mohammad javad hozoori

During their lives, people select a path of transcendence for each life dimension, and the accomplishment of this goal can result in satisfaction with that life dimension. Likewise, people take a career and plan for this career during their educational and working activities and the accomplishment of this plan can result in satisfaction and a sense of success. Culture and social factors are some important factors affecting career success. We are living in a society with religious and spiritual support and these religious beliefs influence our thoughts, planning, and output-orientation. The research question is the effect of spiritual dimensions with a religious approach on the career success of employees and in this paper address this effect of spirituality with a religious approach (Islamic religion). Greenhouse’s (1990) scale was used to measure career success, and Parsian and Dunning’s scale was used to measure spirituality in which some Islamic dimensions were included such as halal income generation, God satisfaction, pure service provision, and devotion. Cronbach’s alpha was estimated at 0.86. The sample was taken from the employees of the National Iranian Oil Company randomly. Finally, eight spirituality dimensions specified by the Smart PLS software to influence career success were found to include the significance of spiritual beliefs, devotion, pure service provision, God satisfaction, halal income, and spiritual activities.

The world is presently witnessing a shift in approach to organizational jobs and structures towards temporary and flat structures. Accordingly, people’s careers and how they are managed are changing in organizations. Understanding career anchors as a way to discover self-image and external feedback of behavior can be effective in personal and organizational decisions. This research is an attempt to understand career anchors among the employees of National Iranian Oil Company, which is one of the most important economic organizations in Iran, using a mixed-methods approach. In the qualitative phase, 30 interviews were subjected to content analysis, which resulted in identifying 14 categories. The four categories of career stability, halal income, God satisfaction, and dedication were not observed in the research literature. The reliability of the qualitative data was estimated at 0.853 by William Scott’s method. In the quantitative phase, a questionnaire, which was based on the standard CIO2 questionnaire of Schein (1990) and some self-designed questions for the newly identified anchors, was used for data collection from a sample of 200 people. The questionnaire’s reliability was estimated by Cronbach’s alpha. It was observed that career stability and halal income were the top-ranked career anchors of the studied employees.

Implementing a grooming system can manage time, quality and capital by creating a regular, disciplined and clean work environment. Organizations have to consider and implement various factors in order to adopt a beautiful face. Given that organizational neatness has many benefits, public and private organizations have tried to use it, but insufficient attention to the philosophy of neatness and its compliance with organizational elements has caused neatness not to flow as it should in organizations and despite spend money and time, they did not succeed in this field. Most of the researches have introduced and explained Five S as a technique and tool and various organizations including the statistical community mentioned in this research have tried to implement it and benefit from it. However, implementing neatness in the organization requires identifying the components affecting this process and recognizing the relationships between them, and mere attention to the Five S technique cannot make organizations successful in achieving their goals in this area.

In this research, we tried to close this research gap and introduce the components of the process implementation model of the organization with emphasis on the pillars of the organization and create a logical relationship between them to introduce this model of the organization as an emerging figure. A review of research shows that organizational tidiness is imitated only in the form of the Five S technique and organizations seek to implement and use the results without considering the organizational components that affect it. In this research, the researcher seeks to examine all aspects of the organization and design and explain a new model of the organization called the process model for the implementation of a well-organized organization.The research method is a sequential exploratory mix (qualitative and quantitative). The components of this model of the organization were identified using qualitative tools including library studies, interviews and observations and were Classified by structural-interpretive modeling method and The research model was drawn. In the quantitative part, using the partial least squares technique and PLS software, the measurement model with convergent validity, composite reliability and discriminant validity and the structural model with coefficient of determination, Stone-Geisser and goodness of fit were examined. Based on the calculated values, the value (AVE) of all variables is greater than 0.5, so there is convergent validity. The value (CR) is also greater than (AVE) and in all cases is greater than the threshold of 0.7. Cronbach's alpha of all variables is greater than 0.7, so reliability is confirmed. Also, the square root (AVE) of each structure is greater than its correlation with other structures of the model, which indicates the acceptable discriminate validity for the model in the measurement section. The coefficient of determination of the endogenous structures obtained for the research model is reported to be positive and often above 19%, so the fit of the model is desirable. The Stone-Geisser criterion index determines the predictive power of the model. This index is a criterion for evaluating cross-validity in the partial least squares model. The blindfolding technique is used to calculate the value of Stone-Geisser criterion in Smart PLS software. Using this technique, two validity indices are obtained: redundancy cross validity and shared cross validity. For redundancy and common crossover validity, positive numbers indicate the appropriate quality of the model. These values ​​are obtained for all positive research constructs. Also, the values ​​of the variables are generally obtained in the range of 0.15 to 0.35 or greater than 0.35. Therefore, the predictive power of research structures is moderately to strongly estimate. Finally, the GOF index is 0.308, so the model has a good fit.

The results of this study show that organizations can through reinforcement the organizational infrastructure, support top management, improving the organizational structure, environmental management system, proper segregation and arrangement in the environment, the use of information and communication technology, standardization and cleanliness of the environment, organizational change management, continuous employee participation, human resource empowerment, and implementation of 5S system, implement the well-organized organization model and improve employee and organizational performance and provide customer satisfaction.

It suggested that in order to achieve tangible and sustainable results in the implementation of organizational tidiness, the necessary changes should be made in the organization. These changes in the  structural dimension include hierarchical control, communication of procedures, creation of working teams, delegation of authority, and explicit management support; In the goals dimension, including neatness and its components in the strategic priorities of the organization and having a neatness statement; In the staff dimension, including continuous participation, increasing the understanding of beauty, accountability and loyalty, consistency and responsibility, continuous training at all levels and the establishment of a culture of beauty; In the technology dimension, it includes continuous evaluations, application of information and communication technology and equipment defect management, and finally in the environment dimension, it includes standardization and establishment of environmental cleanliness, definition of safety standards, observance of environmental standards and customer satisfaction.

A career path is defined as a set of jobs taken by an individual over his/her career. The success of a career path is measured by subjective and objective satisfaction. Although the success of a career path is important by itself, it is more important for organizations to know what factors influence career paths so that they can improve human productivity and develop a satisfied human resource. This paper reports the results of a content analysis on 40 interviews with executive experts in the petroleum industry aimed at identifying these variables using the NVIVO software package. The reliability of the data was estimated at 0.92 using William Scot’s method. Finally, 36 variables underpinning career paths were classified into three categories of behavioral, contextual, and structural. This research contributes a paradigm for executive research. In addition, the variables identified here can be used to define new relations when designing career paths and career path models in the human resource system at the National Iranian Oil Company.

The purpose of this study was to design a model of social responsibility and explain the framework of social responsibility based on the ISO 26000 standard in order to achieve sustainable development from the perspective of academic experts.

This research is applied in terms of purpose and is descriptive-survey in terms of data collection. The statistical population in this study is faculty members and university experts, who are equal to 1377 people, according to Cochranchr('39')s formula, 301 faculty members and university experts have been selected by stratified sampling. Also, in the present study, based on the research hypotheses, a researcher-made questionnaire was used to collect data. In this study, Cronbachchr('39')s alpha coefficient method was used to determine the reliability coefficient. The combined reliability and reliability of each of the research components were calculated. The results indicate the reliability of the measurement tool.

The results of research hypotheses indicate that people, goals, technology, organizational structure and environment are the dimensions of socially responsible organization and the components of goals, technology, structure, people and environment have a positive effect on socially responsible organization in Tehran Municipality.

The results of this study showed that people, goals, technology, structure and environment have a direct and significant impact on socially responsible organization.

The present study was conducted with the aim of designing and explaining the promotion of human resource productivity in the public sector.

The research was conducted by a combined method and an exploratory approach. The statistical population was informed about the selected employees of government organizations, elites and experts.

In the first stage, by using interviews (qualitative method) with selected employees, the effects of human resource productivity were analyzed. The data were analyzed by the foundation and 25 main categories were identified and a conceptual model was formed based on them. In the second stage, by combining the effective factors of human resource productivity obtained from the research literature, interviews and questionnaires were designed in 25 areas. The normality of the research data distribution was investigated using Kolmogorov-Smirnov test and the analysis was performed by modeling using Smart PLS statistical software.

Factors of personality traits, individual creativity, individual attitudes, organizational mission and organizational policies and freedom of action, job enthusiasm, personal communication, organizational culture, organizational communication, professional merit, central competence, organizational structure, compensation system, job accounting, leadership, Empowerment, organizational support, training, performance appraisal, individual productivity promotion and organizational productivity are known to be effective in promoting human resource productivity.

Organizations need reliable and robust strategies to survive and thrive in an unstable environment. Many authors believe that knowledge is the most important input to the process of strategy formulation, implementation and evaluation. As such, it is important to know how to collect, analyze and process the knowledge required. The purpose of this paper is to design a strategic intelligence process model at the organizational analysis level.

The textual data of this study were collected in English and Persian through the databases of EBSCO, Google Scholar and Iran Doc.

The findings of the study showed that the process of strategic intelligence for the experts in the state banking industry consists of eight stages. The two stages of "need determination" and "planning and organization" are process drivers, which through the "information gathering" phase lead to the following steps: "Purifying and storing useful information", "information analysis", "production Intelligence", "Distributing Intelligence and Ethics" and "Using Intelligence and Feedback".

The results of this study provide insights into the implementation of the strategic intelligence process in organizations and evaluate its effectiveness. Because decision-making patterns follow value systems, these value systems give different ratings to different decisions and when referring to the system when a person, or social organization, faces multiple decisions at the same time. Governing value selects decisions that, overall, gain a higher rank in the accepted value system and those are decisions that ensure the utility of the individual or the social system. Therefore, mere review of policies, plans and operational plans (strategic levels) in strategic environmental assessment will not suffice in terms of their compliance with environmental criteria, as they may at some stage need to "formulate" the plan and its implementation is made; irreversible decisions are made that require a lot of costs to reform.

The present study seeks to identify and investigate the consequences of using showcase performance style in public organizations in Mazandaran province. This research is a combination of research (qualitative and quantitative). In the qualitative part, the grounded theory is used. In order to collect data, in-depth interviews were conducted with managers and employees of public organizations in Mazandaran province using theoretical sampling using snowball technique. Over time, the researcher subtly observed the behaviors of people who had a showcase function in order to obtain richer data. Showcase performance style support theories have also been used. This process continued until the responses reached saturation (with 14 interviews, 6 observations, and 7 support theories). In the quantitative part of the research, structural equation modeling was used to perform statistical analysis to test the obtained data. From the analysis and coding of data (qualitative) and using the method of structural equations (quantitative), two categories and six subcategories were identified as consequences of using the showcase performance style. The two main categories are: organizational consequences and individual consequences. And subcategories such as reducing productivity and efficiency, increasing corruption and reducing creativity and innovation, reducing job satisfaction, reducing job motivation and reducing employee Spirit.

This paper focuses on the issue of decision making in context of uncertainty and in particular on decision making in innovation and knowledge-based Firms. Decision making in uncertain conditions has many complications that make it difficult to rely solely on analyzes and common models in decision making. Meanwhile, the need to consider alternative methods, especially in the real environment of decision making, is felt. In this research, with a descriptive approach, the model of this type of decision is specifically defined in knowledge-based firms with a quantitative method and structural equation modeling. Statistical analyses were performed on 320 researcher-made questionnaires containing 77 items. Smart PLS software was used for modeling. The obtained model shows that time and information categories play a significant role in creating uncertainty. This uncertainty ultimately leads to the decision-makers' reliance on intuitive decision-making. Underlying conditions and interventions include environmental turbulence, rivals, market changes, technological changes, changes in environments, experiences, education, curiosity, and patterns of mental patterns effect on intuitive decisions that themselves include improvements in speed and accuracy of decision making, creativity, satisfaction and performance of the company.

Acquiring an understanding of the futures of events is one of the main obsessions of authorities in any country. In so doing, many methods have been explained, one of the most famous of which is the Game Theory that predicts how rationalized is the position of actors in a multilateral interaction. Firstly, game theory includes general principles for modeling, and secondly, it has various methods (strategy) in order to analyze the process of gaming and achieve the final result. One of the most prominent of IRI's strategic problems that has been presented internationally as the most important multilateral issue in recent years is the Joint Comprehensive Plan of Action which finally led to failure as the United States withdrew, and Iran's economic interests were not met in the nuclear deal. Now, the question is whether the JCPOA could have been able to meet Iran's demands and other actors simultaneously? Was the U.S withdrawal from the JCPOA due to change of the governing party, or was so planned from the outset? Once an analysis of the economy section of the JCPOA by game theory was carried out, it was proved that the future of this deal cannot be predicted from the perspective of the optimal strategy of Pareto. Also, Finally, the common answers proved that the economy section of the JCPOA, even with the analytical methods of the Game Theory, had no answer from the very beginning, and that the United States caused it to fail. It follows that in order for the agreement to take place, one of the actors should have to withdraw from their demands and preferences.

Decision making is one of the most important activities in all organizations, and in the meantime, it is more important in innovative and knowledge-based firms due to the lack of structure and resources on the one hand and the impact of decisions on the organization on the other. The business environment generally has many uncertainties, and this uncertainty about start-ups and technology-based businesses is much deeper. Deciding in this uncertain environment has limitations that make many technologists unconsciously use intuition in decision making. The purpose of this study was to study the descriptive process of intuitive decision making in technology and knowledge-based companies. Given the nature of the intuition, the method used in this research was qualitative (Grounded Theory) and based on the analysis of interviews. The results suggest that there is sufficient evidence that the decision-makers of knowledge-based companies use intuition in the uncertainty environment, and that information and time are the causative factors causing uncertainty. In addition, it was found that experience and intuitions are inextricably linked, and the mental patterns and curiosity of the variables associated with them. Unstable environment of business also play the role of the underlying factor of intuitive decision making. Increasing the speed of decision making, creativity and reducing feelings of regret from positive outcomes and increasing decision errors are also the negative consequences of the use of intuition.

Geographical extent of PNU, coinciding with the advent of information technology has led to the development of centralized decision-making procedures and high formalization and the power of nationalism and self-determination. The idea of self-direction and self-direction spreading the culture of the main center provides training specialists for Enterprise Leadership and responsibility in competitive and complex world, is the perfect solution for this problem. This study is based on data foundation pays to study the factors affecting the formation of organizational culture of self-direction in PNU. In this regard, management and behavioral sciences interviews with 20 experts of PNU as sample and using semi-structured method. The interview texts in three open coding, axial coding and selective analyzed. The results showed that corporate confidence will be formed as a central phenomenon of leadership style, personality and corporate communications as effective causal conditions in the organization. The emergence of organizational self-direction, dynamic, pioneering and increase corporate productivity will follow. However, in this model, factors (such as organizational conflict management, talent management and human resources and team-based) and confounding conditions (such as culture, structure, atmosphere and organizational values) affect their relations.