Other
sahar Esmaeilzadeh Ashini; Yousef Ahmadi; Alireza Fathizadeh
Abstract
Background and Objective:.This study aimed to explore and identify the key dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences.Methodology: This research is applied-developmental in terms of its objective, and it was conducted using ...
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Background and Objective:.This study aimed to explore and identify the key dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences.Methodology: This research is applied-developmental in terms of its objective, and it was conducted using a qualitative approach through thematic analysis.The participants in this study included upstream documents in the library section and managers and staff of the university in the field section.The interviews were analyzed using the thematic analysis method, which involved identifying basic, organizing, and global themes. The coding and textual analysis process was carried out using the qualitative data analysis software MAXQDA 2018. Findings:The findings of the study showed that the digital transformation model in human resource management includes the following dimensions: new technologies (digital security, technological infrastructure, national infrastructure, organizational digital infrastructure, data management), managerial (senior management support, managers' digital approach), human (employee participation, HR digitalization, digital learning and training, employee competencies), organizational (structural reforms, financial support), cultural (digital mindset, digital readiness), and process-oriented (knowledge management, digital support, digital strategy).Conclusion: Overall, the digital transformation model in human resource management presented in this study highlights the importance of giving special attention to digital transformation in order to achieve success in HR management. Organizations that are able to implement digital transformation in their HR practices can not only be more successful in attracting and retaining top talent, but also achieve sustainable growth and development. By embracing and implementing digital solutions, HR management can take on a more strategic role in organizational development, leading to positive changes in employee performance and satisfaction.
Causation
Alireza Mohammadi Bajgan; Mohammad Montazeri Mahmoodabadi; Yousef Ahmadi
Abstract
The current research was conducted with the aim of designing a model of intergenerational conflict management among shipping employees in the south of Iran. This research is applied in terms of purpose and exploratory in nature, which has been analyzed with a mixed (qualitative-quantitative) approach. ...
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The current research was conducted with the aim of designing a model of intergenerational conflict management among shipping employees in the south of Iran. This research is applied in terms of purpose and exploratory in nature, which has been analyzed with a mixed (qualitative-quantitative) approach. In the first stage, qualitative method and in-depth interviews were used to identify the components of the model. In the qualitative part, there are 15 university experts who were selected in a targeted way. In order to analyze the data of the qualitative part, the foundation data analysis method was used using MaxQuda software. In order to fit the model designed in the qualitative part, a quantitative method with structural equation modeling approach was used. The participants in this section included 203 managers, experts and employees who were selected by stratified random method. The data collection tool in the quantitative part was a questionnaire based on the findings of the qualitative part, whose validity and reliability were confirmed. Quantitative data analysis was done by pls4 software. The results of the qualitative part showed that 6 main categories, 13 subcategories and 45 open codes were identified. In the quantitative section, it was found that there is a meaningful relationship between the management of intergenerational conflicts and factors, and the designed model has an acceptable fit. It can be concluded that managers can prevent conflict from turning into tension and conflict by using conflict management skills and benefit from its positive results.
