نشریه پژوهش های مدیریت منابع انسانی
سال پانزدهم شماره 4 (پیاپی 54، زمستان 1402)

In the process of strategic recruitment of human resources, one of the most important activities and actions of human resources specialists is socialization, alignment with the organizational culture and familiarization of new employees with the organization. The process that carries out the activities of socialization, alignment with the organizational culture and familiarization of new employees with the organization, is known as the human resources alignment program in today's world of management. Therefore, the current research was carried out with the aim of identifying the effective factors on the human resource onboarding program in government organizations. . The statistical population of this research includes senior managers and human resource managers of government organizations 20 people of whom were selected using a targeted sampling method. The data collection tool is an interview in the qualitative part and a questionnaire in the quantitative part, the validity and reliability of which were confirmed using the content method and theoretical validity and intra-coder and inter-coder reliability. In this research, qualitative data were analyzed with content analysis method and Maxqda software, and quantitative results were analyzed with ISM method. The results of the present research include the identification of the dimensions and components affecting the implementation of the human resources onboarding program in the four areas of the implementation of the onboarding program, the related and intervening factors of the onboarding program along with its dimensions and consequences.

The emergence of the 4th generation industry has brought many advantages to supply chains, but it also has disadvantages. If the human resources competencies are not suitable for this transformation, organizations will face many challenges. This issue is very important in the machine-made carpet industry, which has a significant share of Iran's non-oil exports and has seen its competitive position in the international arena shaken in recent years. In this research, the competencies of human resources for the 4th generation industry were investigated. The statistical population of this research is the experts of Iran's machine-made carpet industry. The data collection tool is in-depth interviews. To analyze the data, thematic analysis method was used. The results show 30 competencies that were categorized into 5 categories that are: methodological, social, specialized, general and personal. In order to improve the readiness of human resources, it is suggested to strengthening the multisensory ability, training the rules related to new technologies, focusing on challenging working conditions and strengthening the learning consequential drivers.

Emotions are an integral part of work life that affects the effectiveness of organizational actions, including HR processes. An organization that has emotional capability can understand and manage emotions effectively. The purpose of this research is to present the pattern of development of emotional capability in HRM system in public sector organizations. The research strategy is developmental-applicative in terms of direction and result, descriptive-exploratory in terms of purpose, and qualitative in terms of research method. Data was collected through group interviews with 14 HR managers of selected companies in the oil and gas industry and individual interviews with 12 organizational and academic experts have been conducted using targeted sampling. The collected information was analyzed by thematic analysis method and finally the final model of developing emotional capability includes 9 emotional dynamics in the form of 3 categories of strategies 1- Strengthening positive emotions which includes strengthening the atmosphere of cooperation and participation and maintaining respect and human dignity, 2- The strategy of weakening negative emotions, including observing the principle of diversity in the method and observing fairness and justice, and 3- The strategy of channeling emotions, including creating awareness and transparency, creating a space for discourse and emotional freedom, creating emotional harmony and coherence, regulating emotional contagion and skill enhancement and empowerment were provided. Also, in the presented model, 31 unique solutions are presented for the realization of each of the dynamics, separately from the four main processes of recruitment and socialization, training and empowerment, performance management and employee compensation.

In the gap between the two main theories of job crafting, an important shortcoming is ignoring its cognitive dimension in a significant part of the literature. Achieving more fitness and comfort with his job. The aim of the research is to identify the components of the approach and avoidance in the cognitive job crafting and the individual, job and organizational antecedents affecting its emergence. The present research was conducted with qualitative method and thematic analysis methodology, and it is exploratory in terms of developmental and practical purpose and in terms of implementation method. In order to collect information, an in-depth and semi-structured interview was used with 13 managers and senior engineers who were selected by a targeted method in selected knowledge-based companies in the field of information technology type 1 and 2 in Tehran province. In the resulting model, the components of the approach cognitive crafting with 6 main themes and the components of the avoidance cognitive crafting with 2 main themes are introduced. Also, 9 main themes for individual antecedents, 7 main themes for job antecedents and 9 main themes regarding organizational antecedents affecting the emergence of components of two approaches to cognitive job crafting in knowledge-based companies in the field of information technology are presented.

Purpose of the present study was to investigate and identify the perceptions of employees of Fars Electricity Distribution Company about empowerment of human resources to achieve deeper knowledge in order to plan and make policies in this area. Based on this, by using Zaltman's metaphorical extraction technique, the cognitive structures of employees have been investigated. 12 participants were selected among managers and experts of the mentioned company using concept sampling method; Then, these people were asked for the interview session to choose images that, in their opinion, represent the meaning of human resource empowerment. In the interview , questions related to the images were asked then, the answers were analyzed with the aim of discovering the concepts. totally, fourteen structures were extracted, which were "delegation of power and payment of salaries based on it", "intelligent acceptance of risk", "participatory management", "performance-based relationships", "creativity combined with rationality", "self-efficacy and sense of competence" and "organizational transformation" were identified as the main structures in the consensus map. According to the consensus map, "delegation of power and payment of salaries based on it" and "creativity combined with rationalism", causal structures and "participatory management", "self-efficacy and sense of competence" and "organizational transformation" were considered as affected structures. The consensus map shows that according to the relationships between the structures, organization can create collaborative management and self-efficacy and a sense of competence in employees to empower human resources by using delegation of power and creation of creativity combined with rationalism, which will ultimately leadto organizational transformation.

Global competitions raise new needs for high performance and creating a competitive advantage. Therefore, today's organizations need to move towards a new paradigm; A paradigm that does not see a competitive advantage in having exclusive rights, scarce resources, employees with high skills and social relations. This competitive advantage can be obtained through the development and management of psychological capital such as organizational hope. Therefore, the purpose of this research is to investigate the effect of organizational hope on performance with the approach of resources and job demand. The current research is a type of mixed research. which has calculated the components of organizational hope and job resources and demand by adopting semi-structured interviews with elites and thematic analysis method,and 94 basic themes, 14 organizing themes and 5 comprehensive themes were obtained. In the quantitative phase, with the Kolmogorov Smirnov, regression and correlation tests, the validation of the components and the investigation of the effect of organizational hope on performance have been done. The research findings indicate that organizational hope has a moderating role on job demand and job resources and has a positive and direct effect on improving organizational performance.