JOURNAL OF HUMAN RESOURCE STUDIES
Year:2025 | Volume:15 | Issue:2|Papers Count:6

Background & Purpose: One of the new approaches to human resource management that is in line with current conditions is human resource governance. Human resource governance is a management model that is used to optimize employees. One of the main reasons for the failure of human resource management tasks is the lack of human resource governance in this area. Therefore, given the importance of this issue, this research has developed and designed a human resource governance model. Methodology: This research is of a qualitative, developmental, interpretive and inductive type, which has been implemented with a meta-synthesis and qualitative content analysis approach. The information sources consist of articles published in various foreign and domestic databases. After collecting the published articles, based on the index considered by the researcher, the selected articles were selected for review. Findings: After reviewing and combining the results of the selected studies, 75 descriptive codes were obtained, which were classified into 22 primary categories, 7 organizing categories, and 3 comprehensive categories. the drivers of human resource governance include individual factors (mental beliefs and beliefs and transformational thinking), organizational factors (adaptive organizational culture, structural factors, dynamic interactions, human resource competence, stakeholder networking, and information factors) and environmental factors (value-based culture, environmental interaction, and labor-related laws) and the main category includes the operational dimension and the strategic dimension and the consequences include individual consequences (self-development and enhancement of capabilities), organizational consequences (transparency and accountability, sustainable human resources, adaptive organization and securing the interests of stakeholders) and consequences for society (customer satisfaction, rule of law and organizational dynamics). Conclusion: Given today's changing conditions, implementing human resource governance in organizations can be an appropriate measure to respond to environmental conditions, and this new structure will pave the way for increased productivity in organizations. the use of flat and non-bureaucratic structures, team and democratic management, and transformational leadership styles have greater potential to achieve desirable human resource governance. human resource governance is not merely internal organizational management, but rather a tool for creating human and social capital on a broader scale.

Background & Purpose: This study explores the phenomenon of quiet quitting in Iranian public sector organizations. It aims to identify the key contributing factors and consequences of this issue while offering practical strategies for its management and mitigation. The research seeks to raise awareness among managers, policymakers, and human resource scholars. Methodology: The research is fundamental-applied in nature, with an interpretive approach and an exploratory mixed-method strategy. In the qualitative phase, data were collected through semi-structured interviews with 15 human resource experts and a literature review, and analyzed using thematic analysis. In the quantitative phase, a questionnaire based on Fuzzy Interpretive Structural Modeling (FISM) was used for analysis. The validity and reliability of the qualitative findings were confirmed using Cohen’s Kappa coefficient, which yielded a value of 0.86. Findings: The study identified key factors influencing quiet quitting, its organizational consequences, and prioritized strategies to address the issue. The ISM analysis mapped the relationships among factors across four organizational levels. The MICMAC analysis revealed that "improving organizational culture,effective communication,employee professional development,clarifying job descriptions, reforming organizational policies, and enhancing leadership competencies" act as key drivers in reducing quiet quitting. This comprehensive model confirms the necessity of simultaneous action at strategic, structural, and individual levels to address quiet quitting. Conclusion: By presenting a comprehensive and practical model for managing quiet quitting in Iran’s public organizations, this research offers strategies to mitigate its negative impacts. It also emphasizes the necessity of fundamental reforms in organizational structure and culture and management practices—reforms that can create a positive ripple effect throughout the administrative system and lay the groundwork for more effective human resource policymaking

Background & Purpose: A review of previous studies indicates a lack of a comprehensive understanding and a valid measure for measuring managerial loneliness. This study sought to answer the question of what managers in the public sector experience of loneliness in the workplace, what their experience is, and what dimensions of managerial loneliness are? How can these dimensions be measured? Identifying the dimensions of managerial loneliness and designing a scale to measure it are among the main objectives of this study. Methodology: This study is applied-developmental in terms of research orientation, and mixed (qualitative-quantitative) in terms of research approach. In the qualitative part, using the Glasery data-based approach and interviews with managers (16 professional managers appointed in executive agencies subject to the Civil Service Management Law in Tehran, in the groups of senior manager, middle manager, basic manager, and operational manager), dimensions of loneliness were identified through theoretical and accessible sampling. In the quantitative part, the indicators were validated using the Delphi fuzzy screening technique and confirmatory factor analysis. The structural equation model is one of the quantitative methods used in this study. Findings: In the qualitative part, based on semi-structured interviews with 16 public sector managers, we distinguished between two dimensions of managerial loneliness. 1. Feeling of lack and deficiency in terms of work relationships; 2. Feeling of lack and deficiency in terms of non-work relationships. The feeling of lack and deficiency in the manager's non-work relationships is expressed by the feeling of lack of authentic relationships, the feeling of lack of belonging-oriented relationships, the feeling of lack of intimate relationships, the feeling of lack of Secure Relationships, and the feeling of lack of empathetic relationships. The dimension of feeling of lack and deficiency in work relationships includes the feeling of lack of legitimate relationships, the feeling of lack of expert and professional relationships, the feeling of lack of supportive relationships, and the feeling of lack of integrity relationships. In the quantitative part, a questionnaire designed using the fuzzy Delphi method and confirmatory factor analysis method was examined. Conclusion: This study provides a better understanding of managerial loneliness by providing a valid measure and paves the way for more detailed studies in the future. In addition, the design and validation of the managerial loneliness measurement scale can prevent possible deviations in future studies.

Background & Purpose: The performance evaluation system for employees and managers in the Iranian government was ceremonial, ineffective, disjointed, and inadequate prior to 2017. This inefficiency was evident in the lack of integration between the performance evaluation system and other human resource systems. To improve this situation, the government approved Executive Instruction in 2017, aimed at enhancing coherence and effectiveness within the performance evaluation system across executive bodies. The objective of this research is to analyze the pathology of the performance evaluation system for employees and managers in the country’s executive bodies and to propose solutions for its transformation, effectiveness, and efficiency.Methodology: In this study, data were collected through a review of the literature related to the performance evaluation system for employees and managers (25 articles) and through interviews with experts. The main and sub-themes related to the issues within this system were identified. A purposive sampling method was used, and the data analysis was conducted using thematic analysis. The study included 20 interviews, conducted until theoretical saturation was reached.Findings: The research identified 69 sub-themes concerning the issues of the performance evaluation system for employees and managers, which were categorized into seven groups: issues related to evaluation results, evaluation methods and approaches, evaluators, evaluatees, evaluation criteria, evaluation context, and the structural factors. Additionally, policy recommendations and strategies for improving the performance evaluation system for employees and managers in executive bodies were provided.Conclusion: The findings indicate that the performance evaluation system for employees and managers in the country’s executive bodies requires a comprehensive review and reform in both the substantive content of the directive and its implementation procedures. Accordingly, it is recommended that the necessary amendments be made to the directive and that a mechanism be established to first define and determine the maturity levels of organizational performance evaluation based on appropriate indicators. Subsequently, relying on the self-assessments of the executive bodies and the documentation they provide, the maturity of their performance evaluation should be assessed by the Administrative and Recruitment Organization. Finally, in line with the maturity level of each executive body, the necessary measures should be undertaken to customize the performance evaluation system and to implement a three-level performance evaluation model encompassing employees, managers, and the organization as a whole.

Background & Purpose: In the present era, military organizations require talented forces, not only to fill traditional roles, but also to lead Technology-driven, Cyber ​​defense, Joint, and Network-centric operations. Hence the current research was conducted to identify the drivers of talent acquisition and write possible scenarios in military organizations. Methodology: This manuscript is developmental-applied which was conducted by the descriptive-causal method. The data was collected by the field-library method and analyzed by the combined methodology of Thematic Analysis and Fuzzy Cognitive Mapping (in Python 3.11 and FCMapper software). The studied population includes all scientific texts and sources which have investigated the drivers of talent acquisition. In addition, the statistical population included the managers and expert professors of one of the military organizations who have scientific and executive experience in the identifying talents. 14 people has been selected using judgmental sampling. Findings: The findings demonstrated the drivers of talent acquisition in military organizations including, "Supportive organizational culture", "Ideal and technology-oriented work environment", "Opportunities for development and career advancement" and "Incentive compensation and well-being", "Strategic and social partnerships" and "social branding and reputation". In addition, the key factors effective in acquising talents and the Network Relation Map were determined based on recognizing the experts’ mind. Conclusion: The summary indicates four scenarios- "Talent Magnet," "Promising Horizon," "Shadow of Despair," and "Darkness of Attraction"- are conceivable for acquising talents in military organizations. It is essential which scenario-based planning be implemented for talents acquisition to prevent surprises for human capital management officials.

Background & Purpose: Effective management in governmental organizations is recognized as one of the key pillars of success and the provision of optimal services to society. However, approaches such as mushroom management, where employees are deliberately kept uninformed, can pose challenges to organizational productivity and trust. The purpose of this study is to propose a model for mushroom management that, through an analysis of this approach, offers strategies to strike a balance between managerial control and enhancing employee participation. Methodology: The present study, from the perspective of research philosophy, is situated within the interpretive paradigm and adopts an inductive approach. This research is classified as qualitative in nature. The participants of the study included university professors and senior and mid-level managers of governmental organizations in Lorestan Province, selected through theoretical sampling. Accordingly, based on the principle of theoretical saturation, this study achieved its objectives through 14 interviews. The required data were collected using semi-structured interviews, and data analysis was conducted employing Clarke and Braun’s thematic analysis method. Findings: The data analysis resulted in the formation of 235 initial codes, 21 sub-themes, and 4 main themes. The identified main themes include: individual factors, organizational factors, environmental factors, and legal-regulatory factors. The identified sub-themes consist of: manager’s leadership style, fear of losing power, poor communication skills, lack of trust in employees, negative attitude toward transparency, manager’s experience and background, controlling personality, closed organizational culture, rigid hierarchical structure, absence of transparency policies, inefficient reward system, excessive focus on short-term goals, intense internal competition, political factors, economic factors, social factors, cultural factors, laws restricting information transparency, weak oversight of information flow, laws promoting excessive bureaucracy, and deficiencies in legal requirements for accountability. Conclusion: This research, by presenting a multi-level model of mushroom management, contributes to the theoretical richness of the public management literature and provides a comprehensive understanding of the interaction of individual, organizational, environmental, and legal factors in the formation of this model. From a practical perspective, this model can be used as a guide for policymaking, reforming leadership styles, and enhancing transparency and accountability in government organizations.