فصلنامه مطالعات منابع انسانی
پیاپی 53 (پاییز 1403)

The presence of generation Z in the labor market will cause a paradigm shift in the organization of activities in the organization. This generation will enter companies in the coming years, understanding how this generation enters the workforce is very important as they begin to graduate and enter the job market. In this regard, the aim of this research is to identify the expectations of Generation Z from the work environment.

The current research is based on the interpretation paradigm and has used the systematic literature review method as a research strategy. The information sources of the research are articles that have been published in international scientific databases from 2000 to 2024. The articles collected based on the acceptance criteria were entered into the systematic review process, and after evaluating the quality of the articles according to the Q and H indexes of the publications, 43 articles were analyzed using the coding method.

After completing the coding process, we found 9 overarching themes, 27 organizing themes and 137 basic themes. In this research, Expectations related to the nature of the job and working conditions (attractive job and flexible and remote working conditions), expected work environment (expectations from the physical, psychological, social and humanistic work environment), expected employment conditions (preference for employer brand and transparency in employment), expected training and development (expectations related to the content and methods of training and professional development), expected performance management (awareness of goals and plans, receiving effective feedback and fairness of performance management), motivational preferences (prefering intrapersonal and social motivations), expected service compensation (expectations of salary, benefits and rewards), expected management and leadership (expected styles and competencies, behaviors and relationships of leaders) and cultural and social expectations (technology-based interactions, dynamic and cooperative culture, attention to life and family).

The results of this research provide valuable insights to the managers of organizations regarding the expectations of generation Z from the work environment. Identifying and understanding these expectations can help managers to interact effectively with this generation.

Human capital development is one of the most important goals of development programs in any country and has many direct and indirect consequences on stable development. The current research was conducted with the aim of human capital development model based on the objectives of the law of the 7th development plan of the country through the digital economy development approach.

This applied research was done with an inductive approach. Factors have been identified with a qualitative approach using thematic analysis method. The participants of the research included faculty members and managers of the top universities of Tehran, 16 of whom were selected through purposive sampling. A semi-structured interview has been used to survey the views of the research participants. In order to check the validity of the findings, the strategies of revisiting the participants and getting their agreement and peer review were used.

The human capital development model based on the goals of the 7th development plan includes the three dimensions of digital economy requirements, digital economy level university and human capital development (development of digital and soft competencies).

The results of this research can provide beneficial understanding in this field to manage the development of human capital based on the goals of the seventh development program (development of the digital economy). Simultaneously paying attention to what, how, and why human capital development is the outstanding distinguishing feature of this research

One of the most significant reasons for the failure of startups is their inability to manage their human resources effectively. It seems that one of the main roots of this failure stems from the lack of a coherent and useful body of knowledge regarding an appropriate model of human resource management in these companies. This study aims to identify the characteristics and specific functions of human resource management in startups using a systematic literature review methodology, in an effort to fill this research gap.

In the present study, articles related to the research problem published between 2000 and 2023 were reviewed using a systematic literature review method. By adopting the six-step methodology of Kitchenham (2004), a total of 53 studies were eventually examined. The sources for this research were obtained from reputable scientific databases by searching for keywords that included combinations of the terms "Human Resource Management" and "Startups." To ensure the methodological quality of the sources, the Critical Appraisal Skills Programme (CASP) approach was employed in the selection of the studies. Additionally, Cohen’s Kappa coefficient was used to enhance the reliability of the research.

The findings of this study indicate that the twenty characteristics of human resource management in startups can be categorized into two dimensions: behavioral characteristics (with an emphasis on soft HRM) and structural characteristics (with an emphasis on hard HRM). Additionally, the research findings suggest that in startups, human resource management can be conceptualized through ten specific functions, including: managing working conditions, individual strategic management, employee counseling and involvement, training and development, performance appraisal, performance-based rewards, recruitment, job design, employee retention, and maintaining employee records.

The theoretical contribution of this research is that it provides a coherent body of knowledge regarding the specifics of human resource management in startups and the functions of this critical system in such companies, thereby advancing the theoretical literature in this area. Startups face unique challenges due to limited resources and uncertainties, which makes human resource management in these companies significantly different from that in other types of companies. Human resource management in startups requires careful attention to the ten specific functions of HRM, tailored to the unique characteristics and context of these companies. Implementing the identified functions in startups can serve as a roadmap for improving the success rate of such companies in the startup business ecosystem.

According to the available evidence, higher education is one of the leading systems in the global digital transformation and plays a central role in the promotion and development of digital tools. But the digital transformation for the higher education system of developing countries and under unstable environmental conditions has delays and shortcomings. Knowing and analyzing these factors by considering their background conditions can expand the knowledge of digital transformation management for developing countries. Iraq is one of these developing countries whose universities and higher education have recently started to focus on electronic education and digital transformation, however, they still face many uncertainties in this field and need specialized frameworks for analysis and planning. The purpose of this research was to present the conceptual framework of digital transformation based on electronic leadership in the higher education system of the Kurdistan region of Iraq.

The qualitative research method was chosen with thematic analysis approach. The participants included scientific experts (professors and researchers) and executives (managers and expert experts) knowledgeable and proficient in the subject of research in higher education institutions and universities in the Kurdistan Region of Iraq. The number of samples was estimated to reach theoretical saturation of 19 people. Sampling was done by judgment method (with emphasis on knowledge and experience). The research tool included semi-directed interview with two face-to-face methods and online discussion.

The findings showed that the network of extracted themes includes 96 concepts, 25 sub-themes, 9 main themes, and 4 general themes. The general themes included environmental drivers, leadership of the higher education system, facilitation and foundation, and the functions of digital transformation in the higher education of the Kurdistan Region. A network of research themes was drawn from the aggregation of general, main and sub-themes.

Based on the extracted and drawn conceptual framework, it can be said that the digital transformation in the higher education of the Kurdistan Region should be considered a multidimensional and multilevel process, and to plan, lead and evaluate its advancement, it is necessary to recognize and control the effects of factors such as the model has been drawn. As a result, it is suggested to the management of higher education in Kurdistan region to use the framework presented in this research to study and plan digital transformation in the system in question.

Organizational resilience is one of the new and popular concepts in organizational studies, which refers to the ability of businesses to recover and return to their initial conditions during crises and in the face of multiple internal and external risks.

The present research is applied-developmental in terms of its purpose and is considered as a mixed exploratory research. In order to design the research model, the grounded theory method was used, and for this purpose, an in-depth interview was conducted with 22 experts who were selected purposefully. Also, the designed model was validated by structural equation modeling method using Smart PLS Software. The statistical population of this stage included managers of knowledge-based companies in Tehran and Alborz Science and Technology Parks, who were asked for their opinions through a questionnaire designed by the researcher. The sample size calculated by Cochran's method was 110 people and the sampling method was simple random.

A paradigmatic model was designed with 6 variable categories of causal factors, central phenomenon, strategies, intervening factors, background factors and consequences. Based on the findings, 10 categories and 21 concepts as well as 5 categories of strategies were identified for the variable of resilience in knowledge-based companies. Findings of fit with structural equation modeling also showed that the structure and variables of the model are approved.

Taking advantage of organizational resilience in knowledge-based companies has the necessary effectiveness and can have a great effect on maintaining the survival and movement in the path of growth and development of these companies.

In recent decades, organizations, due to facing numerous economic and administrative problems, are facing big challenges in managing their affairs, which has forced them to attach great importance to issues such as job motivation and maintaining their human resources. This research was carried out with the aim of investigating the motivational framework of specialized human resources in organizations.

This research is of a qualitative, developmental, interpretive, and inductive type, which was implemented with a meta synthesis approach and qualitative content analysis method. The sources of information used in the research are articles published in two internal databases; Academic Jihad Scientific Information Center and Foreign Base, Elsevier, and Thomson Reuters. After collecting published articles from two databases based on the index considered by the researchers, the selected articles were selected for review.

After examining and combining the results of the reviewed selected studies, 110 descriptive codes were classified into 40 primary themes, 16 organizing themes and 4 overarching themes. Four overarching themes are as follows: The primary platforms; strategic prerequisites, secondary foundations; Career factors, strategies; government action; Upstream documents and social orientation, organization action; organizational strategies and structural strategies, human resource management action; It includes leadership, compensation, performance management, training and development, organizational architecture and employee communication. At the same time, job requirements; organizational background factors and individual background factors also effectively affect strategies and secondary platforms. Finally, the consequences include individual consequences, motivational and collaborative, organizational, stability and agility, meta-organization, satisfaction, and social.

This framework can be a basis for planning organizations so that they can keep their specialized force who have unique experiences, knowledge, expertise and skills in organizations. Of course, it should be mentioned that the correct prerequisite for the implementation of the proposed framework in government and non-government organizations of the country is the development and implementation of policies and strategies that are appropriate for that specialized human force.