نشریه مطالعات مدیریت دولتی ایران
سال پنجم شماره 3 (پیاپی 17، پاییز 1401)

The Administrative and Recruitment Affairs Organization of Iran is responsible for reforms governance in various dimensions of the public sector, including structural, process, human resources, cultural, technological, and managerial aspects, as well as the optimal level of political presence in administration and local government. Therefore, according to these reform axes, it has designed vice-chairs in its structure. The Administrative and Employment Affrias Organization has an irreplaceable role in the transformation of the country (governance, administration, and running operations). Although these reform transformations in the structure of the public sector have been considered in different governments, it seems that several reform axes have been seriously considered by this organization, which, if realized, can lead to a huge change in the “thought, dialogue, and administrative behavior” of the Iranian public sector, which I will talk about in this article.

The effective management of age groups in the workplace is one of the issues raised in the organizational research and execution. With the entry of young workforce into organizations and the diversity of different generations, questions have been raised about the quantity and quality of personality and behavioral differences of people of different generations. The purpose of this research is to investigate the personality differences of people born in the 50s, 60s, 70s and 80s and its implications for human resource management. For this purpose, using the 240-question NEO personality test, the required data were collected in a large sample of 36,719 people nationwide. The average difference of five personality traits between generations was investigated based on one-way analysis of variance, Sheffe's post hoc test and effect size. The results indicated that despite the presence of statistically significant differences, there is no significant difference between generational groups in terms of practical significance and effect size, and common differences are probably mainly derived from age rather than generational stereotypes. Therefore, instead of relying on generational stereotypes, it is suggested that managers and human resource specialists focus on individual differences.

Whistle blowing is an action that informs the society about organizational violations and organizations about personal deviant behaviors. Therefore, the purpose of this research is to identify and rank the consequences of whistleblowing in order to facilitate and promote it in the organization. This research is applied in terms of purpose and quantitative in terms of the nature of the data. The research population included 4920 documents, 52 of which were meta-analyzed using a non-random purposeful sampling method. Selected studies were analyzed using CMA2 software. Reliability of coding was achieved through the agreement of the judges in the application of specific concepts for coding the variables and the reliability of the significance level and effect size was achieved through the agreement in the calculation of the effect size between two meta-analysts. The findings showed that among the consequences of whistleblowing, 10 cases (21%) have an effect size greater than 0.5, 16 cases (33%) have an effect size between 0.3 and 0.5, and 22 cases (46 percent) have an effect size of less than 0.3. Therefore, the variables of organizational justice (0.683), trust in supervisor (0.656), executive guarantee for punishing unethical behavior (0.590) , internal control center (0.581) and organizational leadership (0.557) with high effect size, revealing work history (0.460), offender status (0.450), moral intensity (0.446) and seriousness Violation (0.384) has a medium effect size, fear of retaliation (-0.060), positive affect (0.062), loyalty (-0.130), job satisfaction (0.130) also have the lowest effect size. . Therefore, policy makers and managers should focus on identified factors to promote whistleblowing in the organization.

Tolerance of ambiguity is one of the important competencies of leaders that plays a significant role in the effectiveness of their decisions in ambiguous conditions. This study aimed at identifying the situational factors affecting the competency of leaders' ambiguity tolerance, developing a comprehensive model of these factors, and also provide solutions to improve this competency based on these factors. The statistical population of this study, which is conducted using qualitative research of thematic analysis, comprised academic and executive experts of the Iranian Ministry of Petroleum who were experienced in decision-making and management in ambiguities. Sampling of this study was done purposefully by snowball method. The data were collected through interviews with 19 experts and analyzed via three-step coding process and thematic network analysis. The reliability of the research was also confirmed via calculation of the kappa coefficient. The findings were given to three academic experts and were approved. The situational factors affecting the leaders' ambiguity tolerance were categorized into two comrehenstive themes of internal organizational factors (job characteristics and organizational characteristics) and external organizational factors (industry characteristics, cultural factors, and social factors). The findings of this study showed that internal and external organizational factors affect the leaders' ambiguity tolerance.

Today, the importance of human resources and its performance in organizations and governments is not hidden from anyone. However, the positive performance of employees alone cannot ensure the stability and survival of organizations, but the positive perception of people, especially the performance of public sector employees creates increasing legitimacy for governments that can help people achieve their goals.  In this regard, this study aims to investigate the effect of effective factors on the perception of the people of Bushehr province towards the performance of human resources in the public sector in 2021. Data were collected via field survey and distribution of 405 questionnaires among clients of government agencies in the province. The results of the research showed that the perception of the people of Bushehr province in human resource aspect in the public sector with the average of 2.9 was evaluated in a relatively weak spectrum . The logit test also showed that regarding the factors outside the organization, general culture with an impact factor of 1.7 and among the factors within the organization , organizational culture with an impact factor of 2.58 had the greatest effect on increasing positive perception.

With fast development and application, the Internet of Things (IoT) brings more opportunities to business. In the age of the Internet of Things as a disruptive technology, strategies can quickly fall behind, so the rhythm of planning has to keep pace. As well, the IoT concepts have to be added to the strategic agenda. Despite the importance of IoT strategic planning, few studies have been conducted on a suitable model for it. In this paper, to develop such a model using the meta-synthesis method, a systematic review was applied. Finally, the IoT strategic planning model with 4 components and 11 sub-components and their sequence was developed. “Identifying IoT business opportunities”, “evaluating IoT technical capabilities”, “evaluating IoT organizational capabilities”, and “economic feasibility of providing IoT technical and organizational capabilities” have been introduced as the components of the IoT strategic planning model. The model presented in this paper is general, but the implementation of each component, in any organization, industry, or sector (including the public sector) may have operational differences.

With climate change and increasing emissions, the environmental issue has become a major challenge for companies, which has required them to mobilize resources and basic capabilities to achieve sustainability and environmental protection. Therefore, based on theories such as the green nudge theory, companies are trying to change the nature of leadership from classical dimensions to modern leadership dimensions such as salutogenic, to take more effective measures in the direction of the sustainability of environmental behaviors of human resources. The purpose of this research is to develop a salutogenic leadership mechanism based on the green nudge theory of environmental behaviors of human resources. The research methodology is combined. The statistical population in the qualitative phase is 18 specialists and experts in the field of management at the university level. In a small part, the participation of 24 people from the managers of companies active in the petrochemical industry was used. The basis of sample selection is the use of a homogeneous method. The results of the research show that the followers of the strategy are considered to be the most vital mechanism based on the green nudge theory that can contribute to the sustainability of the environmental behavior of human resources in the petrochemical industry. The result is indicative of the fact that salutogenic leadership, which is used as a strategic adaptation mechanism, changes the perceived values of human resources towards the environment, and due to the green professional identity created according to the green nudge theory, the level of stability of behaviors in petrochemical related companies is strengthened more than before.