دکتر عباسعلی حاجی کریمی ساری

Today's organizations face unforeseen events that affect the workforce and the organization's performance and ultimately the organization's survival. The COVID-19 pandemic has created a challenging environment, especially in the field of human resource management, and has increased the need to implement technical, physical, psychological, and social activities for human resource management. On the other hand, due to the rapid development of technology and information and the fierce competition of organizations, the stress of people at work has increased, and concerns for the mental health of employees have become more important. The COVID-19 pandemic and the stress and anxiety caused by it can negatively affect the working lives of employees and disrupt the company's performance, so as to prevent the process of knowledge sharing, which is the essential need of any organization to survive in the tight competition of today's world. Therefore, the purpose of this research is to investigate the effect of socially responsible human resource management on knowledge sharing and fearlessness of external events with the mediating role of perceived respect and organizational trust and the moderating role of role conflict and role ambiguity during the outbreak of COVID-19.

Design/ methodology/ approach: 

 The current study in terms of paradigm; post-positivism, in terms of approach; quantitative, in terms of purpose; practical, and in terms of method; It is a descriptive survey. The statistical population of this research includes 2350 employees of Megamotor Company, and the sample size was determined by using the power analysis method to be 226 people, and considering the expected return rate of 0.7, in order to avoid reducing the generalizability of the sample, it was increased to 323 people. Finally, after the necessary pre-processing, the data of 319 people entered the process of descriptive and inferential analysis. The sampling method is also simple random. Inferential analysis was done through structural equation modeling with the partial least squares variance-based approach in the SmartPLS software version 3.3.9 due to the presence of quantitative constructs as moderators.

 All twelve proposed hypotheses were confirmed, among which the effect of socially responsible human resource management on organizational trust has the highest path coefficient (0.747). In addition, promoting perceived respect more than organizational trust can help improve knowledge sharing and fearlessness of external events. In other words, the implementation of socially responsible human resources management policies through creating an environment based on respect and trust as a complete mediator role transfers its effect to the final endogenous structures of the model. Increasing role ambiguity can reduce the impact of socially responsible human resource management policies on organizational trust. Similarly, role conflict is able to reduce the effect of socially responsible human resource management on perceived respect.

Limitations & Consequences:

 The limitation of this research is that it is carried out in a specific organization, which makes it difficult to generalize it to other organizations. Therefore, conducting studies in this field in other organizations is recommended. On the other hand, the use of questionnaires to measure people's attitudes is one of the other limitations of this research.

Practical Consequences: 

The prerequisite for the success of an organization is the success of knowledge-based agents in that organization. In this regard, managers should pay attention to the issue of increasing the motivation of employees and creating interest in them to share knowledge. Knowledge sharing plays an important role in innovation and improving the organization's competitive advantage. If organizations provide the necessary infrastructure for knowledge sharing, they provide a platform for sharing and applying knowledge to a large extent. Socially responsible human resources management activities, including communication between compensation and performance evaluation, transparency in performance evaluation criteria, lack of gender and ethnic discrimination in performance evaluation, and long-term attention to training, lead to increased employee trust and employees' voluntary willingness to share knowledge. By implementing socially responsible human resource management policies and, as a result, creating an atmosphere full of respect and trust, it is possible to reduce the stress and fear of employees caused by external events and strengthen action and knowledge sharing.

Innovation or value of the Article: 

So far, no research has investigated the impact of socially responsible human resource management on the two variables of fearlessness of external events and knowledge sharing. Also, the effect of variables of organizational trust and perceived respect as a mediator in the causal relationship between socially responsible human resource management and knowledge sharing and fearlessness of external events and the moderating role of role conflict and role ambiguity have been examined in this research for the first time.

the main purpose of this study is to investigate the impact of driving forces for green innovation including corporate environmental ethics, stakeholder view and market demand for green product on performance with the mediating role of green innovation and the moderating role of management commitment, training and HRM practices on these relationships. Data collected from a sample of 126 respondents working in Iran Ferrosilice Company were used to test the proposed relationships. PLS software has been employed in order to analyze the data and test the hypotheses. The final results of the research indicate that all the hypotheses except one of them are confirmed. Effect of the driving forces for green innovation on green innovation and performance, an effect of green innovation on performance, the moderating role of management commitment on the relation between green innovation and performance and also the moderating role of training and HRM practices on the relation between green innovatin and performance were confirmed. The moderating role of training and HRM practices on the relation between driving forces for green innovation and green innovation was rejected. Based on the path coefficients, the results showed that the driving forces for green innovation have the chief effect on green innovation and the lowest one is related to the moderating effect of green innovation and performance by training and HRM practices.

The main purpose of this study is to investigate the effect of social media advertising features including interaction, enjoyable motivation, expected performance, awareness, habit and perceived communication on the intention of young customers to buy in the electronics industry. The statistical population of the study is the customers of Digikala and young people (between 18 and 35 years old). In order to select the sample using stratified and random sampling method, the index-to-latitude ratio formula proposed by Bumsma (Westland, 2010) has been used. According to this formula, for 31 questions and 7 variables, at least 100 samples need to be collected. Finally, 143 questionnaires were collected online. This research is applied in terms of purpose type and descriptive-survey in terms of nature. PLS software was used to analyze the data and test the hypotheses. The results confirm the hypotheses of the effect of expected performance on purchase intention, the effect of habit on purchase intention, the effect of interaction on purchase intention, the effect of interaction on enjoyable motivation, the effect of awareness on purchasing intention, the effect of perceived relationship on expected performance On the intention to buy, the effect of interaction on the expected performance, the effect of awareness on the expected performance and the effect of perceived communication on the intention to buy. Finally, according to the obtained results, it is suggested to the mentioned company to pay attention to the quality of the relationship, interaction with the customer, use of business intelligence tools, awareness and building trust in order to influence the purchase intention of young customers.

Human resource Development (HRD) in each organization is the cause of durability and competitive advantages, so the top management of organizations faces two options: changing its own human resource as a resource with value-added capability, or to benefit from outsourcing strategy. Training and development department in National Iranian Oil Company (NIOC) is accountable for the development of human capital throughout planning of the staff affairs, job career planning, training & development, and also performance evaluating. Following this issue, the essence of comprehensive and permanent process is needed for evaluating current situation whether from the qualitative level of performance or practice of laws and advised Instructions. Regarding the special and unique conditions of this very important industry, it is emphasized on designing and applying comprehensive system full of control dimensions for comparing present condition with desired one for the human resource development Depts.; which is named auditing human resource development. Therefore, with the use of previous researches and interviews done with the NIOC HRD managers, a model with the contingent dimensions and categories for auditing three subsidiaries (training, evaluating and staff affairs planning) has been designed. The research is based on Mixed Research and at first; with the cumulative content analysis relevant dimensions and categories fitted for Auditing model are explanted. After that, for the purpose of verification of designed model and reviewing general situation, questionnaires among the HRD staff of NIOC were distributed and LISREL software was used for investigation. In conclusion, auditing outcomes were reported to the top managers and some suggestions for resolving problems and weakness points were offered to the related management.