فصلنامه مدیریت منابع در نیروی انتظامی
پیاپی 40 (زمستان 1401)

Attention to the environment and human resources of organizations is one of the main components of sustainability and increases environmental maturity. Considering the research gaps, providing an appropriate model for organizations that includes the underlying mechanisms related to green human resource management (GHRM) and human resource management processes is required. This study seeks to provide the most practical GHRM model for Iranian governmental organizations using the best GHRM practices in human resource management and reformulation of theories and models.

The context required for the establishment and implementation of GHRM in governmental organizations was examined. By studying 26 articles of reputable journals (1997-2020) and interviewing 17 experts (academic and human resources professionals), the theme analysis was used to data investigation. Using the extracted themes and concepts, a model for GHRM was developed in Iranian governmental organizations, including content, context, and outcomes.

Education and culture, policy and economic issues as environmental factors affecting GHRM were obtained. Green organizational culture along with selection and employment, training and development, participation and empowerment, management and performance appraisal were identified as the GHRM components.

The results showed that GHRM has a positive effect on individual, organizational, extra-organizational consequences and considering the challenges and limitations of the proposed model is helpful in applying GHRM in Iranian governmental organizations. This model is effective to achieve sustainable development of human resources and change the attitude of strategic managers and recruitment patterns for human resource managers and in a practical context for operational employees.

The aim of this study was to design and explain an agile leadership style model using an interpretive structural approach.

This research is based on mixed research and qualitatively and quantitatively in the deductive-inductive paradigm, which is applied in terms of purpose and descriptive in terms of nature and method. The statistical population of the research in the qualitative and quantitative part consists of 30 senior and middle managers of knowledge-based companies in Lorestan province who have been selected based on purposive sampling method. In the qualitative section, semi-structured interviews were used to collect data, the validity and reliability of which were confirmed using CVR and Kapai-Cohen test. The data collection tool in the quantitative part is a questionnaire which validity and reliability were examined using content validity

The research results show the indicators and components of agile leadership style in knowledge-based companies. Thus, the research findings include the identification of 22 agile leadership style indicators at five levels (first, second, third, fourth and fifth) and are described in the final model.

The operation of knowledge-based companies in a change-rich environment that requires rapid response and appropriate adaptation to these changes requires the presence of agile leaders with unparalleled flexibility and environmental awareness and the ability to make rational and effective decisions in a complex environment. Stable and rapidly changing knowledge-based organizations can bring these organizations to the shore of success by going through dramatic changes and transformations.

The main purpose of this research is to explain and examine the dimensions and components of the customer experience management model in the mobile banking industry.

The nature of this research is applied with a quantitative approach and a descriptive-survey strategy. The statistical population includes people who are beneficiaries of mobile banking services. The sample size is 384 people, determined by the Morgan and Karjesi tables, which were randomly selected and distributed among them using a researcher-made questionnaire, and finally 362 samples after screening the data for analysis with the variance-based structural equation modeling method and software. Smart PLS3.2 is used.

The results of the reliability and convergent and divergent validity of the research model in the evaluation of value, cognitive, motivational, physical, behavioral and communication dimensions have a favorable condition and the whole model is explained in a suitable way and the fit index of the model is confirmed.

The findings of the research show that the value, cognitive, motivational, physical, behavioral and communication dimensions can be an effective component in the customer's experience, but the sensory dimension cannot be a suitable component for the customer's experience in the field of mobile banking.

The present research was conducted with the aim of presenting a professional human resource management model in the public administration sector.

It is practical in terms of purpose and exploratory in terms of data collection method. It has been done with a qualitative approach. The participants were academic experts in the field of human resource management and knowledgeable and experienced managers in the public sector who were selected by snowball sampling. The research tool was semi-structured in-depth interviews and the interviews reached theoretical saturation up to 15 cases. The qualitative validity of the data was done using experts' opinions, and the Kappa index was used to measure reliability. To analyze the data, open, central and selective triple coding method based on data base theory was used.

The results showed that individual capacities and organizational-functional factors as causal conditions; organizational-institutional factors as background conditions; Extra-organizational factors as intervening conditions; The regeneration of human resources and the governance and legitimization of human resources as strategies and the promotion of health and organizational excellence and rising human resources are the consequences of the professionalism of human resource management in the public sector. Also, the central category of the research was the professionalism of human resources management, which includes the two categories of high-level human resources management and professional human resources management, and it includes other categories in terms of comprehensiveness and abstractness.

According to the model presented in the current research, government organizations should move in the direction of creating the necessary grounds for the realization of professionalism in the organization, and by following the determined measures and strategies, while considering the existing platforms, the positive results obtained from the professionalism of human resources management in organization to achieve.

Today, the maximum utilization of human capital for organizations has become inevitable for reasons such as the rapid development of various technologies in response to increasing demand to increase production and reduce costs. Accordingly, in the present study, we decided to identify and prioritize the factors affecting coaching in improving human resource training in the Social Security Organization.

This research is based on the purpose in the category of applied research. The sample of the present study consists of 10 specialists and experts in the field of coaching and training of human resources.

The results of the study indicate the fact that out of 31 variables affecting the role of coaching in improving human resource training, 16 top indicators were identified and prioritized. Based on the results, the role of coaching through the education channel on reducing information and motivational barriers, respectively; The reduction of content barriers and the reduction of structural barriers are in the first to third ranks.

According to the results of the effect of coaching on human resource training in the Social Security Organization is a multidimensional process and coordination between human resource needs assessment processes (reduction of information and motivational barriers), planning (reduction of content barriers) and implementation and evaluation (reduction of structural barriers) Increase the effectiveness of training courses through the channel of the coaching process.

The importance of human resource actions and the vital role of human resources in achieving organizational goals is evident. In this regard, the present study seeks to investigate the role of human resource management measures in creating a sense of job satisfaction .

The method of the present research is descriptive and applied from the perspective of purpose. The statistical population of the study included human resources, branches of Sepah Bank in Guilan province. Content validity method was used for the validity of the research tool and Cronbach's alpha coefficient was used to determine the reliability. Finally, structural equation modeling with smart pls software was used to analyze the data and test the research hypotheses.

The amount of t-statistics between the two variables of human resource management and job satisfaction and the two variables of training and development and human resource management is out of range (1.96 & -1.96), and the effect is equal to 0.764 and 0.486, respectively. . On the other hand, the amount of statistics between the two variables of human resource planning and human resource management is not out of range (1.96 & -1.96) and therefore the hypothesis is not accepted. The impact rate is equal to 0.105. Also, the amount of statistics between the two variables of work environment and human resource management is out of range (1.96 & -1.96) and therefore the hypothesis is accepted. The impact rate is equal to 0.573.

According to the research findings, it can be concluded that from the set of human resources measures studied, human resource planning is not appropriate, and failure to pay attention to it can lead to increasing employee dissatisfaction, so to improve employee satisfaction managers should be employed. Human resource planning should pay attention.

There is a consensus over the concept of conspicuous consumption as a type of luxury consumption. Despite a very few number of Iranian marketing scholars, most previous studies focused on the nature of the phenomena and not the process nor multi-dimensional aspects of affecting factors. Present study aims to design and explain the conspicuous consumption and the characteristics of the related products as a process that leads to identify affecting factors, strategies and the consequences. Systematic grounded theory was used . Population includes related academics, experts and sales mangers. Participants were selected by theoretical sampling method and data were collected through semi-structured interviews until theoretical saturation. 11 interviews were conducted, codes were analyzed and finally the concepts and categories were extracted. Data analysis based on categorization of 711 codes and 3 coding stages showed that the final model includes 6 dimensions, 22 sub-categories and 92 main concepts. Ostentation, gaining respect, unfulfilled needs, brands, advertisement, reference group, personal traits, wealth gap, luxury counterfeit consumption and susceptibility to interpersonal influences are the most mentioned. Conspicuous consumption process includes different sets of multi-dimensional components. Results showed that individual and social reasons play important roles in shaping conspicuous consumption. these reasons in bounding with main phenomena led to a class of actions in order to provide informational and financial resources. In the next step, these strategies are used for acquisition of conspicuous products by purchasing them or providing through others. Consumption of these products also have consequences in various fields,

The purpose of this study is to identify and evaluate the antecedents and consequences related to the desired organizational image in the Iran's oil industry as a government organization.

This research is descriptive-correlational in terms of applied purpose and in terms of research type. The statistical population of the research included managers and experts of the Iran's oil industry, and a sample of 426 was extracted from this population based on Cochran's formula for limited societies and random cluster sampling. Also, the collected data based on a standard questionnaire were analyzed based on the structural equation modeling method in Emus version 18 software.

The findings of structural equation modeling and related tests showed that internal and external image in the Iran's oil industry have an effect on the desired organizational image and this desired image can also lead to positive consequences inside and outside the organization.

The results of this research showed that organizational communication, organizational policies and procedures, and organizational commitment are the most important key antecedents in order to achieve a positive organizational image in the Iran's oil industry.

In today's world, employees are an important asset for organizations, organizations must be able to involve their employees in the investments they make in order to compete in a competitive environment and only one way What exists in this field is to attach them to their job. Therefore, the purpose of this study is to design an E.E model for employees in the banking industry.

The present study has interpretive philosophical foundations and its orientation is developmental. The approach of this research is inductive and a qualitative method has been used to do it. The type of field research and Grounded Theory stra. of the foundation have been used. Theoretical sampling was done through interviews with 10 managers of the banking industry in Kermanshah as participants in the study. The open coding classes were linked together by axial coding and refined during selective coding to form a theory.

Findings are designed in the form of a paradigm model of E.E as a Central category (Vigor, Dedication, Absorption, Being Known), Causal Conditions (Job Demands-Res., Organizational, Individual, Spiritual Res.), Contextual factors (Cultural con, technological con., Political con., demographic and social con, economic con. and the bank's superior rules), Intervening conditions (Organizational Brand), Strategies (Specialized Organizational, Individual or Non-Organizational, Empowerment Stra.) and Consequences (Job Demands-Res. & Organizational, Individual & Spiritual Res.).

The proposed model can be a guide for strategic planning of managers in the banking industry to benefit from the realization of the concept of E.E.

considering the importance of human resources as the most important strategic resource in an organization and its role in achieving organizational goals, improving employee productivity is one of the most important concerns of managers. The purpose of this research is to prioritize the productivity indicators of human resources in line with the strategic goals of Sarmayeh Bank.

In this research, firstly, using the opinion of experts in the field of human resource productivity, the target model was compiled with the title "Comprehensive model of 5 factors of human resource productivity", and then, using a researcher-made questionnaire, the level of the indicators mentioned in the model was developed. Among the employees of the bank, the capital has been measured and finally, the network analysis method (ANP) has been used to prioritize the indicators.

The analysis of the questionnaire data showed that among the 19 examined indicators, 7 indicators of training and empowerment, job promotion, feedback, motivation, job position, superior rules and regulations, and creativity and innovation according to the employees of Sarmayeh Bank have a lower average. They were of average grade.

According to managers and experts, indicators of leadership, training and empowerment, and organizational competition had the highest priority, respectively, and job challenge indicators, physical and mental condition, and attitude had the lowest priority among the indicators. Therefore, bank managers can speed up the realization of the bank's strategic goals by strengthening the indicators that have a higher priority.