فصلنامه مطالعات منابع انسانی
پیاپی 47 (بهار 1402)

Big data technology in human resources is one of the emerging technologies created by the growth of data and information volume. The use of big data has been used in other fields of management, including business and sales as well as industrial management, but it is not well known in the field of human resource management. The idea behind data-driven human resources is to help the human resources managers make smarter decisions regarding the organization and activities in the field of human resources and play the role of a strategic partner. Nevertheless, despite its importance and necessity in the field of human resources management, practical insight and its results have not been used that much. One of the most important reasons is the lack of a proper roadmap and methodology for designing and implementing its analysis. Thus, the purpose of this research is to provide a roadmap for designing and implementing analysis in the field of human resource management.

In line with this goal, this research has been done using a Meta-synthesis qualitative method. The data collection tool in the present study is past documents in this field, which generally includes 60 articles. The method of data analysis is based on open coding.

The results indicate that the roadmap for analysis in the field of human resource management includes three layers of infrastructure, processes and goals. Infrastructure layer includes technical and operational factors, human capital factors, managerial and leadership factors and organizational and structural factors; The process layer includes three main categories of support activities, core activities and evaluation and development activities; and the objective layer includes decision-making, creating value for human resource, improving organizational performance, maintaining and promoting human capital, and predicting job and behavioral attitudes.

The presented road map can be used as a practical guide and executive action for the managers and professionals in the field of organizational human resources so that they can identify the necessity of examining the massive amount of data in this field and discover practical insight, work methods, and executive actions from excellent results and use it prominently in all actions and activities in the field of human resources.

Generation Z is a generation that is not satisfied with sitting still and accepting the situation and is interested in change and progress. Interestingly, this group is interested in entering the jobs they see around them to earn more money and grow professionally. Competent and committed employees are valuable assets for any organizations, thus today they are referred to as human capital. Talent retention management is very essential because competent employees can increase the efficiency and effectiveness of the organization and bring your company to the highest level in the competitive and business environment. The purpose of this qualitative research is to provide a talent retention model among generation Z employees of government organizations.

In this research, the multiple foundation data method of Cranholm and Gould Kohl was used. The participants of this research include human resources specialists and experts from universities and government organizations who were determined through the theoretical sampling method. In order to identify the categories of talent retention model among generation Z employees of government organizations, a semi-structured interview was used, using this tool, in-depth interviews were conducted with 35 human resources experts from universities and government organizations, and the required information was collected. To analyze the data, the method of theorizing the multiple data base of Cranholm and Gould Kohl was used.

In this research, in the inductive coding stage, 5 categories (central category, individual and organizational support platforms, social and cultural contexts, personal and occupational and organizational obstacles, individual and organizational results and consequences) and 31 concepts were extracted. And then conceptual refinement, model coding (presentation of the model), theoretical adaptation of the model, experimental validation and evaluation of the theoretical coherence of the model and enrichment of the theory were described.

Keeping the Z generation human resources is one of the keys to the success, survival and health of any business. Effective managers believe that keeping Z generation employees will increase customer satisfaction and retention, business satisfaction, in government organizations. Apart from the discussion of rights, which is a universal need for all generations of the workforce, other issues such as a better work-life balance, more advancement opportunities, and meaningful benefits are also of high value to Generation Z. These issues are so valuable to this generation that they may move to a lower paying job to get them. This group of employees is also looking for employers' support in the field of well-being, especially financial and psychological well-being, and they are looking for stronger intra-organizational relationships than previous generations. Therefore, at the time of recruiting, hiring, and maintaining this group of employees, special attention should be paid to this group of needs.

Today, the digital revolution has fundamentally changed the nature of work, organizational boundaries, and the responsibilities of employees of organizations. Digital transformation is the right answer to a world full of change, ambiguity, and uncertainty; Accordingly, the organizations are required to be equipped with digital transformation to keep staying in the field of competition. Since digital transformation is not only related to new digital technologies and is more dependent on human beings, which is called the soft part of digital transformation, managers should be familiar with the soft components of digital transformation, which are necessary for the implementation of a great digital transformation and apply them in their organizations. Thus, the aim of the current research is to identify the soft components of digital transformation, and then design a conceptual framework to explain them.

This research was qualitative conducted using thematic analysis. The research source of information was made up of databases and qualified international journals in this field, and 43 participants related to the subject under study were selected using the purposeful sampling method.

During the process of analyzing, interpreting, and synthesizing the findings, the conceptual framework resulting from the soft components of digital transformation includes the comprehensive theme of culture with 12 organizing themes and 50 basic themes; The comprehensive theme of skills has 4 organizing themes and 31 basic themes; Also, the overarching theme of the organization manager has 3 organizing themes and 24 basic themes, and finally the inclusive theme of digital leadership has 2 organizing themes and 12 basic themes.

The identified soft components of digital transformation indicate that for success in digital transformation, organizations rely on the management of the organization as the one who steers the ship of the organization, and it is also the digital leader who inspires the passion for digital transformation. It creates in people and becomes the pioneer and driver of this transformation in the organization, and by creating a suitable culture, it paves the way for digital transformation. All of these factors are fruitful along with people and their skills; Therefore, an organization that is equipped with all these soft components can claim success in the field of digital transformation.

The emergence of the 4th generation industry has caused many progresses in the world, especially in the field of healthcare. For the correct implementation of this progress, human resource must have the necessary competencies. The importance of this issue is greater in the field of healthcare due to human interactions. Previous research has not paid much attention to this issue in the field of healthcare and has not provided a model of these competencies in the field of healthcare. Identifying these competencies and providing a model of relationships between them is vital for the progress of the country's healthcare. This research was done to cover this research gap.

This research was done in 2 phases. The first phase was conducted to identify competencies through semi-structured interviews with experts. The sampling method in this phase was judgmental and snowball and its size was 15 people. Thematic analysis was used to analyze the interviews. In the second phase, the method of fuzzy total interpretive structural modeling was used to present the model. The data collection tool was a researcher-made questionnaire. The sampling method in this phase was judgmental and snowball and its size was 10 people.

The results suggest 30 competencies that were placed in 7 general categories. Among the competencies, the competencies of "high perceptive ability" and "possibility of using multiple senses" were not observed in the reviewed articles. The interpretive structural model showed that personality traits are the most fundamental competencies, followed by analytical skills, analytical skills, and then technological skills.

Since the people's personality is formed during childhood, it is required to revise the recruitment processes based on existing competencies. One of the most important tools of any organization is the capacity of in-service training systems, which can be used to strengthen other competencies. In most organizations, the effectiveness of these trainings has decreased. It is necessary to revise the employee training system based on the process of making motivation, group training, and follow-up learning level.

Unethical pro-organizational behaviors as actions for the organization's or its members' interests, despite violating social, and moral values, laws, or behavioral standards. Undoubtedly, behind every unethical pro-organizational behavior a motive or motives that caused such behavior to appear in the interests of the organization or its members. Hence, the main aim of the present study was to identify the factors influencing the formation of unethical pro-organizational behaviors in the academic context.

To achieve this purpose, an exploratory sequential mixed approach was used. In the qualitative phase, we used a phenomenological method to extract the factors influencing the formation of unethical pro-organizational behaviors. Hence, 22 experts were selected using the quota sampling method. The tool used to collect data were a semi-structured interview and the seven-step process of Colaizzi. In the quantitative phase, the classical Delphi technique was used to credit the extracted factors. In this technique, a questionnaire was designed based on the extracted factors in the qualitative phase and distributed among 12 experts, to obtain their consensus about the extracted factors. The quantitative data were also analyzed using statistical methods such as Kendall’s coefficient of concordance, measures of central tendency, and dispersion in SPSS software.

The findings obtained from the qualitative and quantitative phases showed that the experts had reached a consensus on the eight important factors of the formation of unethical pro-organizational behaviors in the academic context which included organizational etiquette, organizational structure, managerial approach, lack of academic autonomy, party and political exchanges, legal weakness, personal opportunism and parochialism, and thinking limitation.

The general conclusion of this study showed that in the academic context, compared to the context of other governmental and non-governmental organizations, individual, organizational, and environmental factors play an effective role in the formation of unethical pro-organizational behaviors. Hence, holding knowledge-building workshops to raise the awareness of the organization's individuals about unethical pro-organizational behaviors in the academic context. Strengthening the culture of transparency around the consequences of unethical pro-organizational behaviors in the academic context and accurately identifying unethical pro-organizational behaviors in the regulations and internal rules of a university should be considered by the top of a university.

The aim of this study was to evaluate the effect of diversity-oriented leadership on employee’s knowledge sharing behavior and job engagement by considering the mediating role of transparent internal communication and satisfaction of internal needs (self-determination theory). The present study is one of the first experimental studies that shows the application of self-determination theory in critical conditions of Covid 19 virus.

This research is an applied research based on the purpose, and it is a survey correlation based on the research strategy. The statistical population of this study includes the staff of Mazandaran University of Medical Sciences and the sample size is 220 persons using sample power software and the sampling method is simple random. Analyzing the data was performed using structural equation method through Amos software.

According to the findings of this study, the variables of “transparent communication” and “internal needs satisfaction” have a partial mediating role in the impact of diversified-oriented leadership on job engagement and knowledge sharing.

To understand the effectiveness of internal critical communication, leadership behaviors as well as increasing the employees’ outcome and output, the basic psychological needs of employees must be put under consideration to the extent that they feel competent in their job, have control over their job scope, and communicate effectively with other colleagues at work.