نشریه پژوهش های مدیریت منابع انسانی
سال هشتم شماره 1 (پیاپی 23، بهار 1395)

Managers selection and the criteria governing it, are great challenges in developing countries. This research is intended to develop a competency model for managers and commanders at IRI army from the viewpoint of the supreme leader, Imam Khamenei. Combined qualitative and quantitative research method was applied in this research. Hadith Velayat, a comprehensive collection of Imam Khamenei’s speeches and commands, were used to develop the first phase of the research. For developing the first draft of the design, the researchers applied grounded theory. For revising the model, they applied focus group composed of management experts and specialists. The final model was developed after acquiring the comments of the commanders through questionnaires in a survey method. The model included 516 codes, 84 concepts, and 4 main categories some of which included some peripheral categories. The main categories included “personal competencies” composed of 28 concepts, “interpersonal competencies” composed of 6 concepts, “organizational competencies” composed of 41 concepts, and “vision competency” including 9 concepts

Applying Porter’s typology at business strategy, and Stewart and Brown’s typology at human resource strategy and focusing on vertical alignment, the researchers conducted an investigation on the alignment between human resource management and business management. This is a descriptive and correlational research following aapplied purpose. Research population includes 78 managers and deputy directors at Saipa. 63 questionnaire, out of 78 ones, were filled in by the subjects and were analyzed. The results indicated that business strategy was cost reduction and human resource strategy was loyal soldier. Multiple regression and variance analysis indicated that business was directed towards human resource. Yet, Chi-squared test did not confirm both of the hypotheses. In other words, there was a weak alignment between human resource and business strategies.

Managing employees’ job development is an important issue in the field of human resource management. Job career comprisesa model or orientation of job development in accordance with employees’ attitude and motivation which play their role during working years. Hence, this research is intended to investigate block models or career orientation, or the harbors of progress in public organizations. This is an applied research based on exploratory- survey method. The data was collected by self-made questionnaires. The content validity of the identified factors was confirmed by experts, and the construct validity was approved through confirmatory factor analysis and QMO indicator. The reliability of the research was confirmed by Cronbach's alpha. The results confirmedthe presented model and indicated that the variables were effective in career references and job development route. The proposed relationship was found to be significantly rightful. Results also showed the rank of aspects and indicators, emphasizing on the fitness and alignment of the sample group to research population.

Providing appropriate manpower is one of the major concerns of today's organizations. As faculty members hold special characteristics, they may not be at hand as soon as they are needed. Hence, planning for predicting the demands of faculty members is vitally important. The researchers employed trend analysis, as a quantitative estimation, to conduct the research. Firs, the variable of prediction, including the amount of students at undergraduate and post graduate levels and the amount of articles in the five coming days were estimated. Then, using regression equation models, the amount of faculty members, as well as their academic ranks and their ages and genders were estimated for the period of 2013 to 2017. 102 academic members were predicted most of whom were associate professors between the ages of 46 to 55. The number of female faculty member increased significantly.

Evaluation centers are important and effective instruments for selecting and promoting organizations’ human capital, identify strengths and weaknesses of the candidates, and developing their competencies. Despite the advantageous usage of these evaluation centers, the process of their application encounters some problems. Using Delphi method, this research is intended to identify and prioritize the problems affecting evaluation and development centers in order to help organizations make use of these center to achieve proper meritocracy. Having reviewed the literature and having interviewed the experts, the researchers identified 42 problems. Other problems were found out by Delphi panel. Then they were all prioritized. Among the 50 problems, 15 ones were identified to be most important by the experts. They were proposed as the findings of this research. Weak support by the higher manager, meritocracy’s models not being native, disregarding the evaluation center and looking at it as a fashion, no practice of the results in individual development, and particularity of meritocracy model were identified as the five most important problems in evaluation and development centers.

This research is intended to discover the relation between successful accomplishment of strategic planning systems and internal rewards of human resource in a population of experts and managers of an industrial center of SASAD. This is a descriptive-correlation research which employs the following instruments for data collection: strategic planning questionnaire based on Bryson’s sample and self-made questionnaire of human resource internal rewards. The results indicated that there is a significant relation between successful accomplishment of strategic planning systems and internal rewards of human resource (including indicators such as participation, work importance, interest in work, and variety of work). It was also found that there were significant relations between some components of internal reward (such as employees’ participation in decision making, importance, interest and variety of work, and feedback) and successful accomplishment of strategic planning systems. Components of independence and freedom at work did not show any effective relation with successful accomplishment of strategic planning systems.

This research is aimed at assessment of the effects of various payment systems on accountability and responsiveness of the employees. Having studied the theoretical literature and having introduced the various payment systems, the researchers proposed the final conceptual model. This model included three payment systems: hourly payment, payment on the basis of evaluating mental performance, and competitive payment. These systems were employed as predictive variables, while office hours and human resource constancy were proposed as intermittent variables, and job accountability was regarded as standard variable. A questionnaire based on Likert table, composed of 36 questions, was employed to assess the variables. The research population included 360 employees at Mellat Bank in the north west of Tehran. The data was analyzed by SPSS20 and SmartPLS2. The results indicated that payment systems negatively affected job accountability. Competitive payment system came out to be appropriate due to its positive relation with office hours and constancy. It can be employed effectively by public organizations and companies.

This research is aimed at proposing a model for competitive advantage in accordance with the approach of human resource competence. This is a descriptive-qualitative research based on library studies and Delphi method. The research population includes 18 university professors and experts and managers of insurance firms. The sample group was selected purposefully on the basis of snowball method. The results indicated that the reliable model of competence advantage on the basis of source orientation as well as the approach of merits of human resource in the insurance industry includes the following elements: “technological knowledge”, “organizational commitment”, “flexibility”, :creativity”, “job satisfaction”, and “professional ethics”.

Enhancing the effectiveness and promoting the capabilities of organizations require committed, effective and motivated employees. This is the most essential strategic advantage of an organization in this turbulent and rapidly changing environment. This research is intended to design a model and appropriate criteria for employees performance evaluation for the employees of Sepah missioned outside. This is an applied research which follows a descriptive survey method. Research population includes 50 experts, elites, and experienced specialists through complete enumeration survey method. The validity of the research instruments was verified by experts (10 scientific experts and 50 experienced and organizational persons). The reliability of the research instruments was confirmed by Cronbach’s alpha resulting in coefficients of more than 0.07 for all indicators. The result was a localized model composed of 6 aspects, 23 components, and 92 indicators. the general aspect included 4 components and 18 indicators, and the specific aspect contained 19 components and 73 indicators (political-security: 4 components and 17 indicators, economic: 5 components and 19 indicators, military: 4 components and 15 indicators, cultural-social: 4 components and 15 indicators, service: 2 components and 8 indicators).

These days, flexibility is an important element for the survival of organizations in this highly dynamic environment. Business environment of an organization must be able to cope with the progressions. An organization and its human resource must be able to show flexible reaction to the changing requests. Transmission and integration of knowledge is an approach to achieve this purpose. This research is conducted in Yazd. It is aimed at presenting a model for investigating the effects of transmission and integration of knowledge on the flexibility of human resource. Gomez Standard Questionnaire (2005) and Beltrame Martin’s questionnaire of human resource flexibility (2008) were employed to collect data. The reliability of the instruments was confirmed by the experts, and their validity was verified through Cronbach’s alpha. Research population was calculated in accordance with Morgan table. 123 questionnaires were distributed among the subjects as a result of simple random sampling. This is a descriptive correlational research whose data is analyzed by Smart PLS and SPSS 21. The results indicated that transmission and integration of knowledge positively and significantly affected human resource flexibility.