نشریه پژوهش های مدیریت منابع انسانی
سال دوم شماره 1 (پیاپی 5، زمستان 1388)

Not only does human resource management increase the capabilities of the employees, but also paves the way for motivating the employees to act more creatively and produce more knowledge and have integrative cooperation which may result in reduction of the expenses. This research is intended to review the components of optimizing human resource and presenting an appropriate model for successful carrying out of optimization methods. These are considered seriously in training and apprenticing, application of the knowledge derived from technology, employees performance evaluation and its results, and reward mechanism. This is an applied research following analytic-descriptive method. Questionnaires and personal interviews, review of documents are used as research instruments. Also, the idea of experts in the field of human resource management in power industry and descriptive and inferential statistics such as two-sentence and Friedman tests, were used as research instruments. The results indicated that a considerable attempt is being done in power industry for optimizing human resource. There have been training and apprenticing courses in the industry for designing appropriate models. The number of the courses hold, as well as the effectiveness of them, indicate that they have been quite active with regard to need analysis, method analysis and carrying out programs. Yet, evaluation system was found to be less effective, which needs to be designed again to fit power industry. A mechanism is presented to solve the problem. Therefore, considering new model presented in this research, gaining competitive advantage, promoting the quality and capabilities of human resource, productivity and entrepreneurship, necessity of optimizing human resource and its components are the most important indicators for the human resource management in power industry.

This research is mainly intended to clarify the situation of human resource management in the leading industries in Iran. Hence, it has tried to identify and explain different stages of changing from traditional human resource management to strategic human resource management. The purpose of this study is descriptive, with a survey method. Researcher-made questionnaires were used to review the answers of the subjects, which included 1280 top managers, members of strategic committee, and members of the board of directors, department managers, line managers, and staff experts working in 45 industrial organizations in three general fields. 712 questionnaires were distributed among the samples having been selected according to stratified random sampling. 619 (%87) of the questionnaires were returned with responses. SPSS and LISREL software were employed for data analysis. The results indicated that still traditional human resource management methods are being used in these industries. It seems that because of having centralized structure and not having strategic integrity, transforming management in these organizations will face great challenges.

Human resource is the only investment that can improve itself, and at the same time, change or stabilize other production investments, provide a basis for initiation, and result in an economical growth.This research is intended to identify and classify the factors and indicators which affect the assessment of human capital. Important factors and indicators related to assessment of human capital, the effect of each one on the assessment of human capital, and classification of the factors and indicators are all presented in this paper. Identifying the factors and indicators drawn from research literature, the factors affecting human capital were determined by factor analysis. Then, considering the identified factors as well as the twenty indicators, structural equation method was applied to measure the amount of effects of them on assessment of human capital. The findings indicated that the importance and effectiveness of the indicators could be classifies in the following order: the leadership capability and knowledge of the managers, competency of the employees, the employee's capabilities, and professional knowledge of the employees.

The hard competitive condition and the dominance of knowledge forces on the field of business have created great challenges for today's leaders. In such a situation, making use of transformational leadership method for improving the utilization of human capacities and promoting the degree of organizational commitment have been considered seriously by advanced organizations. Moreover, organizational culture is another effective lever by the use of which organizational leaders can make changes in the capabilities of the employees. Therefore, this research is intended to evaluate the intermediary role of organizational culture in the relationship between transformational leadership and organizational commitment in Tehran Power Company to get to an effective mechanism for promoting organizational commitment. Having analyzed the data, the researchers found out that transformational leadership can affect organizational commitment by increasing competitive and hierarchical culture.

Performance evaluation system and providing feedback for the employees are techniques which most organizations use for the development and improvement of their organizational performance. Feedback system, its development and its application have been considered seriously by organizations in recent decades. From the time when feedback system has been presented, it has faced great changes both in its quality and its dimensions, resulting in its richness and effectiveness. This research is intended to, first, explain traditional feedback system, and then, to review the changes it has faced in different stages, as 180, 360, 540, and 720 degrees feedback, and explain their usage. Finally, all these methods will be compared with one another, and the best one will be selected as a modern feedback system for private and public organizations.