نشریه منابع انسانی ناجا
پیاپی 73 (پاییز 1402)

The systematic evaluation of the organization's operations and the presentation of the results report and its improvement solutions are the basis for improving the sustainable productivity of the organization. One of the requirements for the effective implementation of this strategy is that performance auditors have the required competencies. The present study is aimed to introduce the competency model required by auditors for the implementation of performance audit. This applied research was done with a qualitative approach and meta-synthesize method. The information sources of the research included scientific articles and other research reports in domestic and international scientific databases regarding the subject of the research. These data have been analyzed in the meta-synthesize process and coded by thematic analysis method. Findings show that Auditors' competencies are classified into three main categories: cognitive and personal competencies (calculating characteristics, motivations, system thinking, strategic thinking, and critical thinking), knowledge-based competencies (general knowledge, audit knowledge, and performance evaluation knowledge) and skill-based competencies (communication skills, leadership, team building, management and technology-oriented competencies). Accordingly, developing these competencies in performance auditors can improve the success and effectiveness of the implementation of this program in executive organizations. The findings of this research can be used in developing human resources development programs for this purpose.

The current research was based on a mixed-methods approach (quantitative and qualitative). In the initial phase, a qualitative research method of content analysis was employed. Relevant subjects of the research model were extracted from available articles in reputable scientific databases. In the second phase, a quantitative method was used for model validation. The statistical population for the quantitative segment consisted of all employees of the Tax Affairs Department of South Khorasan province, totaling 320 individuals. The sample size was determined as 175 individuals using Morgan's table, and the questionnaires were distributed and collected randomly within the sample. In this study, MAXQDA software was utilized for qualitative analysis, and AMOS software was used for quantitative analysis.

Themes related to the application of artificial intelligence in human resource management were identified, and the confirmatory factor analysis (CFA) was performed in a two-stage process to determine the overall fit of the measurement model. According to the Friedman's test results, the application factors (attraction, retention) were given the highest priority in employing artificial intelligence in human resource management. Communication, consequential, software infrastructure, behavioral, organizational, legal and policy infrastructure, and consequential factors were ranked second to eighth in terms of priority.

Considering the advancement of information and communication technology and the emphasis on establishing e-government and consequently electronic human resource management, a strategic and vital task that human resource management must undertake is preparing the organization for the artificial intelligence revolution. The incorporation of artificial intelligence in human resource management can lead to an improvement in the overall employee experience.

The purpose of this research is to design the proposed model of effective knowledge management with a strategic planning approach with the combined method of grand theory and structural equations of the Ministry of Science, Research and Technology. In terms of purpose, it is practical, and based on the nature and method, it is quantitative, survey (field) and from the objective qualitative method, it is of inductive-exploratory type. In the first stage, 30 elites and experts in the field of organizational knowledge and knowledge management of the Ministry of Science, Research and Technology and affiliated research organizations were selected by the qualitative method of grand theory and snowball or chain sampling, and information was collected through semi-structured interviews. . Then, with open, central and selective coding, the main categories of the research were extracted and the model was presented. In the second stage of the research (quantitative method), data was collected by developing a closed questionnaire and confirming its validity and reliability. Then, in order to measure the correlation between the data, the goodness of fit of the extractive model, the hypotheses test of the identified categories and its ranking, kmo and Bartlett methods, confirmatory factor analysis, t-test and structural equations were used to validate the model. The results of the analysis showed that the correlation between the data for appropriate factor analysis and the extracted model categories had a higher goodness of fit and the hypotheses were confirmed. In this way, knowledge sharing is the first priority and information technology, organizational culture, knowledge retention, knowledge transformation and knowledge acquisition as effective knowledge management factors with a strategic planning approach are placed in the next priorities and the final research model was presented.

All organizations require strategy in different levels, but strategy itself can not guarantee success and high performance of an organization. It is necessary for levels and different types of strategies to coordinate and to be in the same direction in order to make synergy and help the organization obtain its goals. This way, external and internal coordinations and accordingly vertical and horizontal coordinations designed. This research aims to study the vertical-horizontal external coordinations and the vertical-horizontal internal coordinations among different typologies of human resources strategy and its effect on the organization performance.
The research had got a mixed method including qualitative and quantitative phases. The research considered an applied one in terms of goals and descriptive-survey in terms of data collection. The collected data comes from distribution of 160 questionnaire among experts, office heads and managers of 18 steel companies of Khouzestan Steel holding company. The data collected by the questionnaire and analyzed by spss software. Before we do the quantitative method, different types of the organization strategy, organization structure, organization culture and human resources strategies of each company extracted by the qualitative method.
The results for the statistical technique of One-Way ANOVA and the Leven and Bonferroni test discovered the vertical external coordination, vertical internal coordination and horizontal internal coordination are related with the company performance

The purpose of this study is to determine and apply a checklist of effective capabilities on the organization's human resource management practices, which can be a guide to the creation and development of capable and Value-creating human resources. The present study is a Mixed method and applied research that was designed and implemented in 3 general stages. First; Preliminary Competencies were extracted based on in-depth interviews with experts and information from job analysis sources and information networks, based on the "Critical Success Factors" criterion. Based on the results of the first round; after assigning weight to competencies through the expert response method, the importance of these indicators was determined through the Likert scale in the researcher-made competency declaration. In the third phase; In each job group, 10 core Indicator obtained from the non-parametric Friedman test, which has a higher priority, are selected as effective in the success of each Occupational group. In the end, while presenting the proposed model; In both task and interactive dimensions, and for a variety of jobs at all levels of the company, 110 core competency were identified that can serve as the scientific basis for achieving "high-level performance" in human resource management policies and practices, such as; Performance Assessment, Development and Assessment centers and training should be used.

The aim of this study was to identify and explain the antecedents and consequences of organizational integrity using the fuzzy Delphi approach in the Army of the Islamic Republic of Iran. And the method is descriptive-survey. The statistical population of the present study is the qualitative section of military management professors. Sampling in this study was done purposefully and 17 people. The statistical population is a small part of the military officials, which was determined using the non-probability sampling method available at a sample size of 29 people. In the qualitative part of the study, a semi-structured interview was used to collect information, the validity and reliability of which were confirmed using CVR and Kappa Cohen test. Content and retest confirmed. In the qualitative part, the data were analyzed using Atlas.ti software and coding method, and the antecedents and consequences of organizational integrity were identified. Findings indicate that transparency, supportive organizational climate, job security as the most important factors in creating organizational integrity and increasing creativity and innovation, commitment and loyalty, organizational trust, competitive advantage are among the most important consequences of organizational integrity in the Islamic Republic Army. They are from Iran. Having transparency, supportive organizational climate and security in the organization increases the areas of integrity in employees and encourages employees to adhere to ethical principles. Employee creativity, innovation and performance increase when employees behave honestly and adhere to the ethical principles and values of the organization.

The success of businesses, especially in the competitive banking industry of the country, requires a comprehensive and specialized model, the executive arm of which is the human resources. The purpose of this study is to design and validate a business model based on human resource excellence in the banking industry.

The statistical population of this study includes managers and employees of the banking industry. Sampling of managers was done in a non-probabilistic and purposeful manner, and staff sampling was done by random sampling method. The data collection tool is questionnaire. The validity of the questionnaire was confirmed by construct validity, convergent validity and divergent validity. The reliability of the questionnaire was also confirmed by two methods of calculating Cronbach's alpha and combined reliability. Structural-interpretive modeling method was used to design the initial model and partial least squares method was used to validate the designed model. Data analysis was performed with MicMac and Smart PLS software.

The results showed that leadership strategy as an underlying element affects the strengthening of organizational infrastructure and the development of human resources strategy. These factors also affect the training and development of human resources and lead to human resource planning and optimization.

Similarly, it can be achieved through processes such as management discipline (coordination), management of employee peace of mind and attention to organizational ethics, values and culture, and ultimately human resource productivity and organizational productivity.