JOURNAL OF HUMAN RESOURCE STUDIES
Year:2019 | Volume:9 | Issue:2|Papers Count:6

Background and Objective Out of various types of infrastructure required for the effective execution of knowledge management, social-humane factors, especially leadership, plays a vital role. This study aimed to analyze the effects of transformational leadership on employee perception of organizational knowledge management execution by considering the mediating role of psychological empowerment. Methodology This is an applied descriptive-correlational study, in which the statistical population included 1900 employees of Iran Insurance Company based in Tehran. The simple random sampling method was employed to select 320 employees as the statistical sample, and a standard questionnaire was used for data collection. The structural equation modeling (SEM) technique was used for data analysis in AMOS. Findings Transformational leadership had a positive, significant effect on employee perception of organizational knowledge management. It was also confirmed that psychological empowerment had a mediating role. Conclusion If the senior managers of organizations play a transformational leadership role and support knowledge management projects, they can improve employee empowerment and help perceive the knowledge management effectiveness.

Background and Objective The effective execution of growth programs for faculty members can improve their productivity and academic excellence. Therefore, this study analyzed the relationship between psychological empowerment and faculty members’ interest in growth programs with the mediating role or intrinsic motivation. Methodology This is an applied descriptive-correlational study, in which the statistical population included 303 faculty members of Kashan University. The stratified random sampling method was employed to select 187 members as the statistical sample. Data collection was performed through a questionnaire, the validity of which was evaluated through construct and content validity tests. Data analysis was then done in SPSS and AMOS at descriptive and inferential levels. Findings The mean of the studied variables was above the average. Moreover, the mediating role of intrinsic motivation was positive and significant in the relationship between empowerment with growth of faculty members. Conclusion University managers can improve the psychological empowerment prerequisites of faculty members to enhance their motivation for participation in growth programs and lay the foundations for their growth and academic dynamism.

Background and Objective In the very dynamic conditions of modern businesses, it is necessary to develop organizational learning capabilities. This requires special preparations in human resources. Accordingly, this study analyzes the effects of social capital and workplace happiness on organizational learning capabilities. Methodology This is an applied-descriptive survey, in which the statistical population included employees working at Bank Saderat Iran in Tehran Province. The multistage cluster sampling method was employed to select 361 employees as the statistical sample; the structural equation modeling (SEM) technique was used for data analysis. Findings Social capital had positive, significant effects on the organizational learning capability and its dimensions including testability, risk-taking ability, conversation, and collaborative decision-making. Moreover, social capital helped improve organizational learning capabilities through workplace happiness. Conclusion Developing intra-organizational and extra-organizational interactions of Bank Saderat employees and improving their happiness and liveliness can help improve organizational learning capabilities and the relevant outcomes.

Background and Objective In an organization, the presence of favoritism instead of meritocracy can leave many psychological outcomes among employees. This study analyzed the effects of favoritism on employee mental health by considering the mediating roles of oral negativism, occupational stress, and willingness to leave jobs. Methodology This is an applied-descriptive survey, in which the statistical population included 152 employees working at the Organization of Industry, Mine, and Trade in Hamadan Province. The data collection tool was a questionnaire; the path analysis was employed to analyze data through structural equation modeling in LISREL. Findings Favoritism had positive, significant effects on occupational stress, oral negativism, and willingness to leave jobs. Moreover, occupational stress had positive effects on oral negativism and willingness to leave jobs but negative, significant effects on mental health of employees. In addition, oral negativism and willingness to leave jobs had negative effects on mental health of employees. Conclusion Considering the outcomes of favoritism, it is necessary to take essential actions to reduce favoritism and improve meritocracy and justice in organizations in order to maintain mental health of employees.

Background and Objective Considered a key factor in an organization, leadership affects the promotion of innovative behavior of employees in proportion to occupational developments. This study analyzed the effects on leadership styles on innovative behavior with a moderating role of occupational involvement. Methodology This is an applied descriptive-correlational survey, in which the statistical population included the employees working at an industrial organization of the defense sector. The simple random sampling method was employed to select 218 employees as the statistical sample. A standard questionnaire and structural equation modeling (SEM) were used for data collection and data analysis, respectively. Findings Transformational and relational leadership styles had the greatest positive effects on the innovative work behavior of employees. Moreover, occupational involvement moderated the relationships between leadership styles and innovative behavior of employees. Conclusion Developing transformational and relational leadership capabilities and styles of managers at the studied organizations improved the ability and willingness to show innovative behavior in proportion to the nature and diversity of their jobs.

Background and Objective In today’ s competitive and dynamic world, organizational readiness to take entrepreneurial actions has become an important prerequisite for organizational effectiveness and survival. This study aimed to analyze the mediating role of social capital in the effect of moral leadership on the entrepreneurial orientation of organizations. Methodology This is an applied-descriptive survey, in which the statistical population included the knowledge-based companies located in Sheikh Bahaei Science and Technology Park of Isfahan. The stratified sampling method was employed to survey 174 managers and employees. The structural equation modeling (SEM) was then used for hypothesis testing in SmartPLS. Findings Moral leadership had positive, direct effect on the entrepreneurial orientation. It was confirmed that social capital had a mediating role in this relationship. Conclusion Relying on moral leadership and showing normative behavior, managers can increase social capital of their organizations and the entrepreneurial orientation by developing interpersonal interactions and promoting normative behavior among followers.