نشریه پژوهش های مدیریت منابع انسانی
سال چهارم شماره 2 (پیاپی 12، پاییز و زمستان 1391)

This research is intended to review the relationship between psychological traits and personal knowledge management. A questionnaire containing 72 questions was used to collect data from a research sample of 268 subjects. In addition to developing the concept of personal knowledge management with regard to psychological traits, this research has concluded that there is a significant and positive relationship between education level and the capability of personal knowledge management. It has also indicated that there is an effective relationship between psychological traits and personal knowledge management. Hence, the more the people are bias, the less they are capable in personal knowledge management. On the other hand, the stronger the other traits (extraversion, flexibility, agreeability, and responsiveness) are, the higher the capability in personal knowledge management will be.

Compensation is one of the most effective strategic tools of human reseource management. This research is intended to design a compensation model for medical specialists in Tehran. Compensation of the medical services of the specialists, according to motivation theory and cost of living and the related literature, four aspects, including 'organizational, social, managerial, and psychological, are considered. The research follows a descriptive - survey method. Public hospitals of Tehran make up the research community. A questionnaire with a reliability of 91.4% was made to collect data. Its validity was tested by structural equations. Indicators of the appropriateness of the model revealed that it is proper for assessing the components of compensation. The general framework of its measurement was significant and acceptable. The results indicated that all four identified aspects have a direct and significant relationship with the compensation of physicians. positively relevant of compensation. The role of organizational aspects turned out.

These days, organizations need to apply organizational intelligence for effective competition and decision making. Therefore, the managers need to identify the necessities and infrastructures affecting organizational intelligence. This research is intended to find out the effects of intellectual capital on organizational intelligence. The intellectual capitals considered in this research include: structural capital, human capital and relationship capital. Organizational intelligence, on the other hand, is discussed on human and structural aspects. The results of factor analysis indicated that applying distant co-working systems, such as video conference, as well as communication skills for interaction with the ideas, are the most effective factors inflyencing structural and human intelligence. Furthermore, the results acquire from the analysis of structural relationship revealed that structural capital, having a coefficient of impact factor of 0.46, imposed the most effective impacts on structural intelligence. Finally, the results indicated that human capital, having a coefficient of determination of 0.51, is the most important evident effective factor on human intelligence.

Many of the researchers have considered the issue of how organizational factors affect formation of the type of knowledge management, and the impact of the atmosphere of knowledge-based capital on organizational performance. This research is intended to investigate the impact of organizational factors, including organization culture, the structure and the strategy of the organization, on the organization performance with regard to the role of knowledge management. Parts of bank community (from banks in Tehran) comprise the research community of this research. Having affirmed the validity and reliability of a questionnaire, 210 copies of it, containing multiple choice questions of Likert Scale, were handed out among the subjects. The data was analyzed by SPSS and LISREL. The results indicated that the impact of organizational culture (β= 0.26, t= 2.59), organizational strategy (β= 0.30, t= 3.32), and knowledge management (β= 0.57, t= 5.42) had a positively significant effect on organizational performance. The impact of organizational structure of organizational performance, however, was not significant (β= 0.06, t= 1.11). On the other hand, the role of knowledge management as a mediator between organizational culture variables and organizational strategy was affirmed. It can be concluded that the improvement of processes relating to organizational knowledge being affects by organizational culture and strategy, increases organizational performance. Finally, regarding the factors affecting knowledge processing and its infrastructure, some suggestions are presented.

This is a research paper drawn from a research on the pathology of selection system in the public organizations of Iran. The conceptual model applied to this research contains 21 components, inputs, processes, outputs and feedbacks of the selection system. The research follows an applied objective with descriptive survey data collection method. Research community included 300 managers of the selection centers from the whole country all of whom were included in the study. The research results indicated that seven components, including application forms, recruitment tests, medical tests, tests of religious beliefs, test of trust, personality test, and test of truthfulness came out to be the most defective ones, at an unacceptable level. 14 other components including organizational culture, technology, human resource skill and ability, structure, regulations, diplomacy and others, were less defective, at an acceptable level.

This research is intended to review the relationship between quality of work life and job satisfaction among the faculty members of Shiraz University. The researchers followed a descriptive correlative method. The following instruments were used in the research: quality of work life questionnaire based on Walton's method, and researcher made questionnaire for testing job satisfaction. The results for the quality of work life questionnaire was 0.92 (a=0.92), and for job satisfaction was 0.88 (a=0.88). The acquired data was analyzed through Pierson Correlation Method, independent t-test, and stepwise regression. The results indicated that there is a significant and positive relationship between quality of work life and job satisfaction. Organizational legalism and social integrity are the most predictive factors of job satisfaction. Hence, the findings indicated that the faculty members who are more satisfied with the quality of work life, have more job satisfaction.

What is excellence? This research is intended to explain and reach to an answer to this question. Firstly, the researcher will consider the word meaning of the term excellence, and then its conceptual meaning will be investigated. The process of this conceptual study includes issues such as: deep contemplation in excellence, as well as its sources, its necessity, its aspects, and the ways to develop it. This will lead to a comprehensive definition for excellence. The definition is this: "excellence is a dynamic situation the elements of which are exceptional, well developed, and absolute. It gradually takes shape, emerges and institutionalizes, in a developmental process, in individuals who seek excellence. In this way, that individual becomes a model of excellence for other people. They may become excellent leaders of general organizations of societies, and excellent commanders of military organizations. Afterwards, they can lead other people to the exceptional situation of excellence. The definition will be finally analyzed and explained more.

The employees are the real competition advantage. Organizational indifference is now an important human resource challenge. Organizational indifference is referred to a situation where success or failure in achieving the organizational objectives becomes indifferent for the employees. This research is intended to assess indifference management theory in a private bank. The researcher has applied grounded theory data-based to conduct this research. First, the interviews were performed according to this theory, and then, open coding was applied according to the causes of indifference. Different ways of managing organizational indifference were coded according to the causes. While being affected by the managers skills, factors such as upgrading the improving performance evaluation system; salary and reward promotion and fair and clear appointment, paying more attention to the personal and family welfare of the employees, using flexible work packages, and regarding the citizenship-organizational behavior of the employees all make more organizational creation and lead to improvement in the perception of organizational justice by the employees. This, in turn, leads to managing the indifferences of the employees.