نشریه پژوهش های مدیریت منابع انسانی
سال هفتم شماره 1 (پیاپی 19، بهار 1394)

Behavior towards clients is an important indicator of protecting their dignity influencing their satisfaction. According to the conceptual model of this research، satisfaction can be measured by comparing the expectations of the clients and their mental perception of organizations’ performances. Expectations are influenced by various factors such as interaction، costs، etc. Received performance indicates a feeling caused by the services given to a special person. The results indicated that there are differences between performance and expectations regarding four variables. The distances are negative in all four cases indicating that the organizations under study have not been able to fulfill the clients’ expectations completely. The speed of performance gained the highest negative score، and showing respect was the lowest. On the other hand، statistical analysis indicated that there is relationship between employees’ behavior (as predictive variable)، and satisfaction (as a standard variable). Correlation coefficient between these two variables was equal to 87 percent. Based on the theoretical model of this research، it can be proclaimed that there is a significant relationship between employees’ behavior and clients’ satisfaction. The researchers suggest that programs be presented for teaching and institutionalizing behavior and interaction with clients، and the processes be modified.

This research is intended to design and explain a model for the maintenance of knowledge employees with the use of human resource management methods. Having reviewed the theoretical bases of the issue، the first effective factors for the model were identified. The final conceptual model was designed after consultation with specialists and modification of the elements. In this model، five human resource activities including development of skills، salary and rewards، opportunities for participation، organizational support، and procedural justice، were identified as predictive variables; job satisfaction، organizational commitment، and trust in managers were identified as intermittent factors; intention of the knowledge employees to remain in the organization was identified as a criterion variable. Standard questionnaires were applied to assess the variables. A random stratified sample group was selected from the research population containing academic members of the universities in South Khorasan. The results achieved through AMOS software indicated that human resource plans considering skill development، salary and rewards، participation opportunities، organizational support، procedural justice through job satisfaction، organizational commitment، and trust in managers can predict employees’ remaining. Organizational support can have stronger and direct effects on employees’ remaining.

Implementation of organizational values develops employees’ behavior and makes it suitable as business morality. The mechanism of how to implement organizational values and its amendment as operational behavior have not been considered sufficiently. This research intends to investigate this issue at Mobarakeh Isfahan Steel Company. From the whole research population of 2000 employees at operational level، 322 subjects were selected as sample group according to Morgan’s table. Data was collected through AI and FFI as well as a questionnaire. The validity of the questionnaire was 0. 881. The results were analyzed through SPSS. Having reviewed the highest models، the researchers proposed the final model of behavioral codes based on values in the operational level. The acquired codes based on four values were classified and then prioritized to be implemented.

This research in aimed at the pathology of human resource systems in an active ICT company in Isfahan. A three-phase model was used for this pathology. The first phase contained the approach of managers towards human resource. A semi-structured interview was used for collecting data in this phase. The second phase contained strategy and systems of human resource whose data was collected by observation and filling checklists for 8 systems. The third phase concerned the ingredients of human resource whose data was collected by distributing 320 questionnaires among the sample group. The results indicated that 75 percent of the interviewees followed HRM approaches. The researchers could not observe a job analysis system and a decisive human resource strategy. Other systems required modification to improve. The employees thought that the perceived organizational justice was lower than the midpoint. Job satisfaction and citizens’ behavior were higher than the mean.

The Holy Defense Museums are very important institutions that propagate the values of the Holy Defense. As the reporters of the Holy Defense are the main bases of this institutions، the clarification of their merits and characteristics are essential in their successful implementation. This research is intended to identify and prioritize these characteristics and merits. Using nonprobability judgment and questionnaire sampling method، which was validated as 0. 91، the data was collected and analyzed. Having identified the characteristic of the employees، Friedman test was used to prioritize them. The results suggest that these institutions must consider ingredients of interest، work values، knowledge، skills، and capabilities respectively.

Knowledge is now the main ingredient of the thought capital of organizations. Social capital is also an important asset of organizations which can create and share knowledge and help them propose competitive advantages. This research is intended to assess the role of social capital in sharing knowledge among managers and experts of Jihad Daneshgahi headquarter. This applied descriptive research follows a survey method. All headquarter managers and experts of Jihad Daneshgahi among whom 200 people were selected randomly as the sample group (58 managers and 142 experts) make up research population. Two questionnaires of social capital and knowledge sharing made up research instruments. Data analysis was conducted through route analysis and structure equation modeling using LISREL and SPSS software. The results indicated that the early model was consistent with the data of this research. Social capital came out to be effective in knowledge sharing among managers and experts.

This research is intended to assess the effects of the aspects of talent management on human resource productivity in Kerman. This is an applied descriptive correlation research which follows a survey method. The research population contains all the employees at public organizations in Kerman from among whom 330 subjects were selected through systematic stratified sampling. Both descriptive and inferential statistical methods were used for analyzing the data (Pierson correlation test، step by step regression test، Friedman Ranking tests). The results indicated that there is a significant positive relationship between talent management and its elements including attracting talented people، maintenance، and human resource productivity، and can predict aspects of maintaining talented employees and promoting productivity in the public organizations.

This research is intended to design a model for human resource management in a military organization. This applied research follows a descriptive survey method. Studying the theoretical bases of the issue and the previously conducted researches، to find the effective variables، the ingredients and elements of the model were designed. Referring to academic scholars and high-ranking commanders of the organization، the variables of the model were approved highly (93 percent). The data was analyzed through SPSS. The results indicated that the effective variables on human resource development included organizational factors: attraction and employment، educational system، training system، performance evaluation system، promotion system، salary system، and retirement; organizational characteristics: individual motivation and personal characteristics; and background factors: close environment and distant environment.

Managers’ performance as an important factor plays an essential role in the success or failure of organizations. Reaches show that managers with higher level of motivation are more successful in performing their jobs. This is a survey research whose population include managers in the public offices in Fars province. 10 general offices were selected randomly whose employees numbered 119 people. Social capital model and Miner’s open-ended sentences in the form of a 66-item questionnaire were applied to collect data. The data was analyzed by Pierson correlation coefficient and multivariate regression. The results indicated that there are significant meaningful relationship between social capital and managerial motivation. It means that promoting social capital can promote managerial motivation. In turn، it can improve their performance.