational factors, institutional and contextual factors of influence were identified.

The results of all these factors were sum-up as positive and negative outcomes which could be experienced by any organization. By identifying and focusing on these factors, organizations could prevent the negative effect of top management influence in the poor implementation of human resources management practices to obtain maximum productivity and maintain a sustainable competitive advantage.

In Iran's administrative system, the task of selecting and appointing government managers is very important. The people who are entrusted with these central positions have the power to shape and influence the direction of public administration and the implementation of policies. Choosing the right public administrators is not just a routine procedure and it is a decision that can have far-reaching consequences for the effectiveness and success of the administrative apparatus. A selected team of capable and competent managers can create positive transformations in the administrative system and strengthen efficient governance. By choosing capable managers, Iran's administrative system can actively address challenges and implement effective policies.

The current research is qualitative and was carried out using thematic analysis method. The statistical population of the research was made up of experts from both academic and executive departments, and a semi-structured interview was conducted with 17 experts using snowball type targeted sampling. Interview data were coded and then analyzed using MAXQDA software. The validity of the findings was confirmed with the help of the agreement coefficient between two coders.

In this section, the harms and challenges of managers' choices and appointments in Iran's administrative system were dealt with. Finally, 53 basic themes were extracted in the form of five overarching themes including “political influence and dynamics”, “evaluation and measurement”, “accountability and transparency”, “resource management”, and “procedural issues”. And, a classification process and the overarching theme of "political influence and dynamics" were recognized as the most important factors influencing managerial appointments.

This research shows the critical challenges related to the selection and appointment of managers in the administrative system and its complex landscape. The most important of these challenges is the general issue of "political influence and dynamics," which emphasizes the need to improve processes to minimize external pressures on managerial appointments. In this regard, the current study aims to promote transparency, reduce political interference, apply advanced evaluation methods, use modified measurement tools, pay attention to knowledge and experience, optimize competency models and eliminate organizational deficiencies, and provides recommendations for selecting managers.By addressing these challenges and implementing targeted organizational reforms, the selection structure of managers in Iran's administrative system can be moved towards more responsible and efficient choices. This will ultimately help to improve the level of accountability, efficiency and overall effectiveness of the administrative system in the development and progress of the country.

Within the environment of an organization, human resources are exposed to various nervous and psychological pressures, which have many negative effects on the performance of individuals and organizations. Job burnout is one of the occupational hazards that has received attention in recent years. The ultimate goal of this research is to identify the factors affecting the management of employee burnout, and finally to develop the model of employee burnout management, and inform organizations and managers about the importance of burnout and its effects on the performance and health of employees.

The current research is qualitative, developmental, interpretive, and inductive, which was carried out using a Meta-Synthesis approach and qualitative theme analysis method. Thus, in the first step, 190 articles from databases such as Google Scholar, Scopus, Springer, Emerald, and JStore were reviewed by a comprehensive search of sources, and 45 articles related to the qualitative research method were selected in a 4-step refinement. Concepts were extracted from the articles, and by rereading the concepts, factors were extracted from them. Finally, five main themes and 18 sub-themes were extracted, and the final model was compiled.

The results revealed a comprehensive burnout management model using the qualitative meta synthesis method based on five dimensions including stress management interventions, employees as their active innovators, encouraging and nurturing social support, employee participation in decision-making, and implementing high-quality performance management.

A model in the field of burnout management was presented in this study. Job burnout negatively affects the quality of life of employees regardless of their field of knowledge. Definitely, by using the factors presented in the research, employee burnout can be managed.

Artificial intelligence (AI) has made a digital transformation in human resource management, capturing the attention of HR professionals and managers. However, there remains a gap in research addressing the full spectrum of AI applications and challenges in HR management within organizations. This study aims to identify both the applications and challenges of AI in digitalizing human resource processes within companies.

To achieve this goal, a review of theoretical literature was conducted and the required data was collected from ten semi-structured interviews with experts specializing in HR AI technology and digital HR practices. The qualitative data were conceptualized through the thematic analysis technique. Subsequently, in the quantitative stage, the applications and challenges were ranked using the weighted average technique.

67 AI applications in nine dimensions were identified using thematic analysis including job design, personnel recruitment, performance evaluation, training, retention, compensation, operational enhancement, decision-making, and disciplinary actions. Moreover, 32 challenges were identified and categorized.

The integration of AI into human resources processes results in enhanced precision, consistent data analysis, simplifying, automating and personalizing processes, ultimately saving time and improving the quality of HR operations. However, implementation this technology confronts challenges and restrictions.

Career success has been one of the most important concepts in human resource studies in recent years. In order to maintain their human resources and reduce the rate of staff burnout, organizations have to provide the necessary platforms for the development and progress of human resources, especially efficient and specialized forces. The purpose of this study to design a model to evaluate the success of the government employees’ career.

This study is an applied research in terms of its purpose, and meta- synthesis approach was used to collect descriptive information based on qualitative methodology. For this purpose, the articles published in the field of career paths in the databases of international publications in the specified period were used. The articles were entered into the process of meta- synthesis analysis based on the principles of the meta- synthesis method and its criteria. Qualitative content analysis method was also used to analyze these articles.

This research, based on meta-synthesis method and review of 71 selected articles, has presented a paradigm model in relation to career success. The result of this study includes 53 sub-categories, 17 main categories, and four general categories (sustainable development of objective job positions; institutionalization of mental success; integrated organizational policy in the career building and the measurement of the mentioned success of career) that is presented in the form of a theoretical model. The findings showed this managerial orientation that the model of evaluating the success of the career should be a step-by-step model, and its path should be done jointly from both perspectives of employees and managers. Also, the success of the objective and subjective career path should be evaluated by the employees, and factors affecting the success of the career path should be evaluated by managers.

It can be claimed that in designing career path success models, the internal and executive alignment with the organization's job realities and the demands of the forces must be taken into consideration. Governmental organizations should adopt an employee-centered approach in designing and developing employee oriented career plans.