نشریه منابع انسانی ناجا
پیاپی 69 (پاییز 1401)

The purpose of this study was to investigate the effect of meritocracy components on the maintenance of human capital.

This research is an applied type and the data collection method is descriptive survey. The statistical population of this research is 465 employees of the NAJA Human Resources Department. The research data collection tool is a standard meritocracy and maintenance questionnaire containing 51 meritocracy questions and 93 retention questions. The reliability of the questionnaire was calculated using Cronbach's alpha coefficient of 0.97.

Descriptive statistics were analyzed using LISREL softwareThe results showed that the reliability of both questionnaires is desirable and satisfactory. In addition, the magnitude of the impact of meritocracy and its components (work communication, leadership skills, development of team activities, communication skills, professional skills, use of self-registration capabilities and others, decision making and encouragement and innovation and change) on maintaining human capital is 0.35 In other words, 35% of changes in the employee retention variable are explained by the meritocracy variable.

the present research has been done descriptively and quantitatively in 1400 AH. The statistical population of all employees present (senior officers, sub-officers and non-commissioned officers) of special law enforcement units and the sample size includes 221 employees of this force who have been randomly selected based on the Cochran's formula. The tools used in data collection, in the internal marketing dimension of the Forman and Mooney (1995) questionnaire with three dimensions of perspective, reward and development with Cronbach's alpha 0.79, 0.89 and 0.85; In terms of job motivation, Salvanava and Shuffley (2001) questionnaire with Cronbach's alpha of 0.91 and in terms of job involvement, Maginson and Clatterbock (2006) questionnaire were used. In data analysis, SPSS 24 software and Kolmogorov-Smirnov tests, Spearman correlation and multiple regression were used. There is a positive and significant relationship between the components of internal marketing and the components of Employee engagment and job involvement. 29.7% of changes in Employee engagment dependent variable are explained by internal marketing components and the model is significant, 26.5% of job dependent variable changes are explained by internal marketing components and vision components, reward is significant in model but development component It does not make sense. It is suggested to draw an understandable vision in interaction with employees and to pay attention to the development of knowledge and skills of employees. Also, the Special Unit Organization should create the necessary flexibility in order to adapt to the different needs of the employees and use the information that is collected from the employees in order to improve their jobs and develop the strategies of the organization.

The purpose of this study was to investigate the human factors of job productivity of employees using the model known as (Manabamas) in the first refinery of South Pars Gas Complex. This research is considered as a mixed research in terms of research method. The method of qualitative research in this research was the method of theory derived from data. In the quantitative part, the method of confirmatory factor analysis was used. The statistical population of the study consisted of all experts, experts and senior managers, heads and deputies of the South Pars Gas Complex, the number of experts was 35 and the number of experts and managers was estimated at 250. The sampling method in this section was stratified random. In other words, the ratio of the number of managers in each category and using the Cochran's formula, the number of 168 people was estimated as a sample. Data analysis was qualitative, assistive, auditory and selective. In the quantitative part, the method of exploratory factor analysis was used. To increase trust, two codings were used during coding. For the researcher-made questionnaire, the reliability coefficient was estimated to be 0.89. The results showed that the factors of employee productivity in South Pars Jam Company include organizational climate, effective leadership, professional maturity of employees and environmental conditions.

The purpose of this study is to investigate the relationship between social capital and organizational agility with the mediating role of organizational commitment among the staff of Astan Quds Razavi libraries. The research method is descriptive-survey. The statistical population of the study includes all employees of Astan Quds Razavi libraries in Mashhad, numbering 117 people. Using Krejcie and Morgan table, 90 people were selected as a sample by simple random sampling method. Three standard questionnaires of Nahapiet and Ghoshal (1998), Azar and Pishdar organizational agility questionnaire (2011) and Allen and Meyer (1990) organizational commitment questionnaire were used to collect data. The validity of the questionnaires was confirmed by professors in the field of management and their reliability was confirmed using Cronbach's alpha test. Findings showed that social capital has a positive and significant effect with a path coefficient of 0.55 on organizational agility in the sample. Organizational commitment as a mediating variable with a path coefficient of 0.239 had a significant effect on organizational agility and the coefficient of social capital path on organizational commitment was 0.579. Among the sub-components, structural capital and emotional commitment had the greatest impact on organizational agility. The effect of social capital variable on organizational agility with the mediating role of organizational commitment has also been confirmed. In this regard, the mediating role of organizational commitment with a total impact of 0.688 and a direct impact of 0.550 in this regard. The findings of the study indicate that in the libraries of Astan Quds Razavi, by providing the necessary conditions for social capital, it is possible to increase the commitment of employees to the organization and thus high agility in Acquired organizational level.

This research article is carried out with the purpose of designing a lifestyle pattern as to the staff of the General Command of the Law Enforcement of the Islamic Republic of Iran. Other purposes of the study include the following:a. Identifying the dimensions and the factors of the lifestyle pattern of the staff of the General Command of the Law Enforcement Designing and developing a lifestyle pattern as to the staff of the General Command of the Law Enforcement of the Islamic Republic of Iran requires a thoroughgoing study of the FARAJA organization. Hence, the pertinent information of the organization was gleaned through observation, interview, and document study. Given the significance of the interviews, in order to analyze them, content analysis was utilized, and the latest achievements existing in the field of staff lifestyle, in the literature, were analyzed with the help of metastases. To design a pattern and to identify the relations among the dimensions of the pattern, Interpretive structural pattern creation method was used. The sample size consisted of: experts and specialists of FARAJA in the field of lifestyle including 40 individuals who had master’s and PhD degrees and were faculty members and commanders and managers of the General Command of the Law Enforcement of the Islamic Republic of Iran. The sampling method was of snowball sampling type. Given the rating tables related to the dimensions of the lifestyle pattern of the staff of the General Command of the Law Enforcement of the Islamic Republic of Iran, the dimension pertaining to one’s beliefs include the factors of adherence to the values, doing religious duties, and the type of attitude, the moral dimension include individual morality and professional morality, the behavioral dimension include interpersonal communication, organizational communication, consumer behavior, body management, organizational capital, and the rule of law, respectively.

The present study examines the role of strategic human resource management on the organizational performance of the judiciary with emphasis on the mediating role of the communication environment of the staff of the judiciary. This research is applied research in terms of purpose and descriptive-survey research in terms of data collection method. The statistical population of the study was the employees of the judiciary of Tehran province that using Cochran's formula and stratified and systematic sampling method, 352 people were selected as the sample. To collect data, the standard questionnaire of Mohammad Ali et al. (2018) was used to measure the variable of strategic human resource management and two researcher-made questionnaires. To analyze the data, the structural equation modeling technique with Smart-PLS2 software was used. In order to check the validity of the questionnaires, the opinions of 10 judicial experts and university professors were used and the validity of the questions was confirmed. Also, extraction of Cronbach's alpha coefficient above 70% for the questionnaires showed their appropriate reliability. The final findings of the hypothesis test show that the variable of strategic human resource management has an effect of 0.422% on organizational performance and 0.631% on communication climate and communication climate as a mediator has an effect on organizational performance of 0.436%. In this study, the value of organizational performance coefficient is equal to 0.68, ie independent variables predict the behavior of dependent variable (organizational performance) as 0.68, which is considered somewhat strong, and the coefficient of determination of communication atmosphere is 0.717, which is very strong will be evaluated. The final conclusion shows that the officials of the judiciary should invest more in the communication competence of their managers and employees.

The main purpose of this study was to explain the role of active behaviors of new human resources in the organization on job outcomes with respect to the moderating role of servant leadership.

The research method of this research was applied in terms of purpose and descriptive-survey research in terms of nature. The statistical population included newcomers in the state-owned trading company of Iran. The volume of manpower in this organization was equal to 356 people. Based on Cochran's formula, the sample size of this study was 185 people who were selected based on simple random sampling method. A standard questionnaire based on 35 items was used to collect data. This questionnaire was approved before the final distribution of validity and reliability. Smart PLS software was used to analyze the data collected in this study.

The results showed that the dimensions of newcomer manpower behaviors, including information search, feedback seeking, human resource socialization, relationship building, have an impact on the job outcomes of new manpower in the organization. On the other hand, the moderating role of servant leadership has a moderating role in the effectiveness of information seeking, feedback seeking, manpower socialization, building relationships on the job outcomes of new entrants.