نشریه پژوهش های مدیریت منابع انسانی
سال هفتم شماره 2 (پیاپی 20، تابستان 1394)

Human resource has long been considered as a vital resource for success in most organizations. In spite of this attention، it has always been regarded as a value producer capital. Except for few cases، the risks relating to human resource have not been studied systematically. This research is intended to have a general look at risks relating to human resource. Aspects and components of these risks are studied in an important company at power industry by having semi-structured interviews with human resource expert groups selected by non-probability judgment sampling method. The interviews were continued through snowball and theoretical saturation method. The dada was analyzed by NVIVO software through content analysis. The reliability of the coding was confirmed by Kappa inter-rater reliability coefficient. The study resulted in four main themes، 12 secondary themes، and 49 concepts relating to the risks of human resource.

This research is aimed at explaining the effect of mentoring on succession planning focusing on individual developing plan. Raoul’s seven-pointed star model was used for the explanation of this issue. After the identification of the gap between the present situation and that of the desired one in the sixth phase، mentoring with individual development planning was recognized as the best tool for filling it. Research population included 400 employees who have taken the specific instructions for increasing their skills in Telecommunication Company of Iran. According to Cochran Formula، the sample group included 200 subjects. For collecting data for this descriptive correlative research، questionnaires were designed. Hypotheses were tested by structural equation modeling. The results indicated that the functions of career development and role modeling can be effective in the execution of individual development plan.

Organizational commitment is an important factor for understanding organizational behavior and predict job behavior. Therefore، the study of factors affecting organizational commitment can be used in planning and organization lead ultimately productivity. Organizational commitment is an important factor for understanding organizational behavior and predict job behavior. Therefore، the study of factors affecting organizational commitment can be used in planning and organization lead ultimately productivity. The sample was randomly selected. Here are some sample estimate by Cochran formula with an error ratio of 0. 05 and 0. 50 is the lack of specificity of the content. The result is that the staff assessment of organizational justice and job security is weak، but trust between employees and management commitment is high، so this variable was derived markers in order to 2. 903، 2. 820، 2. 924 and 3. 260 was measured. On the basis of personal characteristics such as gender، age، organizational position، experience and education staff did not assess.

This research is intended to have a content analysis of entrepreneur researches in Iran. The population includes 189 articles related to entrepreneurship and small businesses published in the journals (except for Development of Entrepreneurship” Quarterly of the University of Tehran) by 2012. The study revealed that most entrepreneurship researches have been published in the journal of “Economic Researches and Agricultural Development”. Most researches dealt with psychological and entrepreneurial issues. Quantitative researches composed 62. 9 researches. 39. 15 percent of the researches related to individuals، and 29. 63 percent related to organizations. Most of the researches were conducted at entrepreneurial levels. Students and graduates composed 18. 52 percent of the researches. Having used questionnaires، most of the researches contained periodical data (39. 68 percent). Longitude data collection was conducted in few researches. 15. 87 percent of the researches were conducted in Tehran. 55. 56 percent of the researches were conducted by two or three researchers. 35. 98 percent of the researches were conducted at least by one female. The results indicated that entrepreneurial researches follow an increasing procedure، especially after 2002.

Parallelism and symmetry between human resource management strategies and those of trade organization trade are considered as important factors affecting the improvement of the organizations’ performance. This research is intended to assess the effects of strategic trade parallelism and human resource on financial key performance and employees’ satisfaction. This applied research follows a descriptive survey method using two questionnaires containing 75 questions in Likert scale for assessing the variables. Research population contained companies of Copper Industry Organization of Iran. The questionnaires were filled in by 118 managers and 367 employees. The results indicated that the different types of human resource and trade strategies are affect key performance indicators and job satisfaction. Parallelism of these strategies turned out to have no effect on these variables.

Intellectual capital، especially human capital، is the most important asset of an organization in knowledge economy. The potential success of organizations depends on their intellectual capabilities. This research is intended to propose a scientific framework for intellectual capital and provide solutions for human resource flexibility in banking industry on the basis of intellectual capital. This applies research uses descriptive survey method for collecting data by questionnaires. The research population includes employees of the following banks in Tabriz: Mellat، Tejarat، Saderat، and Maskan. Having calculated the number of subjects in the sample group، the researchers distributed 262 questionnaires among them. The data was then analyzed. Using structural equation modeling، the researcher concluded that intellectual capital was the most effective predictor of human resource flexibility. Pierson’s correlation coefficient indicated that all aspects of intellectual capital are positively related to human resource flexibility. Therefore، effective management of intellectual capital can improve human resource flexibility.

Human talent can improve much better in organizations by transformational leadership. Human resource’s increasing energy and capacity can be applied towards organizational goals and perspectives. Human resource must be regarded as the best capital of organizations that can help them achieve their goals. Hence، this research is intended to study the relationship between transformational leadership and human resource agility. Research population includes all the employees of the university (except for faculty members) from whom 115 subjects were selected randomly as sample group and filled in the questionnaire. The data was analyzed by structural equation method. The results indicated that there are direct positive relationship between transformational leadership and human resource agility. The results also showed that aspects of transformational leadership (except for inspiring motivation and developing support) are directly and positively related to human resource agility.

The present study aimed to describe the University of Kurdistan faculty members’ understanding and the lived experience from their induction training process and first days of work. The approach of the study was an exploratory mixed method. The Phenomenological description method and Colaizzi’s data analysis techniques was used. The main population of the study was all University of Kurdistan faculty members in 2013 academic year. The number of participants in the qualitative sample was 27 whom were selected from diverse purposefully sampling. In the quantitative section by a random stratified sample totally 140 members of the faculty have been selected. Semi-structured interviews and a researcher–made questionnaire were applied for gathering qualitative and quantitative data. The eight themes derived from the qualitative data: pleasant experience، unpleasant experiences، stress and anxiety، emotional support، justification and the introduction، internal organizational integration and professional skills. The results of the quantitative data show that the main concern of faculty member’s first days of work were as: acceptance by colleagues، anxiety and difficulty of teaching. The most priority of the faculty member’s induction program from their views was familiarity with the university facilities and financial regulations.

Psychological trauma is an important factor treating human resource. Having a systematic model able to manage this type of trauma is an inspiring subject in human resource discussion. Hence، this research is aimed at designing and explaining organizational aspects of a protective organization model against psychological traumas with dynamic and graceful variables as mediators. 114 academic and official experts were selected as sample group according to Delphi’s technique. This applied research followed descriptive survey and correlation method for data collection through questionnaires. The data was analyzed by LISREL and route analysis. The results indicated that all components of structural and content aspects of organizations as well as the type of communication and leadership style are effective on the management of psychological traumas. Components of the content aspect، including objectives and strategies were most effective، and technological aspects were the least effective factors. The type of structure was the most effective structural aspect، and the type of decision making was the least effective one.

Organizational changes are hard، complex، and ambiguous. Yet، they are inevitable. Researches have illustrated that planning، directing، and keeping changes are very difficult and the probability of success is very low. Having a model for manages changes can simplify the complexities، which naturally come with changes، by identifying the relationship between vital components. This is important especially when institutional forces and organizational cultural background are considered in the model. This is vital in Iranian organizations because of the essential difference that they have with western organizations which are the bases of the formation of changes. 21 executives of different organizations were interviewed and the outcome was coded and content analysis was conducted. They were screened and modified according to Delphi-Fuzzy model. The result was agreement between all the experts with necessary confidence. The integrated model was designed by four aspects، 15 components، and 41 indicators. Organizations can apply the best experience of this study to have a better successful change.