JOURNAL OF PUBLIC ADMINISTRATION PERSPECTIVE
Year:2020 | Volume:11 | Issue:1|Papers Count:8

Purpose: This study aims to identify dimensions of employee well-being in Iran. Design/ Methodology/ Approach: In this regard, 50 employees based on their level in company (e. g. manager, supervisor, and specialist) from 3 different companies in the payment industry have been invited for the interview using a convenience sampling method. semi-structured interviews have been done. After that, data has been analyzed using the thematic analysis method. Research Findings: Our findings indicate that employees' well-being includes 4 dimensions: life well-being, personal well-being, social well-being and work well-being. Limitations & Consequences: Impossibility of interview with the employees of similar industries with the purpose of more richness of the results, is the main limitation of this research. Innovation or Value of the Study: The conceptual framework presented in this research, has established a local ground for researchers to studying the concept and dimensions of Employee-Well-Being in Iran.

Purpose: The main purpose of this study is to examine the structural features of the bureaucracy and identify its functions for establishing a democratic system. Design/Methodology/Approach: The present study is descriptive in terms of purpose, fundamental, in terms of nature and method, and qualitative in terms of data type. The study population was faculty members of two Salah al-Din universities and Jahan in Iraqi Kurdistan who 23 individuals were selected using Cochran formula and cluster sampling. Data were collected through semi-structured interviews that were identified and coded through theme analysis, sub-themes and related concepts. Research Findings: The results showed that the structural characteristics of the bureaucracy in the studied community are different from the Weber bureaucracy model. But because of the diversity of the workforce in the administrative system and its cooperation with different parts of the government, it has played an effective role in establishing the democratic system. Limitations and Consequences: There were many changes (referendum) in the studied area at during the survey. Therefore, these changes are likely to affect the views and opinions of the interviewees. Data were also collected among a specific group who are socially and economically in the desirable level. Accordingly, it is necessary to generalize the results of the study, further studies should be conducted between different groups of society at different times. Practical Consequences: Considering different views on the relationship between bureaucracy and democracy, it seems necessary democratizing bureaucratic processes in organizations to create democracy in society. Innovation or Value of the Article: This article is in the area of public administration, which uses a practical approach, explains the better understanding of the relationship between bureaucracy and democracy.

Purpose: In order to get rid of old technology, organizations have to forget old knowledge. Organizational forgetting is a way for organizations to eliminate their outdated knowledge and can lead to the ability of an organization to innovate and even directly affect the company's survival. Hence, the purpose of this study is to identify the mental models of public organization’ s managers about the driving factors of organizational forgetting by Q method. Design/methodology/approach: Q methodology is a technique that enables the researcher to first identify individual perceptions and beliefs and secondly to group individuals based on their perceptions. The statistical population of study is the public organizations managers in Mashhad with 115 people out of which 30 were selected and 21 were willing to cooperate. Sampling is done with non-random in access method. Validity of research variables were confirmed according to the experts' opinion, theoretical foundations and the views of the collaborators and its reliability were also confirmed by split-half method. Research Findings: The seven mental models were identified for the driving factors include the organizational resources development and improvement, organizational ideology, agility and dynamism, system thinking and management, growth and developing work condition, transformational and authentic leadership, social capital and policies. Practical implications: Managers can develop and improve organizational resources through empowering employees, conducting courses and workshops, updating internal systems and guidelines, enhancing employee self-confidence, providing the right context, and planning to recruit elites, and thus achieve organizational forgetting. Originality/value: By identifying managers' mental patterns of organizational forgetting it provides the context for moving organizations towards new knowledge and forgetting outdated knowledge.

Purpose: The purpose of this study is to identify human resources risks that are being carried out in the semi-governmental Cement Investment and Development Company (cidco). Design/Methodology/Approach: First, using the method of Meta synthesis, a deep study of qualitative studies on the subject was considered. At first, the original model was designed and verified by the Delphi method and the questionnaire was used. To determine its validity, the method of judgment of the experts was used and the reliability of the Cronbach's alpha method was used. With respect to Cronbach's alpha, 0. 78, the reliability of the questionnaire is confirmed􀀌 A Judgment sampling of 20 university and industrial experts in the cement industry was selected and a questionnaire was distributed among them and collected 􀀌 Then, The findings of the study were evaluated through content validity test. The findings of the study were evaluated through content validity test􀀌 Research Findings: Finally, with the elimination of the components with content validity index (CVI) and their content validity ratio (CVR) less than the limit, a model with four dimensions and 20 indicators was presented􀀌 Limitaions & Consequences: The cross-sectional nature of data that is seen in the face of human resource risks in the organization due to the passage of time and changes in management and legal styles. Practical Consequences: By identifying human resource risks and their related indicators in the organization, it is possible to control and reduce the level of risk in the organization. Innovation or Value of the Article: A model with a holistic perspective and indepth study of the proposed models in the field of human resource risks with the approach of semi-government manufacturing plants was presented.

Purpose: It is widely accepted that in the recent economic downturn, there are many demands for talent, and thus many organizations employ talent management systems to create competitive advantage. The lack of an integrated talent management process, as a strategic approach, leads to waste of time, effort and money. Design/Methodology/Approach: This study falls within the category of applied research in terms of purpose and meta-symthesis in terms of methodology. The researchers in this study, in a meta-synthesis way, have carefully scrutinized the topic and combine the results of past qualitative research. In this regard, 3615 research studies in the field of talent management and integrated talent management were selected by searching in Web of science (2008-2018), Magiran, University of Tehran's magazines, and international databases of papers and books; and finally, based on 106 studies underwent content analysis, dimensions and codes were extracted, and the significance and priority of each one was determined using the Shannon entropy. Research Findings: Based on research findings, management and planning codes for succession, learning, and talented employee involvement; organizational acceptance; and talent strategy relationship with business strategy, progression management and organizational culture had the highest impact. Finally, according to the extracted components, the proposed model was presented. Limitations & Consequences: The large volume of articles and the timeframe under study made the research analysis more difficult. Practical Consequences: The integration of talent management can be a guide to managing human resources for current and future organizations. Future organizations face different talents and human resource generation that require integrated talent management. Innovation or Value of the Article: The present research focuses on talent as a current and future challenge for organizations and planning for the creation of integrated HRM based on talent.

Purpose: The purpose of this study was to answer the main research question on how authoritarian leadership affects employee creativity with regard to the role of leader exchange and power gap. Done. Design / methodology / approach: This research is a quantitative and descriptive-correlational research component in terms of purpose, applied research. The statistical population of the study consisted of 460 managers and staffs of the Organization of Forests, Rangelands and Watersheds of Iran. 210 persons were used as the statistical sample and stratified random sampling method. Questionnaire was the main tool for data collection. Findings: The findings showed that the leader-follower exchange mediated the relationship between authoritarian leadership and creativity with a path coefficient of 0. 415 and a significant value of 5. 43. Power gap with path coefficient of 0. 224 and a significant value of 2. 041 modulate the relationship between authoritarian leadership and leader-follower exchange. Also, authoritarian leadership with path coefficient of-0. 595 and-5. 731 significant, on employee creativity, authoritarian leadership with path coefficient of-0. 87 and significant value of-17. 28, on creativity of staff leadership exchange significant value of 6. 28 affect the creativity of the staff. Limitations and Consequences: Due to the multitude of research variables and the specific complexities of research, future research on other variables needs to be scrutinized to make the other variables' relationships more transparent and comprehensive. Ultimately, by adopting appropriate leadership, it enhances employee creativity. Practical implications: By adopting the right leadership style in an organization by practicing leader exchange and power distance, employees increase creativity. Originality or value of the article: This article examines the impact of authoritarian leadership on employee creativity with regard to the role of leader exchange and power distance. It also considers four variables (authoritarian leadership, staff creativity, leader exchange, and power gap) for the first time in managers and staff of the country's forest, rangeland and watershed organization.

Purpose: Continuous improvement in the performance of organizations creates enormous cohesive forces that can support the growth, development, and development opportunities of organizational excellence. The main purpose of this study is to "design a model for managing the performance of Iran's insurance industry with an approach based on the data theory of the Foundation (GT)". Design/ Methodology/ Approach: The statistical population of the present study includes university experts and experts in the Iranian insurance industry who have continued to collect information through interviews until saturation; also, a sample of snowball method has been used, based on the opinions of 17 experts and Strauss and Corbin system approach. Three stages of open, central and selective coding, 74 concepts and 20 categories have been extracted, among which the category of performance management system as a central category and 19 other components of data theory formed the research foundation and finally using the data theory, in Iran's insurance industry is a model of performance management Has been compiled. Then, the comprehensive model proposed in the second stage is tested and analyzed using SPSS 20, Lisrel8. 8 and SmartPLS. 03 statistical software, and the results show that all the variables calculated in the form of the mentioned levels, as variables. Research Findings: Therefore, the initial research model was finally confirmed. Finding the results of the research model is one of the most important intervening factors in the field of management and leadership. Provide and equip employees with this by encouraging and rewarding them and creating a career path based on learning parameters. Limitations & Consequences: Based on the interviews, it was found that in some cases it has been observed that in the Iranian insurance industry, unfortunately, emphasis is placed on the appropriateness of jobs with fewer employees, and given that this can be a major obstacle to implementing a performance management system. Practical Consequences: Managers, as one of the key members of organizations, have a very effective role in the successful establishment and implementation of a performance management system. Innovation or value of the Article: Performance management categories, efficient performance management system, performance appraisal, continuous performance improvement, various strategies and methods of performance development, . Priority should be given to training courses, and in addition to teaching these concepts, it is theoretically recommended that in practice, they provide the necessary situation and conditions for talented people to bring their knowledge to the forefront and turn their potential into actual competencies. In this way, individual and group performance and subsequent organizational performance will be improved.

Purpose: The present study was conducted with the aim of presenting an entrepreneurial social capital model with emphasis on social responsibility of Golestan Social Security Organization. Design/Methodology/Approach: The present study was a developmental-applied type in terms of purpose and in terms of data collection, it was exploratory mixed method. The statistical population in the qualitative part of the research included academic experts who were used in a non-destructive (targeted) method and snowball method until a theoretical consensus was reached and 20 experts were selected. The second group of the statistical population of this study in the quantitative part included the managers and employees of the Social Security Organization of Golestan province with 518 people who were selected as the sample size using Krejcie and Morgan table. The sampling method in this study was simple random. In the qualitative part of the present study, semi-in-depth interviews were used and in the quantitative part, a researcher-made questionnaire was used. The validity and reliability of both instruments were evaluated and confirmed. The method of data analysis at the inferential level was the use of tests such as correlation coefficient, heuristic and confirmatory factor analysis using structural equation modeling by LISREL software, structural-interpretive modeling using ISM software in other software such as SPSS and Excel. Research findings: The results showed that the components of entrepreneurial social capital included the components of social cohesion, social interaction and trust, social participation, social norm and the structure of social relations. The results also showed that the components of entrepreneurial social capital in Golestan Social Security Organization are higher than average. Limitations & Consequences: Convincing people about the confidentiality of information and expressing their opinions about the organization Practical Consequences: This research can help to improve entrepreneurial social capital by identifying the indicators, components and different dimensions of social responsibility in the Social Security Organization of Golestan Province and providing a suitable model. Innovation or value of the Article: This research is necessary due to the lack of entrepreneurial social capital model in Golestan Social Security Organization.