نشریه پژوهش های مدیریت منابع انسانی
سال پانزدهم شماره 3 (پیاپی 53، پاییز 1402)

Deciding on the implementation of the organization's well-being strategies and programs is one of the main concerns of human resource managers to improve the health and well-being of employees. Because identifying the desired programs from the employees' perception, along with measuring the level of their implementation, not only creates more satisfaction and happiness in the employees but also enables the organization's executive ability to spend the budget with the least waste of resources. What should be done to decide on the direction of various programs in the organization? After analyzing 6 strategies, 13 programs, and 60 actions to promote employees’ well-being in the qualitative stage, the present mixed study shows how to prioritize each action of the employee well-being programs in the workplace by applying the importance-performance analysis technique in the quantitative stage. The statistical population of this research was all 320 employees of the administrative and recruitment organization, of which 200 were selected as a sample. The research results show that managers can focus more on some of the 60 actions, discard or continue some of them, and finally give less priority to some of these actions to decide about employee well-being programs at work.

In the third millennium, organizations consider the development of human resources as one of their most vital tasks and the main way of organizational improvement,, due to its great benefits in the workplace, they make many investments in this direction. The purpose of study is "identifying the factors affecting the development of talents in the Iranian banking industry.The statistical population of research is the experts of the Iranian banking industry and the sample of research has been purposefully included 15 experts of banks. After reviewing the research literature and opinions of experts in this field, using qualitative research method and through in-depth and purposeful semi-structured interviews, research data were collected and then analyzed by content analysis method. The validity of the research was verified using the survey methods by members (interviewees) and multidimensionality of data sources and its reliability was confirmed by the recoding method. During 15 interviews and theoretical saturation, 14 components affecting talent development in the banking industry were identified in two categories: organizational and individual. Based on the findings, organizational factors include mentoring, on-the-job learning, visiting reputable banks, specialized training abroad, performance management, knowledge sharing, job rotation, specialized workshops, coaching, in-house and out-of-organization meetings, and individual factors Including professional development planning, specialized class training, individual development, and participation in team / group activities. The result of this study showsw that the most important factor in the development of talents in the category of individual factors is professional development planning and the most important organizational factor is mentoring.

Reverse mentoring, as a recently formed concept, has emerged due to significant shifts in working generations and advancements in information technology. It challenges the traditional foundations of age and organizational hierarchies within the mentoring process. Despite its relevance, limited research exists in this field, primarily focusing on conceptualization and idea design. This research aims to deepen understanding of the mentor's role in reverse mentoring by employing a phenomenological approach, contributing to the existing body of knowledge. Thirteen individuals who formally participated in the reverse mentoring process within three financial information technology companies were selected for in-depth interviews. Data analysis utilized a descriptive phenomenological approach along with the eight-step Colaizzi method. Validation of findings was achieved by referencing the results with the participants. Analysis of interview data led to the identification of thirteen thematic clusters, organized into four themes. The results of this study demonstrate that mentors' experiences in the reverse mentoring process are shaped by two main themes: "role comprehensiveness and inclusiveness " and "experience of transitive emotions," ultimately leading to a "generative and boomerang effect of development." However, these experiences also have a dark side, characterized by the presence of "inhibiting ideas" at the individual, organizational, and cultural levels.

This research aims to provide a qualitative model based on data-based theory to analyze organizational performance with an emphasis on absenteeism in multi-wave conditions of Corona in government organizations, with the participation of experts, professors and experts of government organizations. In the initial stage, the analysis of the data obtained from the review of the background and literature of the subject, as well as interviews with 11 experts and faculty members knowledgeable in the field of human resources, were conducted. Then, based on the foundation's data approach, a qualitative model of organizational performance analysis was designed with an emphasis on absenteeism in multi-wave conditions of Corona in government organizations. The results showed that the main phenomenon of absenteeism is divided into two categories: avoidance and attitudinal, the causes of absenteeism are divided into two categories of organizational and individual factors, the background conditions of absenteeism are divided into three categories of occupational, organizational and environmental factors, the interveners of absenteeism are, work environment and personal health, balance between work and life, Improving and clarifying organizational processes, job training needs assessment, job pathology and improving employee/manager communication and the consequences of the absenteeism phenomenon including job injuries, client dissatisfaction, job alienation, depression and increasing organization costs and Positive consequences include personal health and work environment, reduction of material costs of the organization, help to the environment, increase of absent personal satisfaction, flexibility of daily work.And the results of this research show that organizational performance decreases with the presence of absenteeism

In previous HR strategies’ researches, turbulent environment in different models has been considered rarely. The goal of this research is to introduce a strategic framework for human resource management functions in turbulent environment. As paradigmatic point of view, method of this research is interpretive and in terms of strategy, it is qualitative content analysis. Gathering information method is library method and based on article review selected from reliable scientific databases. First, the concept of environment, turbulent environment and its different dimensions were explained. Then via selecting specific human resource functions, the relevant strategic framework in turbulent environment defined as findings of research. Findings of research are divided to two sections. First section states that among Mintzberg describing strategic schools, entrepreneurial school and learning school are applicable in turbulent environment. Prescriptive strategies can not still be applied. Aligned with aforesaid two strategic schools, second categories of findings which are HR functions are defined. Innovative oriented of performance appraisal, continues generative learning, making dynamic capabilities, scenario planning, multi-skill innovative recruitment, agile recruitment, multi-dimensional aligning incentives, temporary competitive advantages through reconfiguration, semistructure job design, autonomy, slack time, professional nomadism, fluid and creative job development, HR scalability are some instances in this respect.

The concept of justice is considered one of the most important words in the dictionary of human civilization, and on the other hand, according to Article 78 of the Sixth Development Plan, the government is obliged to achieve social justice and support vulnerable groups, and expand relief, support and insurance coverage, and prevent and reduce social harms. Design and implement the necessary programs to achieve the goals of the 6th Development Plan. The purpose of the current research is to identify solutions and provide a model to realize social justice of human resources according to the 6th development program of Article 78. The research method used is a mixed method, which is a qualitative part of thematic analysis and a quantitative part of a descriptive survey. The statistical population of the qualitative section is 11 experts in a purposeful way and using snowball sampling, and in the quantitative section, 200 members of the Ministry of Welfare were randomly selected. Using the method of thematic analysis and using semi-structured interviews, 5 main themes include: respecting the principle of meritocracy at all management levels, establishing a cooperative system and ensuring social welfare, fighting oppression and inequality and unfair social discrimination, creating and establishing justice In the social system, operationalization and transformation of the country's tax system were calculated, which were categorized in the form of a theme network, and then the effectiveness of all the identified factors was confirmed using confirmatory factor analysis.