نشریه پژوهش های مدیریت منابع انسانی
سال هشتم شماره 2 (پیاپی 24، تابستان 1395)

The Previous studies about formal mentoring program have revealed that organizations follow it by various intentions. The necessity of formal mentoring as a means to foster individual growth and development has been flourished among Iranian organizations. Defining mentoring outcomes based on Iranian experience is fruitful and valuable; hence the following research question is developed: What are formal mentoring program outcomes for mentors, protégés and human resources specialist'' viewpoints?
Narrative analysis and semi-structured interview (5W1H) have been used for gathering data from protégés, mentors and human resource specialists. Based on purposive sampling, 18 people of sampling population have been interviewed and, Strauss and Corbin coding was used to interpret the data. The protégés, mentors and organization mentoring outcomes have been determined in 3 groups. Research findings present that employee capabilities development, succession planning, reduce of turnover rate and organizational performance improvement for organization. It increases mentor's self-efficacy, personal development, satisfaction and social networks development and, its outcomes for protégés are performance improvement, career development, life satisfaction, and personal skill improvement and low turnover rate.

This research is intended to propose a model for competency at “Formulating Regulations and Communication Organization”. In a compound method, the early competencies were first collected from various sources. They were prioritized through asking questions from experts and managers in a questionnaire according to the quantitative sampling method. This was accomplished by reviewing the documents and conducting deep interviews with managers through qualitative method. The process ended in a competency framework including 40 competency groups at four levels: basic competencies, managerial competencies, general competencies, and special competencies.

Jihadi Culture is an outstanding characteristics of revolutionary institutions. It is a combination of thought and value capitals which affect human behavior. This research is aimed at developing a Jihadi culture for an Islamic revolution institution. This is a qualitative research following descriptive method. Research population includes experts at management and culture inside and outside the institution. 14 subjects were selected as the sample through judgment and snowball method. A self-made questionnaire was employed for data collection in Delphi method through a three-phase indicator identification. The model was validated by the experts. The trust of research instruments was confirmed by Cronbach’s alpha as 0.87. The results also indicated that Jihadi culture model can be designed having four components: spiritual orientation (score: 100), skillfulness (score: 95), endeavor orientation (score: 86), and adaptation (score: 100). As the scores show, spirituality and adaptation are more important Jihadi cultural components.

Empowerment of employees is an effective method for improving productivity, promoting the quality of activities and gaining success. This research is intended to investigate factors affecting empowerment of the employees, techniques of promoting resolutions and the quality of activities through a system-oriented approach. In this regard, the internal relationship between factors and empowerment practice, and the developed interpretive-structural model (ISM), was investigated. Data was collected from 36 university experts both from official and managerial sections. Two types of self-made questionnaires were employed to collect data. The validities of the questionnaires were confirmed by content validity method, and their reliabilities were confirmed through test-retest method. The results relating to developing interpretive-structural modeling through quantitative data for comparing the internal relationship between empowerment activities and qualitative model showed it is necessary to emphasize more on empowerment factors and activities on the basis of instruction and transparency of goals along with emphasis on factors and activities affecting the foundation of empowerment.

Due to increase in coopetition and unpredictable changes in today’s business, organizational agility seems to be inevitably essential for achieving organizational goals and having competitive advantages. Employees’ informational knowledge plays an important role in organizations precise and prompt learning, which leads to increase in their capabilities, flexibility, and competency. This research is intended to assess the effect of informational knowledge on the agility of the Cultural Organization of Tehran Municipality. This is a descriptive survey research whose population includes all the employees at Cultural Organization of Tehran Municipality. Data was collected by a self-made questionnaire whose validity was confirmed by tests. The reliability of the instruments was confirmed by Cronbach’slapha. The hypotheses were accepted or rejected according to hypothesis testing. The results indicated that all the components of informational knowledge including identification of the nature and extent of the information, effective access to information, evaluation of the data and its resources, and information integration with previous knowledge, were effective on organizations agility.

This research is intended to propose system factors model which affect entrepreneurship improvement on the basis of the supreme leader’s point of view. This model is based on comparative study which follows a qualitative method. Concepts, categories and propositions are derived through grounded theory. The validity and reliability of the model are confirmed through qualitative research evaluation method. The results indicate that factors affecting entrepreneurship improvement, according to the viewpoints of the supreme leader include organizational components, group components, and individual components. Main factors of entrepreneurship improvement include strategic success and achievements. The results are confirmed by comparative studies.

Human resource, including employees and managers, is the most important and most valuable capital for all organizations. Organizations are supposed to manage their mission in such a way that human resource is most productive and best developed. Considering the importance of productivity of the employees, this research is aimed at identifying factors affecting their productivity, regarding Article (79) of the Fifth Five-Year Plan of the Islamic Republic Act, through brain storm sessions as well as library documents and questionnaires. Variables of the research included four factors of empowerment, management, organizational motivation, and facilities. The relationship between these factors were identified, and the model was designed. The data was collected through the 7-point Likert Scale using structured questionnaire with 205 subjects. The data was analyzed by structured equation modelling, SPSS and LISREL software. The validity and reliability of the model were tested by confirmatory factor analysis. The hypotheses were tested by T-value in a level of significance at 0.05. The results indicated that four factors of management, organizational motivation, empowerment, and facilities affected productivity of human resource.

Issues such as meritocracy, training, and improvements of managers have raised up the issue of succession in the last decades. Although all organizations, especially cultural ones, call for succession systems, attempts to meet the requirements, particularly for succession behavior, have not been considerable. This research is intended to identify the elements which are effective on succession behavior. Research population includes all the managers at cultural organizations. The sample is selected according to theoretical purposive sampling method. This applied research follows a qualitative method using descriptive technique. The data is collected by the use of interviews, and data is analyzed by thematic analysis method. The results indicated that leadership style, psychological, moral and value components are effective in forming succession behavior in managers.

Human resource is now regarded as the main approach for the development and excellence of organizations. This is more important for people who are active in capital market, since the effect of assessing human resource efficiency in increasing investment efficiency and decision making is essential. This research is intended to propose a model for identifying the role of human resource in the promotion of investment efficiency in capital markets. This is a basic and technical analysis research, which follows a survey method for description and identification. First, the status quo is described and then causes are identified and the model of the role of human resource is designed. The results indicate that basic and technical analysis investment cannot fulfill the demands of investors. The efficiency of these models depends highly on having knowledge, expertise, experience and skill in human resource. Therefore, although the role of systems and systematic attitude is obvious, identification of the role of human resource is inevitable. This is acquired through the model resulted from this research, which can be applied to all organizations individually.

As two important features of the recent era of rapid change , organizations are faced with many challenges , they continue to live in unstable and unpredictable environments will be possible only if it can of relying on legerity Moreover, adapt quickly to environmental changes as an opportunity to anticipate and even beyond that to make a change . Human capital as the most important , plays a decisive role in agile organizations . The purpose of this study was to evaluate the effects of demographic variables ( gender, age , the duration , the duration of the entire job experience , organizational and educational courses ) and a subset of its workforce agility (flexibility , adaptability and pro-active ) to are . The main data gathering tool was a questionnaire that was distributed among the directors of the bank industry . Our findings suggest that the demographic variables , only age, the experience , the organizational and proactive healing. Among the demographic variables , only age is affecting staffing flexibility . Another result that none of the demographic variables have an impact on human adaptability .