Other
amir hatamirok; hosein khaleghi; seyed mostafa haddadi
Abstract
Introduction
Talent attraction has become a critical challenge for government organizations, particularly in contexts characterized by economic pressures, labor-market constraints, and the continuing outflow of highly skilled human capital. In Iran, the persistence of brain drain alongside difficulties ...
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Introduction
Talent attraction has become a critical challenge for government organizations, particularly in contexts characterized by economic pressures, labor-market constraints, and the continuing outflow of highly skilled human capital. In Iran, the persistence of brain drain alongside difficulties in attracting and retaining talented employees highlights a structural challenge for the public sector. Although previous studies have examined employer branding and organizational reputation, much of this literature has focused on private organizations and developed economies, with limited attention to the specific institutional and structural conditions of government organizations in developing and transitional contexts. Moreover, the interaction of welfare, social, motivational, and leadership factors with organizational reputation and credibility in attracting talented individuals has not been sufficiently integrated into a comprehensive framework. Therefore, this study aimed to identify the factors affecting the reputation and credibility of government organizations in attracting talented individuals and to determine the factors that increase job demand and employment among talented human resources. It also sought to develop operational strategies and measurable indicators that could assist policymakers and senior public-sector managers in strengthening organizational attractiveness and addressing the challenge of talent attraction.
Methodology
The study was fundamental in terms of purpose and employed a qualitative research approach using conventional content analysis. Participants consisted of university professors and experts in human resource management and manpower planning in the public sector who were selected through purposive snowball sampling. Data collection continued until theoretical saturation was reached, resulting in 12 participants. Data were collected through exploratory semi-structured interviews based on two main questions and complementary probing questions. Interviews were recorded with participants’ consent, transcribed verbatim, and analyzed through three stages of open, axial, and selective coding. The analysis resulted in 53 initial codes, 28 categories, and four overarching themes. To enhance the trustworthiness of the findings, the criteria of credibility, transferability, dependability, and confirmability proposed by Guba and Lincoln were applied. Member checking, peer examination, direct observation, and researcher engagement with the research context were also used to strengthen the validity of the findings.
Findings
The analysis identified four major themes, 28 categories, and 53 initial codes related to talent attraction in government organizations. The first theme, Welfare Factors, comprised nine categories, including purchasing power, job security, competitive compensation and benefits, payment fairness, performance-based rewards, welfare facilities, and transparency in compensation. The second theme, Social Status Factors, included five categories associated with social prestige, employee personal branding, professional networks, organizational reputation and credibility, and competitiveness of the work environment. The third theme, Motivational-Progress Factors, consisted of nine categories, including innovation, organizational culture, specialized knowledge, professional experience, targeted training, career advancement, individual development, talent development, and employee motivation. The fourth theme, Leadership Factors, comprised five categories emphasizing a stimulating work environment, teamwork, creativity, respect for human dignity and individual rights, and attractive career and promotion opportunities.
A central finding was that organizational reputation and credibility play a pivotal and mediating role in attracting talented individuals. Welfare, social, motivational, and leadership factors affect job demand more effectively when they are perceived through the lens of a reputable and trustworthy organization. Thus, organizational reputation functions as a mechanism through which internal organizational characteristics are transformed into external employer attractiveness.
Discussion and Conclusion
The findings demonstrate that the attraction of talented human resources in government organizations cannot be explained solely by salary, job security, or individual employment benefits. Rather, organizational attractiveness emerges from the interaction of welfare conditions, social status, motivational and developmental opportunities, and leadership practices, with organizational reputation and credibility serving as a central mechanism connecting these factors to talented individuals’ employment preferences. This finding suggests that government organizations seeking to compete for highly skilled human capital should adopt a multidimensional approach that simultaneously improves employee welfare, strengthens organizational reputation, creates meaningful opportunities for professional development, and promotes supportive and participatory leadership.
From a practical perspective, the four identified dimensions can be translated into operational policies and measurable indicators for public-sector organizations. Strengthening compensation and welfare systems, improving organizational reputation, establishing transparent career-development pathways, expanding training and mentoring, supporting innovation and teamwork, and promoting dignity and fairness can enhance the attractiveness of government organizations to talented individuals. Such measures may also contribute to higher employee productivity and retention and, in the longer term, help mitigate the continuing outflow of skilled human capital. The study therefore concludes that organizational reputation and credibility should be regarded as a strategic component of public-sector human resource policy rather than merely as an organizational image-building instrument. Future research may further examine the mediating mechanisms of organizational reputation, its interaction with employer branding, and the role of variables such as age, work experience, specialized knowledge, and foreign-language proficiency across different government organizations.
Esmaeil Kakehbaraei; Mansour Irandoost; Jamal Adhami; Reza Salehi
Abstract
The thoughts and feelings of employees, which are referred to as employee energy (EE), play an important role in shaping the performance of employees in the workplace. Therefore, This concept has become a new goal in the field of organizational knowledge. Hence, this study is operated to design ...
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The thoughts and feelings of employees, which are referred to as employee energy (EE), play an important role in shaping the performance of employees in the workplace. Therefore, This concept has become a new goal in the field of organizational knowledge. Hence, this study is operated to design a conceptual framework for the semantic reconstruction of employee energy in public organizations. The study method is pursued as a Grounded Theory (GT), in which selective, axial, and open coding analyses were completed based on the Strauss and Corbin method. Data were gathered from semi-structured interviews. Using purposive sampling, the contributors included (N=20) experts and managers of public organizations, and interviews followed until the point of theoretical saturation. The obtained data were extracted from 283 primary codes, 97 concepts, 18 subcategories, and 6 categories. The analysis of this study showed that the central phenomenon is the energy of employees in the process was identified from causal conditions (Psychological characteristics, Healthy lifestyle, Genetics, Effective communication, Managerial leadership style, Job characteristics, and Quality of working life), contextual conditions (Dynamics of the economic, the political, the social, the cultural systems, and Technological developments), intervening conditions (Age, Gender, Education, Work experience, Type of employment); strategies (Psychological development, Health improvement, Social network development), and consequences (Instrumental, ultimate).
Jafar Ahanghran; Yazdan Shirmohammadi; Mahmoud Karimi
Abstract
The purpose of this study is to investigate the application of big data and IoT analysis strategies to gain a sustainable competitive advantage in public organizations by considering the capabilities of big data analysis. This study evaluates data quality as a strategy for gaining a competitive advantage ...
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The purpose of this study is to investigate the application of big data and IoT analysis strategies to gain a sustainable competitive advantage in public organizations by considering the capabilities of big data analysis. This study evaluates data quality as a strategy for gaining a competitive advantage as interdisciplinary research while introducing the capabilities of big data analysis and the Internet of Things. In terms of philosophical foundations of research, this research is based on the paradigm of positivism, in terms of research approach, is quantitative, and in terms of research strategy, is part of survey research. Library and field resources were used in data collection. The statistical population of the research is unlimited and the statistical sample of this research includes 384 managers and specialists using random and convenience sampling methods from the statistical population of the research applying the Morgan table. To collect data in this study, a questionnaire was used, the validity of which was confirmed by experts as content validity using SPSS software, and its reliability was confirmed using Cronbach's alpha coefficient. Also, fit indices and path analysis were evaluated using AMOS software. Research findings show that data quality should become part of the strategy to create value for government organizations. The ability to analyze big data also positively mediates the relationship between data quality and competitive advantage. On the other hand, strategic performance and financial management have a positive and significant effect on competitive advantage.
Modeling
Najmeh Sheikholeslam; Hasan Danaeefard; Asadolah Kordnaeej; Mehdi Mortazavi4
Volume 5, شماره 4 (پیاپی 20) , November 2017, , Pages 13-30
Abstract
Public organizations as the main elements in the policy implementation process, have to collaborate with different institutional actors. According to the multi-dimensional nature of public problems, the collaboration between public organizations is the cornerstone of failure or succession of policy making ...
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Public organizations as the main elements in the policy implementation process, have to collaborate with different institutional actors. According to the multi-dimensional nature of public problems, the collaboration between public organizations is the cornerstone of failure or succession of policy making and implementation. Without inter-organizational coordination, policy implementation will face to many challenges. The study aims to explore the barriers of collaboration among public organizations in Iran. Unfortunately in Iran, there are few studies which conducted about inter-organizational between public organizations, in particular, the barriers of inter-organizational in public sector. This research is carried out in a qualitative method and hope to develop the coordination methods and practical guidance for Iranian public organizations. This leads to inter-organizational coordination as a mechanism to help policy implementation in Iran. Organizational, inter-organizational, legal, administrative, political, social or cultural, environmental barriers are derived from this research.
Modeling
Alireza Amini; Seyyed Mohammad Moghimi
Volume 5, Issue 1 , January 2017, , Pages 13-32
Abstract
This paper aims to make metaphor for personnel behavior of Iranian public organizations by qualitative method. In this order, two studies were constructed. In the first study, we surveyed people experiences from organizational life and behavior according phenomenology strategy. 43 people from middle ...
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This paper aims to make metaphor for personnel behavior of Iranian public organizations by qualitative method. In this order, two studies were constructed. In the first study, we surveyed people experiences from organizational life and behavior according phenomenology strategy. 43 people from middle managers of public organization were selected by snowball sampling method and Semi-structured interviews were performed to reach theoretical saturation. Texts of the interviews performed were categorized and encoded in units of thought and they were finally classified in theme classes according to making descriptive metaphor. In the second study, in order to explore nature of experiential behavioral metaphor and its positive and negative main impact and particularly result validity of first study, we used Delphi technique from 7 experts included faculty members of university. The research findings explain the behavioral metaphor in the form of five behaviors: cognitive behavioral, political behavior, structural behavior, social behavior and adaptive behavior.
