JOURNAL OF HUMAN RESOURCE MANAGEMENT RESEARCH
Year:2019 | Volume:10 | Issue:4 (34)|Papers Count:15

This research is intended to carry out a pathological study of the main processes of organizations’ human capital through gap analysis method. This is a developmental applied research in terms of its purpose, which follows a field survey method for data collection. The adaptive scale (Farrahi, et al., 2014) was employed in this research. The research population consisted of 98 employees of the Department of Sports and the Youth of Khorasan Razavi province. Friedman test was used for data analysis. According to the outcomes of the research, the department was ranked first regarding training and improvement processes with a mean of 2. 33. It was ranked the second in terms of application processes with a mean of 2. 35. It gained the third rank in terms of maintenance process with a mean of 2. 55. Finally, the supply chain was ranked the fourth with a mean of 2. 86. Generally, the Department of Sports and the Youth was evaluated as having an inappropriate situation in most of human capital processes. Consequently, given the importance of the management of human capital process in modern organizations, immediate and urgent planning seems quite vital for the promotion and development of these processes by this organization.

Evaluation centers are among the most frequent and valid devices of ​ ​ measurement and evaluation, whose usage provides the most predictive validity for organizations. Consistency of job opportunity is a core issue in planning assessment centers. The question of how much the tools must be similar to the actual field of the target job has always been raised. This issue is very important because the increase or decrease of this consistency can affect the advantages of the candidates at the assessment centers. This research is intended to investigate this point. Tools with differences in the consistency of situations in the assessment centers were employed and the results of their impact on the final results were analyzed. The results indicated that the use of tools of high-level consistency among simulations can increase "practice effect", in the one hand, and, on the other hand, increase the possibility of explaining the evaluated competencies. Finally, the results also suggests that planning assessment centers using tools with different levels of situational consistency can lead to a more accurate assessment of competencies in the evaluation center.

Over the past few decades, the application of HRM methods for improving services and achieving essential outcomes has become a key component of major changes in human resource development of organizations. Due to the situation of employee career pathway systems and according to the present methods, visualization of the employees' career pathway and the subsequent human resource development do not seem to be possible. Therefore, the present research is aimed at identifying the dimensions and components of a career pathway model. This research is conducted through qualitative content analysis method for designing the model, and is based on the field survey for performance. It has led to the design of a career pathway model for the development of human resources in a military organization. The statistical population of the study includes university professors and 20 experienced experts of human resource, and 141 managers, experts and employees of HR field in Tehran, from whom a sample is selected purposefully according to the Cochran formula. Data collection tool includes a researcher-made questionnaire with a reliability of 0. 797 based on the Cronbach's alpha test with a validity of CVS = CVR = 0. 95, CVI = 0. 97 coefficients. Descriptive and inferential statistics are employed to analyze the data through SPSS software. The results indicate that career progression pathway model consists of 7 dimensions and 23 components. This model is based on the path analysis test.

The purpose of this research is to investigate the contingency dimensions of the key employees’ performance evaluation systems in two phases. The first phase is devoted to identifying, categorizing, and arranging different businesses settings in Isfahan municipality. Using the panel of experts at this stage, the jobs were grouped and the data was collected through localized community questionnaire from the experts community. The questionnaire was validated through content validity and content validity indicators, and its reliability was confirmed by Cronbach's alpha. Data analysis was conducted by mean scatter analysis. The results of this study indicated that 364 jobs identified in Isfahan municipality can be categorized into three groups of key personnel, traditional employees and hired employees. In the second phase, the contingency dimensions of the key performance evaluation system were identified. They were tested by a researcher-made questionnaire. The validity of the questionnaire was tested by convergent and divergent validities, and its reliability was tested by Cronbach's alpha. Structural equation and one-way mean calculation were used for data analysis. The findings of this phase included the key performance evaluation system consisting of objective and process-based indicators, a relative evaluation method through free distribution and extensive inputs with long-term scheduling.

This study is intended to provide a comprehensive model for the formation and deployment of employees’ performance improvement through meta-synthesis approach. This is an applied research following meta-synthesis method. The researcher has conducted a deep and in-depth investigation on the subject using the meta-synthesis method, and synthesized the findings of relevant qualitative researches. In this regard, 289 qualitative researches regarding employees’ performance were reviewed, from which 91 researches were selected. Then, dimensions and codes were identified through content analysis, and their significance and priority were determined using Shannon entropy. Research results indicated that the codes of employee development, employee training, job opportunities, organizational strategies and managerial skills, gained the highest importance among four dimensions of improvement of employee performance. Finally, having completed all research phases, the researchers presented a comprehensive model in three stages: identification, administration structure, and designing of a supportive program for improving employee performance.

This study is aimed at designing a model for talent management in the Iranian public companies, from which Tavanir specialized mother company is selected as a case study. This is a qualitative research, which specifically employs grounded theory (the emergent method). The statistical population of the research includes managers, HR experts and talented specialists of Tavanir Company, 16 people of whom are selected by theoretical and purposeful sampling method. Semi-structured interview and field survey are employed to collect the data. The data was coded and analyzed through Qualitative Data Analysis Software (MAXQDA) 10. The findings indicates that the main components of the talent management model include: "talent-seeking, " "talent-discovery, " "talent-appointment, " "talent-maintenance", and "talent increase. " Its executive implications are identified at individual, organizational, and ultra-organizational levels. Other findings of this study include simultaneous theorization of the positive and negative aspects of talent management with multivariate analysis of its implications in the context of Iranian government companies.

Human resource architecture contains the process of identifying and appropriately combining human resource management elements in order to design and propose an outline of organizations’ human resource wherein the coordination of employees’ behavior, missions and organizational goals is observable and tangible. The main purpose of this research is to identify and rank human resource criteria for the selection of employees. Identifying the criteria for the selection of employees and determining the weight of the criteria by employing a hierarchical analysis, this research proposes an analytical approach for selection. These criteria are weighted by referring to the 10 HRM experts who composed the statistical community of the study. This descriptive survey research follows an applied purpose. A questionnaire is used for data collection. The weights of every criteria and sub-criteria were measured through hierarchical analysis method. The results indicated that the criteria of the drivers is ranked first, followed by human resource systems, basic elements, employees’ behavior, human resources management activities, and the products of human resource architecture filling subsequent ranks respectively.

According to the resource-based approach, many researchers testify that human resource management is one of the most important process of maintaining the competitive advantage of the organizations. Given the increasing pace of environmental changes, organizations cannot rely on their present advantages to guarantee their success in the future. Concerning the role of human resource in maintaining and enhancing the competitive capabilities of organizations, along with the importance of human resource management as the most important basis for ambidextrous organizations, managers are supposed to have a specific framework and proper programs for employing this important resource. This research is aimed at providing a human resource management framework for ambidextrous organizations. The research is a case study whose data is analyzed on the basis of thematic analysis. The data collection tool includes a semi-structured interview containing 18 experts in human resource from the surveyed organization selected through purposeful and snowball sampling method. According to the findings of the research, and based on the theme analysis, 47 components are proposed for the framework of human resource management of ambidextrous organizations, as well as 27 components for the framework of human resource management for contextual ambidextrous organizations.

As an essential basis of any organization, human resource productivity can be conceivable when challenges and obstacles to the productivity of human resources are addressed fundamentally. This research employs value engineering process in order to explore and identify factors that enhance the productivity of manpower at the level of a military research organization. The identified functions are placed in four balanced scorecard (BSC) perspectives on the basis of which Functional Analysis Systems (FAST) was designed. The components of productivity include four dimensions: financial, customer, internal processes, learning and improvement. It has a total of 25 functions. The validity of the researcher-made questionnaire was confirmed by 14 experts resulting in the removal of 3 questions. The reliability of the questionnaire, according to Cronbach's alpha coefficient, was 0. 86. All research hypotheses were conformed and the functions were ranked in each dimension. The function of achieving relative welfare in the financial dimension, employee satisfaction in the customer dimension, motivation in the internal processes dimension, and provision of the necessary education in the dimension of learning and development, received the highest importance. These results indicate that the identified functions affect the productivity of employees, especially in the military research organizations.

Institutional approach is essentially important for commanders, educational advisers, and human resource development administrators. The main purpose of this research is to investigate the organizational culture of a military unit by an institutional approach. This research follows a descriptive approach through quantitative method. The statistical society includes the entire members of the military unit. A sample of 265 people were selected by cluster sampling. The data collection tool was a valid and reliable questionnaire. The reliability of the instrument obtained by Cronbach's alpha was 0. 93. The results of data analysis were analyzed using SPSS24 and Excel365 software in five religious (3. 50), environment-based (3. 08), human-oriented (3. 10), idealistic (3. 25) and law-oriented (3. 18) dimensions. The results indicated that this military unit stands at a moderate status. The results also showed the dimension of religion gained the highest average (3. 50), which should be reinforced and preserved by Jihadi morality and Jihadi management. The lowest dimension was given to environment-orientation (3. 08), which should be promoted by training and changing of attitude.