فصلنامه مطالعات منابع انسانی
پیاپی 37 (پاییز 1399)

Today, sharing knowledge and experience is a valuable step in improving organizational performance. But sometimes employees refuse to share it for some reason. Therefore, knowing the aspects of this behavioral pattern can facilitate access to this valuable resource. Accordingly, this study was conducted with the aim of designing a model of specialized exclusivism of employees.

This is an applied descriptive study. Its approach is qualitative that has been done through grounded theory method. Participants in this study were university instructors who are specialist in human resource management and organizational behavior management, as well as human resource and administrative managers of knowledge-based organizations, 15 of whom were selected using the snowball sampling method. The data collection tool was a semi-structured interview. Data analysis was performed using three stages of open, axial and selective coding in the form of a structured method ofgrounded theory.

The 380 open codes identified were combined into 69 subcategories and 17 main categories, which were classified into 6 main categories including causal conditions, central phenomena, contextual conditions, intervening conditions, strategies and consequences.

Paying attention to structural, interactive, cultural values, personal characteristics of employees, organizational justice, prevention of political and deviant behaviors can reduce the tendency of employees to monopolize their knowledge and experience.

Employees' encounters and interactions with the organization create a comprehensive understanding and experience of their presence and membership in the organization, which affects their behavior, attitude, and performance. The emergence of digital transformation in the business world has made the nature of this experience more complex and it has become more necessary to know how it is formed. The present study has identified the factors affecting the formation of digital employee experience.

The present study is a descriptive survey based on the method of data collection, and with a two-stage qualitative method. In the first phase, by using the systematic literature review (SLR), 22 articles and whitepapers were reviewed and a basic pattern for this concept was presented. Then, in order to confirm and complete the identified factors in the first stage, eleven academic and professional experts in the field of digital transformation and human resources in the country were interviewed who were selected by judgemental and snowball sampling. The data gathered from these interviews were analyzed using thematic analysis.

In this study, 70 different factors were identified as effective factors in shaping the digital employee experience in the organization, which were classified into 8 main categories: cultural, leadership, strategy, brand, technology, job, the physical environment, and jobholder factors.

Improving the current situation of the factors affecting the formation of pleasant digital employee experience in the organization is essential. The pattern presented in this research can be used as a basis in this field.

Human resources are the most important component of any organization, including education, and its excellence has a decisive and facilitating role in the excellence of the organization. The present study aimed to identify the nature of individual excellence of teachers.

This research is applied in terms of purpose and qualitative in terms of data analysis method. Its participants consists of 19 teachers of educational sciences, managers and senior assistants in Khorasan Razavi province who were purposefully and judiciously selected. Data were collected using semi-structured interviews and analyzed through the network of themes. The validity and reliability of the study were evaluated and confirmed using Goba and Lincoln (1985) methods.

The nature of teachers' individual excellence was identified and combined in 47 basic themes, 13 organizing themes and 3 comprehensive themes (individual, psychological and professional capabilities).

Developing the capabilities that constitute the individual excellence of teachers can provide suitable conditions for improving their performance. It also can facilitate the excellence of education and its rolr playing in the path of all-round development of society.

In today's competitive environments of organizations, the "talent war" has made the recruitment, exploitation and development of key employees a top priority for leading organizations. Effective implementation of this task requires an appropriate model. Therefore, the present study has provided an integrated model for talent management in organizations.

This study is a qualitative, inductive, applied research. Its information sources consists of published articles in the field of talent management among which 33 articles have been entered into the analysis process using purposive sampling method. Data were collected using phishing tools and analyzed through content analysis technique.

The integrated talent management model introduced in this research consists of seven main categories, which are: identifying and discovering talent resources, attracting talent resources, selecting talent resources, developing talent resources, retaining talent resources, evaluating talent resources and the results of talent resources.

Efforts to comprehensively manage key employees can provide the organization with a sustainable competitive advantage. The integrated model presented in this research can be a guide for human resource managers in this field.

Outsourcing services is a growing strategy that can help increase the productivity and competitive advantage of organizations. The aim of this study was to identify the requirements and achievements of the outsourcing strategy of recruitment and training and its effect on employee empowerment.

This research is applied in terms of purpose and has been done with a consecutive mixed approach (qualitative-quantitative). The participants of the qualitative stage were managers and experts of the Ministry of Sports and Youth in the field of outsourcing. The required data were collected through semi-structured interviews and analyzed by content analysis method. In the quantitative stage, 202 persons of managers and employees of this ministry were selected by simple random sampling method. The data collected using a questionnaire were analyzed by structural equation modeling.

The requirements and achievements of the strategy are presented in the form of 27 basic themes, 7 organizing themes and 2 comprehensive themes. In addition, the validity of the model presented and the effect of this strategy on employee empowerment is confirmed quantitatively. Coclusion: Outsourcing employee recruitment and training can help reduce costs, facilitate the hiring process, and create entrepreneurial opportunities. Furthermore, It can facilitate employee empowerment by enhancing the effectiveness of these functions.

In today's competitive and dynamic environments, it is essential to provide the necessary conditions and preparations for implementing strategic changes that maintain the survival and sustainable productivity of organizations. Accordingly, this study has studied the role of strategic human resources in implementing strategic change in an organization. It has also examined the mediating role of Behavioural ambidexterity in this relationship.

The present research method is applied in terms of purpose and descriptive in terms of data collection. Its statistical population consists of 248 employees of Iran Industrial Plans Management Company. Based on simple random sampling, 146 correct questionnaires were returned. SPSS and Smart-PLS software were used to analyze the data.

Strategic human resources, both directly and indirectly (through the mediation of behavioral ambidexterity), have a significant effect on strategic change in the studied company.

Developing key human resource capabilities can enhance their ability and willingness to engage in participatory behavior and innovative performance, thus facilitating and accelerating the implementation of planned strategic changes in the organization.

Severe stress and shock caused by unforeseen unfortunate events can have many devastating consequences on individuals and the organization. Leadership style is one of the factors that can affect the occurrence of this mental state. Therefore, this study has investigated the role of toxic leadership in the occurrence of organizational trauma. In addition it has studied the intermediating role of hypocritical and Machiavellian behaviors in this relationship.

This research is applied, quantitative, and descriptive-survey. The statistical population consists of employees of government organizations in Kerman. For sampling, stratified random sampling method has been used. The data collection tool was a questionnaire. Structural Equation Modeling through LISREL software was used to analyze the data.

Toxic leadership has had a positive effect on organizational trauma, both directly and through Machiavellian and hypocritical behaviors.

Preventing and correcting non-functional behaviors of managers as behavioral patterns in the organization can prevent the occurrence of destructive behaviors that endanger the mental health of employees.