Modeling
Mehdi Mohammadi
Abstract
This study aimed to identify the antecedents and consequences of organizational silence in Iranian government organizations using a qualitative approach grounded in grounded theory. The research population consisted of managers and employees in Iranian government organizations who had direct experience ...
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This study aimed to identify the antecedents and consequences of organizational silence in Iranian government organizations using a qualitative approach grounded in grounded theory. The research population consisted of managers and employees in Iranian government organizations who had direct experience with organizational silence. Using purposive sampling and theoretical saturation, 19 participants were selected. Data were collected through semi-structured interviews and analyzed using qualitative content analysis (open, axial, and selective coding). In open coding, over 120 initial concepts were extracted and reduced to 82 codes. In axial coding, these were organized into 28 main concepts and 15 sub-categories, ultimately forming a paradigmatic model. Antecedents of organizational silence were identified in five main categories: structural-cultural factors (e.g., rigid hierarchy and closed culture), leadership factors (e.g., toxic leadership and lack of managerial support), individual-psychological factors (fear of rejection, perceived injustice, and burnout), interpersonal factors (conflicts with colleagues and cultural differences), and emerging contextual factors (e.g., post-pandemic pressures and surveillance technologies). Consequences included reduced organizational innovation and productivity, increased deviant behaviors and burnout, weakened organizational commitment, and overall decline in public service performance. Under proper management, some positive outcomes, such as focus on core tasks, were also observed. The findings indicate that organizational silence in Iranian government organizations is more rooted in centralized structures and ineffective leadership than individual factors, potentially creating a vicious cycle. It is recommended that government managers address this through secure channels for expression, authentic leadership training, and participatory digital transformation.
Conceptualization
Bahar Ebrahimi; Hasan Danaeefard; Seyyed Hossein Kazemi; Seyyed Yagoub Hosseini
Abstract
IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human ...
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IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human resource management (DDHRM) has emerged as an approach that improves HR decision-making through the systematic collection, analysis, interpretation, and use of employee and organizational data. Unlike traditional approaches that rely heavily on managerial intuition and experience, DDHRM emphasizes evidence-based decision-making. The growing use of data in HR has also generated overlapping concepts, including HR analytics, people analytics, human capital analytics, workforce analytics, and data-driven HR decision-making. Although these concepts share common elements, their boundaries and relationships remain unclear. This conceptual ambiguity has limited theoretical development and created challenges for organizations seeking to implement data-driven HR practices. Therefore, this study aimed to clarify the concept of DDHRM by identifying its defining dimensions, antecedents, and consequences and by establishing a more coherent conceptual foundation for future research and organizational practice. MethodologyThis qualitative study employed Rodgers’ evolutionary concept analysis methodology, which is particularly appropriate for emerging concepts whose meanings evolve across time and contexts. The approach examines the defining characteristics of a concept, its antecedents and consequences, related concepts, and, where appropriate, empirical referents. The literature search was conducted in the Web of Science (WoS) and Scopus databases using a range of keywords associated with data-driven HRM and HR analytics. The search covered titles, abstracts, and keywords without imposing a publication-year restriction. The initial search yielded 480 publications, including 285 records from Scopus and 195 from Web of Science. After merging the databases, 95 duplicate records were removed. Screening of titles and abstracts resulted in the exclusion of 313 publications because of insufficient relevance. Consequently, 72 articles were selected for full-text analysis. The inclusion criteria consisted of English-language journal articles containing relevant keywords in the title, abstract, or keywords and providing access to the full text. Conference papers and books were excluded. The selected studies were systematically reviewed, and information concerning the characteristics, antecedents, and consequences of DDHRM was extracted and coded. Thematic analysis was conducted through iterative comparison and refinement of emerging themes, following the components of Rodgers’ evolutionary concept analysis. The resulting concepts, dimensions, and operational definitions were also reviewed by two experts involved in the analytical process to enhance the credibility of the findings. FindingsThe analysis identified five central dimensions of data-driven human resource management: data collection and analysis, data governance, data technology, data storytelling, and data-based decision-making.First, data collection and analysis constitutes the foundation of DDHRM. It involves systematically obtaining data from internal sources, such as HR management systems, employee surveys, and performance evaluations, as well as external labor-market and industry sources. Descriptive, predictive, and prescriptive analytics can then be applied to identify patterns and predict future developments.Second, data governance encompasses the policies, processes, responsibilities, standards, and structures required to ensure data quality, security, privacy, appropriate access, and regulatory compliance. Effective DDHRM therefore requires clear ownership and accountability for employee data and explicit rules governing its collection, storage, analysis, and use.Third, data technology refers to the technological infrastructure and analytical tools that enable organizations to store, integrate, process, visualize, and analyze HR data. Technology connects data resources with HR processes and provides the infrastructure necessary for transforming raw data into actionable information.Fourth, data storytelling represents the ability to translate analytical results into meaningful and understandable narratives for managers and organizational stakeholders. It serves as a bridge between technical analysis and managerial action, because analytical capabilities alone do not guarantee that insights will be incorporated into organizational decisions.Fifth, data-based decision-making represents the practical realization of DDHRM. It occurs when decisions concerning recruitment, performance management, employee development, and other HR functions are systematically informed by evidence and analytical results rather than relying solely on intuition, precedent, or personal experience. Together, these dimensions demonstrate that DDHRM is a socio-organizational process rather than an analytical activity.The study also identified several antecedents necessary for successful implementation, including information technology capability and infrastructure, skilled data analysts, data governance, a data-oriented organizational culture, organizational size and resources, managerial capabilities and support, and behavioral factors such as performance expectancy, social influence, and facilitating conditions. These findings indicate that successful adoption requires the simultaneous development of human, organizational, managerial, and behavioral capabilities.The identified consequences include improved HR decision-making, greater efficiency and effectiveness, stronger alignment between HR activities and organizational objectives, improved talent management, and enhanced organizational performance and competitiveness. Improved HR processes may also contribute to employee well-being. However, DDHRM can create challenges concerning employee privacy, data security, and the responsible use of personal information, which depend substantially on effective governance of employee data. Discussion and ConclusionThe findings provide a comprehensive conceptualization of DDHRM by integrating technological, analytical, organizational, and human dimensions. The five identified dimensions demonstrate that data-driven HRM extends beyond the technical application of HR analytics. In particular, data storytelling highlights the importance of transforming analytical outputs into managerial understanding and actionable knowledge. The findings further indicate that DDHRM should be understood as an integrated system in which technology, human expertise, organizational culture, governance, and managerial support interact. Consequently, investment in analytical technologies alone is unlikely to ensure successful adoption unless organizations simultaneously develop analytical capabilities, governance mechanisms, and an evidence-oriented culture. Conceptually, the study helps clarify the boundaries of DDHRM in relation to related constructs such as HR analytics, people analytics, and human capital analytics. Although these concepts overlap, DDHRM represents a broader process integrating data collection and analysis, governance, technology, interpretation, and evidence-based decision-making within HR practices. From a practical perspective, organizations should approach DDHRM as an organizational transformation rather than simply as the acquisition of analytical software. Developing technological infrastructure and storytelling competencies, data governance, a data-oriented culture, and managerial support are complementary requirements for effective implementation. At the same time, organizations must establish appropriate safeguards for data security and responsible data use. Overall, DDHRM is a multidimensional and evolving concept that can strengthen the strategic role of HRM when technological and analytical capabilities are combined with effective governance, human expertise, organizational readiness, and responsible decision-making.
Other
sahar Esmaeilzadeh Ashini; Yousef Ahmadi; Alireza Fathizadeh
Abstract
Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now ...
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Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now performed more easily and rapidly. Digital transformation in human resource management refers to the integration of modern digital technologies into all dimensions and functions of the HR unit and goes beyond mere process automation. This transformation involves rethinking service delivery, employee experience, data collection and analysis, and data-driven strategic decision-making.
The use of artificial intelligence in recruitment and selection, performance management, and organizational cost–benefit evaluation accelerates processes, simplifies operations, and enhances employee engagement. Global pressures on businesses—particularly during the COVID-19 pandemic—have intensified the need for digital transformation in human resources and highlighted the growth of remote work and flexibility in work arrangements.
Globalization and the rapid development of information and communication technologies have reduced the direct human role in human resource management; however, planning, directing, and controlling intelligent and digitally enabled human capital remain essential. The outbreak of COVID-19 led millions of people to work remotely, prompting organizations to adapt to new conditions by developing virtual human resource systems and alternative work strategies.
In traditional recruitment processes, organizations faced challenges such as a high volume of résumés, time-consuming reviews, and emotionally driven decision-making. However, through intelligent systems and data-mining tools, résumé screening, candidate selection, workload reduction, and applicant experience have significantly improved. Increasing effectiveness, optimizing procedures, and accelerating HR processes highlight the necessity of paying special attention to digital human resources. In addition to improving efficiency, digital human resources can contribute to environmental sustainability and economic cost savings.
Despite the importance of this field, limited research has been conducted, indicating a theoretical and research gap. The present study aims to propose a digital transformation model for human resource management at Kerman University of Medical Sciences and seeks to identify the dimensions and components of this transformation as well as the manner of its design and implementation.
Methodology
This study is developmental in nature and was conducted using a qualitative approach and thematic analysis, which is one of the commonly used methods for analyzing qualitative interview data and provides many of the fundamental skills required for other qualitative analyses. Among thematic analysis approaches, the thematic network method proposed by Attride-Stirling (2001) was employed, which systematically organizes themes into basic, organizing, and global themes.
The research process was based on the framework developed by Braun and Clarke (2006) and included topic selection, problem statement, determination of research objectives and questions, selection of the research design, and identification of the study population and sample. Purposive sampling was used to select 20 experts with doctoral degrees, specialized knowledge, and professional and research experience in the field of public administration. Interviews were conducted until theoretical saturation was achieved.
After transcription and completion using session notes, the data were carefully reviewed. Basic themes were identified, coded, and mapped within thematic networks. These networks illustrate the non-linear relationships among themes and serve as a tool for data interpretation. To ensure reliability, coding was performed independently by two researchers, yielding a Cohen’s kappa coefficient of 0.75. To establish validity, the findings were reviewed and confirmed by three subject-matter experts.
Findings
In this study, initial themes were extracted. After identifying the basic themes, organizing themes and global themes were abstracted based on the basic themes. At this stage, efforts were made to reorganize the initial or basic themes to derive more abstract themes, guiding the researchers toward more comprehensive and central global themes.
Discussion and Conclusion
The aim of the present study was to identify the dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences. The findings revealed that this transformation comprises six main dimensions: technological, managerial, human, organizational, cultural, and process-related dimensions.
The technological dimension includes modern technologies such as digital security, national technological infrastructure, organizational digital infrastructure, and data management. The managerial dimension emphasizes top management support and managers’ digital orientation. The human dimension encompasses employee participation, smart human resource management, digital training and learning, and employee competencies. The organizational dimension involves structural reforms and financial resourcing. The cultural dimension highlights digital mindset and digital readiness, while the process dimension includes knowledge management, digital support, and digital strategy.
Each of these dimensions plays a vital role in providing the conditions and capabilities required for digital transformation. For instance, technological infrastructure and effective data management, strong commitment and support from top management, development of employees’ digital skills and training, structural reforms and allocation of financial resources, a digital culture and mindset, and support for knowledge management and digital strategies are all essential for the successful implementation of digital transformation. The results of this study are consistent with and confirm the findings of previous research.
Based on the findings, it is recommended that the university adopt appropriate strategies and processes to adapt to the digital work environment. These strategies include balancing remote and on-site work, developing employees’ digital skills, promoting collaboration and knowledge sharing, and providing technological facilities to effectively leverage employees’ capabilities. In addition, offering training programs aligned with job analysis, fostering a culture of remote work and digital communication with stakeholders, and preparing human resource managers to utilize emerging technologies are considered essential operational measures.
Utilizing this roadmap can serve as a managerial dashboard to monitor implementation stages, identify barriers, and strengthen human resources, while also enabling HR to lead digital transformation initiatives and support organizational advancement in a rapidly changing digital environment.
Modeling
Saeid Besharti Kivi
Abstract
The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University ...
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The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University who were selected according to the Krejci and Morgan table and using a random cluster sampling method. The data collection tool is a researcher-made questionnaire that was obtained from the qualitative findings of the thesis. In this study, in addition to describing the demographic information of the participants, structural equation modeling and the partial least squares (PLS) method were used in SPSS version 23 and SmartPLS version 3 software at a significance level of 0.05 for data analysis. The results of the study showed that the research model has a good fit and that causal conditions have a positive and significant effect on the functional category (p=0.001) and the functional category, contextual conditions and intervening conditions also have a positive and significant effect on strategies (p=0.001) and finally, strategies also have a positive and significant effect on consequences (p=0.001). Therefore, by applying the ethics-based human resource management model, Payam Noor University can facilitate improving the quality of internal relations, creating a healthy work environment, and maintaining employee trust. This model also helps improve organizational performance, increase employee commitment and reduce unwanted changes.
Modeling
Abdollah Saedi; Nazanin Asadi
Abstract
Big data in the organization can create insight that leads to better decision-making and discovering strategic paths. The purpose of this research is to analyze and evaluate the consequences of big data in human resource management in government organizations. This research is practical in terms of its ...
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Big data in the organization can create insight that leads to better decision-making and discovering strategic paths. The purpose of this research is to analyze and evaluate the consequences of big data in human resource management in government organizations. This research is practical in terms of its purpose, and in terms of the method of collecting descriptive information, it is of the survey type, and in terms of typology, it is among mixed research. The statistical population of the research includes university professors in the field of management and human resource managers in government organizations, 17 of whom were selected using the purposeful sampling method and based on the principle of theoretical adequacy. In the qualitative part of the data collection tool, there is a semi-structured interview, the validity and reliability of the tools were confirmed using content validity and intra-coder and interrater reliability methods, respectively. The tool for collecting data in the quantitative part is a questionnaire, which was confirmed using content validity and retest reliability. In the qualitative part of this research, the data obtained from the interview were identified using the Max-QDA-E software and the analysis coding method and the consequences of big data in human resource management. In the quantitative part of the research, the prioritization of factors and their causal relationships were determined using the fuzzy cognitive mapping method. The results show that intelligent recruiting and hiring, identifying skill gaps, foresight, talent management, eliminating discrimination and retention, employee retention and performance management are respectively the most important consequences of big data in human resource management. The governance of big data in government organizations enables human resource managers to act more intelligently in the fields of human resources such as recruitment and employment, recruitment, salary system, etc.
Ahmad Asadi; NabiAllah Mohammadi; Homa Doroudi; arshad Farahmandian
Abstract
This study aimed to provide a professional model of human resource management for the Ministry of Industry, Mines, and Trade in the period of 2017-2020. This research is applied-exploratory in terms of purpose and is a descriptive survey in terms of the method with a mixed-mode approach. The research ...
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This study aimed to provide a professional model of human resource management for the Ministry of Industry, Mines, and Trade in the period of 2017-2020. This research is applied-exploratory in terms of purpose and is a descriptive survey in terms of the method with a mixed-mode approach. The research statistical population consists of human resource management experts of the Ministry of Industry, Mines, and Trade in this field. In this research, the snowball sampling method was used and the data collection tool was interview and questionnaire. The grounded theory technique was used to analyze the collected qualitative data and the fuzzy Delphi technique was used in a quantitative part. In the suggested model, individual capacities and organizational-functional factors (recruitment and employment of professionals, training and improvement, performance appraisal, and compensation of services) were found as causal conditions; general and institutional organizational factors including strategic factors, structure, culture resources, and infrastructure as the governing platform; trans-organizational factors as intervening conditions; recreating the role of human resources and governing and legitimizing human resources as model actions and interactions and ultimately creating a competent and health-oriented ministry at the organizational level and growing human resources at the individual level are the implications of this model.
Bahareh Norouzi; hasan boudlaie
Abstract
Nowadays, non-governmental organizations, such as charities and citizen-based organizations, are operating in all countries with different purposes and shapes, and a large portion of their employee workforce consists of volunteers. Therefore, human resource management and concerns about the retention ...
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Nowadays, non-governmental organizations, such as charities and citizen-based organizations, are operating in all countries with different purposes and shapes, and a large portion of their employee workforce consists of volunteers. Therefore, human resource management and concerns about the retention of human resources in these organizations are different from other organizations such as government agencies. The purpose of this qualitative study is to identify the effective factors in the retention of intergenerational volunteers in charitable organizations in the city of Shiraz. After interviewing 10 young and 10 middle-aged volunteers of 9 charities in Shiraz, selected by the judgmental sampling method, theoretical saturation in terms of sample size was obtained. In this study, semi-structured interview is used as data collection tool and data analysis was done by utilizing the theme analysis method. After reviewing and organizing interview transcriptions, the researcher identified the basic codes or concepts, and then similar codes were placed in special categories, each having a representing title. The identified data was classified and combined based on the degree of conceptual similarity, resulting in the extraction of 24 sub-themes and 5 main themes. The findings indicate that the main themes of motivation, human resource management, management and leadership, culture creation, and communication are effective factors in the retention of volunteers in both young and middle-aged generations, and the difference among these factors in the two generations was the importance of each of the main and sub-themes.
mohammad ahmadzadeh; nader bohloli
Abstract
Today's successful organizations have recognized the importance of strong leadership that boosts and maintains the long-term productivity of employees and managers. The lack of managerial readiness for higher business because of lack of required skills and knowledge has also led organizations to think ...
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Today's successful organizations have recognized the importance of strong leadership that boosts and maintains the long-term productivity of employees and managers. The lack of managerial readiness for higher business because of lack of required skills and knowledge has also led organizations to think about designing a system of planning and Manage your successor. The purpose of this research is to present a comprehensive succession model in the headquarters with a committed strategy approach to the Imam Khomeini Assistance Committee. The research method is descriptive and exploratory. The data was collected by interview and questionnaire. Validity of the questionnaire was confirmed by the opinions of the professors and Cronbach's alpha for all questions was higher than 0.7. The statistical population of this research is the headquarters of the Committee of Rescue of Iran, which is 600 people. By the Cochran formula, 234 people were identified as the statistical sample. In analyzing data, exploratory factor analysis was used through SPSS software. This study examined 8 indicators and measures and the results of these indicators showed that the dimensions of technology, individual competencies, supportive leadership, human resource planning, financial strategy, staff identification and training, organizational structure and policy, and greater transparency of the system had an impact on A comprehensive map of successors was among the Chief Executive Officers of the Imam Khomeini Relief Committee.
Pathology
Rasoul Abbasi; Seyedeh Fatemeh Faghihi; Fatemeh Ghate
Abstract
Given the importance of labor law in regulating labor-employer relations and its determinant role in the economic development of manufacturing firms, this study was done aiming at analyzing the labor law of the Islamic Republic of Iran from the viewpoint of employers from the perspective of human resources ...
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Given the importance of labor law in regulating labor-employer relations and its determinant role in the economic development of manufacturing firms, this study was done aiming at analyzing the labor law of the Islamic Republic of Iran from the viewpoint of employers from the perspective of human resources management. This research is an applied one in terms of objectives, and the grounded theory was applied for data analysis. Statistical population includes employers of industrial companies located in Tehran, among whom 8 employrs were selected through Snowball sampling method and theoretical saturation rule, and in-depth interview was utilized as collection instrument. The results of data analysis showed that for employers the most important weakness of the law is the lack of transparency and different inferences from the text of the law and the limited powers of the employer in the labor law. According to the employers, the current law may not be effective in arbitration between the worker and employer, and this widens the gap between the actual human resource conditions and the content of the law.
Reza Taghvaee; Karamollah Daneshfard
Volume 3, Issue 2 , March 2015, , Pages 41-57
Abstract
present research has been accomplished to present an infra-structural model of human resource management proportional to teleworking in the country's public organizations. It is an applied research in terms of purpose and considering data gathering method, it is a descriptive one and in correlation type ...
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present research has been accomplished to present an infra-structural model of human resource management proportional to teleworking in the country's public organizations. It is an applied research in terms of purpose and considering data gathering method, it is a descriptive one and in correlation type and has been done in survey method. Present research is a kind of exploratory mixed research plans. Therefore, the first part of research has been done with no hypothesis. At the first phase, statistical universe of the research contains 20 of expert and elite people in management area including experienced managers of administrative system and management professors familiar to teleworking subject that were selected through snowball sampling method. Thematic analysis was used to analyze and coding interviews by MAXQDA2 software. After achieving the model, in quantitative part, five hypotheses were defined and to test them, a questionnaire was designed and distributed among responsible experts, line managers of ministry of cooperatives, labor and social welfare and also presidency human capital and management development department. Using structural equations modeling, the relationship between elements was studied. The results show that all hypotheses were confirmed and there is a significant and positive relationship between culture, technology and strategy. Thus, it is suggested to managers and in-charge people to take an action for strengthening necessary infrastructures for each elements regarding basic content and extracted codes of present study and in addition, future researchers can extend the test domain of teleworking human resource management infrastructural model in terms of subject and position in other organizations choosing strategic approach
Alireza Mooghali; Tahereh Feizi; Amirhosein Amirkhani; Mostafa Loffi Jalalabadi Mostafa Loffi Jalalabadi
Volume 2, Issue 1 , January 2015, , Pages 119-134
Abstract
The issue of this study is to identify factors affecting the corporate identity after identifying three categories of factors: human resources, prestige and culture organizations are summarized identity and using surveys by a descriptive questionnaire, the impact on human resources as the independent ...
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The issue of this study is to identify factors affecting the corporate identity after identifying three categories of factors: human resources, prestige and culture organizations are summarized identity and using surveys by a descriptive questionnaire, the impact on human resources as the independent variable and the culture of the organization's identity and image as an intervening variable as the dependent variable was tested on organizational identification. Fit the conceptual model through factor analysis using LISREL software has been investigated. The findings included identification of factors affecting organizational culture based on values and PNU variables that are 10 main hypothesis to explain direct and indirect relations among these factors identify the institutional organization and in the end, all the main assumptions and hypothesis part 32 is approved. Based on the effect of the culture, identity, human resource factors, the image of the organization have been prioritized. In addition, the effect of culture medium strong identity and image of the organization is evaluated. The main proposals presented research on the effects and the subsequent scholars to become a model in other organizations as a general model is recommended.
