Pathology
Mehdi Mohammadi; Farshid Aslani; Alireza Soleymani Marghmaleki
Abstract
IntroductionHuman capital productivity is widely recognized as a cornerstone of organizational success in the knowledge-based economy. Universities, as fundamental educational institutions, are central to nurturing and advancing human capital. Ensuring that both academic and administrative staff operate ...
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IntroductionHuman capital productivity is widely recognized as a cornerstone of organizational success in the knowledge-based economy. Universities, as fundamental educational institutions, are central to nurturing and advancing human capital. Ensuring that both academic and administrative staff operate at a high level of efficiency and effectiveness is therefore not only desirable but also critical for achieving institutional goals. Declines in productivity, however, can weaken institutional performance and limit the ability to deliver on educational mandates. The analysis of such challenges—often referred to as the pathology of human capital productivity—provides valuable insights into organizational health and performance improvement. This study investigates the barriers to human capital productivity within Payame Noor University, with the aim of offering strategic recommendations to inform policy and managerial decision-making. MothodologyThe study employed a qualitative research design combining documentary analysis with thematic analysis techniques. MAXQDA 2020 software was used to manage and code the data systematically. The research population consisted of experts in human resource management and senior staff members at Payame Noor University. Data were collected through semi-structured interviews, and theoretical saturation was reached after 13 interviews. The coding process yielded 236 open codes, which were further refined into 30 subcategories and then synthesized into 10 overarching categories. This approach ensured methodological rigor and provided a robust framework for identifying the factors contributing to reduced human capital productivity. FingdingsThe results revealed that the productivity of human capital at Payame Noor University is undermined by ten interrelated domains:Organizational Structure and Culture, Recruitment and Selection, Appointments and Promotions Compensation and Rewards System, Knowledge and Skills, Performance Evaluation, Role Clarity, Organizational Support, Motivational Incentives, Managerial Decisions and Policy-Making.The analysis further indicated that these factors are not isolated but rather interconnected, creating a web of systemic issues. For example, weak recruitment processes feed into structural inefficiencies, while inequitable compensation undermines both motivation and professional development. Such interdependencies demonstrate that human capital productivity challenges are multidimensional and mutually reinforcing. Discussion and ConclusionThe study concludes that addressing the productivity challenges of human capital at Payame Noor University requires a systemic and integrated strategy. Partial or isolated reforms in individual domains are unlikely to yield sustainable results, given the interconnectedness of the identified barriers. Instead, comprehensive reforms should focus on:Restructuring organizational frameworks to enhance flexibility and adaptability.Implementing transparent recruitment and promotion mechanisms.Establishing equitable and motivating compensation systems.Strengthening training and continuous skill development programs.Designing fair and comprehensive performance evaluation methods.Providing greater organizational support and resource allocation.Encouraging evidence-based managerial decision-making and long-term policy planning.By adopting such an integrated approach, Payame Noor University can enhance workforce productivity, improve institutional performance, and better align with its mission as a higher education institution. The findings not only contribute to the literature on human capital productivity but also provide practical guidance for policymakers and administrators seeking to strengthen human resource management in academic settings
Modeling
Jalil Hashemi; Amirhooshang Nazarpouri; Mohammad Hakkak; Seyed Najmeddin Mousavi
Abstract
Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. ...
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Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. While overt forms of workplace deviance; such as absenteeism, open conflict, or explicit resistance; have been widely studied, covert and subtle retaliatory behaviors remain understudied, despite their significant long-term impact. Among these covert forms, the phenomenon of silent revenge has emerged as a hidden but powerful behavioral response. Silent revenge refers to intentional but covert actions taken by employees to retaliate against perceived organizational mistreatment, unfairness, or neglect, without making these actions directly visible to supervisors or formal systems.
The purpose of this study was to design and explain a grounded theoretical model of silent revenge formation in public organizations. In the specific context of Iranian bureaucratic institutions, where voice channels are limited and hierarchical structures are rigid, employees often perceive that overt protest is risky or ineffective. Consequently, they resort to hidden strategies of retaliation that remain invisible on the surface but gradually erode organizational trust, efficiency, and legitimacy. This research therefore sought to uncover the antecedents, processes, and consequences of silent revenge and to provide a model that both scholars and practitioners can use to better understand and address this concealed threat.
The concept of retaliation in organizations has long been linked to theories of organizational justice, social exchange, and psychological contracts. Equity theory argues that perceived inequities generate pressures to restore balance, while social exchange theory highlights the norm of reciprocity—both positive and negative. When employees perceive breaches in distributive or procedural justice, they may feel compelled to reciprocate in ways that disadvantage the organization. However, existing literature has largely emphasized visible deviance or destructive behaviors such as theft, absenteeism, or overt aggression. Less attention has been paid to subtle, invisible behaviors that employees adopt when formal voice mechanisms are absent or ineffective. Silent revenge fills this gap by explaining how employees retaliate not by openly confronting management but by withdrawing effort, withholding cooperation, manipulating information, or subtly sabotaging organizational processes.
In public organizations, where bureaucratic routines, rigid hierarchies, and opaque procedures prevail, silent revenge can be especially destructive. It erodes the credibility of managerial authority, undermines service quality, and contributes to the erosion of trust between citizens and state institutions. This study thus offers both theoretical and practical significance: it extends organizational deviance literature by theorizing covert retaliation, and it provides public managers with insights into how to detect and mitigate these hidden behaviors.
Methodology
This research employed a qualitative design using grounded theory methodology. Data collection was conducted through semi-structured interviews with a purposive and theoretically selected sample of 16 participants, including human resource managers, frontline employees, experienced observers, and retired senior managers from public organizations in Kurdistan province, Iran. Sampling continued until theoretical saturation was achieved: while saturation was evident after 14 interviews, two additional interviews were conducted to confirm completeness.
The interview protocol included open-ended questions regarding perceptions of unfairness, reactions to managerial behaviors, experiences with conflict or retaliation, and strategies used by employees when they felt powerless to voice concerns. Interviews were transcribed verbatim and analyzed using open, axial, and selective coding procedures. NVivo software was employed to support coding and categorization. Trustworthiness was established through prolonged engagement in the field, member checking, peer debriefing, and the maintenance of reflexive journals. These measures enhanced the credibility, transferability, dependability, and confirmability of the findings.
Findings
The analysis produced a multi-layered model of silent revenge formation consisting of causal factors, contextual conditions, intervening variables, behavioral manifestations, and consequences.
Causal/Antecedent Conditions. Employees described a range of triggers that generated feelings of frustration and injustice, including unfair reward distribution, biased promotions, lack of recognition, prior negative encounters with managers, and the absence of welfare and support systems. These antecedents created emotional tension and a desire for retaliation.
Contextual Conditions. The organizational environment was shown to play a crucial role. Rigid bureaucratic structures, toxic organizational cultures, lack of empathy from leadership, and opaque communication channels limited the possibility of open dialogue. In such settings, employees perceived that overt resistance would not only be ineffective but might also endanger their career security.
Intervening/Moderating Factors. The transition from dissatisfaction to silent revenge was shaped by individual and cultural moderators. Employees with higher emotional sensitivity, lower resilience, or personal economic pressures were more likely to engage in silent revenge. Moreover, socio-cultural norms valuing silence, patience, or indirect resistance reinforced the adoption of covert strategies.
Behavioral Strategies of Silent Revenge. Participants described a variety of tactics, including withholding or distorting information, intentional work slowdowns, reduced quality of output, covert sabotage of resources, spreading rumors to undermine leaders, disengagement from team activities, and undermining managerial authority in subtle ways. Importantly, these behaviors were not random but calculated efforts to retaliate without detection.
Consequences. Silent revenge was shown to produce damaging outcomes at multiple levels. At the individual level, employees experienced burnout, emotional exhaustion, and declining organizational commitment. At the organizational level, consequences included reduced productivity, information breakdowns, declining service quality, and reputational harm. At the societal level, the erosion of trust in public institutions undermined citizen confidence and fostered cynicism toward state governance.
Discussion and Interpretation
The findings extend prior theories of organizational justice, psychological contracts, and organizational silence. While previous studies acknowledged that breaches of fairness can lead to deviance, this study shows that when formal complaint channels are absent, retaliation does not disappear; rather, it takes hidden and less detectable forms.
The model suggests that silent revenge functions as a form of “exit without leaving”-a way for employees to symbolically withdraw while remaining within the organization. This aligns with the literature on “quiet quitting,” but with a more retaliatory orientation. Furthermore, the study highlights the cultural context: in societies where direct confrontation with authority is discouraged, covert retaliation becomes an adaptive response.
By integrating individual, organizational, and cultural factors, the model advances the literature on deviant workplace behavior. It also offers a framework for future research to develop measurement scales, test causal dynamics, and compare cross-cultural differences in silent retaliation.
Practical Implications
The study offers several actionable recommendations for public organizations:
- Strengthening organizational justice: ensuring fairness in reward distribution, transparent promotion systems, and clear procedural guidelines.
- Developing safe voice channels: creating anonymous reporting mechanisms, independent grievance systems, and ombudsperson offices to provide employees with constructive outlets.
- Leadership training: equipping managers with skills in empathy, fair decision-making, and conflict resolution to reduce the likelihood of retaliatory perceptions.
- Early detection systems: using HR analytics and monitoring performance indicators (delays, errors, absenteeism) to identify patterns of silent revenge before escalation.
- Employee support: offering wellness programs, workload management, and professional development to reduce stressors that fuel retaliatory impulses.
Limitations and Future Research
As a qualitative study, the findings are context-specific and not intended for statistical generalization. Future research should develop quantitative instruments to measure silent revenge, conduct large-scale surveys, and employ longitudinal designs to trace the temporal evolution of covert retaliation. Comparative research across sectors and cultural contexts would further validate and refine the model.
This study provides one of the first systematic attempts to conceptualize and empirically model the phenomenon of silent revenge in organizations. By identifying its antecedents, processes, and consequences, the research highlights the hidden ways in which employees retaliate when they feel mistreated but lack safe avenues for voice. For public organizations, recognizing and addressing silent revenge is critical not only for preserving productivity and trust but also for maintaining the legitimacy of state institutions. The grounded theory model and recommendations presented here thus contribute to both academic theory and practical organizational reform.
Modeling
behzad Jafarzadeh Kuchaki; Fatemeh Jafarzadeh; Vajiheh Javani; Fershte Aghajani
Abstract
Introduction In the era of globalization, human societies are rapidly moving toward organizational ...
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Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.
Modeling
hossein gorjipour
Abstract
Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. ...
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Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. In today’s complex world, economic instability, rapid social changes, political crises, and work-related pressures threaten individuals’ mental well-being, leading to heightened anxiety, reduced quality of interpersonal relationships, and the emergence of mental health challenges. Research has shown that a lack of psychological security among employees is associated with increased anxiety, depression, lower job satisfaction, and decreased organizational productivity, which not only impacts individual well-being but also disrupts service quality, workplace interactions, and team performance. From an Islamic and rational perspective, mental tranquility and the absence of fear and anxiety, conditioned upon faith and piety, constitute a fundamental requirement for a healthy and successful life. The Qur’an promises psychological security to a faithful society, highlighting the importance of such security for both individuals and communities. Accordingly, integrating religious principles into organizational practices can create psychologically safe work environments, enhance employee well-being, and improve organizational performance. The present study aimed to identify the factors threatening employees’ psychological security in workplace settings and to develop a model for sustainable psychological security grounded in Islamic teachings. This research is significant in two ways: first, scientifically, it enriches the literature on psychological security and organizational management by integrating organizational psychology and religious teachings, providing practical strategies to enhance employees’ mental well-being. Second, in terms of research necessity, prior studies have primarily focused on psychological perspectives, with limited attention to the role of religious teachings; thus, this study fills an important gap by offering an Islamic-based framework. The novelty of this study lies in presenting an integrated model that leverages concepts such as piety, trust in God, patience, and gratitude to promote employees’ psychological security, while situating these principles within the scientific framework of organizational psychology.
The study addresses key questions: which factors threaten employees’ psychological security in workplaces, how Islamic teachings can be applied to enhance psychological security, and what model can be proposed to sustainably improve employees’ mental well-being in organizational settings. The findings of this study can support organizations—particularly those guided by religious principles-in designing psychologically safe work environments, improving employee well-being, enhancing job satisfaction, and boosting overall organizational performance. Moreover, it provides a practical and ethical framework for managing psychological threats, offering actionable insights for promoting holistic employee development.
Methodology
The present study is a qualitative, exploratory, and applied research aimed at identifying psychological threats affecting employees’ psychological security in organizations and developing a model for achieving sustainable psychological security based on Islamic teachings. The qualitative approach was chosen due to the complex and subjective nature of psychological security and the need to gain a deep understanding of employees’ lived experiences. This approach enables the identification of influential factors and the extraction of relevant concepts through direct interaction with participants, thereby providing a foundation for practical solutions. Data were collected through semi-structured interviews with 30 employees working in governmental and non-governmental, non-profit organizations. Participants were selected based on having at least five years of work experience, prior exposure to challenges related to psychological security, and willingness to provide in-depth information on the topic. Interviews continued until theoretical saturation was reached, and data were recorded through detailed note-taking and, in some cases, audio recording with participants’ consent.
The sample included employees from different organizational levels and educational backgrounds to enhance data credibility and comprehensiveness. Data analysis was conducted using qualitative content analysis, including coding, extraction of main and sub-categories, and categorization of psychological threats. Initially, the interview transcripts were coded, and similar concepts were grouped together. Relationships between codes were then examined, leading to the formation of categories based on shared characteristics, with organizing titles assigned to each category. This method allowed for the identification of meaningful patterns, concepts, and categories, enabling the recognition of psychological threats affecting employees and the development of appropriate strategies grounded in Islamic principles. To ensure research validity and reliability, the extracted codes and categories were reviewed by two organizational psychology experts, and findings were also shared with some participants for feedback (participant validation). Inter-coder agreement was applied to assess reliability, and the final categories were confirmed by both the experts and the researcher. Finally, psychological threats were analyzed from the perspective of Islamic teachings, and suitable strategies for managing these threats were identified. These strategies were then integrated into a comprehensive model comprising dimensions, components, and specific indicators, which can assist organizations in creating psychologically safe work environments.
Findings
The analysis of the data revealed that psychological threats in organizational settings can be categorized into five main groups:
Unprofessional managerial behavior: Employees reported that behaviors such as lack of professionalism, favoritism, authoritarian leadership, inconsistent decision-making, and a lack of transparency in management created feelings of insecurity, anxiety, and dissatisfaction in the workplace. Such behaviors not only undermine employees’ trust in management but also cultivate a culture of fear, discouraging employees from freely expressing their opinions or taking initiative. Consequently, this negatively affects organizational performance and reduces employee engagement in improvement processes.
Behavioral and interpersonal risks with colleagues: Conflicts, gossip, unhealthy competition, lack of cooperation, and disrespectful interactions among colleagues were identified as significant sources of stress. These interpersonal challenges reduce team cohesion, increase psychological strain, and create an environment in which employees feel emotionally vulnerable. The effects include decreased collaboration, lower motivation, and diminished quality of workplace interactions.
The nature of the job and work responsibilities: Certain job characteristics, such as high workload, unclear responsibilities, monotonous tasks, and exposure to high-pressure situations, directly contribute to psychological stress. Employees emphasized that the absence of role clarity, organizational support, and recognition intensifies job-related stress and reduces their sense of psychological security.
Personal and internal issues: Individual factors, including emotional vulnerability, unresolved personal conflicts, lack of effective coping strategies, and pre-existing mental health conditions, also influence employees’ psychological security. The findings indicated that personal resilience and stress management skills play a critical role in shaping employees’ perceptions of stability and safety at work, with more resilient employees better able to manage workplace stressors.
Economic concerns and livelihood security: Financial difficulties, job insecurity, and worries related to meeting personal and family needs were among the most significant stressors. Fear of income loss, inadequate compensation, or the possibility of job loss not only reduces work performance but also generates persistent anxiety that affects the overall work environment, undermining motivation and job satisfaction.
Analyzing these threats through the lens of Islamic teachings revealed that ethical and spiritual principles can serve as a strong foundation for mitigating psychological risks in the workplace. Concepts emphasizing professional ethics, respect for human dignity, justice, compassion, and spirituality can help create a secure, supportive, and motivating organizational environment. For instance, promoting ethical leadership, fair treatment of employees, and fostering cooperation and mutual respect in accordance with Islamic values can alleviate stress arising from managerial behaviors and interpersonal conflicts. Additionally, engaging in spiritual practices such as meditation, reflection, prayer, and social support can enhance personal resilience and mitigate the negative effects of internal and economic stressors, enabling employees to operate with greater confidence, stability, and psychological well-being.
Discussion and Conclusion
This study investigated the factors influencing employees’ psychological security in organizations and proposed strategies for its enhancement. The findings revealed that psychological security is affected by multiple interrelated factors, which can be categorized into five main dimensions: unprofessional managerial behaviors, interpersonal and behavioral risks with colleagues, job and organizational ambiguities, personal perceptions and attitudes, and concerns regarding livelihood security. Each of these factors can directly or indirectly lead to anxiety, stress, reduced job satisfaction, and ultimately decreased organizational productivity. The results align with previous research, indicating that professional management, healthy interpersonal relationships, organizational transparency, and psychological support play a significant role in enhancing employees’ psychological security. Moreover, a comparative analysis with Islamic teachings—particularly principles of justice, consultation, employee rights, and managerial guidance in Nahj al-Balagheh — demonstrated that applying these principles can strengthen employees’ sense of security and contribute to the creation of an ethical, supportive, and resilient work environment. Based on the findings, it is recommended that organizations design their managerial frameworks in accordance with ethical and Islamic principles and implement clear evaluation mechanisms, defined career advancement pathways, psychological support programs, and skill development training. Such measures can foster a secure, stable, and constructive organizational environment, ultimately improving employees’ psychological well-being, motivation, organizational commitment, and overall productivity
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.
Pathology
Hossein Kamandi; Ali Asghari Sarem; Mostafa Rezaei rad
Abstract
IntroductionFollowing recent changes in administrative structures, a new approach in public administration has emerged, emphasizing transformation, efficiency, accountable government, and systems. These developments necessitate changes in the country's public administration systems, which rely on various ...
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IntroductionFollowing recent changes in administrative structures, a new approach in public administration has emerged, emphasizing transformation, efficiency, accountable government, and systems. These developments necessitate changes in the country's public administration systems, which rely on various resources, including human, financial, material, and information resources. Human resources are the most important capital, serving as a key tool for transformation, efficiency, and organizational success. The view and role of humans in organizations have a significant impact on efficiency. Scientific findings suggest that human resource management is crucial to achieving goals, as innovation and development originate from human input. A comprehensive human resource management system enhances organizational performance, while its absence causes major problems. Human resources are the country's most valuable asset and the basis of development. Studies on human resource management in government organizations in developing societies, including Iran, reveal various inefficiencies affecting these organizations, resulting in setbacks and public dissatisfaction. To address dissatisfaction and improve human resource management in the Iranian government sector, this research was conducted to offer suggestions for enhancement based on its findings. Effective human resource management is crucial for social modernization and can enhance public trust in government organizations. Recent trends show that management performance in Iran is not positive. Reports and evidence indicate inefficiencies in Iran's government sector human resource management, prompting this research to investigate their causes on a national level. The main question is: What are the most important reasons for the inefficiency of the human resource management system in Iran's government sector, and how are they categorized? MothodologyThis research is applied with the purpose of exploring the inefficiency of the human resource management system in Iranian government organizations from the perspective of policymakers and executives. It is a library research in location, using data collected from participants to identify mental patterns. Its nature is exploratory, using qualitative content analysis. The statistical population comprises policymakers with at least 4 years of experience in policy-making centers and executives with at least 10 years of executive experience in Iranian government organizations, all of whom have relevant opinions and influence. Data were collected through 21 semi-structured interviews with executives (lasting 35–60 minutes each) and an analysis of speeches and comments from 29 policymakers whose views on human resource management inefficiency were published in news agencies. For both groups, open-ended questions and available speeches addressed the topic of inefficiency. Researchers conducted interviews, collected data, and recorded field notes during the data analysis process. Policymakers include members of the Islamic Consultative Assembly, presidential candidates, and heads of the three branches at various times. Implementers include managers, deputies, and employees active in human resource fields. The Attridge-Asterling (2001) coding method was used, assigning “I” to interviewees and “P” to policy speeches. Codes were labeled, grouped by semantic/conceptual affinity, and categorized using the Ahranjani triad model (Mirzai Ahranjani, 1998): behavioral, structural, and contextual factors. The study analyzed and grouped the 53 main reasons for human resource management inefficiency identified by policymakers and administrators into structural, behavioral, and contextual reasons. To assess the quality and validity of this research, four criteria from Lincoln and Guba (1985) were used. FindingsThe findings showed that the lack of attention to behavioral problems of human resources, the lack of proper implementation of current laws by the executors, the lack of motivation of managers and government employees, the preference for relationship-oriented over rule-oriented, and the lack of attention to human resources knowledge and science by government managers are among the most important reasons for inefficiency in the behavioral dimension. The unnecessary formalities of the administrative system, the lack of revision of administrative processes, the disregard for the law in developing the human resources management system, and the absence of a motivation system within the human resources management system are among the most significant reasons for structural inefficiency. In the contextual dimension, the allocation of management positions based on political relations rather than competence, insufficient financial resources, the weakness of the government's governance roles compared to the roles of tenure, the lack of appropriate policymaking for the national human resources management system, and the neglect of human resources programs with government changes are among the most important reasons for the inefficiency of the human resources management system in the Iranian public sector. Discussion and ConclusionThe results indicate that to be effective and efficient, and to further enhance the development of human resources in Iranian government organizations, it is necessary to implement targeted interventions across behavioral, structural, and contextual dimensions. These three reasons must be considered together and simultaneously, and compatibility between the managerial, political, legal and professional dimensions must be established with the cultural characteristics of Iran, which are more rational, and conditions must be provided so that policymakers and managers of government agencies can benefit from familiarizing themselves with the reasons for human resource inefficiency in order to empower and increase its success in government organizations. They can also take action and make decisions based on evidence and accurate information about inefficiencies by becoming familiar with the reasons that cause these inefficiencies. Analyzing these inefficiencies to increase transparency, professionalism, and effectiveness and efficiency of this system in government organizations and of course to foster stronger and more efficient organizations will pave the way for the efficiency of human resource management in Iran; and for the efficiency of human resource management, policymakers must seriously pay attention to the various dimensions that create these inefficiencies, and the reasons that create these inefficiencies in Iranian government organizations must be integrated into the minds and perceptions of politicians, policymakers, and managers and employees in government organizations so that they can take effective steps to facilitate the country's development and progress in the field of human resources, especially in Iranian government organizations. This can be considered an effective step in facilitating the country's long-term development process. The existence of efficient and effective human resource management in the government sector, which bears a serious responsibility for the country's future, is key to a country's development and essential for any government.
Modeling
Ramin Iraji Noghondar; Abolfazl Farahani
Abstract
IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic ...
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IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic field is very important is the sports and youth departments at the provincial level. These organizations are responsible for the construction and construction of open and closed sports facilities in urban and non-urban areas, their equipment and maintenance, financial support for sports clubs and teams, helping to attract sponsors for the development of public sports and championships, implementing and monitoring the ticket sales system for official competitions, earning sustainable income from advertising, and benefiting from the capacity of sports supporters, etc. Therefore, the need for accuracy in the field of financial matters, so as to have the greatest return in accordance with Islamic principles, is very important. On the other hand, the development of a new and integrated multidimensional measure of Islamic financial literacy that is both valid and reliable is an important issue. On the other hand, considering the extent of research in organizational environments, it is necessary to use valid information tools to collect comprehensive information. Therefore, the main purpose of this study is to determine the factor structure of the Islamic financial literacy model in the employees of the sports and youth departments of Khorasan Razavi in order to achieve the desired goals.MothodologyThe research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software.FindingsThe results showed that the questions of the Islamic financial literacy questionnaire explained 64.8% of the total variance. Also, the Islamic financial literacy model has acceptable internal reliability (θ=0.927, Ω=0.902, α=0.899). Based on the relationship and significance level, it was determined that all the relationships indicate the relationship between each component and the concept of Islamic financial literacy. The X2 to df ratio indices are equal to 3.33 and the root mean square error of approximation (RMSEA) is equal to 0.072, so the structural model of the questionnaire has the necessary fit. Also, the indices of NFI=0.97, CFI=0.98, GFI=0.95, AGFI=0.91 and IFI=0.98 confirmed the fit of the structural model of the questionnaire.Discussion and ConclusionThe aim of this study was to analyze the factor structure of the Islamic financial literacy model among employees of sports and youth departments in Khorasan Razavi. The research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software. The results showed the reliability of the questionnaire (θ=0.927, Ω=0.902, α=0.899). Also, all the questions had a significant relationship with the components and could be a good predictor for their factor. Finally, the results showed that the components of financial behavior, financial attitude, financial knowledge, and financial awareness are good predictors of the concept of Islamic financial literacy. Therefore, it is concluded that the Islamic Financial Literacy Questionnaire is a reliable and valid scale that can be used to evaluate the financial performance of organizational employees in the field of Islamic financial literacy and obtain stable and reliable results.
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.
Modeling
Hassan Forati
Abstract
IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features ...
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IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features of a developed economy (Pardehan and Sanyal, 2011). Good governance should be considered as a goal and a process that accelerates growth, equity, and human development potential for people and society (Pardehan and Sanyal, 2011). Good governance is closely linked to economic growth and development, as it enhances the capacity to implement sound policies and manage public resources effectively. Good governance is essential for achieving social justice because it ensures that policies and institutions are responsive to the needs of all citizens, including marginalized groups (Ndidi and Kaus, 2015). Gender justice is a human right and a fundamental prerequisite for economic and social development in a society. Good governance through gender justice and women’s participation can lead to sustainable development. Gender justice involves ensuring equal rights, opportunities and treatment for all genders, addressing discrimination and gender-based violence, and promoting women’s rights as fundamental human rights. This concept emphasizes the importance of gender mainstreaming in governance, which includes the active participation of women in decision-making processes and representation at various levels. Good governance is essential to promote gender justice, as it ensures fair treatment and equal opportunities for all genders. Principles of good governance, such as participation, rule of law, transparency, accountability, consensus and equality, directly support gender justice and provide a framework in which both men and women can participate in decision-making processes and access resources (Karkaba et al., 2017). Attention to women and social justice in governance is essential to reduce the gender gap in the country. And since gender justice is an integral part of good governance, this type of governance refers to the responsiveness of public policies and institutions to the needs of all citizens. Therefore, the country's policies and institutions must represent the interests of women and men, promoting equal access to resources, rights, and voices. Despite numerous studies in the field of governance and gender justice, there are many research gaps regarding indigenous models that are appropriate for Iranian conditions. By presenting a comprehensive and indigenous model for good governance that is consistent with Iran's cultural and social conditions, this research contributes to the scientific community and society by providing solutions to reduce gender inequality and strengthen women's participation.
Mothodology
The research is applied in terms of purpose and is exploratory in nature with a qualitative method. This method was chosen due to the complex and multidimensional nature of the subject to identify relevant indicators and patterns through an in-depth analysis of perspectives and experiences. The analysis approach is based on the content analysis method. Common methods in thematic analysis include format, matrix themes, theme network themes, and comparative analysis, which was used in this study. In the theme network developed by Atride Stirling (2001), themes are classified according to a specific process and in the form of basic, organizing, and overarching themes. The stages of the thematic analysis research based on the Brown and Clarke model (2006) are as follows: This step includes topic selection, research, problem statement, statement of research objectives and questions, selection of research design, determination of scope, community, and sample. The statistical population includes academic experts with experience in the field of good governance and gender justice, as well as activists in the field of women's rights. In selecting the experts, experience, assistant professor status for academic staff, suitability of the field of study, and familiarity with the field of good governance and women's rights were considered criteria. The relevance of this community to the purpose of the study is that these groups, as reliable sources of knowledge and experience, provide the necessary practical and specialized perspectives to identify indicators and design a governance model. For this purpose, 17 experts active in the field of public administration and law, some of whom had political, scientific, educational, and legal careers, were selected purposefully and using the snowball method. In this study, data were collected through semi-structured interviews with 17 experts. From the 15th interview onwards, no new categories were created and theoretical saturation was achieved. In this study, the two-coder agreement method and test-retest reliability were used to measure reliability. To calculate the level of agreement, Cohen's kappa coefficient was used, which was obtained as.74, which indicates acceptable reliability. To examine the validity of the study, in addition to using the researcher's sensitivity strategy in the research process, the findings were provided to 3 academic experts and were approved by them.
Findings
The research results showed that good governance with an approach that focuses on women and gender justice is a complex and multifaceted process that requires comprehensive efforts and cooperation from all sectors of society to implement and realize. Gender justice is one of the main foundations of good governance and means equal rights, opportunities, and resources between women and men. In this study, 131 basic themes were extracted. Then, organizing themes and overarching themes were abstracted according to the basic themes. At this stage, an attempt was made to achieve more abstract themes by reorganizing the basic themes so that researchers can guide them to more comprehensive and central themes. At this stage, 8 organizing themes and 1 overarching theme were identified. Gender justice and equal opportunities in the model of good governance with a gender justice approach include four basic themes of legal, economic, social, and cultural justice. Labor laws, anti-discrimination laws, and an independent and impartial judicial system are the three basic themes of supportive laws and regulations. Transparency and accountability include two basic themes of responding to women's demands and transparency. Participation at different levels of decision-making, participation in the decision-making process, and political participation of women are the three basic themes of women's participation in decision-making and politics in the good governance model with a gender justice approach. Changing attitudes and beliefs in the good governance model includes four basic themes of education and awareness, changing organizational culture, changing attitudes towards the role of women in society, and changing beliefs about women. Creating and developing physical infrastructure and creating and developing economic and administrative infrastructure are the two basic themes of creating appropriate infrastructure. Inter-sectoral cooperation includes six basic themes of providing platforms for cooperation, developing joint work processes, private sector participation, participation of non-governmental organizations, providing joint financial resources, and promoting a culture of cooperation. Continuous monitoring and evaluation includes the themes of strong and efficient monitoring institutions, effective evaluation system, and an effective reporting system.
Discussion and Conclusion
Good governance in Iran with an approach of paying attention to working women and gender justice is governance that seeks to create conditions in which women can participate in all areas of work in accordance with their needs, abilities, and interests, without discrimination, and with equal access to job opportunities. This will enhance the role and status of women in society and government, private, and non-governmental organizations. Based on the first research question, paying attention to women and gender issues in the field of good governance in Iran can be important from several aspects; first, eliminating gender discrimination in laws, regulations, and governance structures can play an important role in achieving social justice. second, women's participation in various political, economic, and social areas can lead to improved governance and policy-making efficiency. third, paying attention to gender issues and creating equal opportunities can play a role in achieving sustainable development and women's empowerment. One of the most important elements for achieving gender justice is the formulation and fair implementation of laws that address equal rights under the law, equal employment opportunities and working conditions, equal pay and benefits, as well as equal social security and welfare for working women. Labor laws should focus on equal rights and benefits for women and men, restrictions on working hours, and protection for working mothers. Responding to women’s demands, especially in the areas of gender discrimination and the wage gap, demonstrates the importance of implementing protective laws to promote gender justice in the workplace. The presence of women at the national, provincial, local levels, and even in non-governmental and private organizations demonstrates the importance of increasing their participation in management and macro-policymaking. Changing attitudes and beliefs is the beating heart of achieving gender justice. Without changing these attitudes, even the best laws and policies cannot fully achieve their goals. The development of physical and economic infrastructure, especially in the areas of public transportation, kindergartens, and health and medical centers, is a vital need to improve women’s living and working conditions. Training and developing women’s skills and creating an equal organizational culture are essential strategies for strengthening women’s position in the labor market. Establishing independent oversight organizations and strong and efficient institutions is one of the first steps in ensuring the effective implementation of policies and programs in the field of women’s rights. These institutions should be able to evaluate and monitor the performance of executive bodies and the implementation of laws and regulations related to gender justice.
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.
