Journal of Public Administration
Year:2025 | Volume:17 | Issue:2|Papers Count:9

Objective The aim of this article is to explore the use of machine learning and deep learning algorithms to predict the outcomes of hiring decisions. Selecting the right human resources is one of the most fundamental elements in any organization or institution, as it directly influences key performance indicators and overall productivity. Since the hiring process is inherently complex and success is difficult to predict, the application of modern techniques—such as machine learning and deep learning—is recommended to enhance the accuracy of selection decisions. This research aims to investigate the effectiveness of these techniques in helping organizations make better hiring choices and avoid costly mistakes. Methods In this study, several data points were collected, including age, education, work experience, technical abilities, and personality traits of job applicants. These data were analyzed using machine learning and deep learning algorithms to predict each applicant’s likelihood of success in various roles. Classification models were employed to simulate hiring behaviors and predict decisions at different levels of specificity as part of the machine learning analysis. Furthermore, deep learning models were used to explore complex and nonlinear relationships between applicant characteristics and hiring outcomes. All models were trained and tested on high-quality data obtained from trusted, peer-reviewed sources, which were rigorously processed to ensure accuracy and consistency. Results The findings indicate that the application of machine learning and deep learning models significantly improves the accuracy of predicting hiring outcomes. Among all the models evaluated, the CatBoost algorithm performed best, achieving an accuracy of 0.9533, a precision of 0.9540, a recall of 0.8925, and an F1 score of 0.9222, outperforming the other algorithms by a notable margin. The Random Forest and XGBoost models also delivered strong performances, with precision scores of 0.9213 and 0.9500, respectively. Feature analysis revealed that technical skills, recruitment strategy, and interview scores were the most influential factors in hiring decisions. Additionally, ensemble learning models-especially CatBoost-were able to identify and model the complex effects of applicants' personality traits, which traditional machine learning models often failed to capture. Conclusion This study demonstrates that machine learning and deep learning algorithms can significantly enhance decision-making in workforce selection. The CatBoost algorithm performed best due to its ability to model complex and nonlinear relationships between applicant characteristics and hiring outcomes. These technologies offer the potential to reduce hiring costs, improve the quality of new hires, and boost organizational productivity. However, to maximize the benefits of these methods, organizations must collect and process applicant data consistently and accurately. They must also regularly retrain and update machine learning models to ensure continued effectiveness and adaptability in the face of evolving labor market dynamics.

Objective This study focuses on understanding the concept of Quiet Quitting as an emerging phenomenon in organizations, primarily associated with Generation Z. Performing the bare minimum at work and merely adhering to the job description are among the initial definitions provided for this concept. The purpose of this study was to understand and reflect on this phenomenon from the perspective of Generation Z employees. Methods Using two selection criteria—age and work experience—15 employees from a government organization in the information technology sector in Tehran were chosen for focus group interviews. Data were analyzed using the reflexive thematic analysis method. The researcher’s reflexivity and subjectivity, along with the ability to generate themes that narrate a story and form a foundation for identifying latent themes alongside semantic ones, as well as contextual and situational narratives, were explained as key elements supporting the suitability of this method. Data were analyzed in six steps using tools such as thematic mapping and reflexive journaling. Results Three main themes -"Quiet Quitting Has a Loud Voice", "Quiet Quitting Is an Efficient Paradox" and "Quiet Quitting Is an Effort to Balance Life-Work"- emerged as central to Generation Z’s understanding of the phenomenon. The first theme, "Quiet Quitting Has a Loud Voice", included two sub-themes: "It Is a Form of Protest" and "It Is a Defensive Shield". The second theme, "Quiet Quitting Is an Efficient Paradox", consisted of three sub-themes: "It’s Not Always Selfish", "It Seems Negative but Can Have a Positive Nature", and "It Is a Generational Misunderstanding". Conclusion This study contributes in two key areas. First, it addresses a research gap concerning this emerging phenomenon, especially within domestic studies. Second, it seeks to understand Quiet Quitting from the perspective of Generation Z, the generation most closely associated with it. Generation Z uses Quiet Quitting as a way to express themselves in reaction to unpleasant workplace situations. Sometimes this reaction is a form of protest, while at other times it serves as a means of self-protection. The theme "Quiet Quitting Has a Loud Voice" reflects this dual-purpose reaction. The theme "Quiet Quitting Is an Efficient Paradox" illustrates Generation Z’s unique perspective on redefining efficiency. They may accept many traits attributed to them by older generations but do not view these traits as conflicting with their ability to be efficient. Their belief in this form of efficiency is rooted in three specific domains: The individual, where they do not always perceive their motivations for Quiet Quitting as negative. The phenomenon itself, which they do not inherently consider inefficient. Others, where, from Generation Z’s perspective, people from other generations define efficiency through behavioral standards that may not align with their own values or expectations. Finally, the theme "Quiet Quitting as an Effort to Balance Life-Work" demonstrates that Generation Z, by prioritizing life over work, views Quiet Quitting as a method of preserving the wholeness and integrity of their lives and its various components.

Objective Today, public policy instruments are widely recognized as one of the key components of governance systems. A major challenge in policy design lies in selecting appropriate policy instruments or their combinations. Therefore, the aim of this study is to explain the concept of policy instrument mix and identify the criteria for its design. This research seeks to address a gap in the literature by providing a comprehensive understanding of how policy instrument mixes can be effectively designed and implemented to achieve policy goals. By focusing on this issue, the study contributes to the broader discourse on governance and policymaking, offering practical insights for both policymakers and researchers. Methods This qualitative research was conducted using the meta-synthesis method. Meta-synthesis is a systematic approach that integrates the scattered findings of previous studies to construct a new conceptual framework. The statistical population of this study consists of existing research studies, which were identified through an extensive search of available sources. These sources were evaluated based on their titles, abstracts, and content, and relevant ones were selected as research samples. Thematic analysis was employed to analyze and synthesize the data, enabling the reporting of the study’s final results. This method ensures a rigorous and structured approach to understanding the complexities of policy instrument mixes, facilitating deeper exploration of the topic. Results The findings indicate that the literature includes three types of instrument selection theories, each offering different criteria for choosing policy tools. In recent years, the theory of policy instrument mixes has gained considerable attention, advocating for the use of a combination of instruments to achieve policy objectives. This approach illustrates that relying on a single instrument is insufficient to meet complex policy goals. However, the results also reveal a lack of consensus among researchers regarding the precise definition of a policy instrument mix and the criteria for its design. Designing an effective mix of public policy instruments is a complex task that requires consideration of multiple criteria and both internal and external factors. The most important criteria identified for designing policy instrument mixes include efficiency, effectiveness, feasibility, equity, consistency, and coherence among instruments. These criteria ensure that the mix is balanced and capable of addressing the multifaceted nature of policy challenges. Conclusion To achieve effective policies, it is essential to employ policy instrument mixes and consider their design criteria in a comprehensive and systematic manner. This approach can enhance policy performance and reduce challenges related to implementation. By reviewing a broad spectrum of literature on instrument selection and presenting new theoretical advancements, this study aims to fill a critical gap in the domestic literature. The findings provide valuable insights for policymakers and practitioners, emphasizing the need for a holistic and integrated approach to policy design. Ultimately, the study offers a deeper understanding of how strategically designed policy instrument mixes can strengthen governance and support the achievement of desired policy outcomes. The implications of this research extend beyond theory, offering practical guidance for designing and implementing public policies across diverse contexts.

Objective This research aims to design and introduce key performance indicators (KPIs) for a comprehensive maturity model tailored to the objectives of e-government, based on the performance of its stakeholders. Methods This applied research employs a mixed-methods approach. The initial design of the maturity model utilized an innovative methodology to ensure both robustness and applicability by combining qualitative and quantitative analysis techniques. To identify the preliminary indicators for the maturity model, a qualitative content analysis was conducted on relevant academic articles. Subsequently, qualitative interviews were carried out with 25 key system managers and users to strengthen and validate the indicators. Based on these inputs, the initial model was developed. To evaluate the model, a structured questionnaire was distributed to all users, yielding responses from 2,425 system users. In the first part of the questionnaire, respondents rated the selected initial indicators using a Likert scale. Additionally, open-ended questions about desired indicators generated a total of 800 responses, which were qualitatively analyzed to update and confirm the final model. The use of a mixed-methods approach provided a comprehensive understanding of both qualitative and quantitative data, ensuring a well-rounded and reliable evaluation. Results The final maturity model consists of four levels: Initial, Electronic Transactions, Integrated Transactions, and Optimized. At each level, specific indicators have been identified to assess system performance corresponding to that stage: Initial Level: At this stage, systems are in the early phases of implementation, focusing on basic technical capabilities such as accessibility and usability. Primary business criteria, including user registration numbers and transaction volume per system, serve as evaluation metrics. Electronic Transactions Level: At this stage, systems are capable of systematically managing electronic transactions. Key indicators include the number of simultaneous transactions, transparency in request specifications, and the timely processing of payments. Integrated Transactions Level: This level reflects comprehensive integration of procurement processes and information flows. Indicators include process documentation, support for local suppliers, and transparency toward stakeholders. Optimized Level: At the highest level, systems operate at maximum efficiency and incorporate advanced criteria such as environmental sustainability, data sharing, and protection of personal information. Social and environmental considerations are emphasized, including the reduction of administrative resource consumption and compliance with environmental standards. Conclusion This research presents a maturity model in which indicators at each level can be used to evaluate stakeholder performance. Stakeholders demonstrating strong performance at each stage, and successfully institutionalizing the level-specific indicators into their operations, are better positioned to meet the criteria for higher levels. In the early stages, technical and economic indicators are more prominent. As stakeholder performance improves and lower-level indicators become institutionalized, social and environmental indicators gain greater relevance, ultimately supporting and advancing the goals of sustainable development.

ObjectiveDespite Iran’s long history of national development planning and the considerable investment of human and financial resources, the country has not successfully realized the goals outlined in its plans. A major barrier to progress is the lack of a shared understanding of what development entails, which has created ambiguity around how it should be achieved. Over time, development planning has been approached differently by various governments—some have lacked the will to create a development plan, while others have refused to implement plans prepared by previous administrations. These issues stem from a lack of both commitment and capacity among governments to pursue and sustain development agendas. As a result, the actual outcomes of development plans in Iran have fallen short of expectations, highlighting weaknesses in both the planning process and implementation capacity. With the aim of addressing these shortcomings and promoting the realization of development goals grounded in theory and comparative study, this research seeks to propose a model of development planning that prioritizes implementation. The intended outcome is not merely the production of another plan document, but the achievement of tangible developmental results. This can only be accomplished by designing feasible plans and evaluating implementation outcomes to determine the degree to which goals have been met. Therefore, the purpose of this research is to propose an implementation-oriented development planning model in which the process of planning is valued as much as the content itself.MethodsThis research adopted a qualitative and comparative approach supported by documentary analysis. The data were analyzed using content analysis methodology. Key components of the planning process—formulation, implementation, monitoring, evaluation, and the nature of the programs—were studied in Iranian development planning documents. Following a theoretical review, these components were pathologically examined in the Iranian context and then compared with their counterparts in China, Malaysia, and India.ResultsFindings based on the pathology of Iran’s planning process reveal several critical issues: centralization and lack of participatory processes in planning, fragmentation and incoherence in both programs and their implementation, a lack of attention to execution, political interference, inadequate expertise in plan formulation and approval, and an overall absence of oversight and accountability in program implementation. These indicate a significant lack of implementation capacity in Iran. In contrast, the countries studied—China, Malaysia, and India—demonstrated growing implementation capacity through institution building, adherence to the rule of law, participatory planning, and the coherence and continuity of development initiatives, all of which contributed to their developmental successes.ConclusionThe model proposed by this study to enhance governmental capacity for development planning—both as a goal and as a tool for program implementation—is a spiral model. This model builds government capacity through implementation achievements at each stage and continuously refines plans and processes based on ongoing evaluations. Programs are designed through participatory problem-solving and are prioritized based on implementation feasibility. Implementation and monitoring are conducted with the active involvement of stakeholders, and achievements are evaluated to derive lessons that inform future reforms and programs. Government capacity is defined through four essential components: administrative, legal, financial, and executive capabilities—each of which is vital as both an end goal and a means to support development. In this model, the program document is not the endpoint of planning, but part of an integrated, participatory cycle of planning, implementation, and evaluation aimed at achieving sustained and meaningful development.

Objective Since hospitals are inherently stressful environments, and hospital employees have a heightened need for kind behavior, promoting a culture of organizational kindness in hospitals is essential. Organizational kindness is a critical issue for all hospitals, as it contributes to creating an image of the hospital as a desirable place to work, positively influencing employees and thereby helping to attract and retain high-potential talent. Competent and talented individuals are drawn to—and will remain in—organizations where they hold a positive perception of the work environment. Therefore, the objective of the present study is to design a model for organizational kindness in hospitals in Herat Province. This study is applied in terms of its purpose and exploratory in nature. Methods The research method is qualitative, grounded in the interpretive paradigm and grounded theory approach. Data were collected through semi-structured interviews with 19 participants selected purposefully, following the theoretical saturation rule. Interview data were analyzed using MAXQDA 2024 software. The validity and reliability of the study were confirmed through established qualitative research criteria.   Results After analyzing the data, 572 concepts were identified during the open coding process. Subsequently, 70 subcategories emerged during the axial coding phase, which were grouped into six core categories: causal conditions, phenomenon (core category), contextual conditions, intervening conditions, strategies, and consequences. The result of the interview analysis and three-stage coding was the development of an organizational kindness model for hospitals in Herat Province. In this model, causal conditions were identified in two domains: individual dimensions (such as maturity and literacy level, personality traits, and mental health), and organizational factors (such as organizational climate, organizational goals, and legal jurisdiction of individuals). The core phenomenon of organizational kindness was found to consist of three main components: cognitive kindness, emotional kindness, and behavioral kindness. Contextual conditions were categorized into individual factors (e.g., individuals’ capacity to accept and support kindness) and organizational factors (e.g., appropriate and participatory organizational structures, a rich culture of kindness, organizational justice, supportive and motivating factors, and work-life balance). Intervening conditions affecting organizational kindness include individual factors (e.g., emotional exhaustion and family problems), organizational factors (e.g., flawed competitive systems, organizational inertia, poor leadership, organizational injustice, and chauvinism), and external factors beyond the organization (e.g., socio-cultural, economic, and political influences). Strategies for promoting organizational kindness were identified at three levels: Individual level: self-management and other-management strategies Group level: effective group formation and establishment of group norms Organizational level: HR actions, building organizational trust, reengineering structures and processes, training programs, supportive policies, fostering a kindness-oriented culture, managing leisure time, leadership role modeling, and conflict resolution strategies The consequences of organizational kindness were observed across four levels: Individual level: personal development and enhanced well-being Group level: group synergy and knowledge sharing Organizational level: increased job satisfaction, stronger employee engagement and belonging, improved conflict management, reduced burnout, enhanced creativity and innovation, decreased turnover intentions, reduced job stress, higher organizational commitment, more organizational citizenship behavior, better organizational health, improved customer satisfaction, and increased productivity Intra-organizational level: overflow of kindness to the broader society and other organizations. Conclusion The findings of this study can enhance managers' awareness of the importance of organizational kindness in hospitals and deepen their understanding of the key factors that affect kindness in organizational settings. Identifying the causal and contextual conditions of organizational kindness offers a strong foundation for planning and implementing strategies to foster and manage this positive phenomenon. Furthermore, by recognizing the potential outcomes of organizational kindness, managers may better appreciate its value and become more proactive in creating an environment where kindness is practiced and encouraged.

Objective In today's world, entrepreneurship plays a pivotal role in enhancing the skills and capabilities of adolescents in educational institutions. Given the critical role of entrepreneurship in sustainable development, the main objective of this study is to present a competency framework for entrepreneurship education for adolescents in schools, aligned with a sustainable development approach. This research aims to identify and define the key competencies needed to foster entrepreneurial spirit and abilities in adolescents. Strengthening these competencies can prepare adolescents for future economic and social challenges and contribute meaningfully to sustainable development. Methods This study is qualitative and based on an interpretivist paradigm. To collect data, a meta-synthesis method was employed, involving a comprehensive and systematic analysis of relevant research literature. Articles published between 2000 and 2024 were reviewed. A systematic exclusion sampling technique was used to finalize the selection of articles, resulting in 12 studies being chosen as the core focus of this research. These selected articles include research that explores entrepreneurial competencies and their impact on adolescents within educational settings. Results The analysis of the selected articles led to the identification of three key competency categories: general competencies, managerial competencies, and specific competencies. General competencies include abilities such as creative thinking, problem-solving, and decision-making, which form the foundational pillars of entrepreneurship. Managerial competencies encompass skills related to resource management, organization, and leadership, which are essential for success in entrepreneurial processes. Specific competencies refer to the technical skills and specialized knowledge required for entrepreneurial activities in various fields. Each of these competencies has been clearly defined and described, contributing to the development of entrepreneurial spirit and abilities in adolescents. Additionally, these competencies play a significant role in promoting sustainable development through educational programs. Conclusion The findings of this study can be used to design and develop effective educational programs aimed at enhancing entrepreneurial competencies among adolescents, with a focus on sustainable development. This research emphasizes the importance of entrepreneurship as an empowering tool in the lives of adolescents and underlines the necessity of integrating entrepreneurship-related education into school curricula. Overall, the study provides a foundation for educational policy-making and the design of impactful programs in the field of entrepreneurship education aligned with sustainable development goals. Finally, the research results demonstrate that the identified competencies can help train a new generation of capable entrepreneurs equipped with sustainability-oriented skills. Implementing this model can support teenagers in achieving success not only in business but also in personal growth and long-term sustainability. In general, this research, by providing a comprehensive and practical model for teaching entrepreneurship to adolescents, lays the groundwork for the development of the skills and attributes necessary for success in today's complex and evolving world. Based on these findings, appropriate educational structures and content can be developed to improve the level of core competencies among adolescents to promote entrepreneurship. Additionally, this research recommends that educational institutions introduce interactive and project-based educational programs to foster general competencies such as innovative thinking and emotional intelligence. These programs may include hands-on workshops, group activities, and role-playing scenarios that encourage students to generate creative ideas and solve real-world problems. Furthermore, techniques such as discussions and case analysis can be effective in strengthening critical thinking and emotional intelligence.

ObjectiveIn today's turbulent and rapidly changing world, adopting effective governance practices leads to improved organizational performance. Currently, organizations are influenced by several factors, including inflation, international and national instability, and the risk of diseases such as COVID-19. These factors contribute to the political, structural, and dynamic complexity of organizational growth and their surrounding environments. Achieving an organization’s vision and the realization of its strategies is not possible without prioritizing governance approaches. Managers must therefore regard governance as a central pillar for achieving organizational goals. As a result, various successful governance models have attracted the attention of researchers. The aim of this research is to identify the components of multi-level governance in complex organizations.MethodsThis research was conducted as a developmental study using documentary methods, content analysis, and meta-synthesis. The documentary and content analysis methods were used to explain the key components of multi-level governance in complex organizations. In the documentary methodology section, notes were taken from research sources related to the topic of multi-level governance. For the content analysis, existing studies and literature in this field were reviewed and organized with the input of researchers. Subsequently, a meta-composite method a qualitative synthesis technique was applied. A total of 361 articles related to multi-level governance were reviewed, and 67 sources (54 articles in English and 13 in Farsi) were selected for final analysis. To extract concepts and key components of multi-level governance, the traditional seven-step model of meta-synthesis proposed by Sandelowski and Barroso was used. These steps include: (1) setting the research question, (2) conducting a systematic review of the literature, (3) searching and accessing relevant sources, (4) extracting information from sources, (5) analyzing and synthesizing findings, (6) conducting quality control, and (7) presenting the findings. In the second phase of the research, Shannon's entropy was used to explain the significance and weight of the calculated components.ResultsThe research findings in the area of identifying key components of multi-level governance in complex organizations include the dimensions of thematic, political, and structural complexity; growth and environmental dynamics; stakeholder agreement; policymaking capacity; and reform of macro strategies. Among these, the components of growth and environmental dynamics, as well as policymaking capacity, were found to have the greatest influence on effective multi-level governance.ConclusionBased on the research results, it is recommended that policymakers re-engineer organizational structures and processes through detailed planning. This should involve creating appropriate platforms, achieving consensus among various actors, fostering coordination among stakeholders, and continuously evaluating prioritized activities. In addition, formal and organizational evaluations are necessary to assess the extent to which multi-level governance is realized and to strengthen the leadership role within organizations. Limitations & Consequences: The findings of this research are presented solely in relation to the multi-level governance approach. Considering the diversity of Iranian organizations, other governance models such as participatory governance and network governance should also be considered in future studies.

Objective Leaders are vital members of an organization, and it is essential for them to possess the necessary competencies to perform their functions and roles effectively. In this regard, competency models with a prescriptive approach have sought to identify and introduce a set of leadership competencies in the form of a competency portfolio. Recently, some theorists have criticized these models for assuming that managers are passive and unaware in identifying and developing their required competencies. As a result, they have introduced the concept of leadership meta-competencies. Meta-competencies are the foundational core of other competencies and enable leaders to acquire and develop the additional competencies they need. The theoretical and empirical background of the research indicates that, due to its novelty, limited research has been conducted in this field both domestically and internationally. Furthermore, the few existing studies have primarily focused on identifying the types of leadership meta-competencies, without offering a comprehensive understanding of their antecedents, contexts, strategies, and consequences. Given this necessity and the theoretical gap, the present study aimed to contribute to a deeper understanding of this construct by presenting a model that illustrates its various dimensions. Methods This research was conducted qualitatively within the framework of the interpretive paradigm. Given the lack of theory in the field of meta-competencies, a grounded theory strategy was employed, using a systematic approach to present a comprehensive model that includes antecedents, contexts, strategies, and consequences. In-depth, semi-structured interviews were conducted with 11 experts who were selected through purposive sampling. The quality of the data obtained from these interviews was assessed based on Guba and Lincoln’s four criteria. As a result of analyzing the interview transcripts, 238 primary concepts were identified, which were then categorized into 36 open codes, 13 axial codes, and 6 overarching dimensions. Results The findings of this study led to the presentation of a leadership meta-competency model consisting of six components. In this model, three institutional forces—including environmental, legal, and normative pressures—are introduced as causal factors, the governance of the administrative system is identified as a contextual condition, and individual resources are regarded as intervening factors. Additionally, three categories of meta-competencies—cognitive, emotional, and ethical—were identified as central phenomena. Alongside these, three types of strategies were identified, which are expected to lead to various outcomes at both individual and organizational levels. Conclusion Based on the findings of this study, it can be concluded that leadership development programs in organizations should focus on meta-competencies rather than solely on competencies. By leveraging the meta-competencies introduced in the proposed model and its associated strategies, leaders will be able to recognize the types of competencies they need, and how to acquire and develop them, thereby contributing to their own self-development.