نشریه پژوهش های مدیریت منابع انسانی
سال سوم شماره 2 (پیاپی 10، پاییز و زمستان 1390)

This paper was extracted from an applied research project which was studied during the years between 2008 and 2010. The current strategic planning models and literature were explored to find a strategic planning model which is compatible with the structure and environment of Engineers Basij Organization. Analysis of different areas of the organization activities illustrated a wide variety of suitable substrates for benefiting from advantages and achievements of entrepreneurship. By changing the strategic planning of this organization, some of the problems and issues, which the organization has encountered, would be solved. As a result, Basij engineers and experts in a large number would easily participate in the process of development of the country. Therefore, the main objective of the research is to build a strategic planning model which can establish and support an entrepreneurial environment for the human resources of the organization. In order to achieve this objective and to answer the research questions, a contextual model was presented by reviewing the literature and by studying the Engineers Basij Organization. Then, the dimensions, components, and indicators of the model were examined and evaluated in two steps by analyzing the opinions of experts, specialists, and experienced individual in the field of strategic planning. In the result section, 9 main dimensions, 33 components, and 156 indicators with a slight different point out that the model is compatible with the characteristics of Engineers Basij Organization. In addition, the validity factor and stability factor of the model are 93% and 0.977 respectively and the model is suitable for adopting in the organization. Finally, some recommendations were mentioned in order to build the required infrastructures to execute the model in the organization.

The aim of this study is to investigate the strategic alignment in communication system. For this purpose, external alignment of communication strategy with organizational strategy, internal alignment in communication system and its relationship with organizational performance are considered. The research population consists of Iran Petroleum Industry from which the collected data from 24 companies are analyzed. In this study, mixed (qualitative and quantitative) methodology via correlation and path analysis for quantitative method and content analysis are used to analyze the views of 24 public relation managers of the sample companies. The findings of the correlation analysis indicate that the internal and external alignments are influential on the performance of companies in petroleum industry. In addition, internal and external alignments explain 73% of variance in the performance of companies, where as the residual is related to the effects of other variables which were not taken into account in this study.

The main aim of this study was to design and validate a methodological framework to assist Iranian human resource managers and professionals to understand how competency models can be designed, developed and implemented; and how competencies can be identified. This study is a qualitative research and has 20 participants. Two processes of identifying Competencies and developing Competency Model are developed by reviewing the presence models. Triangulation of validity methods including interview, survey (questionnaire) validity and practical validity were implemented. The interviews were also analyzed by implementing content analysis method. Finally, the results of the interviews and questionnaire are examined by using steps processes to identify Competencies and to develop Competency Model. Moreover, the designed processes were adopted to develop a Competency Model for the deans of Iranian Public Universities and the results is examined and validated practically.

In this paper, a suitable performance evaluation model for evaluting researchers in industrial research organizations was introduced. The contextual model which contains 108 standards was proposed after reviewing literature and pursuing field researches. The experts’ opinions regarding the proposed criteria were gathered through the medium of questionnaires. The collective data were analyzed by using SPSS and the chosen criteria were selected by the test. As a result, the initial contextual model with 38 criteria was introduced by considering the experts’ opinions. Then, the importance of each criterion and sub criterion was determined by reviewing the experts’ opinions. Finally, the validation of the model was evaluated in an industrial research organization.

Human resource managers play a wide variety of roles in improving organizational performance. One of their most important roles is to develop the employees’ inherent aptitudes in a competitive knowledge-Based Environment. The main aim of the research is to draw a contextual model which illustrates the position of intellectual capital in the relationship between human resource managers’ responsibilities and organizational performance. In this research, mediator variable, independent variable, and dependent variable were respectively allocated to intellectual capital, human resource managers’ responsibilities, and organizational performance. The sample includes 156 managers which were selected from middle and top managers of National Iranian Oil Company by implementing cluster-chance method. Confirmatory Factor Analysis (CFA) was employed to examine the indicators of the studied variables and to evaluate the construct validity; Structural Equations Method is adopted in order to test the research hypotheses. The results indicated that human resource mangers’ operations considerably influence organizational performance through the medium of intellectual capital. In the contextual model, recruitment and selection as well as performance appraisal have the greatest factorial load among the human resource mangers’ practices, and the greatest factorial load is allocated to structural capital among three classes of intellectual capitals.

Nowadays, achieving continuous improvement and excellence in all aspect of the organization is very important. In this regard, European Foundation for Quality Management (EFQM) helps the organization to go toward the excellence. The aim of the research is to draw an integration model from 360-degree feedback and European Foundation for Quality Management (EFQM) by using Quality Function Development (QFD). The model should be useful in evaluating the performances of the managers of Iranian Poliacril Company and in pursuing excellence in the company. As a result, the existence gap between external performance evaluation and the managers’ self evaluation was analyzed in order to illustrate the strengths and weaknesses of the organization management. In addition, relationships between managers’ performance and organizational performance were established and the priority classification of managers’ performance criteria and that of organization excellence model enablers were determined.

Human Resource Management (HRM) is affected by continuous change in products and processes, which transform operation oriented organizations to project oriented organizations, and by the differences between the nature of the projects as well as the executed managerial methods in public and private sectors. In this paper, by using Delphi qualitative method, HRM characteristics on projects in the processes such as selection, assignment, employment on projects, conducted practices, and release from the project or organization were investigated in the projects executed in both of the public and the private sectors in Iran. The identified characteristics were compared by implementing two sided statistical hypothesis test. Findings indicate that the identified characteristics have some differences. Some of these differences include: capability to absorb more competent project managers and project team members due to better payment in private sector; nepotism and undefined system to employment in selection in both parts; assignment to project based on past acquaintance and cronyism and in gregarious form; idle personnel; performance appraisal based on formal procedures and attention to training in public sectors’ projects; overload work and direct correlation between payment and performance in private sectors projects in employment on project; poor succession planning in both sectors and personnel anxiety about future in private sectors on project release; and finally no attention to establish a foothold for knowledge in both sectors and long term relationship between personnel and organization in public sector.

The objective of this article is to investigate the effect of core technology (CT), as one of the most important internal organizational variables, on the human resource management system (HRMS) in steel industry of Iran. The statistical population included all steel companies in Iran. The sample contained 9 companies which were selected by implementing Cochran formula and the stratified sampling with respect to the capacity. The data collection methods included two questionnaires forms; 506 copies of questionnaires were distributed and the response rate was 78%. In order to test the conceptual model, structural equations modeling (SEM) and crossover regression analysis were used. Referring to the effect of CT on HRMS with respect to SEM related indexes such as RMSEA=0/036 and PCFI=0/728, the major hypothesis were significantly confirmed and the related model was presented.