فصلنامه پژوهش های مدیریت منابع سازمانی
سال سوم شماره 3 (پیاپی 11، پاییز 1392)

In Economic crisis conditions، it is expected that human resource managers play a rational role to change these conditions to opportunities. According to studies، HR managers utilize a set of different measures to confront crisis، which mainly has a short-term glance. These measures are instead of achieving Sustainable Competitive Advantage and turning the crisis into an opportunity، so it just supports the implementation of retrenchment strategy and will have negative effects on staff motivation. Considering literature and aimed to identifying the efficient and prioritized measures with respect to strategic HRM، efficient measures were identified. After interviewing 36 executives، the measures were revised by an eight-person decision-taking group. As a result 14 measures were classified in 5 main groups. Since making decisions to utilize one action will also affect the effectiveness of other actions، and in order to specify priorities of suggestive measures to meet SHRM، the use of DEMATEL and ANP approach was adopted. As a result، “Communications and Information Disclosure” was identified as first measures and “Empowerment of Managers for Crisis” and “Human Resource Development” ranked second and third. Thus both short and long term strategy cloud be supported. measures as “Work Force Reduction” and “Personnel Cost Management”، which have been identified as the most prevalent measures of HR managers، were specified as the last suggestive measures in this study.

The present study aimed to investigate the relationship between developmental performance appraisal and Job performance mediated by organizational commitment and organizational support in the employees. This study performed in the Gas Company of Guilan Province in 2013. A number of 217 employees were selected as the participants using classified random sampling consistent with the sample size. Participants in this research complemented following Questionnaires: developmental performance appraisal, Organizational Commitment, Organizational support, Task Performance and Organizational Citizenship Behavior. To confirm the scale factor structure and to evaluate the suggested model, confirmative factor analysis and structural equation modeling were conducted. Moreover, Bootstrap Test was adopted to examine its mediation and meaningfulness effects. The results revealed that the suggested model satisfies a good fitting regarding provided data. The research findings showed that only the indirect path of developmental performance appraisal, organizational commitment and organizational citizenship behavior was meaningful, while the other three indirect paths (developmental performance appraisal, organizational support and commitment on task performance and developmental performance appraisal, organizational support and organizational citizenship.

Developments, changes and increased competition in the field of industry in recent years, has forced organizations to focus on gaining competitive advantage. In general, many experts believe that organizational performance improvement will increase profitability, and therefore the organization's competitive position relative to other competitors will be dramatically enhanced. It can be accomplished through environmental conditions, resources and practices required. As results, organization can enhance its ability to value creation and achieve profitability. In this study, regarding to resources in achieving high level performance, the key sources of influence on organization performance is derived by reviewing the results of previous researches and according to experts’ points of view. Using the experimental design method, appropriate framework of factors presented. The results show that contribution percentage of following factors: total number of employees, inventory levels, the value of capital assets, the ratio of manufacturing employment to total employment and the cost of advertising on firm performance.

is paper is based on an interpretive ethnography conducted in a public organization ("Edareh"). This paper attempts to achieve some part of the ethnography’s goal to describe how "ideal worker" is socially constructed by the different organization’s stakeholders (managers and employees), so as to stay and to be “advantaged". This goes through the light of analyzing the two key events, that is to say "management changes" and "layoff". At first, drawing on Schneider and Ingram framework, the characteristics of “ideal worker” construct from new managers’ view, their sense making of the employees with this framework and trying to move into the full realization of the construct is expressed. Then, based on social construction efforts on the part of employees, their struggles to stay, to not being fired, and even to get promoted - intended to changing and modifying the new manager’s “ideal worker” construct - is described in the form of a manifesto for staying in “Edareh”.

Nurses’ emotional and psychological well-being is one of the most important factors for providing safe, effective, and quality care. Several factors affect Well-being such as busy work and stress, positive and negative emotions, and psychological capital. This study aimed to examine the effect of psychological capital on well-being amongst nurses of Mashhad Qaem hospital. Research design was survey-analytic and conducted with participation of 123 nurses who were randomly selected. Data were collected using Psychological Capital Questionnaire (PCQ), Positive and Negative Affect Schedule Scale (PANAS), Depression, Anxiety, Stress Scale (DASS) and General Health Questionnaire (GHQ), and were analyzed using statistical techniques such as path analysis and mediation analysis. According to results of descriptive statistics, all the variables were above average and Well-being was the best. According to results of inferential statistics, predictability of well-being through psychological capital, positive emotions, and anxiety was confirmed, but the effect of nurse's stress on well-being was not statistically significant. Results of this study were consistent with previous studies. Nurse's high psychological capital increases their positive emotions, reduces their stress and anxiety, and increases their well-being. In general, research results emphasize the need for more attention to.

Political skills and Impression management are two new and important subjects in the field of organizational behavior that share many common points. We try to examine impact of this tow topics on each other. This study, In terms of target, is an applicable Research, and nature and objective is as descriptive/ Correlative. Statistical society included all employees of the governorate of North Khorasan. To implement this study Sixty-eight people are randomly selected as statistical sample. The research data collection tools are Ferris et al impression management behavioral strategies Questionnaire and Bolino & Turnley Questionnaire. Data obtained from questionnaires have been analyzed with Pearson correlation, liner regression and one sample t tests. Findings indicated that all factors of political skills (Social Astuteness, Interpersonal Influence, Networking Ability, and Apparent Sincerity) significantly have positive impact on behavioral strategies of Impression management. Also level of employees’ using political skills and behavioral strategies of Impression management found out to be about an average and higher.

The purpose of this quantitative correlation study was to determine the extent to which the role of leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of an Iranian oil company. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation with employee satisfaction, suggesting that the situational leadership style may be the most appropriate style for leaders in an Iranian oil company.