فصلنامه مدیریت منابع در نیروی انتظامی
پیاپی 37 (بهار 1401)

The purpose of this study is to design and explain the accreditation model of organizational universities.

 In terms of purpose, this study is applied research that has been done in a case/context and with an exploratory approach. The study's statistical population is the qualitative phase of upstream documents and interviews with experts in the field of education and management, which theoretical saturation was obtained with 11 people. In a small phase, theoretical saturation was achieved by purposefully selecting ten relevant experts. For validity, a three-way technique and expert opinion were used, and for reliability, the agreement coefficient between coders was used, which was 0.94.

By analyzing the content of documents and interviews in MAXQUDA11 software, 1290 indicators were counted. With axial coding, the components and dimensions of the accreditation model of organizational universities were formed. The relevant model was presented using interpretive structural modeling in the second phase.

The research results are extracted in a model consisting of nine variables and five levels that indicate the importance of management and leadership, facilities, command system, faculty, and processes as the most effective criteria in the performance of military universities that affect the performance of other ones.

Management in goal-oriented organizations is a tool that integrates organizational control and helps to evaluate performance more accurately. The present study was conducted to identify the key components of the goal-oriented organization model in the tax administration in order to provide an appropriate conceptual model.

The present study was conducted by designing and presenting a model of a goal-oriented organization in the public sector with Delphi technique (quantitative-qualitative). The statistical population of the study includes the staff of the Tax Affairs Organization (in Isfahan and Chaharmahal and Bakhtiari provinces) to 1205 people in 2017-2018, which using a simple random sampling method, 296 people was estimated as the sample size. In order to analyze the data, statistical methods and confirmatory factor analysis and covariance-based structural equation modeling approach have been exerted.

Data analysis showed that the dimensions and components of a goal-oriented organization in the tax administration can include visualizing an excellent workforce, building trust, having a systemic attitude, having an organizational culture, research and evaluation, institutionalizing the goal-setting process, ethics, transformational management, green management, and so on.

To visualize the pattern of the goal-oriented organization, the highest average with a value of 0.85 is related to the component "reward system in the organization", and the lowest average with a value of 0.89 is "the active initiative" item. According to the main factor loadings, transformational management with 0.98 is the most determining factor in the model of goal-oriented organization.

Dynamic organizations seek to create opportunities to identify and replace qualified people to operate in a competitive world. This study aims to identify, explain, and prioritize the factors affecting talent identification and succession breeding to establish and develop a competency system.

The method is qualitative. In the first step, the components of the variables were identified, and a conceptual framework was obtained. The statistical population is the Delphi method which includes university professors, managers, and experts of Bank Mellat, and the purposeful sampling method has been used.

The results of factor analysis showed that the identified components for each variable have a high correlation with them and were able to explain the main variable well, and the priority of the components was determined.  Due to that, the model for talent identification and succession breeding has not been designed and developed to create and establish a competency system in banks and banking companies; the findings are innovative.

The results indicate the need for talent identification and succession breeding programs that provide the preconditions for establishing and developing competencies. Talent identification includes identification, selection, recruitment, retention, and development. Succession breeding includes causal, contextual, internal, and external factors and intervening conditions. Competence is related to the factors of knowledge, skill, ability, and attitude. In component prioritization, selection, contextual factors, and ability have the highest priority, and retention of talents, external factors, and attitude have the lowest priority.

Due to the inability of management information systems to meet the expectations of organizational decision-makers in the field of competition in recent years, technologies such as business intelligence have become one of the tools of leading organizations. This study aims to investigate the role of business intelligence in the organizational decision-making process.

The present study is mixed. First, a series of in-depth interviews with experts and managers were conducted and extracted during the analysis of business intelligence components and characteristics. In this section, the theoretical coding method of Glaser and Strauss was used to measure the relationships between research variables.

Key components of data sources, extraction, transmission and loading, data warehousing, metadata, query tools, reporting, and data analysis were identified for business intelligence. The final process-analytical model of the effect of establishing business intelligence with 0.522, which is less than 0.01, affects the decision-making process and the objectives of establishing business intelligence with 0.894, and this relationship is significant.

The research showed that none of the components and characteristics of business intelligence goals in the organization had been fully realized. This indicates that business intelligence, as a dynamic system, needs constant revision and improvement.

The purpose of this study is to design a model for succession breeding management in the Central Bank of the Islamic Republic of Iran.

The research method is a descriptive survey. The statistical population of this study is 257 managers and general managers of the central bank of the Islamic Republic of Iran. Due to the limited size of the population, the census method was exerted. Therefore, the researcher sent a questionnaire to the entire statistical population (257 people) to add ‌ to the richness of the research while comprehensively reviewing the project. A questionnaire was used to collect research data.

The research findings showed that the succession breeding model includes management commitment, focus on critical jobs, career management, evaluation of succession breeding planning, evaluation of future talents of individuals, and implementation of a succession breeding system.  In total, 46% of the variance of success of the succession breeding system, 39% of the variance of evaluation of succession breeding programs, and 25% of the variance of future talents assessment were explained by the research model.

Using the succession breeding model can improve the necessary skills for good management in talented people.

Culture plays a significant role in organizations. When members of an organization become accustomed to organizational culture, they perceive the organization's events in a similar way. The main purpose of this study is to present a model of organizational culture in the public sector of Iran using grounded theory.

The research method is applied in terms of purpose. The statistical population of this research (qualitative approach) consists of 15 experts and elites in the field of management (Social Security Organization, Tehran Municipality, and Welfare Organization) in Tehran. The sampling method is a semi-structured individual interview using the snowball technique. The Data were analyzed in the framework of Corbin and Strauss's grounded theory process.

Model of organizational culture in the public sector was able to bring new theoretical insights that were recognized as effective in organizational culture with the help of indicators such as sufficient causal conditions of organizational culture in government departments, contexts of organizational culture in government departments, intervening components regarding organizational culture in government departments, effective strategies on organizational culture in government departments and organizational culture consequences of Iranian governments.

The results show that the high status of human resources, creativity, and individual innovation as well as strengthening the sense of responsibility instead of a sense of duty are among the benefits of organizational culture reform on organizational human resources and increase organizational learning, organizational competitiveness, organizational integration as well as organizational adaptability are other consequences that this cultural change will have on all government organizations.

Considering the importance of the insurance industry in the country's economy, the purpose of this study was to provide a model of productivity of human resources knowledge in the insurance industry.

The research method is qualitative. Research data were collected through field research and semi-structured interviews with 11 experts. After reviewing scientific theories and previous research and gathering information through interviews, this study presented the productivity model of knowledge in the insurance industry. The interviews were implemented in MAXQDA version 19 text analysis software. Then, according to the method of Strauss and Corbin (1998), the open, axial, and selective coding process was performed.

The research model was presented with seven central categories and six categories of "phenomenon," "consequences," "causal conditions," "contextual conditions," "strategies," and "obstacles and intervening conditions," with 731 selected initial codes. The main categories include knowledge, knowledge management (causal conditions), capital (contextual conditions), environmental and organizational barriers (intervening conditions), main phenomenon (knowledge productivity), strategy, and outcome (competitive advantage, growth, and development).

The results show that knowledge productivity in the insurance industry is a central phenomenon, and it is necessary to generate and use the knowledge of employees. Also, knowledge alone does not improve the organization and improve its performance; knowledge productivity plays a significant role in this regard, so organizations' competitive advantage is based on their ability to use knowledge.

Time management helps people to organize their professional life. However, the existing literature on how time management leads to important outcomes such as problem-solving and a better quality of life is unclear. Therefore, this study aimed to predict problem-solving and quality of life based on time management mediated by mindfulness in NAJA managers.

This research is applied in terms of purpose and descriptive correlation in terms of method. The statistical population was the managers of the NAJA in Tehran in 2021, from which 73 people who were willing and interested in completing and returning the questionnaire were selected by the available sampling method. Then they answered the mindfulness questionnaire of Bayer et al. (2006), the time management questionnaire of Karami Moghaddam (1998), the quality of life questionnaire of the World Health Organization (1996), and the problem-solving questionnaire of Hepner and Patterson (1982). In order to analyze the data, the structural equation modeling method and smart-PLS software version two were exerted.

The research model had a good fit. All direct and indirect relationships were significant and the model was validated. Time management positively predicted mindfulness, problem solving, and quality of life. In addition, mind management through mindfulness also predicted problem solving skills and quality of life (P <0.05).

 In order to better solve the problem and increase the quality of life of managers in difficult job situations, time management can be emphasized and measures can be taken to increase managers' mindfulness so that more effective planning and goal setting can be done.

One of the main challenges in the field of human resources management is the increasing attention to environmental vulnerability by the actions of employees in organizations. Therefore, this study aims to investigate human resources management practices in improving the environmental performance of Kermanshah Petrochemical Company.

The present study is applied in purpose and of the causal-correlation type. The statistical population of this study includes all managers, deputies, and executive employees of Kermanshah Petrochemical Company, which at the time of the study was 478 people. The sampling method is stratified random sampling, in which 214 people were obtained as a sample using Cochran's formula.

 Green employment and selection with a standard coefficient of 0.273, green education and development with a coefficient of 0.114, green performance management with a coefficient of 0.02 and green compensation and compensation with a coefficient of 0.084, empowerment and participation of green employees with a coefficient of 0.324 Also, green organizational culture management with a coefficient of 0.164, have a positive and significant effect on the environmental performance of the production.

The results showed that the dimensions of green selection and employment, green performance management and evaluation, employee empowerment and participation, green compensation and compensation, green education and development, and green organizational culture management significantly affect the environmental performance of employees in Kermanshah Petrochemical Company.

Jihadi culture has a positive effect on the organization's outputs, such as productivity and job satisfaction, and it can integrate the daily activities of employees to achieve the formulated goals. This study investigates the effect of jihadi culture on improving job performance concerning the mediating role of organizational justice and social capital.

This research method is a descriptive-correlational survey, and 180 people from the statistical population (employees of large and medium companies in Aran and Bidgol industrial town) have been studied by stratified sampling method. For this purpose, to measure the research variables, the researcher-made scale of jihadi culture, Social Capital Scale of Sakhaei (2020), Organizational Justice Scale of Morhead and Newhoff (1993), and Job Performance Scale of Patterson (1970) have been exerted.

The results show that the model of the effect of jihadi culture on job performance mediated by organizational justice and social capital has been significant and statistically significant. In other words, jihadi culture has a significant and direct effect on job performance (β = 52.5, t = 70.8, p = 0.001), and the set of direct and indirect effects of this index on job performance is equal to 0.88. At the same time, organizational justice with a coefficient of 0.41 and social capital with a coefficient of 0.43 have affected job performance.

As jihadi culture develops in industrial companies, the level of social justice and social capital among their employees are improved and leading to improved job performance.

Due to the importance of human resource agility in service and production organizations, this category should be the headline of organizations' missions.  In this regard, the present study tries to identify the antecedents of human resource agility in the housing bank.

This research is applied in terms of purpose, and a meta-analysis method has been used. The required components were first collected based on the theoretical foundations and research background. Then in order to classify the antecedents, the required information was extracted through interviews with ten experts from the Housing Bank. CMA3 software was exerted to analyze the data.

During this study, 54 sources related to human resources agility were extracted, of which 35 sources were completely related to the research topic, and 19 sources were deleted due to an indirect relationship with human resources agility. Based on the research findings, three categories of antecedents were identified with an effect size of less than 0.3 (low), between 0.3 to 0.5 (medium), and equal to or greater than 0.5 (high). Employee cognitive abilities, agile employee behaviors, and fair service compensation were among the 17 identified antecedents with an effect size equal to or greater than 0.5.

 Based on the results of this study, if we pay attention to the cognitive abilities and agile behaviors of employees and establish a fair payment system, we can see the agility of human resources in the organization.