مطالب

Background: Green human resource management is a new topic in the field of human resource management that emphasizes the goal of environmental sustainability. Unfortunately, the growing environmental challenges on the one hand and the neglect of ethical components related to the environment and human resource management in organizations, have created obstacles to the implementation of green human resource management. Therefore, the present study was formed with the aim of investigating the factors that violate ethics that hinder the implementation of green human resource management. Method: The present study was among the applied researches with a field-survey approach. The study population was experts and specialists in the field of Tehran automotive industry, from which 8 people were purposefully selected as a sample. The tools of analysis were interview and dematel questionnaire. Data were analyzed by fuzzy dematel and fuzzy hierarchical analysis (AHP). Results: Ethical barriers affecting the implementation of green human resource management in three dimensions of organizational, environmental and individual were identified in the form of 51 sub-criteria. The results of weight determination showed that the environmental dimension is one of the causal dimensions and organizational and individual dimensions are effective dimensions and environmental factors are the most important. Conclusion: Organizations, especially in the field of automobile manufacturing, need to have forces aware of the environment. In this way, green human resource management can play an important role in creating green and environmentally friendly ideas by creating a sense of responsibility in its actions and tasks and in cooperation with other forces. Undoubtedly, the first step in training employees to prepare for the implementation of environmental issues is to teach environmental ethics and remove ethical barriers to green human resource management. So that the organization can participate in environmental protection by motivating employees and creating a sense of responsibility in them.

Purpose : The present article has been written to review studies in the field of social media evolution in human resources and the gaps in this research. This review paper is expected to motivate further research initiatives regarding the role of social media in different HRM practices. Method : The paper is based on 98 published papers collected from the Web of Science Database particularly from 1975 to 2021 (up to NOV) using VOSviewer software. Findings : After reviewing the paper contents, the author briefly highlighted the findings. According to studies, the results show that the issue of change has shifted to Transformation 4.0 in Media and HRM 4.0 in recent years. An approach that refers to concepts such as social networking and digital media. The results also show that traditional approaches to social media before 2018 are more related to Communication, Communities, Goals, Behavior, and so on. In recent years, concepts such as Technology, ACTIVISM, INTERNET USE, Facebook, Culture, etc. are related. Conclusion : The author expects that based on the findings; the organizational policymakers can get some practical guidelines regarding the efficient utilization of such a platform. In particular, the media can be a well-established platform for searching for competent employees and creating employer branding. Therefore, more and more research studies should be carried out focusing on this recent issue.

The human resource management works closely with all the employees in the organization. An HRM must allow the employees to make constructive criticism when there is a need for it. The duty of organizing the company towards achieving their set goals lies in the hands of the HRM. A Human Resource management process can best be distinct as a tool which is utilized to collect, organize, present, keep and share applied information about the human resource of an organization. To this end, this research present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as Al-augmented and HRM assimilation processes, AI-mediated social exchange, and the judgment and choice literature. Results highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research.

Iran's gas industry plays a strategic role in supplying and distributing natural gas energy to society. The project-based, operational, and service-oriented nature of this industry, combined with its large workforce, underscores the necessity to address the risks confronting its human resource management system. This study was conducted to identify and analyse these human resource management risks. This study employed a mixed-methods approach. In the qualitative phase, the researcher's lived experience was utilized to identify and categorize 35 human resource management risk factors in Iran's gas industry. For the quantitative phase, a risk management framework was applied to evaluate each identified factor based on two key dimensions: risk probability and risk impact. The assessment results were subsequently visualized through a heat map. The study results demonstrated that none of the indicators fell within the low-risk zone, with 15 indicators classified as medium-risk and 20 as high-risk, while two critical indicators - imposition of salary and benefit restrictions with a risk rating of 9 and dependence on political affiliations for filling key positions with a risk rating of 8 - were identified as the most substantial challenges facing the human resource management system in Iran's gas industry.

Purpose: In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. Methodology: The data collection tool was semi-structured interviews were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. In this regard, there were 36 elites in the statistical population of this research. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. Findings: The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use). Conclusion: finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.

Purpose :The main purpose of this research was the pathology of strategic human resource management system based on digital transformation governance. The analysis has been done in Gachsaran Oil and Gas Exploitation Company with the grounded theory approach. Method : This research is a heuristic combination of consecutive type and model tooling, model design and compilation based on the criteria designed by the model. Library method and documentary studies were used to collect theoretical foundations. In the qualitative section, using the research method of case study and semi-structured interviews with experts and professors, the criteria of the research model were developed. In order to select a suitable sample from the community of experts and university professors, non-random sampling method, selective purposeful sampling method (snowball) and theoretical saturation criterion were used and from the sample technique of key individuals (experts) 15 people were selected. Findings : Findings show that in the digital transformation path, factors such as employment system balance, equitable distribution of responsibilities, career path management, functional stability, manpower capability, fitness and work environment, individual creativity, political and legal factors, cultural conflict, environmental developments, specific individual and organizational components, and financing influence the strategic human resource management system. Conclusion : In the path of digital transformation in the organization, in order to eradicate organizational harms and improve the productivity of the organization and the workforce, the factors found in this research should be considered and examined so that the organization can progress.

Purpose: The purpose of this study was to examine the modeling of HRM and ethics management by solving the crisis in media organizations. Methodology: The statistical population of the present study was all managers of media organizations in 2016, 120 of them were selected as sample in a targeted sampling method (79 male managers and 41 female ones). In this research, organizational agility questionnaire, Organizational Ethics Questionnaire (CEP) and Organizational Conflict Questionnaire were used to collect data on factors affecting agility. The conceptual model of the research was tested using structural equation modeling. Findings: The findings of the path analysis indicated that the model has a suitable fitting and all factor loads of markers on the variable are significant on the organizational agility variable and all direct path coefficients of the model are significant at alpha level 0.01. According to these results, organizational agility with impact factor (beta) 0.29 affects ethics management. Finally, ethics management with a coefficient of effect (beta) 0. 67 affects the resolution of the media organizations' crisis. Discussion: Ethics management is able to mediate organizational agility and solve the crisis of media organizations. Organizational agility with an impact on ethics management is capable of indirectly affecting the resolution of the media organizations' crisis. Therefore, attention to learning agility and attention to ethics management in organizations can be one of the main strategies for managing crisis management in organizations.

INTRODUCTION: In times of crisis and disasters, the Red Crescent Society is faced with wide and diverse duties and quality of human resources (HRs) in management departments and high organizational levels. One of the most important reasons for the success of HR projects in crises is the sufficient attention paid to the job requirements and the feasibility of implementing each of the crisis management strategies at different levels of the organization. Therefore, this study was conducted to present the current state of HR architecture of the organization based on the HR management system considering the HR architecture model in 2020. METHODS: In this study, the Delphi method was used to collect the necessary data. The statistical population of this study (n=15) consisted of academic and organizational experts who had expertise in crisis management and HR management. The samples were selected using purposive and snowball sampling techniques. To conduct the research, a 30-item questionnaire (each item representing a variable) was designed with applying weight restrictions in the model and distributed among the subjects. The reliability of each variable was confirmed using Cronbach's alpha coefficient method (α>0.7). FINDINGS: Based on the findings, in the optimal HR management system, the most attention should be paid to recruiting HRs to have the highest performance speed in crisis management. Moreover, to have the least uncertainty in crisis management, HR improvement needs the most attention. It was also found out that the least amount of organizational disorder in crisis management would be experienced by devoting great attention to the maintenance of HR. Finally, to have the most response options in crisis management, recruitment of HR should be taken into consideration mostly CONCLUSION: The greatest attention should be paid to recruiting HRs in the optimal HR management system to have the largest number of response options in crisis management. This means that, according to the conceptual model, the emphasis on employing analyst staff would maximize the number of response options in times of crisis incidence. Therefore, to succeed in this field, the organization must reconsider its recruitment policies in a way that leads to the entry of capable employees with the ability to solve problems in the organization. The ability to suggest and review different solutions in problem-solving and make the best decision are largely an inherent characteristic of individuals. The recruitment of capable people in this field would increase the options for dealing with the crisis and improve the efficiency of the decisions and actions. The second and last priorities in this area were respectively related to maintenance and improvement.

Purpose: The objective of this study is to develop a comprehensive framework for identifying the challenges facing human resource management (HRM) in the education system of Iraq. By leveraging insights from key stakeholders, the study aims to provide detailed understanding and solutions to improve the effectiveness and efficiency of HRM practices in Iraqi educational institutions. Methodology: This qualitative study utilized a purposive sampling method to select 12 experts from the Iraqi education sector, focusing on the provinces of Maysan, Baghdad, and Dhi Qar. Data were collected through semi-structured interviews, which were then transcribed and analyzed using thematic analysis facilitated by NVivo software. The analysis aimed to identify key themes related to HRM challenges, ensuring the validity of findings through researcher self-review and verification control. Findings: The study identified several significant challenges affecting HRM in Iraq's education system. Financial constraints, such as low salaries for educational staff and inadequate funding for schools, were pervasive. Infrastructural deficiencies, including old and poorly maintained school buildings, contributed to an unconducive learning environment. There was also a lack of technological integration, with schools insufficiently equipped and teachers untrained in using modern educational tools. Additional issues included inadequate parental and governmental support, a curriculum misaligned with societal and market needs, teacher demotivation, outdated assessment methods, and political instability influencing educational policies. Conclusion: Effective HRM practices, such as performance-based budgeting, financial decentralization, technological integration, and comprehensive teacher training programs, are essential for enhancing educator performance and improving educational quality.

This study intends to propose a modern model in the field of human resources (HR) strategic management through designing human resources&rsquo competence framework. Based on this strategic orientation of organization on human resources management system has been investigated considering the mediating role of competence approach in Central Bank of the Islamic Republic of Iran. In order to implement and test assumed model, researcher has proposed clear and measurable indicators for each one of research&rsquos concepts and in order to determine the best indices of research through Delphi method and expertise inventory, 30 professors and experts of management and central bank managers were asked about items. Data collection was done based on an inventory with 109 questions and distributing it among random sample of 330 managers and central bank staffs. Analyzing data was accomplished through structural equation modeling and Lisrel software in two sections of measurement and structure. In section of measurement model, technical feature of inventory was investigated and necessary reforms were applied and in structural section, model&rsquos structural coefficients were used for investigating research hypotheses. The results of research show significant and positive effect of mediating variable of competence approach on relationship between organization&rsquos strategic orientation and human resource management. Based on research results by using efficiency strategy in organization and the mediating role of job-oriented competence approach, traditional human resources management is recommended. Effectiveness strategy has a significant relationship in the effect of future-orientation approach mediating role with strategic human resources management and with selecting creativity strategy and the mediating role of individual-orientation approach competence-oriented human resources management is suggested.

The aim of present study is to identify the characteristics of human resource management with a strategic thinking approach in the Organization for the Collection and Sale of Proprietary Property in Iran. In terms of aim, the present study is an exploratory study based on semi-structured interviews, and in terms of results, it is developmental. The statistical population of the study included executive experts who were fully familiar with the Organization for the Collection and Sale of Proprietary Property. The sampling method in the qualitative section was snowball sampling. A total number of 15 managers and officials of the Organization for the Collection and Sale of Proprietary Property of Iran, including members of the Board of Directors, consultants and managers, and deputies and heads of departments was selected in this section. The first step involved identifying human resource management indicators with a strategic thinking approach through interviews with experts and qualitative data analysis (thematic analysis). Also, to confirm the extracted themes and check the reliability of the interviews and reach a consensus on the extracted themes, a questionnaire was designed based on the findings of the thematic analysis and completed by experts and fuzzy Delphi analysis was performed. Based on results of research regarding the indicators for human resource management with a strategic thinking approach in the Organization for the Collection and Sale of Proprietary Property, five main indicators, including situational factors, stakeholders’ group, and selection of human resource policy, achievements and long-term results were identified.

This study aims to develop an adoption model tailored for service-oriented organizations and then evaluate its effectiveness within the specific context of Tehran Municipality, Iran's foremost service-oriented institution. Utilizing a mixed-method research approach integrating qualitative and quantitative methodologies, this study delineated the dimensions, categories, and indicators pertinent to the adoption of Electronic Human Resource Management (EHRM) systems in service-oriented organizations. Qualitative methodologies were employed to identify and develop the adoption model, which was subsequently evaluated within Tehran Municipality using a quantitative approach. In the qualitative segment of this study, in-depth interviews were conducted using a snowball sampling technique until theoretical saturation was achieved. For the quantitative phase, a sample of 310 experts affiliated with Tehran Municipality's EHRM system was surveyed. Structural equation modeling and Smart PLS 4.0 software were employed for data analysis. Ultimately, this research extracted five dimensions, 14 categories, and 94 indicators for the proposed adoption model. Notably, experts accorded the highest priority to the technological dimension in the adoption model, with specific emphasis on “adaptive architecture, security and privacy of employees, trialability and reliability, organizational citizenship behavior, organizational dynamic capabilities, digital Leadership Policy and Actions, cloud computing, etc…”, as pivotal factors in EHRM adoption. The organizational dimension assumed the second-highest priority, while the individual dimension was assigned a third-place ranking. Micro and macro-environmental factors followed in subsequent priority order.

In recent years, escalating environmental crises have prompted a worldwide commitment to sustainable business practices, with the adoption of green initiatives and strategies emerging as a key solution. Organizational improvement is widely acknowledged as a crucial mechanism for implementing strategic programs and facilitating fundamental change within firms. This study examines the effects of green transformational leadership, green human resource management (GHRM), green innovation, and organizational support on the sustainable performance of manufacturing companies operating in the Shiraz Grand Industrial Park. Furthermore, it explores the moderating effect of perceived organizational support on the associations between green transformational leadership, GHRM, green innovation, and sustainable performance. Data were gathered through a structured questionnaire and analyzed using structural equation modeling (SEM) via AMOS software. The findings indicate that green transformational leadership, GHRM, and green innovation each exert a direct and significant positive influence on sustainable firm performance. These findings provide actionable insights for policymakers and managers aiming to design effective strategies for sustainable development.

Purpose: This study aimed to investigate the mediating role of human resource management in the relationship Alavi meritocracy and organizational knowledge. Methodoloy: This descriptive-correlational study was applied in terms of purpose. The statistical population consisted of 1050 employees of public, Payam-e-Noor and Islamic Azad universities in eastern Iran in academic year 2018-2019, of whom 275 were selected as a sample size by a multi-stage (cluster) sampling according to Krejcie and Morgan's table. Research instruments included Naghipurfar's (2013) Meritocracy Questionnaire and Knowledge Management Questionnaire, and Martin's (2011) Human Resource Management Questionnaire. The validity of the questionnaire was assessed by formal validity and its reliability was measured by Cronbach's alpha as 0.81. Also, Data were analyzed by correlation tests and structural equations using the SPSS 22 and Amos 20. Findings: Data analysis showed that there was a significant relationship between organizational knowledge and human resource management with the Alavi meritocracy of the staff (r = 0.61 and r = 0.5, respectively; P <0.01). The results of structural equations also revealed that the effect of organizational knowledge of the staff on Alavi meritocracy was indirectly significant. On the other hand, there was a positive and significant relationship between organizational knowledge and the mediating variable (human resource management) (r = 0.58, P <0.01). Moreover, human resource management directly affected Alavi meritocracy (r = 0.57, P <0.01). Conclusion: Organizational knowledge and human resource management of the staff affect Alavi meritocracy and Alavi meritocracy can be improved by promoting organizational knowledge and human resource management.