نشریه منابع انسانی تحول آفرین
پیاپی 7 (پاییز 1402)

Today, the organizations remain in the competition scene that strengthen the capabilities of strategic foresight in their human capital. This research was conducted with the aim of designing a model of strategic foresight capabilities for human capital in Minoo company.

This research is fundamental-applied according to its purpose. The statistical population included experts familiar with the subject, and using the theoretical sampling method, 10 experts were selected until theoretical saturation. The method of data collection was library studies and the fuzzy Delphi method and interpretive structural modeling were used to validate the model.

The findings showed that the model of strategic foresight capabilities for human capital of Minoo company has 5 dimensions and 25 components. These dimensions include rational capability, synergistic capability, strategic selection capability, environmental navigation capability, and adaptability capability. The findings also showed that the components of ability to respond to changes, the skill of developing a scenario, a positive attitude towards the external environment, self-awareness, environmental interpretation and control are the cornerstones of the model, and the design of the model should start from these variables and be extended to other variables. .

The human capital in manufacturing companies, especially Minoo Company, due to their nature, should have a high level of strategic foresight capabilities in order to meet the company's long-term goals.

Today, the maintenance of human resources in hospitals is very important due to improving the quality of healthcare services, increasing the trust of patients, maintaining knowledge and saving financial costs. The purpose of this research is to investigate the effect of sustainable human resource management on the maintenance of human resources and the mediating role of social capital.Research

This research is applied in terms of purpose and descriptive-survey approach. The statistical population includes all the employees of Salman Farsi Bushehr Hospital in the number of 353 people and the statistical sample size based on the Cochran sample estimation formula is 184 employees. Structural equation modeling method was used to analyze the data.

The findings showed that sustainable human resources management have a significant effect on the maintenance of human resources with a coefficient of 0.60, sustainable human resources management on social capital with a coefficient of 0.42, and social capital on the maintenance of human resources with a coefficient of 0.44. Sustainable human resources management have a significant effect on the maintenance of human resources with the mediating role of social capital.

Hospital managers of the country can contribute to the longevity of employees by focusing on sustainable human resource management and promoting social capital.

cheerful employees have a favorable and satisfactory attitude towards themselves and others and have balanced social relations. The purpose of this research is to design a model of human resource vitality in the social security organization.Research

The current research is applied in terms of purpose and in terms of approach, it is qualitative research using foundation data method. The statistical sample included 26 organizational and academic experts up to theoretical saturation, and the data collection tool was a structured interview.

The findings showed that the pattern of vitality of human resources in the social security organization includes causal factors (in two individual and organizational dimensions), contextual factors, intervening factors (in two macro and micro dimensions), strategies (in three individual, occupational and organizational dimensions ) and the consequences (in three dimensions, individual, occupational and organizational) which were presented in the form of a paradigm model.

In order to increase the vitality of employees in the work environment, it is necessary that the managers and planners of the social security organization consider the dimensions designed in the model, especially the causal factors in both individual and organizational dimensions that lead to vitality in the work environment. should pay special attention.

external events such as environmental changes, technological developments, retirement policies, etc., which cause a person not to actively move in his career path, are considered job shocks. The purpose of this research is to investigate the impact of job shocks on the career development according to the mediating role of employees' job competence in Rafsanjan Municipality.

The present study was conducted using cross-sectional studies and correlation method in the statistical population of 120 employees of Rafsanjan municipality. The number of samples was determined using Morgan's table of 92 people and simple random sampling method. Data collection was done through three questionnaires and PLS structural modeling was used for data analysis.

The results showed that job shocks have a significant effect on the career development. Also, the components of career optimism, prosperity, and motivation to continue working have a significant impact on career development. But job transfer and career decisions do not have a significant effect on the career development. Job shocks have a significant impact on the development of career paths due to the mediating role of employees' career competence.

Job shocks affect many jobs and work processes and create turbulence in the career of employees. By anticipating occupational shocks and having appropriate reactions, it is possible to avoid the injuries of these shocks.

Today, organizations are facing competency gaps at the management level. Health systems are facing many challenges in this field due to complex health problems and effectiveness and satisfaction goals at all levels. Therefore, the purpose of this research is to identify the dimensions and components of managers' competence of the Ministry of Health, Treatment and Medical Education.

This qualitative-quantitative research is fundamental-applied according to its purpose. In the qualitative part (theme analysis), the statistical population included experts familiar with the subject and 14 people were selected until theoretical saturation. In the quantitative part, interpretive structural modeling was used.

The findings showed that the competency model of managers has 5 dimensions and 40 components. These dimensions include professional skills, interactive and collaborative skills, health quality development skills, individual skills, and research-based skills. Among these dimensions, the health quality development skill dimension is the cornerstone of the model.

Applying the competency model of health sector managers is one of the ways to improve and promote managers, which can improve the health level of the country. The use of this model in practice requires the awareness of high-level managers, and creating a suitable mechanism for using this model is undeniable.

Today, sharing organizational information with employees in order to create transparency, trust and responsibility means organizational transparency. The aim of this research is to investigate organizational transparency studies in scientific articles of the last 10 years using meta-analysis method.

This research is practical in terms of purpose. The statistical sample of 30 articles is completely matched and suitable for meta-analysis of the research topic, 10 Latin articles and 20 Persian articles were used. In this regard, the research results were analyzed using the meta-analysis method with the help of software (CAM).

The findings showed the most important variables affecting organizational transparency that had a high intensity of effect, including response to crisis and interactive efforts, organizational culture, authentic leadership and organizational accountability, and the most important variables influencing organizational transparency that had a medium or high intensity of effect, including prevention Financial administrative corruption, job satisfaction and intention to quit, organizational strength, job adaptability, organizational trauma management, organizational paranoid, employee trust, and employee moral behavior were among them.

The effective factors identified to promote organizational transparency should be taken into consideration by managers of organizations so that they can achieve the effective factors of organizational transparency in their organization.