فصلنامه مطالعات منابع انسانی
پیاپی 46 (زمستان 1401)

EVP as a strategy to create a competitive advantage for the employer in the labor market and with the aim of ensuring the employment and maintaining of the best employees, is a new concept that considers the benefits of cooperation with a specific employer, and different components have been introduced for that so far. Therefore, the current research seeks to understand the nature as well as the components of EVP with an integrated approach.

In this research, in order to understand the nature and components of EVP, a systematic literature review method was used. Research data resources for this study includes the related articles published in the scientific database. These articles were chosen based on the pertinent criteria and were analyzed using open coding.

After reviewing the definitions of employees’ value propositions, the nature, purpose, and conditions for achieving this value were identified. Furthermore, its five integral components include: communicational, cultural, economic, developmental values, values of the job and values of pride and credibility of the organization.

The findings of this study can contribute to cognition of the organization employees’ expected values in order to improve competitive power of the organizations in employing and retaining the best individuals.

Organizational fear has a negative impact on the employee performance at work, creates a silent culture, delays decision-making, and prevents innovation and development in the organization. The aim of this research is to provide a comprehensive model of fear management in financial organizations.

To obtain the main purpose of the study, grounded theory method was used. Participants of the study were experts in public and private organizations in financial industry that are active in Tehran, from which 20 experts were selected as a statistical sample through a purposeful sampling method.

Based on the results, the central category was explained in three subcategories of communication, functional and motivational dimensions. Causal conditions were classified in the form of 2 categories of intra and extra-organizational factors, background conditions in the form of two categories of social and technological background, and intervening conditions in the form of two categories of economic conditions of society and psychological conditions triggering organizational fear. Actions-reactions were identified in the form of four categories of managing the roots of fear in employees, human resources management measures, behavioral reforms, and cultural measures. Finally, the consequences were explained in four categories of functional, behavioral, structural, and social damages.

Using this model, managers can take steps in the field of understanding the organizational fear of employees, and in order to prevent or treat it, they can also take measures to identify and define the factors that cause fear, and finally in order to deal with organizational fear, they can reform the structure and culture.

Due to the increasing crisis in today's organizations, employees are involved in psychological challenges. The managers' appropriate behavior can be one of the important factors to overcome this problem. This study aimed to identify and rate the managers' behavioral dimensions in order to reduce the psychological challenges of human resources in critical situations.

This research was conducted using a mixed method (qualitative-quantitative). In the qualitative phase, the narrative method was used to identify the managers' behavior. The interviewees of this phase were 21 managers of public and private sectors that were selected using purposeful sampling method. In the second phase, Delphi method, SPSS software, and Kendall's test were used to determine the importance of each behavior from the employee's perspective.

In the qualitative phase, 31 behaviors against the employees' psychological challenges in the critical situations were identified from which supportive behavior, fair behavior, emotional and communicative transparency, and respectful behavior received the most important value from the employee's perspective.

When confronting crisis in the organization, using these constructive behaviors, the managers can reduce the employee's psychological challenges, convert the negative trends and threats into the employee's empowerment atmosphere, and manage the organizational crisis successfully.

The success of knowledge-based organizations depends on the empowerment of its knowledge-based human resources. The more capable these organizations are in terms of human resources, the more successful they will be in achieving their goals. The purpose of this article is to design and explain the model of human resource empowerment in the

Department of Research and Self-Sufficiency Jihad of Iran's Army. Methodology The research is developmental in terms of purpose and practical in terms of results, and it is qualitative and quantitative in terms of the type of data. The participants of the qualitative part include scientific experts and experts in the field of human resources management and executive experts of AJA's Research and Self-Sufficiency Jihad Department, who were selected by a non-probability judgmental and purposeful sampling method, and in the quantitative part, they also include knowledge workers who were selected by a random sampling method. In the qualitative part, the data collection tools included semi-structured interviews, and in the quantitative part, a researcher-made questionnaire was used. In the quantitative part, thematic analysis was used to analyze the data, and in the quantitative part, structural equation modeling was used to validate the model.

The model of empowerment of the target society included the main categories of knowledge empowerment, professional empowerment, functional empowerment, moral empowerment, social empowerment, military empowerment, and cognitive empowerment, and the relationship between them and their constituent subcategories have been confirmed quantitatively.

The professional nature of human resources working in knowledge-based defense organizations makes their empowerment program multidimensional and comprehensive. The model presented in this research can be used as a practical guide for developing human resources development programs in this field.

Mindfulness, as a positive psychological state or process, provides the constructive behavior and improvement of job performance. In order to know more about the way effectiveness of this effect, this study examines the intervening effects of humble leadership in the relationship between mindfulness, job performance and creativity.

The research is applied in terms of purpose and survey-descriptive in terms of data collection method. The population of this study are the military men of an organization in Tehran, Iran from which the sample was selected using the random sampling. The data was collected using the questionnaire and the hypotheses were tested using structural equation modeling based on partial least squares with smart PLS software.

The results of the research findings support the majority of hypotheses based on the relationship between mindfulness and job performance, employee creativity and creative process participation. Humble leadership moderated the relationship between creativity and creative process engagement and job performance. Moreover, the results proved the effect of mindfulness on job performance through employee creativity.

Cultivating the ability of employees' mindfulness can help improve their preparation and mental fluidity for creativity and willingness to actively participate in creative processes in the organization to improve their job performance. The findings of this research can promote attention to the category of mindfulness among researchers and organizational practitioners.

Human resources are the most vital resource of any organization and weakness in human capital management can be the most important threat to the long-term success of the organization. In this regard, the current research has been conducted with the aim of identifying and prioritizing the risks of human resources affecting the performance of the Technical and Vocational University.

This applied research was done with sequential mixed method (qualitative-quantitative). Participants in the qualitative part of experts included professors and managers of technical and professional universities. The statistical sample was obtained by snowball sampling and equal to 15 people. The obtained information was collected by semi-structured interview and analyzed by thematic analysis method. Then the obtained factors were validated. The statistical population in the quantitative part was the professors and employees of the Technical and Vocational University, whose data was collected by the questionnaire method and using the structural equation model in the P.L.S software was analyzed.

Human resource risks Effective on performance were identified in three dimensions, including human resource goal risks, human resource process risks, and human capital risks, and 15 components were identified. Also, the results of the quantitative section showed that the classification done can be confirmed.

Considering the importance of the human factor, the management of the identified risks increases the trust of the employees and improves the performance of the university and creates distinction and priority, otherwise it causes the loss of environmental opportunities, lagging behind the competitors and reducing the performance.