Other
Ensiyeh Barkhordari Ahmadi; Mohammad Montazeri; Shams Al Sadat Zahedi
Abstract
This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method ...
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This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method was carried out using grounded theory and fuzzy hierarchical analysis. The results showed that 11 main factors were considered as factors of youth-oriented management in the public sector. These factors include creating a management dashboard, creating sustainable justice, youth-oriented in the second step statement, high transformational spirit, creating elite turnover, credibility, initiating a new era, youth and advancement, positive imagery, meritocracy, and using new capacities. These factors were selected based on the components identified in the qualitative section and with integration and minor changes and after consultation and screening through experts. Also, in the ranking section, the results indicated that creating sustainable justice ranked first, youth orientation in the second step statement ranked second, high transformational spirit ranked third, creating elite circulation ranked fourth, youth and advancement ranked fifth, creating a management dashboard ranked sixth, positive imagery ranked seventh, meritocracy ranked eighth, credibility ranked ninth, initiating a new era ranked tenth, and using new capacities ranked eleventh.
Other
Majid Mokhtarianpour; Mohamadhossein Hajiabadi; Aliasghar pourezzat
Abstract
Development programs are widely regarded as engines of progress across nations; however, Iran’s experience over more than seven decades reveals that failures in implementation have far outweighed successes. A central challenge lies in the absence of a systematic and comprehensive evaluation framework ...
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Development programs are widely regarded as engines of progress across nations; however, Iran’s experience over more than seven decades reveals that failures in implementation have far outweighed successes. A central challenge lies in the absence of a systematic and comprehensive evaluation framework capable of assessing both goal attainment and program effectiveness. Without a coordinated and transparent system, the results and impacts of development initiatives remain undocumented, hindering evidence-based decision-making for future economic, social, and cultural reforms.This study was conducted with the aim of identifying and formulating the core components of an evaluation system for Iran’s development programs. The research addresses the critical question of how effective elements and appropriate indicators can be designed to ensure that such programs operate more efficiently and are better aligned with the country’s strategic objectives.To achieve this aim, the study employed bibliometric analysis of research published between 1976 and early 2025, using VOSviewer software. The analysis categorized evaluation indicators into four major clusters: (1) transparency and good governance (including disclosure, independent oversight, governmental accountability, and anti-corruption measures); (2) analysis and technology (data-driven assessment, technological innovation, data mining, simulation, and online platforms); (3) participation and civil society (public involvement, social consensus, civic demands, and participatory monitoring); and (4) evaluation and policy-making (rigorous planning, alignment with higher-level policies, systematic evaluation processes, and integrative reporting).The findings highlight the necessity of a structured evaluation system that strengthens accountability, enhances evidence-based governance, and brings development programs closer to achieving Iran’s long-term national goals.
Other
Niloufar Mozafari; Alireza Koushki Jahromi
Abstract
IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive ...
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IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive is being supplanted by a more malignant phenomenon: Human Resource Polarization. Unlike routine disagreements regarding strategy or resource allocation, polarization in administrative organizations involves the calcification of the workforce into distinct, often hostile, camps defined by ideological, cultural, or social identities. This phenomenon is particularly acute in administrative and public sector organizations, where bureaucratic rigidities, hierarchical power structures, and proximity to political discourse can act as accelerants for division.The problem addressed in this study is not merely the existence of diversity, but the mismanagement of it, leading to "affective polarization." This occurs when professional disagreements devolve into emotional animosity, characterized by a distinct "us versus them" mentality. In administrative settings, this often manifests as a schism between traditionalists and reformists, or between groups aligned with differing external political narratives. The theoretical urgency of this research stems from the concept of "False Polarization" a cognitive bias where employees overestimate the extremism of their colleagues' views, thereby creating chasm-like divisions based on perceived, rather than actual, differences. This "illusion of extreme conflict" leads to organizational silence, reduced knowledge sharing, and a breakdown in the social contract of the workplace.Despite the growing prevalence of this issue, the existing literature remains fragmented. Studies in political science address societal polarization, while management literature focuses on general conflict resolution. There is a significant paucity of research that integrates these domains to explore how polarization specifically manifests within the structural constraints of administrative organizations. Consequently, this study aims to bridge this gap by identifying, classifying, and analyzing the drivers, consequences, and mitigation strategies of HR polarization. By adopting a meta-synthetic approach, this research seeks to provide a unified theoretical framework that empowers HR leaders to navigate the complexities of a divided workforce, moving beyond simple conflict management toward a strategy of organizational cohesion and pluralism.MethodologyTo achieve a holistic understanding of this multifaceted phenomenon, this study employs a Qualitative Meta-Synthesis approach. Meta-synthesis is chosen for its capacity to integrate and interpret findings from disparate qualitative studies, allowing for the construction of a new, comprehensive interpretive framework that surpasses the insights of any single study.The research protocol follows the seven-step model proposed by Sandelowski and Barroso (2007), ensuring a rigorous and systematic process: Formulation of Research Questions: The study was guided by three central inquiries: What are the antecedents of HR polarization? What are its organizational and individual consequences? What strategic interventions can mitigate its effects? Systematic Literature Search: A comprehensive search was conducted across major academic databases, including ScienceDirect, Google Scholar, Sage, and Emerald. The search parameters encompassed the time frame from 1996 to 2025, utilizing keywords such as "polarized workforce," "ideological conflict in organizations," "workplace polarization," and "affective polarization in HR." Screening and Selection (PRISMA): The search initially yielded 592 potential sources. A multi-stage screening process based on the PRISMA protocol was utilized. After removing duplicates and screening titles/abstracts for relevance to the administrative/organizational context, the remaining full texts were assessed. Quality Appraisal: To ensure the validity of the synthesis, the CASP (Critical Skills Appraisal Program) checklist was applied to the remaining qualitative studies. Only studies meeting the threshold for methodological rigor were retained. Data Extraction and Synthesis: Ultimately, 19 high-quality studies (articles and books) were selected for the final analysis. Coding: Data were analyzed using an inductive thematic analysis approach. The researchers employed open coding to identify units of meaning, which were then grouped into sub-themes and main categories. To ensure reliability, a Test-Retest Reliability method was employed, where the coding process was repeated after a one-month interval, yielding a reliability coefficient (percentage agreement) of 88.23%, which indicates a high level of consistency. FindingsThe meta-synthesis resulted in the extraction of 34 distinct codes, which were clustered into three overarching categories: (1) Drivers and Antecedents, (2) Consequences, and (3) Mitigation Strategies. Drivers of Polarization (The Roots of Division): The analysis revealed that polarization is not mono-causal but stems from a convergence of psychological, structural, and social factors.Psychological/Cognitive Factors: A primary driver is "False Polarization" and cognitive distortion. The findings highlight that employees often harbor inaccurate "second-order beliefs" (meta-perceptions)—erroneously believing that members of the "out-group" hold hostile views toward them. This creates a feedback loop of defensive aggression. Furthermore, "Group Polarization" theory was evident, where group discussions tend to push individuals toward more extreme positions than they held originally.Organizational/Structural Factors: In administrative organizations, rigid hierarchical structures and perceived injustice in resource allocation were found to be significant catalysts. When decision-making is opaque and top-down, employees retreat into subgroups for protection, fostering an "us vs. them" dynamic. Task conflicts, when unresolved, rapidly metastasize into relationship conflicts, cementing polarization.Socio-Cultural Factors: The spillover of external societal and political ideologies into the workplace is a critical factor. The formation of "Echo Chambers" or closed information loops within departments ensures that employees are only exposed to validating viewpoints, deepening the ideological divide. Consequences of Polarization (The Organizational Cost): The impact of polarization was found to be pervasive and deleterious.Individual & Team Level: At the micro-level, polarization leads to social fragmentation. It erodes trust, increases stress, and fosters a culture of avoidance where employees refuse to interact with colleagues from the "opposing" camp. This leads to "Epistemic Closure," where teams reject valid information simply because it originates from an out-group source.Organizational Level: At the macro-level, the consequences include strategic paralysis and gridlock. Decision-making slows down as every initiative is viewed through an ideological lens. The study also identified a direct correlation between high polarization and increased turnover rates, particularly among talent who feel alienated by the toxic culture. Furthermore, it results in the sub-optimization of human capital, as collaboration across functional silos becomes impossible. Management Strategies (The Path Forward): The synthesis identified a portfolio of interventions required to de-escalate polarization.Cognitive & Educational: Organizations must implement training focused on "Cognitive Debiasing". This involves exposing the mechanisms of false polarization to employees, helping them realize that the "other side" is less extreme than they imagine. Developing skills for "difficult conversations" is also crucial.Structural Interventions: Breaking down silos is essential. The creation of cross-functional task forces that force interaction between disparate groups can humanize the "other" and reduce affective polarization through the "Contact Hypothesis."Leadership Dynamics: The findings emphasize the need for "Inclusive Leadership". Leaders must transition from authoritarian styles to empathetic approaches that validate different perspectives without endorsing toxicity. Creating "psychologically safe spaces" where diverse viewpoints can be aired without fear of retribution is a critical leadership competency.Discussion and ConclusionThis study characterizes Human Resource Polarization as a central strategic challenge that threatens the core of administrative viability, transcending mere behavioral conflict. The findings reveal that polarization stems from a toxic convergence of ideological divergence, social identity conflicts, and rigid bureaucratic structures, resulting in the "balkanization" of the workforce. Left unchecked, this phenomenon corrodes the psychological contract, diminishes productivity, and accelerates turnover by fostering an environment of distrust. However, the research identifies a critical paradox: while affective polarization is destructive, the underlying diversity of thought remains a vital asset for innovation. The managerial imperative, therefore, is to decouple ideological diversity from emotional hostility, constructing a "containment architecture" that permits disagreement without division.To achieve this, a tripartite intervention strategy is proposed. At the organizational level, policies must institutionalize psychological safety and cognitive de-biasing to neutralize prejudices before they calcify. Structurally, administrative silos must be dismantled through cross-functional interdependence, utilizing the "Contact Hypothesis" to foster empathy through shared goals. Finally, leadership acts as the linchpin; the era of distant administration must yield to empathetic, participatory leadership capable of navigating complex identity politics. Ultimately, mitigating polarization requires a holistic ecosystem approach integrating inclusive policies, permeable structures, and human-centric leadership to transform the volatile energy of conflict into the synergy of cooperative organizational performance.
Other
Fereshteh Aghajani; Ataallah Zarafshan; Behzad Jafarzadeh Kuchaki
Abstract
IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of ...
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IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of human-centered aspects in urban design have led to a significant reduction in physical activity opportunities, increased air pollution, traffic congestion, psychological stress, and ultimately decreased quality of life in urban environments. Inappropriate design of urban environments plays a crucial role in the emergence of non-communicable diseases such as cardiovascular diseases, obesity, type 2 diabetes, depression, and anxiety. According to official statistics from Iran's Ministry of Health, public health conditions have deteriorated significantly. Approximately 70% of Iranians struggle with overweight issues, with obesity prevalence reaching dangerous levels. This situation becomes more concerning given that 80% of the population suffers from physical inactivity and 47% of citizens do not engage in any form of exercise.In response to these challenges, innovative approaches in urban planning and design have prioritized restructuring the physical and functional frameworks of cities to promote citizen health. "Walkable Cities" have emerged as a cross-sectoral strategy with environmental, social, and health functions, emphasizing urban environment design that makes walking not only possible but desirable, safe, comfortable, attractive, and efficient. The theoretical foundation of walkability development traces back to pioneering works emphasizing the importance of "eyes on the street" and vibrant urban spaces for enhancing security, social participation, and sense of belonging. This includes three fundamental principles in pedestrian-oriented environment design: spatial invitation, ability to pause and socially interact, and human connection with environmental scale. These principles, combined with the "third place" theory that considers spaces between home and work crucial for psychological and social health, form the theoretical foundation for developing walkable spaces. Walkable cities, through providing appropriate infrastructure, land-use diversity, and creating quality public spaces, facilitate increased daily physical activity. Based on the ecological health model, health-related behaviors result from complex interactions between individual, interpersonal, organizational, and environmental factors, with appropriate urban design serving as the key environmental factor that positively impacts citizen health through facilitating daily physical activity, reducing exposure to pollutants and noise, decreasing stress, increasing mental restoration, and enhancing social interactions and place attachment.International studies demonstrate that cities with high walkability scores exhibit lower prevalence of non-communicable diseases and better mental health indicators. Despite extensive global evidence supporting walkability benefits, many Iranian cities remain dominated by traditional car-oriented urban design approaches, highlighting a significant gap in utilizing urban design capacity for promoting citizen health and addressing the fundamental question of how walkable city elements can influence citizen physical activity patterns. MothodologyThis research employed a qualitative thematic analysis method to analyze the role of walkable cities in increasing physical activity among citizens. Thematic analysis was selected due to its methodological flexibility and ability to reveal hidden patterns in qualitative data, making it suitable for the exploratory nature of this study. The complexity of the research topic, which intersects urban planning, public health, and physical activity domains, required a method capable of identifying and organizing complex relationships between different concepts. The thematic analysis approach provided a three-level hierarchical structure (basic, organizing, and global themes), enabling logical aggregation of findings from details to generalities. The thematic analysis process followed six systematic stages: deep familiarization with data through repeated text reading, initial manual coding, theme identification and formation, theme review and refinement, precise definition and naming at three hierarchical levels, and final report compilation.The study population comprised experts and specialists in urban design, urban planning, public health, physical activity, and public sports. Using purposive sampling and snowball technique, participants were selected based on inclusion criteria of minimum master's degree in related fields and five years of professional experience. Semi-structured interviews averaging 60 minutes each were conducted until theoretical saturation was achieved at the thirty-first interview. Four additional interviews were conducted for confirmation, resulting in 35 total interviews. Research quality was ensured using Guba and Lincoln's four criteria: credibility (interviews continued until saturation, results reviewed with participants), transferability (demographic characteristics and process details documented), dependability (all stages documented, audio files preserved), and confirmability (independent coding by two researchers with 79% inter-coder agreement). These measures collectively strengthened the research findings' quality and reliability, enabling practical application of results in urban planning decision-making processes. The comprehensive thematic analysis methodology ensured robust data collection and analysis suitable for understanding the complex relationships between urban design and citizen physical activity patterns. FingdingsThe thematic analysis revealed six global themes explaining how walkable cities influence citizens' physical activity. Safety and Accessibility for Physical Activity emerged as the foundational theme, encompassing physical and social security in pedestrian spaces, quality walking infrastructure, and connectivity of pedestrian routes. Experts emphasized that adequate safety and accessibility are prerequisites for encouraging outdoor physical activities.Environmental Attractiveness and Quality as Physical Activity Motivators represents aesthetic and comfort dimensions that encourage physical activity, including visual beauty, artistic elements, climatic comfort, and environmental cleanliness. Participants highlighted that attractive, well-maintained environments significantly increase citizens' motivation for outdoor activities.Diversity, Vitality, and Social Inclusivity captures social dynamics that make walkable spaces engaging, encompassing variety of urban activities, social events in public spaces, and dedicated spaces for different age groups. Experts noted that vibrant, inclusive environments create sustained engagement in physical activity.Specialized Physical Activity Infrastructure addresses technical requirements for supporting active lifestyles, including public sports facilities, cycling infrastructure, and spaces for emerging sports. This theme reflects the need for purposefully designed facilities beyond basic walking infrastructure.Social and Institutional Support for Physical Activity encompasses broader support systems including social and policy incentives, education, awareness-raising, and technology integration. Participants emphasized that infrastructure alone is insufficient without supportive social and institutional frameworks.Physical-Functional Cohesion of Walkable Cities represents integrative aspects of successful walkable urban design, including public transportation connections, compact multifunctional design, traffic management with pedestrian prioritization, and citizen participation in designing and maintaining pedestrian spaces. This theme emphasizes the holistic approach required for creating walkable urban environments that effectively promote physical activity. Discussion and ConclusionThis study comprehensively examined the role of walkable cities in increasing citizens' physical activity levels, revealing six key factors that significantly impact physical and mental health. The findings demonstrate that successful walkable cities require a holistic approach integrating multiple dimensions. Physical infrastructure alone is insufficient; social and cultural considerations prove equally crucial for sustained citizen engagement. Vulnerable populations, particularly children, elderly, and women, benefit most from comprehensive safety measures and inclusive design approaches. Environmental quality emerges as a critical motivator, while institutional support systems provide essential foundations for community-wide physical activity promotion. The interconnected nature of these factors suggests that piecemeal approaches are likely to fail. Successful implementation requires coordinated efforts across urban planning, public health, transportation, and social policy domains. Municipalities must adopt comprehensive strategies addressing infrastructure development, policy reform, community engagement, and cultural change simultaneously. This includes improving safety through smart lighting and surveillance systems, enhancing environmental attractiveness through urban art and green spaces, developing specialized infrastructure like cycling lanes and public sports facilities, and implementing supportive policies with educational campaigns. These findings provide actionable insights for urban planners and policymakers seeking to create healthier, more active communities through strategic walkable city development that promotes both individual and collective well-being.
Other
Esmaeel Rostamzadeh Ganji; Masoumeh Afsharinezhad
Abstract
IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced ...
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IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced and emerging economies, up to 50 percent of workers will need some degree of “reskilling” by 2025 (World Economic Forum, 2020).By reviewing the studies conducted in this field, three study trends can be found. Some have studied it with an approach of literature and ancient values, and some have tried to search for it in religious texts and the lives of religious leaders with a religious perspective. We see many works in this field, especially in domestic works. Some, such as Alizadeh Majd et al. (2010) and Viorella Grama et al. (2024), have also sought a new range of skills in order to identify the gap in organizations that have failed to invest in technical and hard skills. In the past, it was thought that the presence of hard skills in individuals guaranteed their success in various jobs; but the passage of time has shown that, in fact, hard skills are necessary for obtaining a job, while soft skills are necessary in addition to obtaining a job, to maintain it (Naeem, 2017). A search of studies conducted in this field shows that a precise and comprehensive classification that is generally agreed upon has not been presented to date regarding soft skills. Critical thinking skills (Lopez et al., 2023), emotional intelligence (Austin et al., 2007), creativity (Yusuf, 2019), effective communication (Bridmore, 2019) and collaboration (Tronhill Miller, 2023), emotional intelligence (Kumar et al., 2019), teamwork skills (Polakova et al., 2023) have been emphasized and discussed more than others.Mintzberg (1973) first mentioned the concept of soft skills. After that, scientists in their research focused on developing the skills needed by managers and the necessity of them going beyond technical and hard skills. In the 80s, some such as Axline (1981), Parsloe (1983) addressed this concept. The main attention in this period was on raising the issue of soft skills and giving examples of it.After that, during the nineties, the direction of scientific works such as Jones & Goss (1990 and 1991), Moran & Richard (1991) was more focused on the importance of soft skills in intercultural interactions, the impact of soft skills on the issue of quality (Shamwell et al., 1998), the criteria for measuring the effects of these skills on organizational performance (Clarke, 1996) and the search for the relationship between traditional management concepts and this new concept (Hill et al., 1998).In the early decades of the 21st century, along with the advancement of technology and the standardization of traditional skills and the focus on soft skills more than before, thinkers such as Middelton (2000) studied the obstacles to the efficiency and effectiveness of using information technology due to the lack of familiarity with soft skills and the effects of soft skills on technological creativity in medium and small enterprises.During the second decade of the 21st century, scholars such as Fasion (2011) and Kumar and Sharma (2019) continued to identify and introduce new soft skills and their effects on organizational performance. In domestic works, we also witness more attention and review research in this field during this period.With the emergence of the phenomenon of artificial intelligence and metadata management at the beginning of the third decade of the 21st century, researchers such as Lopez et al. (2023) and Jain et al. (2021) also paid attention to the relationship between soft skills and concepts such as new technologies, fifth-generation industries, digital workplace, and artificial intelligence in the subject of soft skills.With the review, it is clear that the need to identify the required skills up-to-date in view of the changes in the technological world and to prioritize them in order to design efficient tools for measuring performance and their results is a research gap in this field, which is addressed in this article. MothodologyIn the initial phase of the research, the authors conducted an in-depth search of library resources, which resulted in the identification of 50 main indicators related to soft skills. The aforementioned indicators were distributed among the members of the experts in the form of a Delphi expert panel using a questionnaire with a 5-level Likert scale in order to eliminate undesirable sub-criteria. The statistical population of the research included the managers of the civil registration offices of Guilan province, from which 23 experts were selected in order of priority based on relevant education and higher executive experience. In the first round of Delphi, effective sub-criteria in designing a model for evaluating soft skills in the organization were extracted. A one-sample t-test was used to compare the mean of the criteria with the standard value of 3. In the second phase, the fuzzy analytic hierarchy process (FAHP) was used to prioritize the extracted criteria. The validity of the judges' views and the degree of consensus were determined using the Kendall coordination coefficient. FingdingsIn the first part of the study, using the Delphi method, 50 sub-criteria were identified, and the findings of the significant level in the first Delphi method stage (0.05 < 0.001) indicated that there was a consensus among the experts regarding them. Using the one-sample t-test, 17 sub-criteria with a mean less than the standard value of 3 were eliminated, and a questionnaire including the remaining 33 sub-criteria was distributed among the experts during the second Delphi phase. In the second stage, 3 other sub-criteria were eliminated, and 30 sub-criteria with a mean score higher than 3 were identified as soft skills sub-criteria. Given that in this stage (0.05 < 0.001), the assumption of the existence of a consensus among the experts was confirmed using the Kendall test.In the second part of the study, the experts conducted pairwise comparisons between the soft skills criteria and sub-criteria and determined their scores relative to each other based on a nine-quantity table.According to the final weights, the emotional intelligence criterion with a final weight of 0.315 includes the sub-criteria of trying to understand and empathize with colleagues (0.030), awareness of individual feelings and emotions (0.088), attention to individual emotions of colleagues (0.053), control of emotions when facing difficult situations (0.048), management of emotions in different situations (0.097), the communication criterion with a final weight of 0.286 includes the sub-criteria of appropriate social skills (0.057), willingness to exchange information with others (0.066), willingness to cooperate in teams and groups (0.054), control of emotions and feelings in communicating with others (0.047), negotiation and conversation skills with others (0.062), the creativity criterion with a final weight of 0.203 includes the sub-criteria of willingness to solve problems and accept problems (0.024), acceptance of criticism and opposing views (0.061), consideration of possible risks and consequences of implementing ideas (0.049), determination of blind and ambiguous points of the problem for Others (0.069), the critical thinking criterion with a final weight of 125/, including the sub-criteria of deep thinking about the problem (0.009), avoiding judgment and prejudice (0.015), checking the validity of the information source (0.239), evaluating different solutions during decision-making (0.104), paying attention to the critical opinions and views of colleagues (0.028), making decisions based on logic instead of emotions (0.030), and the cooperation criterion with a final weight of 0.070 including the sub-criteria of high teamwork spirit (0.009), sharing information among team or group members (0.023), high responsibility in performing team tasks (0.012), prioritizing team goals over individual goals (0.025), were prioritized respectively. Discussion and ConclusionAccording to the results of the research, emotional intelligence as the most important soft skill plays a vital role in the success of the organization. This finding is consistent with the results of previous studies, including Tronhill Miller et al., 2022) and (Hajipour, 2023). Which show that employees with high emotional intelligence not only establish more effective relationships with their colleagues, but also perform better in the face of challenges and can identify and control emotions in the workplace, which improves interpersonal relationships and reduces tensions.Communication is in second place, because without strong communication skills, no team or organization can perform properly. This result is also consistent with previous research such as Chamorro et al. (2010) and Haselberger (2012). The ability to clearly and accurately convey ideas, as well as listening to the needs and opinions of others, are among the most important factors for creating successful collaboration and reducing misunderstandings.Creativity, as the ability to generate new and innovative ideas and solutions, plays a significant role in the success of organizations. Although creativity may be more needed in some industries and roles, in general, it is recognized as a driver of growth and positive change.In today’s world of rapidly changing information, critical thinking allows employees to carefully evaluate data and information and come up with the best solutions. This skill helps organizations stay ahead of their competitors and take smarter actions when faced with emerging challenges. This finding is consistent with research results such as Hajipour (2023) and Garner & Anthony (2016).As the fifth most important skill, collaboration is key to success in complex and multidisciplinary work environments. In today’s world, where projects often require cross-team collaboration, the ability to collaborate effectively improves productivity. This finding is consistent with the results of Hajipour's (2023) study, which states that organizations should actively assess and strengthen these skills.The results of this study showed that relying solely on technical skills is not enough for success and that special attention should be paid to developing soft skills in organizations; also, not all soft skills have the same importance and priority, and it is better to take executive steps in this area in accordance with the needs of the organization. To this end, designing targeted training programs, creating a supportive organizational culture, continuous evaluation and feedback, using technology to develop soft skills, and developing counseling and guidance programs were presented as the main suggestions of the study.
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.
Other
Ahmad Gholipour; Majid Mokhtarianpour; Ezatollah Abbasian
Abstract
Introduction This research investigates the reasons behind the failure of comprehensive development planning to fulfill its coordinating role within Iran’s national development planning system. Development, understood as the “upward movement of the entire social system,” requires ...
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Introduction This research investigates the reasons behind the failure of comprehensive development planning to fulfill its coordinating role within Iran’s national development planning system. Development, understood as the “upward movement of the entire social system,” requires extensive coordination among national development actors to enable the social system to progress from its current state to a developed state. The development planning institution, established in Iran in 1948, is considered one of the key institutional mechanisms for achieving such coordination. Despite more than seven decades of experience, Iran’s development planning system has performed inadequately in achieving development goals, and studies indicate that incoordination within and among its subsystems (planning, implementation, and monitoring and evaluation) constitutes a serious systemic challenge.This lack of coordination persists despite the original goal of comprehensive planning-which became the dominant planning pattern from the Third Development Plan prior to the Islamic Revolution-of establishing broad coordination across the national development process. This study aims to analyze the factors contributing to the failure of comprehensive planning to foster coordination, thereby addressing the existing gap in the literature on development planning in Iran and offering practical recommendations to enhance coordination within the iran’s development planning system.MothodologyThis research is qualitative in nature, exploratory in orientation, and applied in purpose, utilizing qualitative secondary analysis to address a new central research question. The data used in this study includes 16 semi-structured interviews and a set of documents related to Iran's development planning system, which were collected from a previous study by the authors of the paper. The data analysis process was carried out using thematic analysis and the MAXQDA software. To ensure the credibility of the research, the criteria proposed by Lincoln and Guba (1985)- credibility, dependability, transferability, and confirmability- were employed, with appropriate techniques applied for each criterion. The theoretical framework of Gholipour et al. (2024) was used for data analysis. Based on this framework, the quality of coordination depends on the existence of a clear, common, and valid basis for the actors. Therefore, the research question, framed within this theoretical framework, asks: What role does comprehensive planning play in the lack of a clear, common, and valid basis for action in Iran’s development planning system?FindingsThe set of factors explaining the failure of comprehensive planning to fulfill its coordinating role within the development planning system can be categorized into three main issues:1. Failure to Meet Foundational Requirements: Comprehensive planning requires three fundamental components: sufficient analytical capacity to understand and integrate the complexities of the social system, a detailed, accurate, and timely statistical and informational system, and an appropriate time frame to develop a coordinated document. The absence of any of these components disrupts the creation of a realistic, cohesive, and analytical basis for planning. When such a basis (a clear and valid basis for action) is not available, the planning process, instead of being based on deep analysis, clear prioritization, and a systematic approach to addressing issues, turns into a rushed and chaotic aggregation of sectional demands, incomplete data, and scattered decrees. Such a plan is neither internally coordinated nor capable of serving as a reference framework for coordination at the implementation level.2. Failure to Meet Institutional and Executive Requirements: In addition to the foundational requirements of comprehensive planning, another set of requirements pertains to the institutional and executive environment in which the plan is created and intended to be implemented. These requirements include a coherent and stable governance system, as well as the presence of suitable executive capacities, to facilitate the formulation of a coordinated comprehensive plan and ensure its accurate implementation. If these requirements are not met, they not only make the development of a coordinated plan difficult but also lead to incoordination in the execution phase by weakening the plan's enforcement mechanisms. Therefore, the "incoherent and unstable governance system" and "limited executive capacities" in Iran are two key factors contributing to the failure of comprehensive planning to fulfill its coordinating role within the development planning system.3.Incoordinating Consequences: The third category of factors contributing to the failure of comprehensive planning to fulfill its coordinating role within the development planning system directly relates to the incoordinating consequences of comprehensive planning, which can be categorized into two groups: plan-related consequences and executive consequences. Plan-related consequences include the lack of prioritization, the transformation of the plan into a platform for fulfilling everyone’s demands, and weak executive aspect of the plan, which works against the formulation and implementation of a plan based on a clear, common, and valid basis. Executive consequences include the bloating of administrative structures, the intensification of legal chaos, weakened accountability, and failure in solving problems. These not only work against the formulation and implementation of a plan based on a clear, common, and valid basis of action but also exacerbate incoordination in the governance system as a larger whole.Discussion and ConclusionBased on the findings of this research, the failure of comprehensive planning to fulfill its coordinating role in the development planning system can be attributed to three categories of fundamental, institutional, and consequential factors that interact with each other. First, due to the failure to meet the foundational requirements of comprehensive planning (limited analytical capacity, limited informational capacity, and limited time opportunity), the failure to meet institutional requirements (incoherent governance system), plan-related consequences (the transformation of the plan into a platform for fulfilling everyone’s demands and the lack of prioritization), and executive consequences (failure in solving problems and the accumulation of problems on one another), it is fundamentally impossible to design a plan based on a clear, common, and valid basis. As a result, development plans become internally incoordinate, and the plan, instead of being structured on an integrative and holistic logic, transforms into a chaotic aggregation of scattered demands and decrees.Second, due to the failure to meet institutional and executive requirements (incoherent and unstable governance system with limited executive capacities), plan-related consequences (lack of prioritization, weak executive aspect of the plan), executive consequences (the intensification legal chaos and weakened accountability), and also internal incoordination, comprehensive development plans cannot serve as a clear, common, and valid basis for executive actors and, at the implementation stage, collapse functionally, losing their coordinating role.Third, comprehensive planning is associated with unintended consequences in the execution phase, which themselves contribute to the intensification of incoordination in the governance system; including failure in solving problems and the accumulation of problems, the bloating of administrative structures and organizations, and the intensification of legal chaos.Nevertheless, the achievements of comprehensive planning in fostering coordination should not be entirely dismissed. Despite all its shortcomings, these comprehensive plans, by creating a basis for action—albeit of less-than-optimal quality—have, to some extent, been effective in relatively guiding actors and preventing certain crises resulting from the lack of overarching direction. The occurrence of severe incoordination due to deviations from comprehensive development plans in the experience of Iran’s development planning provides evidence of this. Finally, it is worth noting that the new theoretical framework presented by gholipour et al. (2024) has proven its effectiveness in analyzing the coordination challenge and has been able to comprehensively cover the incoordinating factors identified in both literature and field data.
Other
Seyed Mojtaba Hashemian
Abstract
Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. ...
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Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. Broadly speaking, if we break down HR's core functions into recruitment, training & development, motivation, and retention, the area of training and development stands out. Its importance lies in its ability to build essential competencies and prepare employees to perform at their best amidst the growing complexity and fast-paced changes of the modern business environment.Training and developing employees and managers has always been a cornerstone of effective HR. This is even more critical today, in a business landscape defined by constant change, the need for talent and knowledge management, and the understanding that people are the organization's most valuable asset. Because of this, there's a much stronger focus on the human element and on building a knowledge-driven culture.It's now undeniable that an organization must not only attract and retain talent but also actively invest in developing it. This is why companies are pursuing more robust systems and frameworks dedicated to employee and manager training.In this effort, developing the organization's leaders and managers is particularly crucial. Their growth is directly tied to the improvement of the entire company. By preparing leaders with the right knowledge, skills, and mindset, we empower them to steer the organization effectively. This leadership development ultimately creates a ripple effect, making a significant and measurable impact on both organizational results and the performance of their teams.This is why developing employees' soft skills is so critical; it directly boosts both individual and organizational performance and is a key indicator of overall success. Given this, the central aim of this study is to pinpoint and outline a practical framework for training and developing managers and staff within Iran's public sector organizations. MethodologyTo describe its methodology, this study follows the "research onion" framework. It is an interpretive study with an applied-developmental orientation, using an inductive approach. Its primary objective is descriptive, and it adopts a qualitative methodology, specifically using a cross-sectional thematic analysis.In simpler terms, this is a qualitative study that uses thematic analysis to identify and articulate key themes from the in-depth discussions with the participants.The research involved experts with direct knowledge and experience in management and training, all of whom had worked in the training departments of Iranian public sector organizations. A key participation criterion was a minimum of five years of experience in organizational training. This requirement was essential to ensure that the contributors had significant, firsthand experience with the specific issues being studied. Participants were selected through a purposive sampling method, designed to identify individuals who could provide the most insightful and information-rich perspectives.This sampling process continued until data saturation was achieved, which resulted in a total of 20 participants being interviewed.Given that this research aimed to gain a deep understanding of the participants' personal experiences and perspectives, interviews were chosen as the primary data collection method, as they were deemed most suitable for this purpose. The interviews followed a semi-structured format, guided by a pre-established set of key themes while allowing for flexibility in the conversation. All interviews were conducted in person, on an individual basis, and were scheduled in advance with the participants' full consent. The data was captured through meticulous note-taking by the interviewer during the sessions.At the beginning of each interview session, the purpose and importance of the study were explained to the participant. We also guaranteed strict adherence to ethical guidelines, specifically assuring the complete confidentiality of all information shared.Once all interviews were finished, the collected data was carefully reviewed. The analysis was an ongoing process, running parallel to the data collection itself. We continued to select and interview new participants until we reached the 20th individual, at which point the data showed clear patterns of repetition and was deemed fully saturated. FindingsWe analyzed the data from the semi-structured interviews using thematic analysis. After each interview, we carefully read through the notes taken during the conversations. This helped the researcher build a thorough understanding of what the participants had shared. The first step was to perform an initial coding of all the interview notes.Once the initial codes were established, we reviewed and refined them. We removed duplicate codes and merged those that were similar in meaning. This process resulted in 28 distinct sub-themes, which we refer to as basic themes.The initial coding was done with a focus on theoretical sensitivity. This meant the researcher read the entire text word-for-word, line-by-line, and identified any segment that provided a meaningful answer to the research question. These key segments were highlighted and assigned a code.Next, we looked for connections between the basic themes. We grouped those that were conceptually and semantically related, which allowed us to form broader categories, known as main or organizing themes.The final step was to build a cohesive thematic map. We organized these main themes and their underlying basic themes into even broader, overarching categories called global themes. The resulting framework is presented in Table 2, which outlines the structure of 4 inclusive themes, 10 organizing themes, and 28 basic themes. Discussion and ConclusionThe present study was conducted to identify and formulate a framework of training and development measures for soft skills in the in-service training programs of public sector employees. Following the research procedure, the findings were consolidated. The results indicated that the aforementioned framework comprises 4 inclusive themes and 10 organizing themes.The inclusive themes include:Developmental EnvironmentExperience-Based DevelopmentJob-Centric DevelopmentClassic Training & Development Programs.The organizing themes consist of: Development-Oriented Social Context, Developmental Technological Platforms, Developmental Relationships, Self-Development Initiatives, Assigned Missions and Projects, Developmental Restructuring, Control and Feedback Mechanisms, Formal Academic Training Programs, Classic In-Service Training, and Experience-Based In-Service Training.Each inclusive theme, based on its nature and type, encompassed one or more subordinate themes, categorized as organizing themes. For instance, the inclusive theme "Developmental Environment" included more foundational themes such as: an organizational culture promoting learning, growth, and development; organizational memory and knowledge management systems; online and offline instructional media; and inter-university/inter-institutional educational and research networks.As noted in the literature review, limited research has specifically focused on identifying and formulating training and development measures for managers and employees. The few existing domestic studies that have partially addressed this topic treated the identification of such measures as only a minor component of a broader research objective. Consequently, their findings regarding these measures have been limited, case-specific, overly general, and have failed to provide a relatively comprehensive and integrated framework.The most significant value-added of this research lies in creating a relatively comprehensive and integrated framework encompassing a diverse spectrum of training and development measures applicable to managers and employees in both public and private sector organizations. This diverse and multifaceted spectrum includes self-development initiatives, environmental measures, organizational actions, and a variety of both traditional and modern methods, all formulated and presented within a single coherent framework.Based on the findings, it is recommended that those involved in planning and implementing organizational training programs recognize and consider the distinct range of different training programs and the unique function of each. It is suggested that through short-term training sessions, program planners familiarize themselves with the outputs of this study to gain a more complete perspective on the diverse array of available training measures.The reliance on traditional, conventional training methods-which are less active and participatory and more suited for knowledge transfer-should give way to a broader utilization of a diverse, modern, active, and more participatory range of methods. These methods should not only aim to enhance knowledge but also to upgrade skills and improve competencies related to attitudes and insights.Furthermore, a key finding of this study emphasizes training and development measures and mechanisms defined beyond the classroom. Examples include "Developmental Restructuring," "Developmental Environment," and "Self-Development Initiatives." In essence, exclusive attention to classroom-based methods should be replaced by a wider spectrum of intra- and extra-curricular methods. Senior organizational managers should also pay attention to other contexts and grounds for enhancing employees' knowledge and insight, such as a developmental culture. Conversely, extra-curricular training methods should not be perceived merely as job-related instruction; more complex learning mechanisms facilitated by the environmental context should also be considered.Another segment of the findings was categorized under experience-based educational solutions, including: experience-based storytelling, managerial experience transfer panels, thematic experience transfer panels, learning expeditions, collective discussion circles, critical reviews of films, books, articles, documentaries, organizational case studies, and purposeful organizational and management games. Given that a portion of organizational knowledge is not explicit but is, by definition, tacit knowledge, it is essential to utilize mechanisms and platforms like the aforementioned measures to create opportunities for discussion, dialogue, experience transfer, and the conversion of tacit knowledge into explicit knowledge.Specifically, it is recommended that the output of this research-the comprehensive framework of training and development measures—be utilized as a key input for designing the model of training and development programs for managers and employees.
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ataollah zarafshan
Abstract
In recent years, city branding has emerged as a strategic approach in urban management, serving as an effective tool to enhance the mental image of cities, attract tourism and investment, and improve the quality of urban life. This study aims to formulate urban management strategies for branding Maragheh—an ...
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In recent years, city branding has emerged as a strategic approach in urban management, serving as an effective tool to enhance the mental image of cities, attract tourism and investment, and improve the quality of urban life. This study aims to formulate urban management strategies for branding Maragheh—an Iranian city with a unique dual identity: an ecological "garden city" and a historical-scientific center known as the "Capital of Astronomy in Iran." Adopting a qualitative methodology, the research is based on semi-structured interviews with local experts and content analysis using the SWOT framework. Findings reveal that despite Maragheh’s rich natural, agricultural, and scientific assets, challenges such as the absence of a clear brand identity, weak tourism infrastructure, and institutional fragmentation hinder its branding potential. Consequently, four strategic categories (SO, WO, ST, WT) were developed, culminating in the proposal of a hybrid brand: “Maragheh, Garden City of Stars.” The study also suggests practical measures such as restoring the historical observatory, organizing brand-oriented festivals, designing symbolic urban spaces, and fostering citizen participation to internalize the brand. This conceptual model, grounded in local identity and residents’ lived experiences, offers a replicable framework for other historical and scientific cities in Iran seeking sustainable and participatory urban branding.
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sayed mohammad shamszadeh alavi; Davood Kia Kojouri; Mehran Mokhtari Bayekolaei; Mahnaz Rahmati Kazaz
Abstract
In today's complex and rapidly changing world, educational organizations, as fundamental institutions for the development and progress of societies, need to utilize innovative management approaches to increase interaction, empathy, and productivity. One of the concepts that can play a key role in achieving ...
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In today's complex and rapidly changing world, educational organizations, as fundamental institutions for the development and progress of societies, need to utilize innovative management approaches to increase interaction, empathy, and productivity. One of the concepts that can play a key role in achieving these goals is organizational generosity. Therefore, the purpose of the research is to design a model of organizational generosity in education-oriented organizations. The present study was conducted with a qualitative approach and, in terms of purpose, is an applied research and using the content analysis method. The experts included faculty members as well as senior managers of educational organizations, and the interviewees included 12 people who were selected using snowball sampling until reaching theoretical saturation. Data were collected using semi-structured interviews. To ensure validity and reliability, the findings were confirmed by the interviewees. Max QDA software was used to analyze the information. The findings from the interview analysis included 1 overarching theme, 5 organized themes, and 12 basic themes, and 55 initial codes were identified for the design of the model. The results also showed that the organizational generosity model is a powerful tool for creating learning and knowledge-based organizations. By implementing this model, education-oriented organizations can help improve the quality of educational services, increase student and parent satisfaction, and ultimately, improve the quality of education in the country.
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Mehran Mesri; Reza sepahvand
Abstract
The purpose of developing grounded theory is to build a theory based on data. The three previous approaches of grounded theory have obvious operational weaknesses. In order to cover the operational weaknesses of previous approaches and quantify their gaps, a fourth approach to grounded theory was presented ...
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The purpose of developing grounded theory is to build a theory based on data. The three previous approaches of grounded theory have obvious operational weaknesses. In order to cover the operational weaknesses of previous approaches and quantify their gaps, a fourth approach to grounded theory was presented under the title of quantum approach. The aim of this research is to show that the quantum approach has the necessary efficiency in practice and has covered the weaknesses of previous approaches. In the previous approaches, there were operational weaknesses in the place of research literature in theorizing, confusion in the discovery of open codes, inattention to the studied society and the study platform, which seemed efficient only from a theoretical aspect, but in practice confused the researcher. Method: To overcome this weakness, a quantum approach to ground theory was presented, which is based on four stages of coding and twelve basic steps, which is based on the theory of quantum entanglement, which indicates that electrons around the nucleus of the atom apart from affecting The nucleus of the atom has opposite behavior to each other. Findings: Borrowing from this theory, it was concluded that the central category is the result of the effects of factors that have opposing behavior with each other, that is, two categories of constructive factors and inhibitory factors. Finally, a model based on the quantum shape of the atom was presented for this approach. Also, the case study findings showed that 44 primary big data, 98 micro data, 38 secondary big data and 5 super data were identified from the positive side. Also, on the negative side, 13 primary big data, 32 small data, 11 secondary big data and 2 super data were identified. Results: The results showed that managerial skill, managerial attitude, and managerial intelligence were among the constituent factors, managerial thinking and managerial awareness were among the facilitating factors, personalization was among the inhibiting factors, and expediency was among the moderating factors. Also, strategies, obstacles, consequences of formation and consequences of non-formation were identified
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Mina Khalili; Abbasali Rastgar; Mahdi Mortazavi
Abstract
Effective leadership is essential for organizations aiming for growth in the coming decades. The aim of this reseach is Analyzing the Effect of Memetic in organization and this effect on organizational Incivility with the role of leadership. This reseach is applied based on purpose and used a descriptive ...
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Effective leadership is essential for organizations aiming for growth in the coming decades. The aim of this reseach is Analyzing the Effect of Memetic in organization and this effect on organizational Incivility with the role of leadership. This reseach is applied based on purpose and used a descriptive survey methodology. Statistical population includes official (permanent) and staff employees with at least 5 years of service experience in the Planning and Human Capital Deputy of District 5 of Tehran Municipality, with a sample of 212 personnel selected through simple random sampling based on Cochran's formula. Data was collected using questionnaire and in order to analyze data using structural equation modeling with SmartPLS software version 4. Based on the research findings, validity, reliability, and the model were approved. The result indicate that focusing on organizational memes positively influences on visionary and humorous and forgiveness-based leadership styles, which in turn significantly reduce organizational truma. Moreover, these leadership styles (visionary, humorous and forgiveness-based) have negatively impact organizational truma. Also visionary, humorous and forgiveness-based leadership styles acting as mediators between memetic in the organization and organizational truma. Integrating memetic into leadership training can cultivate leaders who enhance performance and foster organizational well-being. As organizations face growing pressures in this decade, adaptive leadership becomes crucial. Therefore, leaders should foster a culture that institutionalizes desirable leadership styles within the municipality.
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Farnaz Nasiri; Abbas Nargesian; Aryan Gholipor
Abstract
Today, more than ever before, organizations are faced with the diversity of human resources, which is considered the most important effective factor and competitive advantage, and one of the factors of this diversity, in addition to the existing differences, is the difference between generations, which ...
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Today, more than ever before, organizations are faced with the diversity of human resources, which is considered the most important effective factor and competitive advantage, and one of the factors of this diversity, in addition to the existing differences, is the difference between generations, which has always been a factor in creating problems and has received less attention in researches. In this research, the expectations of working generations from the compensation process of human resources services based on the 34000 model in Tejarat Bank were identified. The upcoming research is applied in terms of purpose and descriptive in terms of data collection. The philosophy of interpretive research, the approach of inductive theory development, the methodological choice of research is qualitative, the research strategy is theme analysis, the time horizon of research is cross-sectional, and the data collection tool is semi-structured interview. Therefore, using the maximum diversity sampling method, a semi-structured interview was conducted with 30 personnel of X, Y and Z working generations in the human capital management of Tejarat Bank. A total of 30 interviews and their analysis led to the identification of 3 main themes, 23 sub-themes and 79 conceptual categories. The identification of the expectations of working generations from the service compensation process was based on the mentioned model, and based on the research findings in the service compensation process, due to the economic conditions governing the society, the needs of all three generations are similar in most of the themes, and there are also differences in the details. At the end of the article, the limitations of the research are mentioned and suggestions for future research are presented.
