Modeling
Maryam Mirjalili Mohanna; Mirali Seyed Naghavi; Behrooz Rezaee Manesh; Vajhollah Ghorbanizadeh
Abstract
This study underscores the vital need to prevent and manage organizational violence in hospitals, especially post-pandemic, considering the increasing work and psychological pressures, particularly on female nurses and medical staff. The primary objective is to present an effective conceptual framework ...
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This study underscores the vital need to prevent and manage organizational violence in hospitals, especially post-pandemic, considering the increasing work and psychological pressures, particularly on female nurses and medical staff. The primary objective is to present an effective conceptual framework for preventing organizational violence in both hospitals and public health care centers. This research is an application of qualitative and exploratory research that has been done based on the Thematic analysis approach. Data collection tool was a semi-structured interview with the head nurses (supervisors) of hospitals and health centers and public health services in Tehran with 25 people using snowball and targeted sampling method. Results: The network of themes developed in this research had 148 basic, 20 organizing and 3 comprehensive themes."Lack of ethics"; "Psychological problems"; "Indifference to the job and organization"; "Feeling of insecurity and job independence"; "High pressure and stress"; "Incorrect cultural backgrounds and attitudes towards women's management"; "Financial problems"; "Participatory cultural factors in the organization"; "Lack of support and justice in the behavior of managers"; "passive and arrogant behaviors of managers"; "one-sided managers and disregard for employees"; "decline and reduction of human capital in the organization"; "Reduction of professional and job capital"; "Decreased social capital" and "Decreased performance and credibility"; "paying attention to the competencies of employees and managers and reforming their compensation system"; "Transparency of labor laws and appraisal systems"; "Optimal management of the workforce"; "Increasing the quality and quantity of training" are as strategies to prevent organizational violence.
Modeling
Behrooz RezaeeManesh; mirali Seyed Naghavi; Hossein Aslipour; Ali Khodsetan
Abstract
The human resources architecture model has designed the structure of human capital based on the two components of strategic value and the uniqueness of skills, considering the wide scope of providing government services and the central role of the intelligence component in determining the performance ...
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The human resources architecture model has designed the structure of human capital based on the two components of strategic value and the uniqueness of skills, considering the wide scope of providing government services and the central role of the intelligence component in determining the performance of human resources as the most valuable resource of the organization, the link between 3 The component of value, skill and intelligence, identifying relevant indicators and determining the importance of each of these indicators at different administrative levels of the Ministry of Energy's headquarters has led to the design of a new model. The type of research method of the current research is mixed. In the first phase, after a library study using the quantitative content analysis and the fuzzy Delphi techniques, the primary indicators were summarized and in the statistical part, the relationships were examined using the fuzzy DANP technique, the weight of each specific index and the equation of each organizational level were discovered. The results indicate that the indicators can be classified into three general, common and specific sections. Among the general indicators that have been repeated in all three levels of the organization, there is the reliability index, and among the specific indicators at the expert level, the problem focus index, at the group head level, the consultation index, and at the deputy director general level, the willingness to reform and the improvement of systems index have been allocated the most weight. Also, the results confirm that the weight of the value component at the level of the deputy general manager is more than the 2 components of intelligence and skill at the same level. Also, the weight of the skill component in this level is higher compared to the previous levels. At the end, the research model was approved by the experts.
Mahboubeh Rashidi; mirali seyed naghavi; Behrooz Rezaee Manesh; Reza vaezai
Abstract
Human resource slack is one of the terms that has recently entered the human resources management literature. Human resources slack refer to more resources than the organization needs. This study aims to identify the types of stagnant human resources and provide a model of human resource management functions ...
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Human resource slack is one of the terms that has recently entered the human resources management literature. Human resources slack refer to more resources than the organization needs. This study aims to identify the types of stagnant human resources and provide a model of human resource management functions appropriate for each type of stagnant employees. The present research is qualitative and fundamental in terms of systematic method and content analysis. For this purpose, systematic search was limited to two databases, including Scopus (Elsevier) and the Scientific Network Information Science Institute (Thomson Reuters), to identify and extract articles. After reviewing the articles, the model was presented. The CASP standard checklist was used to assess the validity of the research and in order to assess the reliability of the research, the Kappa Cohen index in SPSS software was used, which was approved. After presenting the model, using semi-structured interviews with academic and industrial experts and conducting content analysis of human resource management functions such as training, development, rewarding and Service compensation, and performance control and evaluation, for each type of employee slack. The model presented, citing articles, introduces four types of human resources slack by considering two dimensions of strategic value and competence; Surplus-oriented, Accumulated-oriented, Knowledge-oriented and Value-oriented. The proposed model and the proposed functions for each type of employee slack can be the basis for future researchers' research.
