نشریه مدیریت دفاع هوایی
سال سوم شماره 3 (پیاپی 11، پاییز 1403)

Talent management is the application of a set of integrated activities that organizations use to ensure the provision (attraction, retention, motivation and development) of the forces they need now and in the future and by emphasizing that talented people are the main resources of the organization, it maintains the flow of talents in the organization. By understanding the key role of competent, talented and capable employees in the success of organizations, the present research identifies the dimensions of talent management model based on meritocracy.

This study is an exploratory mixed research. Thematic analysis strategy was used in the qualitative part and descriptive survey strategy was used in the quantitative part. In the qualitative part, semi-structured interviews were used to collect data. Interviews with 15 municipal experts were conducted in a targeted manner until the theoretical saturation stage, and data analysis was done in three stages of extracting basic, organizing and comprehensive concepts. Data collection was done in the quantitative part through the questionnaire tool. The statistical population of the quantitative part included 515 employees and experts of the Vice-Chancellor of Social and Cultural Affairs of Tehran city, of which 220 people were selected by stratified random sampling. Data from the quantitative section were analyzed using SPSS software and structural equation modeling.

Based on the data analysis, 7 organizing themes including organization strategy, merit seeking(discovery/talent search), evaluation and attraction of talent resources, talent recruitment, talent cultivation (development or talent enhancement), career path management and talent search were identified along with forty one basic themes. Also, the findings of the quantitative section indicated the appropriate fit of the model.

Talent management is not just a to-do list, but a strategy that requires careful implementation, regular evaluation, and continuous improvement. The final model of this research can be used as a guide for the municipal managers and all measures related to the management of key talents can be carried out in the form of its dimensions.

Organizations need effective human resource management to achieve the best results. Human resource management measures can affect the organization's performance and in a dynamic environment, it can lead to sustainable competitive advantage and organizational survival. The human resource system with high participation is a coherent set of related actions in the field of human resource management that provides, maintains and motivates effective workforce. This research has been done with the aim of designing a structural model of human resource management measures with high participation for public organizations.

This study is an exploratory mixed research. A meta- synthesis strategy was used in the qualitative part and a descriptive strategy was used in the quantitative part. The statistical population of the first stage included human resource experts who were selected by judgmental sampling of 12 people. In the quantitative stage, 252 elected managers of public organizations were selected by cluster sampling method. Qualitative part data were analyzed through coding and quantitative part data using SPSS software and structural equation modeling.

High-participation human resource management measures based on the theory of ability, motivation and opportunity include enabling measures (job knowledge- based selection, Training and development of professional competencies , Job-oriented skills training, Team-based learning and training, performance-based payments, competency-based payments, autonomy in work planning, skill development-based payments, self-control, 360 degree performance evaluation, competency-based performance evaluation, participation in decision-making, Design and development of collaborative work, Gamification); Motivational measures (Competency- based selection, Talent-based selection, dissemination of new knowledge, Personal experience-sharing programs, Recognition and appreciation, team performance-based payments, fair rewards, transparent performance judgment, Trust Building between manager-employee, coaching, self-motivational job design, and extensive job rotation) and opportunistic measures (Accountability, peer-based hiring, interactive learning, self-directed teams, Fair reward distribution, flexible work schedules, Retention support programs, Effective feedback collection, Creating a cooperative atmosphere, Design and implementation of the suggstion system, Job enrichment,Design career paths, and succession programs).The findings of the quantitative section also indicated the appropriate fit of the model.

The study proposed a comprehensive structural model for high-involvement HRM based on the AMO theory, which can strengthen employee participation in public organizations.

Hope is recognized as a key factor in increasing productivity, motivating employees, and strengthening their resilience within organizations. This concept becomes especially significant in defense organizations, which face complex challenges and high-pressure work environments. Given the necessity of boosting morale and motivation among employees in such organizations, presenting a model for enhancing hope can contribute to improving organizational performance and achieving strategic goals. The aim of this paper is to present a practical model for enhancing hope in a defense organization.

This qualitative research is a type of applied research. The research information sources were published scientific documents as well as interview data with experts of a defense organization. In this research, a semi-structured interview was conducted with 14 experts using the method of purposeful and judgmental sampling. The obtained data were analyzed using the grounded theory method (Glaseri's emergent approach) and with the help of MaxQDA software. Validity of the research was done with the approval of members and participants. Also, the reliability of the research was confirmed by agreement method (81% agreement coefficient).

The results of this study showed that the research model includes the three dimensions of what (spiritual beliefs, realism, purposefulness, foresight, psychological capital, effort and motivation, resilience), why (increasing individual and social vitality, strengthening the social and political system, strengthening health/health). psychological, strengthening cognitive-emotional beliefs) and how to (develop spiritual well-being, strengthen beliefs, develop social and cultural capital, explain jihad, manage media and social networks, focus on economic growth and progress, strengthen national security, develop strategic and cognitive thinking, Scientific jihad and national capacity building, attracting young scientific and educated elites, improving the level of social well-being, developing emotional intelligence, positive health, gratitude, good governance).

The final model of the research,, by identifying key factors and offering practical solutions can play an effective role in enhancing the hope of employees in defense organizations. This model, with an emphasis on organizational cohesion, mutual trust, and fostering a positive mindset, provides a suitable foundation for achieving strategic objectives and increasing organizational efficiency.

Due to its special geographical location, ethnic and cultural diversity, and proximity to neighboring countries, the western border regions of the country are of strategic importance in various political, economic and cultural dimensions and provide a suitable platform for strengthening cultural exchanges and international interactions. However, cultural development in these areas faces challenges. Based on this, in this research, the main obstacles to cultural development in the western border areas of the country are identified and solutions are presented to strengthen the axis of cultural development in these areas.

The current research is applied-developmental in terms of its purpose. In the framework of qualitative research, the method of thematic analysis and research synthesis was used, and in the framework of quantitative research, the survey method was used. The data collection tools were semi-structured interviews and questionnaires. The qualitative and quantitative statistical population consisted of governors, university professors, senior commanders of the border regiment, experts in the field of culture and Islamic guidance, as well as valid scientific documents. 18 interviewers and 12 scientific texts were selected for sampling using a purposeful and criteria-based method.

The findings of the analysis of the interviews using thematic analysis method indicated the identification of 16 factors as obstacles to cultural development and 31 factors as effective factors on cultural development in the western border areas of the country. The results of the synthesis research also summarized the axes of cultural development based on the experiences of successful countries in 5 axes: 1. Paying attention to the underlying infrastructures 2. The necessity of cultural demands 3. Social justice 4. Non-contradiction of tradition with modernity 5. Paying attention to institutional infrastructures.

Cultural development can be defined as the process of enhancing various aspects of society's culture in line with desired goals. Inspired by the experience of successful countries, effective steps can be taken in the direction of cultural development by strengthening public participation, creating supportive policies and paying attention to investment in education and culture.

Transportation Logistic Goods, as the key components of the supply chain, plays a central role in the efficiency and effectiveness of supply, production and distribution processes. Considering the ever-increasing complexities in supply  management, including the growth of e-commerce, changes in demand, and the development of transportation technologies, Identifying the pattern of transformation in Transportation Logistic Goods is very important. Then, research deals with the issue of what are the transformation patterns in the Transportation Logistic Goods.

This research has a mixed approach. In the qualitative part, thematic analysis strategy was used, and in the quantitative part, the descriptive survey strategy was used. The statistical population of the research in the qualitative part included experts in the field of transportation, 20 of whom were selected as a sample through the snowball technique. The data of the qualitative part were collected through open and in-depth interviews. The statistical sample of the research in the quantitative part included 20 operational experts who were selected through the convenience sampling technique. The data of the quantitative part were collected through a questionnaire.

In the qualitative data analysis, 71 basic themes were identified, followed by 21 organizing themes and finally 7 overarching themes including the areas of preparation, human resources, finance, organizational, depreciation, management and education were identified as areas of transformation in transportation. Based on the quantitative data analysis and the structural-interpretive modeling method, the transportation pattern was categorized into the first three levels including human resources, finance and organizational, the second level including education, management and depreciation, and the third level including the supply area.

Developments in the field of transportation of logistic goods in this era, require innovative approaches and the use of new technologies. Using a comprehensive and coherent model that can cover the challenges in the field of process optimization, cost reduction, and increase speed environmental sustainability can play a key role in improving the efficiency of the supply chain.

In military organizations, the selection and appointment of human resources operations managers has a direct impact on the efficiency and effectiveness of the organization. The Islamic Republic of Iran Army, as a strategic institution, needs merit-based models and precise criteria for selecting managers so that it can take steps towards realizing its strategic goals. The current research aims to identify and design a pattern of criteria for the selection and appointment of the managers of the human resources operations department of the Islamic Republic of Iran Army, and tries to provide a scientific framework to lay the groundwork for optimal decision-making in this field.

This research, based on the goal, is developmental and in terms of method, it is a kind of qualitative research. The statistical population of the research included the number of 100 students of the administrative and human capital department and their opinions were used to collect the research data. In order to collect data from the interview tool and to analyze the data, the technique of thematic analysis based on coding was used.

The results of the research data analysis showed that the criteria for the selection and appointment of managers of the human resources operations department of the Islamic Republic of Iran Army include three main themes: expertise, behavior and thought. Specialized, behavioral and intellectual themes had 11, 16 and 5 sub-themes respectively. Also, technical skill and motivation in the main themes of "expertise" and "behavior" had the highest frequency.

The criteria for the selection and appointment of managers of the manpower operations department, emphasizing the specific requirements of the army, provide an effective framework for improving management processes. Formulation and implementation of this model can lead to the selection of capable and committed managers and ultimately help to increase the efficiency and effectiveness of the army's manpower operations. The strict implementation of these criteria requires attention to a consistent evaluation and monitoring system, continuous training of managers, and periodic review of selection and appointment patterns based on environmental changes and organizational needs.