نشریه پژوهش های مدیریت منابع انسانی
پیاپی 2 (بهار 1388)

This paper examines the relations between all functions of human resource management and the three dimensions of organizational justice perception (distributive, procedural and interactional justice) by a holistic approach e with no background in human resource studies. The article is intended to provide a just model for human resource evaluation to explain the the effect of each of the human functions. This survey research is conducted within three Iranian Banks (Melat, Tejarat and keshvarzi). The fair human resource management indexes was confirmed by confirmatory factor analysis and the model was tested by the structural equations method. we applied a fuzzy measurement of justice perception too; therefore, we had two different scores of justice perception: the crisp and fuzzy scores. The relation of the human resource management functions and the crisp and fuzzy justice perception were tested in two separate structural equations models, which indicated significant difference between these two models. The outcomes of this research contain a set of systematic human resource factors affecting the employees’ justice perception, and helps the managers and organizational researchers increase the commitment and motivation of employees who are the most important strategic source of organizations.

This article is part of the findings of a research conducted on designing and explaining strategic control of logistic systems. The research method is a descriptive-analytic one, the population and sample of which included experts and managers of logistic organizations. Questionnaires were employed for measurement purposes. The questionnaires were polarized for two situations of war and peace. The responses were classified according to Likert's five-choice spectrum. SPSS statistical program was used for the analysis of individual information, with regard to the properties and functions of affirmative factor analysis. For measuring the reliability of the constructed model, measuring tools, and testing the effective relation of the factors to the research model, we used measuring equations model. Freidman's test was used for ranking and deciding on the priorities of the factors. Finally, considering the effective factors influencing the model of finding out the relationship and priorities of these factors, the human-oriented strategic control model was designed and then tested according to two strategic reference points. The points were: 1) the amount of consideration, and 2) reflexivity. In this mode four control strategies: 1) commitment-orientation, 2) participation- orientation, 3) trust-orientation, and 4) relation-orientation are determined according to the priorities of war and peace. The results indicated that the model was quite integrated.

The increasing development and rapid changes in communication, as well as the deep changes in management knowledge inevitably require an effective evaluation system for evaluating organization performance. Various models are presented by the experts of this field. Organizations make use of them according to their types, functions, structures, human resources, and so on. Mission oriented organizations are not exceptional; they, too, need such models for evaluation of their performance.The main question is how to develop an appropriate model for evaluating the performance of military organizations that provides a proper framework for identifying the advantages and deficiencies of its performance.Investigations indicated that a combination of BSC and EFQM models can provide a suitable model for evaluating organization function, because although the two models are similar in many aspects, they are derived from different origins and can have proper overlap. The framework provided in this model is based on the combination of these two models.

Empowerment of employees in organizations is one of the important issues in the HRM and key not here is that what feels each of the employees about his or her empowerment. Empowerment literature review shows that the implicit knowledge transfer has important role in and effects on manpower empowerment. This article assesses relations between the implicit knowledge transfer and employees feel of empowerment in Payame Nour University in the Mazandaran state. Data in this survey collected by questionnaire from 173 employees randomly. Research hypothesis tested by spearman's coefficient. Findings show that there is positive relations between research variables. That is, implicit knowledge transfer has positive relation with employee's decision making capability, accountability, equipment availability and final result's accountability.

Human resource is a vital necessity for any organization. Having competent and capable human resource is inevitable for all organizations to achieve objectives. Therefore, maintaining this important resource is regarded as an important requirement. This article, which is the report of a field research, studies the maintenance of employees in an armed force, and provides scientific suggestions for its improvement.Ten hypotheses are tested in this piece of research. They include the idea that there is a significant relation between job satisfaction in the organization, management style, motivation for achieving success, welfare services, environmental sanitation and work safety, political and religious attitudes of people, reward, career progress path, practice evaluation, and employee's discipline. Our sample included 336 subjects from 5 provinces. The result indicated that all hypotheses were confirmed. It signified that all factors played important roles in employee's maintenance. The result of the multivariable regression analysis declared that motivation for achieving success (34 per cent) was the most important factor. Job satisfaction (27 per cent), political and religious attitudes (25 per cent), and disciplinary practices (21 per cent) of R2 can predict maintenance changes. Other variables were not significant.The variable of education from among demographical variables is a significant factor in making change in human resource maintenance; yet, other demographical factors did not make significant changes.

Since the purpose of any organization is the basis for making its general and practical strategy, the researchers have tried to describe three strategic coordination models by three rational, natural, and compound approaches to study the model of coordination between strategy and structure. Having a strategic look, this research is trying to give an answer to this question: "How can we coordinate the strategy of the organization and that of the structure?" Providing an answer to this question will help achieve objectives such as integration, coordination, and collaboration in a condition where the managers are seriously worried about how to increase productivity and practice of the organization.The results of the studies on the strategic coordination model in this research indicated that highly mechanical structures are in line with defensive strategy, mechanical structures are coherent with reactive strategy, and organic structure are consistent with futurologist structures. The final result indicated that if the relationship between the strategy of organizations and their structures are defined, the productivity and the practice of organizations increase.

Educational centers, as social institutes, play very important roles in the society. The very beginning point in the sociological analysis of education is the study of social system of schools based on Parson's theory. His fourfold model of AGIL provides a proper sociological situation for studying human resource productivity of school teachers. The elements of Parson's fourfold model include innovation, organizational commitment, job satisfaction, and spirit. This research is conducted by survey method, and the data is collected by questionnaires. The data is collected from male and male teachers of state schools in Isfahan. Univariate descriptive analysis (descriptive statistics indicator), bivariate descriptive analysis, and inferential analysis (t-test, Pierson correlation coefficient, one-way analysis of variance) were used for statistical analysis of the research data. According to Parson's model, the productivity of human resource in the schools of Isfahan relating respectively to innovation, spirit, and job satisfaction, the level of organizational commitment was the least. Although the results indicated a significant difference between male and female teachers (for females), no significant difference was observed among the levels of education of the teachers, and among the five sections of the city.