نشریه پژوهش های مدیریت منابع انسانی
سال چهاردهم شماره 1 (پیاپی 47، بهار 1401)

Development studies now focus on human resource and human resource development analysis levels. Accordingly, this research is generally concentrated on the individual aspects of HRM. Researches regarding this field are various in terms of concepts, methods and approaches, each of which refers to parts of the individual development model. Therefore, this research aims at developing an integrate review of the present literature and conducting a comprehensive competency-based individual development model through a systematic literature review. The researchers employed open, axial and selective coding method and ATLAS.ti9 for data analysis. 7322 documents were identified. Having subjected them to non-inclusion standards, the researchers presented 37 documents to the software for an in-depth investigation. As a result, 359 narrations were identified and grouped into 177 codes, 21 subcategory and 5 main categories. This research led to the presentation of a new model including the following categories: input, individual development plan (setting goals, prioritizing the goals, goal achievement strategies, time management, revising the individual development plan, participatory implementation, determining evaluation criteria, assessment and monitoring of individuals, feedback, reviewing the individual development plan, output, intervening conditions, and contextual conditions. The proposed model can be employed as a basis of the successful individual human resource development plan by various organizations.

This study is conducted for designing a strategic plan for human capital management in the defense industry designing centers. This mixed research is an exploratory one in terms of purpose. The initial model of the research, including dimensions, components and indicators, was designed after a comprehensive review of the theoretical literature relating to the research topic. In the next stage, the model was modified by conducting semi-structured exploratory interviews with experts, and then, the initial model was evaluated by an expert questionnaire in an expert panel of 32 members selected by a judgmental and purposive method. The panel members included academic experts familiar with the subject of the research and defense industry experts with work experience and responsibilities in this field. Having received modifying opinions from the experts, and using the Kendall correlation coefficient, the expert questionnaires were analyzed. Finally, the model, including all its processes, dimensions, components and indicators, was approved by the experts. Consequently, the strategic plan of human capital management in defense industry planning centers was designed.

The purpose of this study was to provide a model for formulating human resource outsourcing strategies in the public sector of Iran. A case study of the Organization for Agriculture Research, Education and Promotion. Qualitative research method of the data -based strategy and research field, including managers, experts and participants, were selected through theoretical sampling. Field research and interview tools were used to collect data in the field of action. The results showed that the conditions affecting the outsourcing of human resource activities in the field of recruitment and education, a total of 4 central codes, including the recruitment and training system of human resources; reduction in costs; Quality of recruitment, education, productivity, and contextual conditions including the development of offshore partnerships; Creating intra -organizational capacity and macro policies of the country as well as interventionist conditions including weakness of culture; Lack of support caused by ignorance; Weakness of supervision and control; The lack of valid and experienced educational institutions is the weakness of the organization. Also, strategies adopted by Human Resources Activities, a total of 5 pivotal culture of culture; Improvement of the structure of human resources; Careful in selecting educational institutions and informing managers and continuous monitoring as well as consequences including reducing costs; The weakness of the human resources was the training and recruitment sector and the quality of training and services. In the final model section, 12 components were presented.

This study is intended to design a human resource flexibility model in public organizations. The qualitative-quantitative methos is employed for this exploratory research. The qualitative phase of the study was carried on through the use of thematic analysis method which was analyzed by structural approach. in-depth and semi-structured interviews, and structuralist approach. Getting help from the Snowball method, the researchers selected 17 professors of human resource management as the experts. The qualitative data from interviews were coded in the six-step process of thematic analysis. In this stages, 344 primary codes, 112 sub-themes and 11 main themes were identified respectively, and the human resource flexibility model was designed accordingly. Based on the obtained indicators in the quantitative stage, a questionnaire was designed and was distributed among 138 managers and experts of the given organizations. The reliability of the questionnaire in the pre-test of 30 samples, using SPSS software with Cronbach's alpha method, was over 80%. The operational implementation of the model was performed on the basis of the structural equation modeling technique, and then the impact factor of its main structure and sub-structures was evaluated by LISREL software. The results revealed that the human resource flexibility model in the public organizations included three categories of individual, group and organizational variables. To create human resource flexibility, organizations have to take action in all of these areas.

Many of the knowledge-based companies have recently come across failure in their businesses despite their remarkable situation in the country’s economic policy. Managerial deficiency can be regarded as one of the main causes of this problem. Even though management development is considered as a vital solution to cope with managerial deficiency, field researches show that most Iranian knowledge-based companies do not pay enough attention to this issue in their companies. In order to find out the causes of such neglections in knowledge-based companies, this study is intended to identify the obstacles against the development of senior managers in such companies at national and enterprise levels, and to provide solutions to deal with them. An inductive content analysis method, as a method which authorizes in-depth study of the issue without prior assumptions, has been employed in this study. At first, open codes were identified through 27 interviews with several executive managers of knowledge-based companies, university faculty members, and government authorities active in the knowledge-based fields. Then, the codes that conceptually resembled one another were classified in distinct categories. The results indicated that financial, cultural, and executive obstacles involve the main challenges at the enterprise level against management development in knowledge-based companies. Moreover, deficient knowledge production and diffusion in the management of knowledge-based companies, ineffective governance, and economic barriers bring about national challenges.

One of the most common approaches in the field of project management is the competence -based approach. This approach, unlike process -based approaches, is particularly focused on the role of 'individual'. The difference in the prevailing conditions of the country, especially at the present level, is the main necessity of formulating competencies at the national level, compared to the sustainable conditions based on the formulation of international standards and models. In this study, it was attempted to explore the theoretical basis for the development of project managers' competencies in the Iranian manufacturing industry. By conducting 27 STAR interviews, we tried to identify effective competencies on the success of the project. 551 Identification and analysis in ATLAS TI software. With open, central and selective encoders, eventually the causal conditions, main agents, strategy and consequences were made.In terms of causal conditions, the great impact of environmental factors and specific conditions of the country on how to manage projects is clearly understandable. As a result, we observed the formal formation of the whole change, the definition of non -principled projects, the complexity and unpredictability of individual behaviors and laws. In such a context, the flexibility of behavioral competencies from the environment, the importance of behavioral and environmental competencies than technical, and of course the change in technical competencies paradigms are raised as strategies. The consequence of these strategies is the necessity of abandoning common structures and paying attention to competencies such as metropolitanism, the ability to persuade senior managers, continuous complications, moment management, creativity and high problem solving capability, as well as mental readiness, flexibility, seriousness and commitment, and of course the result.

This study is aimed at investigating and identifying the problems of Iran’s human resources performance appraisal system. The research follows a qualitative approach based on synthetic method. The statistical population of the study consists of the studies conducted during 2000 to 2019 in the field of the pathology of Iran’s human resource performance appraisal system selected through specific search keywords in the national databases. Totally, 114 studies were selected to be investigated. From among these studies, 29 were chosen on the basis of several screening stages and were then evaluated in terms of their titles, abstracts, and contents. The data are obtained by the qualitative analysis of the research documents. Content analysis method was also used for analyzing the research data in three stages (open, axial, and selective types). Analyzing the data in 101 open codes and 32 axial categories and grouping them into 11 dimensions revealed that Iran's human resources performance appraisal system faces problems in these areas: socio-cultural, technological infrastructure, resources and facilities, organizational-managerial, systems, appraisal program design, appraisal Implementation, performance analysis and feedback, evaluation results, and application of the results and consequences. The results of the data analysis led to the identification of the flaws in the Iranian human resources performance appraisal system in the form of a comprehensive model. Therefore, the designed model provides an appropriate framework for organizations to pathologically appraise their human resource performance.