human resources

This study investigates the impact of competitive assurance elements on agile management in small and medium enterprises (SMEs).  

The research is descriptive-survey in nature, involving a sample of 41 managers and employees from Fidar Steel Company. Data were collected using the standardized agile management questionnaire by Zhang and Sharifi (2000). The data analysis was conducted using path analysis with SmartPLS software, version 4. 

The results indicate that all examined variables, including digital transformation, system alignment, agile methods, Scrum, and customer focus, have a positive and significant effect on agile management. Customer focus showed the strongest impact, with a path coefficient of 0.708 and a t-statistic of 8.997. Additionally, digital transformation and system alignment significantly contributed to enhancing organizational agility. These findings highlight the importance of leveraging modern technologies and agile practices to improve organizational performance.  

The study demonstrates that various factors, such as digital transformation, system alignment, and customer focus, can enhance agile management in SMEs. Implementing these elements can help organizations increase their flexibility and responsiveness to market changes. It is recommended that SMEs invest more in developing digital technologies and agile practices.

The purpose of this research was to identify and rank human resource management practices in the development of organizations' performance. Mixed research method is a combination of qualitative and quantitative methods. Based on the first study, based on the fuzzy Delphi method, the most important factors affecting human resources training in the development of organizations' performance were identified from the experts' point of view, which are: policies and coding of employee experience, meaningfulness of the job, checking the qualifications and credentials of people, creating a Appropriate evaluation system and feedback, career mentoring, forecasting needs and improving processes, creating an appropriate evaluation system, the role of management in retaining people, training (modeling and simulation), clear expectations and recognition of achievements and opportunities for improvement, attitudinal formation Capital in human resources and continuous improvement. In the second study, the factors obtained from the previous study were distributed among the members of the statistical sample in the form of a questionnaire, and the obtained factors were ranked using multi-criteria decision-making methods. The results of this research showed that the creation of a suitable evaluation system and feedback is the most important factor in providing human resources training in the development of organizations' performance, followed by the role of management in retaining people, the formation of a capital attitude in human resources, The integration of human resources functions, meaningfulness of job, forecasting needs and improving processes, policies and encoding employee experience, training, job mentoring, creating a suitable evaluation system,

Although new technologies, such as artificial intelligence, are transforming the public relations and communications profession, there is a scarcity of research on the impact of artificial intelligence in this field. In recent years, significant advancements in artificial intelligence technology have prompted organizations to seek solutions for enhancing the efficiency and effectiveness of their public relations unit. Additionally, knowledge management serves as a crucial element in improving processes and decision-making within this unit. Consequently, there is an urgent need to design models that comprehensively examine the application of artificial intelligence within the public relations departments of organizations. However, comprehensive and practical frameworks for assessing the integration of artificial intelligence into current public relations practices are still lacking. Many organizations continue to rely on traditional and inefficient methods for managing their communications, failing to harness the potential of artificial intelligence. Additionally, a lack of awareness and insufficient training regarding these technologies among public relations professionals has hindered their acceptance and implementation. Therefore, this article aims to develop a model for utilizing artificial intelligence to transform the procedures of public relations unit in organizations, with a particular emphasis on organizational knowledge management, based on grounded theory. In this context, the present study seeks to identify the causal conditions, intervening factors, phenomena, background conditions, strategies, and consequences associated with the implementation of artificial intelligence in public relations departments by examining the experiences of professionals and students engaged in related fields.

The current applied research is based on an interpretive (constructivist) paradigm with a qualitative approach, specifically focusing on data-driven theory to develop a model for the application of artificial intelligence in the public relations units of organizations. The statistical population for this study included faculty members, experts, and students engaged in the fields of public relations, human resource management, artificial intelligence, and psychology. A purposive snowball sampling method was employed to select the research sample, continuing until theoretical data saturation was achieved. Data collection was conducted through semi-structured interviews with experts, sociologists, and selected students from the relevant fields, resulting in a total of 17 participants being interviewed, which marked the point of theoretical saturation. Each interview lasted between 60 and 65 minutes. Following each session, the interview content was transcribed from the recorded audio files and manually coded using the systematic approach developed by Corbin and Strauss. The interview transcripts were initially coded and categorized paragraph by paragraph, followed by a comprehensive coding and categorization process conducted in three stages. After coding all 17 interviews, the researchers reviewed the codes, eliminating duplicates and merging similar codes. Ultimately, the causal, contextual, intervening, strategic, and consequential conditions related to the central theme of utilizing artificial intelligence within public relations units were identified. To ensure the validity of the research, triangulation and external validation through a third-party reviewer were employed. The reliability of this qualitative study was further confirmed by recording participants' voices with an interview recorder, meticulous note-taking during interviews, and involving a second coder who achieved an agreement coefficient of 86%. Finally, after incorporating feedback from three experts overseeing the research process, necessary revisions were made, and the final research model was constructed based on the systematic approach of data-driven theory.

Based on the analysis and review of the interview transcripts, along with the coding and categorization process, a total of 101 open codes were identified, highlighting the causal, contextual, intervening, strategic, and consequential conditions related to the central theme of utilizing artificial intelligence in the public relations units of organizations. The motivations for employing artificial intelligence in these units were classified into four main categories: efficiency and productivity, enhancement of customer service, market research and analysis, and innovative aspects. Contextual factors were divided into two categories: technological conditions and organizational conditions. Intervening factors were categorized into two primary areas: market conditions and social/legal conditions. Strategies for implementing AI were identified across five categories: training and empowerment, culture building, fostering coordination, operational strategies, and promoting awareness and motivation. These strategies are anticipated to lead to improved communication, process optimization, enhanced credibility and transparency, reduced communication quality issues, and addressing technical and operational challenges, all of which play a crucial role in the effective utilization of artificial intelligence within public relations units. Ultimately, this research offers significant insights for managers regarding the transformative potential of AI in public relations practices. Through a rigorous qualitative methodology grounded in empirical data, it sheds light on the opportunities and challenges associated with integrating AI into public relations. As organizations navigate an increasingly complex communications landscape, adopting AI technologies is vital for enhancing efficiency, improving stakeholder engagement, and maintaining a competitive edge. By identifying key components and developing an applied model for optimizing public relations practices through AI, this study explores the causal, contextual, intervening, strategic, and consequential conditions for AI implementation in public relations departments and aims to provide practical solutions to facilitate digital transformation within organizations.

Research limitations:

 Despite yielding valuable findings, this research has several limitations. The research methodology is a primary limitation of the present study. Although data were collected through semi-structured interviews and adhered to scientific principles, the small sample size may limit the diversity and representativeness of the results, potentially impacting the overall conclusions. Future researchers could enhance the qualitative data obtained from interviews by incorporating quantitative data, thereby providing a broader perspective on the research problem. It is recommended that future studies explore the role of human creativity in conjunction with artificial intelligence in public relations. This approach could help identify the strengths of both domains and offer solutions for more effective collaboration between humans and machines. Based on the findings of this research, organizations are encouraged to implement continuous training programs for their employees focused on artificial intelligence and its applications in public relations. Such initiatives can help develop the necessary skills for the effective and efficient use of these technologies. Given the rapid pace of technological change, organizations must continuously analyze market trends to leverage the latest innovations. Implementing artificial intelligence-based tools within public relations departments can significantly benefit organizations by enhancing their ability to adapt and thrive in a dynamic environment.

Originality/value: 

Considering the rapid technological advancements and the necessity to enhance efficiency in organizational communications, this research offers valuable insights for managers on how artificial intelligence can transform public relations practices within organizations.

The purpose of this research is to identify the effective factors on the performance management of employees with the approach of human resource development in research and technology organizations. According to its purpose, the research method is applied, and in terms of its implementation, it is mixed (qualitative-quantitative). The statistical population of the research included experts in the field of human resource management and public administration, as well as senior managers of the oil industry research institute with high experience and work experience, who were selected after conducting 19 theoretical saturation interviews and were selected using the purposeful and snowball sampling method. Data collection was done through semi-structured interviews. In the data analysis of the qualitative part, the foundation data method was used through coding and MAXQDA software, and in the quantitative part, DEMITEL software was used. According to the conducted interviews, 6 dimensions of the paradigm model and 23 components and 105 indicators were extracted. After that, according to the questionnaire of paired comparisons to identify the influential and influential dimensions, it was determined that among the 23 components, the components of the work environment, rules and regulations, socio-cultural factors, human resource planning, role clarity, performance measurement, Organizational climate, reward system, employee communication, training, performance evaluation, professional ethics, leadership style and motivational factors are the most effective in order.

This study was conducted with the aim of investigating the effect of smart school technology on the empowerment of students in Assaluyeh city in the academic year 1402- 1403. The statistical population of this study was 1500 students, of whom 306 were selected as a sample using the convenience sampling method. The measurement tool of this study is a standard questionnaire. The face validity of the questionnaire was confirmed and their reliability was obtained by Cronbach's alpha coefficient for four variables above 0.7. The final questionnaire was provided to the members of the statistical sample. After collecting the questionnaires, the research data were analyzed using SPSS24 software. This study was conducted at two levels of descriptive and inferential statistics. The results of the research have shown that the goals of smart schools have an impact on student empowerment. The role of teachers in smart schools has an impact on student empowerment. The role of students in smart schools has an impact on student empowerment. The methods of presenting course materials have an impact on student empowerment. Material and human resources have an impact on student empowerment.

The purpose of the current research was to validate the designed model of human resources development based on the statement of the second step of the revolution. For this purpose, a mixed approach of exploratory research was used. The research community in the qualitative part consisted of experts and specialists in the field of human resources development and the statement of the second step of the revolution, who were among the university faculty members and were selected by purposeful sampling method. Accordingly, 15 individuals were interviewed until the data reached information saturation. In the quantitative part of the research, from the employees of the human resources department of the ministries, 372 individuals were selected through random stratified sampling and the research questionnaire was implemented. In the qualitative part the data was analyzed by qualitative content analysis method, and in the quantitative part the data analysis was conducted with descriptive and inferential methods using SPSS and Smart PLS software. According to the findings of the research in examining the fit of the model, there was a good fit of the model. After examining the fit of the model designed to evaluate the main dimensions of the human resources development model based on the statement of the second step of the revolution, it was found that the dimension of society plays the most important role among the dimensions examined, and after thi development model based on the statement of the second step of the revolution, it was found that the dimension

This study aims to design an integrated competency model for human resources in Iran’s Ministry of Energy, utilizing an architectural approach. In the first phase, to identify the dimensions and components of the integrated competency model, a qualitative method (thematic analysis) was employed. In the subsequent phase, the fuzzy Delphi method was used to reach consensus on the findings from the qualitative analysis, and the fuzzy SWARA technique was applied for prioritizing the dimensions and components. The study involved semi-structured interviews with twelve experts, including specialists from the Ministry of Energy, affiliated companies, and academic faculty, who were purposefully selected. The research findings identified four main constructs that constitute the Ministry's integrated human resource competency model: “Competent Human Resource Managers,” “Competent Systems and Processes,” “Competent Human Resources,” and “Organizational Strategies in Human Resources.” The first construct, “Competent Human Resource Managers,” encompasses “communication skills, team-building skills, and leadership skills.” The second construct, “Competent Systems and Processes,” includes “educational development processes, effective human resource processes, and organizational coordination processes.” The third construct, “Competent Human Resources,” comprises “strategic competencies and operational competencies.” Finally, the fourth construct, “Organizational Strategies in Human Resources,” consists of “paternal and committed strategies.” The paper concludes with recommendations for implementing the designed model within the Ministry of Energy.

Today, we operate in an emerging economic environment where knowledge is the primary asset. According to Thome, the essence of society has fundamentally shifted over the past two decades due to the rise of the knowledge economy. In this new economy, the critical task is leveraging knowledge assets to drive innovation in creating and delivering new products and services, while understanding quality and value-oriented markets. Knowledge has always been linked to progress and growth, and while knowledge management has existed since the formation of organizations, its importance has never been as pronounced as it is today. In post-industrial society, knowledge was recognized as a valuable organizational asset, placing knowledge workers at the center of organizational focus. In knowledge-based economies, knowledge assets are strategic, as these economies rely on the creation, distribution, and use of information and knowledge. Organizations strive to become learning entities, where employees' knowledge serves as the means of production, enabling the organization to achieve its goals through their commitment. Knowledge-based organizations are key players in national innovation systems, crucial for job creation and economic growth. Under performance pressures, these organizations emphasize specific competencies, as professional qualifications vary across job levels. Knowledge workers require unique skills, including innovative thinking, creative problem-solving, interdisciplinary knowledge, teamwork in project-oriented settings, and the ability to develop research plans. This study identifies characteristics that growing professional service organizations can use to select knowledge workers.

The research’s method is descriptive one and employs a data conceptualization strategy, using an interpretive paradigm and inductive logic to address the research problem. The study explores how characteristics influence the selection of knowledge workers in technology and information-based companies within science and technology parks. Given the descriptive nature of the research, this study is based on a data-based strategy and the Strauss-Corbin theoretical model was used as a research approach. In this study, semi-structured in-depth interviews were conducted with 13 managers in the fall and winter of 1400. The criteria for selecting experts were managers who had at least three years of useful work experience and sufficient specialized knowledge in the field of selecting human resources in knowledge-based companies with at least 50 employees. In this study, data analysis was carried out using Atlas T software version 9 in three stages and using the primary, axial and selective coding data-based method, which identified 11 categories and 32 concepts. Data was collected in two stages: first, through library sources focusing on "knowledge workers" and "employee selection," and second, through semi-structured interviews with 13 managers, knowledge workers, and experts from knowledge-based IT businesses in Tehran's science and technology parks. Sampling was purposeful, continuing until theoretical saturation was reached. Data analysis involved open, central, and selective coding using Atlas T software.

In knowledge-based organizations, knowledge workers are crucial assets for offering innovative products and services. Managers recognize that retaining and developing employees' skills is key to success and competitive advantage. This study is the first to examine the factors influencing the selection of knowledge workers in knowledge-based companies in the country. The findings reveal key factors evaluated during employee selection, and a model is proposed for further research and practical application.After designing the model, feedback was gathered from interviewees and experts in human resource management, confirming its validity. The selection process is critical in choosing the right candidate for a position, and it requires careful attention to ensure organizational success. The results showed that problem-solving ability, communication skills, teamwork spirit, intelligence, scientific capability, risk-taking and management skills as central phenomena, experience and expertise, intellectual and innovative spirit and policy were considered as causal conditions, and their presence will lead to personal development, motivation, satisfaction and improvement of individual performance for knowledge workers, and to organizational commitment and improvement of organizational performance for the organization. However, in this model, contextual factors and intervening conditions have affected the relationships.

Knowledge workers are vital to the success of knowledge-based organizations. This study identifies the key factors—such as experience, professional ethics, and innovation potential—that influence the selection of employees. Skills like problem-solving, communication, and leadership are critical for effective performance. The model developed in this study can help organizations improve their selection processes, fostering a more innovative and productive environment.Improving these processes can help organizations attract and retain top talent, enhancing their overall success. Continuous learning and critical thinking are essential for employees to adapt and thrive in dynamic environments.

The purpose of the current research is to analyze the dimensions and components of human resources retention in the National Iranian Oil Company in 1402. This research is applied research in terms of direction, in terms of positivist research philosophy, in terms of inductive research approach and in terms of purpose, it is descriptive and exploratory research. The research strategy is a case study of National Iranian Oil Company, in which thematic analysis method is used. Qualitative data were collected using semi-structured interviews with 15 experts aware of the issue of human resources retention of the National Iranian Oil Company and reached the saturation stage. Also, the qualitative analysis software MAXQDA 2018 version 2 was used for thematic analysis. After conducting an in-depth interview with the experts in the field of human resources of the National Iranian Oil Company and by carefully studying the sentences and terms of the interviews, 444 descriptive codes were calculated, which consisted of 4 dimensions and 43 components. The dimensions of retention include job attitudes, quality of work life, empowerment and motivation. Dimension of job attitudes including commitment, job satisfaction, job attachment, etc., dimension of quality of work life including work-life balance, geographic area of ​​work, managerial stability, etc., dimension of empowerment including training and development, job rotation, Delegation of authority, etc., the dimension of motivation included respect and appreciation, evaluation of fair performance, merit system, etc.

In today’s competitive world, enhancing organizational productivity requires achieving higher output with fewer resources, including reduced workforce, capital, time, and space. Human resource productivity is a primary goal for managers in all organizations and on a broader scale, as human capital is the most critical asset of any organization. With the rapid advancement of technology, understanding the factors influencing human resource productivity has become increasingly important, particularly in organizational management. This study examines the factors affecting the productivity of employees at Sepehr Pasargad Oil and Gas Operating Company. A combination of documentary and survey methods was utilized, and data were collected using a questionnaire. The statistical population consisted of employees of Sepehr Pasargad Oil and Gas Operating Company, with a sample size of 100 selected participants. The A.C.H.I.E.V.E model was applied to assess the research objectives, and data analysis was conducted using SPSS software. The findings indicate that "organizational support, optimal resource utilization, and organizational commitment" had the most significant impact on human resource productivity, with average scores of 4.39, 4.26, and 3.88, respectively. Conversely, "credibility, environment, and feedback" were found to have lesser impacts. Additionally, the results confirmed that all examined factors have a positive and significant relationship with human resource productivity among employees of Sepehr Pasargad Oil and Gas Operating Company.

Nowadays, the flexible human force is the most important factor in responding to changes in the external environment, and after that, among the various strategies for the growth and development of organizations, mergers and acquisitions have become increasingly popular. The purpose of the present study is to provide a model of flexibility of human resources in the conditions of integration. The research method is practical in terms of its purpose. The present research is mixed. The participants of the research are human resources specialists and experts who worked in the ministries of sports and youth before and after the merger, and university experts including professors in the field of human resources who have been teaching and researching in this field for at least 10 years. give In the current research, among the types of mixed research methods, an exploratory design of categorization type was used. In this project, qualitative data was first obtained through structured interviews, and in the second step, we will examine the relationships between indicators and factors of the model using interpretive structural modeling, and then use the Mic-Mc matrix to examine the degree of dependence and influence of each factor. One of the factors will be discussed. The presented model of the flexibility of human resources in the conditions of integration has 6 main themes, 21 sub-themes and 41 sub-indices and three levels of strategy (management, personnel, adjustment and proportionality).the management after the merger.

Analytical thinking in the field of performance leads to waste of resources, weak performance at every level, and inefficiency of organization management; Therefore, it is necessary to create efficiency at all organizational levels for coordination in human resource management. The current research has been conducted to designing a human resources performance management model at individual, group, and organizational levels in Tehran Municipality. Among the other research gaps resolved in this research are determining the performance management of human resources with a multi-level approach and determining the reward system it as a factor influencing the performance management of human resources. The researcher is one of the employees of Tehran Municipality, and according to the expert investigations he has conducted with the help of experts in this organization, he has realized that in Tehran Municipality, there is relatively low work motivation and work commitment among the employees (at the individual level). Working groups, whether formal or informal, are not properly understood and do not have the proper position they should have (at the group level), the performance of the organization has many weaknesses, and there is a lot of waste of resources (at the organizational level). These problems are among the existing problems of human resource performance management of Tehran Municipality Organization.

The type of research is the developmental and applied ine. The population’s size of the qualitative part included twelve managers and senior experts of the 124 districts of Tehran city, which were conducted by snowball method until reaching the theoretical saturation limit, by field method, and a semi-structured interview with them. In this research, in addition to the fact that human resources performance management is modeled in these three levels, the relationships between these three levels are also investigated. The findings of this research revealed two overarching themes at the individual level, two categories of overarching themes at the group level, and six overarching themes at the organizational level. The method of data collection is qualitative and quantitative, field and data collection tools. In the qualitative part, it is a semi-structured interview with experts,  and in the quantitative part, it is a questionnaire. The research method is thematic analysis and in the quantitative part it has been validated using factor analysis. In the qualitative part, to ensure the validity of the model, analysis and review solutions by other experts have been used. The reliability of the qualitative part has been measured using the test-retest method. Convergent and divergent validity and composite reliability have been used in a small part. Validity was measured by expert review and reliability by Kreppendorff's alpha method. In the quantitative part of the research, among more than 8 thousand employees working in 124 districts of Tehran Municipality, the sample size was selected based on Cochran's formula, 380 people. To validate the model, confirmatory factor analysis and model fit test were used, as a result of which all the dimensions of the components and indicators of the model were confirmed and the importance of the dimensions and components of the model is acceptable. 

The role of each of these three levels has been clarified and defined, and considering the importance of all three levels and the importance of relationships between these levels, in this research, the theory of developing relationships between levels in the organization has been proposed and introduced. At the individual level: This study has identified and investigated the links between psychological factors and manager's abilities individually with the performance of human resources in the organization. The interpersonal and individual psychological ability of managers constitutes the individual level of human resources performance management, and it has been concluded that the two individual psychological factors of managers and the interpersonal ability of managers can improve the performance of human resources in the organization; Because managers can creatively solve dynamic problems in a dynamic environment with job motivation, building interactions, abilities and personality traits. When municipalities improve the performance of human resources at the individual level based on two individual psychological factors and interpersonal ability, they cultivate motivated, highly social, capable, and useful employees who can quickly adapt to the new environment. At the group level: the efficiency of human resource performance at the group level depends on the credibility of the group in terms of group competence and group atmosphere, and on the group's agility. The core of the working group depends on the individual; Therefore, people should be members of those working groups that have a high degree of compatibility and are also efficient. When there is an agile and credible group, participation in decision-making increases, and appropriate decisions are made to increase performance for the organization. The most important component in group agility is creating a combination of skills and capabilities. At the organizational level: To check the success of human resource performance management at the organizational level, sixty indicators have been obtained, of which forty-nine indicators are recognized as the most important.

By asking the same experts, the relationships between the three levels were investigated. The results indicate that the levels have a positive effect on each other. The extractive model helps the human resources management of Tehran municipality to improve the performance at the levels by accurately identifying the concepts affecting the performance management process.

This study presents an innovative model for decision-making in human resource management, inspired by the neural structures of the octopus brain and neuromorphic AI systems. The proposed model offers optimizations to enhance decision-making processes based on a detailed comparative analysis of the similarities and differences between these two systems. The findings indicate that parallel and distributed processing architectures, adaptive independent decision-making, and continuous learning can help organizations navigate complex and dynamic environments. The octopus brain's characteristics, such as decentralized decision-making, rapid response to stressors, and independent error correction at the arm level, combined with neuromorphic capabilities, have led to the development of a model capable of simultaneously processing performance data, predicting employee behaviors, and optimizing processing resources. This model is particularly applicable in areas such as performance evaluation, talent management and succession planning, employee behavior prediction, smart recruitment, employee sentiment analysis, and career path optimization. The study’s recommendations emphasize the use of multitasking processing, self-regulating synaptic coordination, and energy-efficient processing optimization, which can improve decision-making and increase efficiency in human resource management. This research takes a significant step toward leveraging advanced technologies and biological structures to address complex management challenges, enabling organizations to substantially enhance their productivity. The proposed model, as an advanced operational framework, provides a new pathway for future research and managerial applications.

This research aimed to identify and rank the factors influencing the development of creative tourism based on sports heritage. The study utilized a structural-interpretive method, with library studies, interviews, and questionnaires serving as data collection tools. The results identified 13 key factors, which were classified into six levels. Environmental factors and tourist attractions were ranked at the first level. The second level included social and cultural factors, infrastructure, international interactions, and marketing. Technology, education, and research were placed at the third level, while the economic factor stood alone at the fourth level. Management and human resources were positioned at the fifth level, and finally, political, legal, and governance factors were assigned to the sixth level. The model revealed that despite being at the lowest level, political, legal, and governance factors are of paramount importance in the development of creative tourism and should be considered the top priority in development efforts.

The main goal of the current research is to explain the model of strategic human resources management with an emphasis on management accounting techniques in the country's ports and maritime organizations. The research method is mixed and it was carried out in 1403. In the qualitative section, interviews were conducted with 25 experts using the foundation's data theory method until theoretical saturation. In the quantitative part, Friedman's test was used to rank the dimensions and components of the model. Also, a researcher-made questionnaire was distributed among 278 management accountants, financial managers, accountants, and university faculty members using SPSS software to validate the model. The dimensions, components, and indicators of the strategic human resources management model were compiled with emphasis on management accounting techniques in the form of 3 dimensions, 12 components, and 51 indicators. According to the research results, the dimensions of the strategic human resource management model are: the dimension of training and development strategies, the dimension of performance evaluation strategies, and the dimension of change and innovation management strategies. The components of the training and development strategies dimension are: the human resource accounting component, comprehensive quality management component, theory of constraint component, and quality costing component. The components of the performance evaluation strategies dimension are: balanced evaluation card component, value chain component, responsibility accounting component, environmental accounting component, and capital budgeting component. The components of change and innovation management strategies in the strategic human resource management model with emphasis on management accounting techniques in the Ports and Maritime Organization of the country are: the SWAT analysis component, Kaizen component, and the lean accounting component.

The increasing importance of policy evaluation in the past half century has led to its greater use in most organizations. The purpose of this research is to clarify the concept of evaluating human resource management policies according to the existing theoretical issues, to know the antecedents, consequences and characteristics. In terms of methodology, Rogers' evolutionary concept analysis approach has been used, in which a comprehensive synthesis of research presented in the field of concept identification and evolution of the concept is analyzed in a cycle of its importance, use and application.The desired texts have been identified as content analysis similar to content analysis with the keywords "policy assessment" and "preservation policies" and a combination of them in the period from 2010 to 2023 from reliable databases. The findings showed that in the evaluation There are policies in different departments (maintenance .) of a multidimensional assessment structure, such as content evaluations,., and each of these axes has exclusive features. The features are targeting, measurement, etc. Substitute concepts include evaluation of recruitment policies, quality of work life (QWL), work life balance (WLB). The antecedents include the role of interest groups and..., the consequences include all kinds of political consequences and.... The results showed that the policy evaluation of any organization, depending on its requirements, can be a combination of several structures from the opinions of thinkers and provide a useful framework for understanding To provide the nature of evaluation models of maintenance policies for all CEOs and specialists in this field.

Since making accurate and timely decisions regarding human resources significantly impacts the performance of any organization, there is a clear necessity for a robust tool in this area. One of the most effective tools is the Human Resources Dashboard. Therefore, this study aims to identify and prioritize the requirements for the Human Resources Management Dashboard of the Iran Army.

This research is descriptive in terms of methodology and applied in terms of its objective. The study's statistical population consists of human resources experts within the Army. Due to the specific nature of the research topic, a judgmental sampling method was employed, gathering data through interviews and pairwise comparison questionnaires. The reliability of the questionnaire was assessed by calculating the inconsistency rate. In the first step, a list of requirements was identified within 5 components and 22 indicators, and in the second step, these were prioritized using the AHP and Expert Choice software.

Based on the findings, the human capital component is the most important among the others, with the indicators of the knowledge and skills of commanders and managers, specialized personnel in design and implementation, and the provision of necessary financial resources being the top three priorities.

Originality: 

The results indicate the high importance of leadership and management in the success of the management dashboard. Specialized personnel in design and implementation, as well as financial resources, also play a key role in this regard, as a successful design and implementation of the dashboard is impossible without them.