نشریه مدیریت منابع انسانی پایدار
پیاپی 5 (پاییز و زمستان 1400)

the main purpose of this study is to investigate the impact of driving forces for green innovation including corporate environmental ethics, stakeholder view and market demand for green product on performance with the mediating role of green innovation and the moderating role of management commitment, training and HRM practices on these relationships. Data collected from a sample of 126 respondents working in Iran Ferrosilice Company were used to test the proposed relationships. PLS software has been employed in order to analyze the data and test the hypotheses. The final results of the research indicate that all the hypotheses except one of them are confirmed. Effect of the driving forces for green innovation on green innovation and performance, an effect of green innovation on performance, the moderating role of management commitment on the relation between green innovation and performance and also the moderating role of training and HRM practices on the relation between green innovatin and performance were confirmed. The moderating role of training and HRM practices on the relation between driving forces for green innovation and green innovation was rejected. Based on the path coefficients, the results showed that the driving forces for green innovation have the chief effect on green innovation and the lowest one is related to the moderating effect of green innovation and performance by training and HRM practices.

The oil industry is one of the most important industries in our country and the role of human resources in it is very important; In this research, have been attempted to examine the role of human resource competencies as a key factor in the success of the international technological strategic alliances in the oil industry; For this purpose, the mixed research method has been used in this research. After studying theoretical literature and using the library method, a preliminary study of the subject has been made; Then using the method of qualitative research of content analysis and interviewing experts, the extraction of the concepts and categories affecting the competencies of human resources as a factor in the success of these alliances has been addressed. The important categories identified in this research are individual competencies, interpersonal competencies, and organizational competence. In the next step, A questionnaire on the role of human resource competencies as a moderating variable in the relationship between motivation to enter technological strategic alliances and the success of alliances was developed and provided to experts and the results obtained using statistical analysis and method Structural equation modeling was analyzed in PLS software. The results showed that human resource competencies have an impact on the success of alliances.

Organizations need a strategic and specific path to achieve sustainable success, and if the right approaches are implemented effectively, the organization will achieve its expected results. Therefore, the role of strategic managers in the success of organizations have core values. Therefore, the present study examines the role of strategic management in creating employee Adjustment and well-being for organizational excellence.

The statistical Society included all employees and managers of Bushehr Social Security Organization, whose number is 116 people, all members of the Society answered the questionnaire. The research method is descriptive-survey according to the nature of the research. To evaluate the reliability of the questionnaire questions, Cronbach's alpha coefficient was used, which was equal to 90%, and content validity was used to assess the validity of the research data collection tool. The data collection tool in this study was a questionnaire and smart PLS software was used to test the research hypotheses.

The results of structural equations showed that strategic management directly affects the variables of employee adjustment, employee well-being and organizational excellence and employee adjustment variable directly affects organizational excellence and employee well-being; However, employee well-being does not have a significant effect on organizational excellence. Employee compatibility also plays a mediating role in the relationship between strategic management and organizational excellence.

Organizations are expected to be sensitive and conscious of their responsibilities to each of the organization's stakeholders in the pursuit of their financial benefits. Employees are one of the most important stakeholders for which the organization should be responsible and so must know what responsibilities it has towards them. However, most studies on corporate social responsibility(CSR) have focused on external stakeholders such as customers and the community, and less attention has been paid to the organization's responsibilities to employees.The present study is a multi-stage study that has been conducted with the aim of identifying the dimensions and indicators of CSR towards employees. First, by studying the theoretical foundations, dimensions and indicators of CSR towards employees were extracted from the research literature. Then, the identified dimensions and indicators were given to a group of 9 experts of Hormozgan Regional Electricity Company who were purposefully selected and their opinions on the appropriateness of indicators with the performance of the electricity company and how to measure them were collected. Finally, the performance of Hormozgan Regional Electricity Company was evaluated in the identified indicators.7 Dimensions including employment, management and staff relations, occupational safety and health, education and training, equal opportunities and non-discrimination, creation of decent and fair working conditions, and freedom to participate in unions and collective bargaining, with total of 15 indicators were identified. The results of evaluating the performance of Hormozgan Regional Electricity Company in the identified indicators are also provided along with suggestions for improving the situation.

In order to study the behavior of employees during the crisis, the present study was conductedwith the aim of providing a model of human resource resilience in the banking industry duringthe Covid 19 period, which was done using qualitative and quantitative methods in a mixedapproach. This research is exploratory-descriptive based on the method of data collection andnature and development-applied in terms of purpose. Participants in the qualitative sectionwere 14 experts in the field of management and banking industry who were selected based ona purposeful method and they were interviewed semi-structured. In the quantitative part, datawere collected using a questionnaire from 196 managers and employees of Mellat Bank inAlborz province who were randomly selected. In order to present the qualitative model, thegrounded theory and MAXQDA software were used, and to validate the model, the structuralequation modeling method and SMART PLS software was used. The results of open and axialcoding led to the extraction of 4 categories (individual and personality, infrastructure andtechnology, social and cultural, political and legal factors), 9 sub-categories, and 33 indicators.The findings of the quantitative section showed that 28 out of 33 indicators are statisticallyconfirmed and all four identified factors have a positive and significant impact on the humanresource resilience of Mellat Bank in the Covid-19 era. Comparison of coefficients ofdetermination also showed that individual and personality, infrastructure and technology,social and cultural, and political and legal factors had the greatest impact on the resilience ofbank’s human resources, respectively. The results of this study allow bank managers to havean integrated plan to improve the existing conditions to deal with crises and accidents in orderto increase these factors in their organization, by identifying the basic points dimensions, andcomponents of human resilience.

With the outbreak of the Covid-19 crisis in late 2019, almost all organizations and employees were forced to change their normal work methods. The purpose of this study is to identify the new rules of human resource management during the Covid-19 crisis. The research method is qualitative. Background research and semi-structured interviews were used to collect information. The statistical population includes all valid databases for background research from 2019 until now (2021) and 25 academic experts and government organizations under the Petroleum Ministry for interviews. To analyze the data, the Thematic analysis method was used with MaxQDA software version 10. After designing the model, using the opinions of 20 experts, the findings of the model were validated and analyzed by fuzzy Delphi technique. The initial model of the research was drawn with 65 basic, 18 organizing and 4 global themes. After validation of the model using fuzzy Delphi method in two rounds, 64 basic, 18 organizing and 4 global themes were confirmed. According to the results, the dimensions of the model in order of importance; Training, performance appraisal, compensation and employment are identified. In employment; The virtualization component of the employment process, in education; Component of educational needs, in compensation; Employee safety and performance appraisal; Evaluation criteria with more weight than other components were identified. In this study, the most important aspects of human resource management have been investigated and its results can be useful in recognizing and planning human resource management actions.

Today, leading organizations have realized the importance of continuous preparation and development of their employees for the future growth of the organization. Awareness and recognition of organizations and the need for succession management has caused the need for succession in organizations to be emphasized more than ever. The purpose of this study is to design and explain the pattern of human resource substitution. In this regard, the research focuses on identifying the dimensions and components of the succession model in government organizations. The research method is based on a qualitative approach in which the data required for the research are collected based on semi-structured interview tools with 17 experts in the scientific community and using the Grounded theory approach. Based on the research findings, the succession model in government organizations includes five general dimensions of human resource talent identification, succession database formation, succession selection, and training and development of selected successors. The mentioned model has a high generalizability due to its comprehensiveness.

The present study aimed to offer a model to gain sustainable competitive advantage on the basis of positive psychological capital. The approach in the study is a mix of quantitative and qualitative with a pragmatic paradigm approach. From purpose view, it is an applied research and the method selected for the study is descriptive survey. Participant of the survey were managers and elites of National Iranian Petrochemical Company (NIPC) and some other companies active in petrochemical industry and were selected using nonrandom sampling method. In qualitative section of the study, data collected from semi-structured interviews with 17 elites in the industry were analyzed, using qualitative content analysis method in AtlasTi.8, and all conceptual model and concepts were extracted. In quantitative section, data were collected using questionnaires and the final research model was evaluated and prepared using Structural Equation Modeling (SEM) method. SEM results in AMOS26 software showed that positive psychological capital affects sustainable competitive advantage through direct and indirect impact on other variables, as social capital, human capital, intellectual capital, organizational citizenship behavior (OCB), knowledge management and innovative work behavior. So, to achieve sustainable competitive advantage, positive psychological capital plays the pivotal role comparing other human resource capitals. Social capital is the second most important variable in this regard. The study findings include different indices and factors effective in achieving sustainable competitive advantage and present of an optimized model to reach sustainable competitive advantage on the basis of positive psychological capital in NIPC.

All organizations seek to improve their performance, and human resource management can be considered as a tool for competitive advantage and affect organizational results and performance. The purpose of this article is to investigate the relationship between the value of human resources and predicting the bankruptcy of companies listed on the Tehran Stock Exchange. For this purpose, the hypothesis of human resources value is related to the prediction of bankruptcy developed and to test it, the statistical method of linear regression has been used. Information of 73 companies listed on the Tehran Stock Exchange during the period 2011 to 2020 has been collected. The Altman model was also used to measure bankruptcy risk, and the Pulic's human capital efficiency formula was used to measure the value of human resources. Data analysis was also performed by Excle and Eviews software. The results of the analysis show that there is a significant negative relationship between the human resources value and the risk of corporate bankruptcy. Given the negative relationship between the human resources value and bankruptcy risk, it can be concluded that human resources are a vital factor in improving financial and organizational performance and as a key component of value creation, increase performance and ultimately lead to better financial performance.

Today, the impact of human resource management on the growth and survival of organizations is not hidden from anyone, but the functions of human resource management in organizations are different and complex, and therefore organizations need new capabilities to deal with human resource dynamics and change. They are environmental. Organizational ambidexterity is a concept that has been considered by thinkers in recent years and is considered as an effective ability to deal with differences, complexities and organizational and environmental dynamics. Accordingly, the purpose of this study is to identify and prioritize the two-dimensional organization based on human resource management functions performed in the Export Development Bank of Iran. The present study was conducted by heuristic mixed method in two qualitative and quantitative steps. In the qualitative step of the research, interviews were conducted with 13 experts and based on the theme analysis method; Codes, categories, sub-themes and main themes were identified. The results of the analysis of this step of the research led to the identification of 312 primary codes, which were categorized in the form of 86 indicators in 28 sub-themes in 7 main themes. In general, the results of the qualitative step of the research can be in the form of ambidexterity requirements for the organization as well as human resource processes in the form of recruitment, training, performance appraisal, promotion, salaries and benefits, and participation in two domains of ambidexterity (exploration and exploitation). Presented. Then, in order to prioritize the indicators, the AHP method was used .

Companies providing knowledge services, such as the information technology industry, need to attract and retain knowledge personnel to survive. Reputation of the organization as good employer can have positive impact on attracting and retaining professional employees. Therefore, sustainable human resource management has recently been introduced as response to changes in social, labor market and job relationships. The present study examines the impact of sustainable human resource management on organizational reputation. This research is applied research, descriptive and a cross-sectional survey. The statistical population of the study includes electronic protection engineering companies in Mazandaran province. Considering that the level of analysis of the present research is organization, the questionnaire was distributed among 24 companies and was completed by the managers of these companies, which finally had the ability to analyze 23 questionnaires. Three standard questionnaires of organizational reputation, innovation and sustainable human resource management were used to measure research variables. It has been used to analyze the research through structural equations. The results of study show that sustainable human resource management does not have a direct and significant positive effect on organizational reputation, but through the innovation mediator variable, it has affected the organizational reputation variable. In other words, the innovation variable plays the role of a complete mediator in the relationship between sustainable human resource management and organizational reputation. The contribution of the present study is to clarify how the impact of sustainable human resource management on the variables emphasized by organizations such as organizational reputation.

Human resources have become the most powerful source of competitive advantage in the business environment today. Therefore, researchers, senior managers as well as human resource experts always emphasize the importance of human resource management. Emergence and development of a new concept of sustainable human resource management is one of the concepts that put the organization in the direction of sustainable development. Hence, sustainable human resource management has evolved as a field of study to facilitate the understanding of the relationship between the organization and stakeholders. Although there are many definitions in the literature of sustainable human resource management, but there is no specific set of effective features in the formation of sustainable human resource management. Since the characteristics of sustainable human resource management to implement the organizational sustainability strategy using human resources as the main axis of any business has a special place, therefore, the purpose of this study is to identify and categorize the characteristics of sustainable human resource management using methodology. For this purpose, in the first step, related and approved articles and researches were analyzed. In addition, in-depth interviews were conducted with executive and academic experts. In the second part, the identification of mentalities was done quantitatively using the Q-factor analysis technique. Subject matter experts and executive experts were used to determine mental patterns. Findings and their analysis indicate the existence of 5 mental models regarding the characteristics that affect the formation of sustainable human resource management, including interactionism, rationalism, criticism, diversity and justice.