JOURNAL OF HUMAN RESOURCE STUDIES
Year:2020 | Volume:10 | Issue:1|Papers Count:6

Background & Purpose: The agility paradigm has been proposed to improve the ability to succeed in dynamic and unpredictable environments at modern organizations. Out of various prerequisites to organizational agility improvement, this study analyzed the effect of human resources flexibility. Methodology: This is an applied descriptive field study, in which a questionnaire was used as the data collection tool. The statistical population included the employees working at Bank Mellat, Bank Tejarat, Bank Saderat, and Bank Maskan in Tabriz. The random sampling method was employed to select 262 employees as the statistical sample, and the structural equation modeling (SEM) technique was used for data analysis in AMOS. Findings: Task, competence, and behavior flexibility components had the greatest roles in explaining organizational agility. These components were also strongly correlated with each other. Conclusion: Having a strategic attitude towards human resources flexibility, organizations improve their intellectual and subjective abilities to accomplish their missions in today’ s competitive environment and meet the prerequisites to organizational agility.

Background & Purpose: This study aims to propose a model of quality outcomes of work life with a meta-analysis approach and interpretive structural modeling (ISM). Methodology: This is an applied descriptive-quantitative study, in which the quality outcomes of work life were first identified and extracted from 41 papers, published in scientific research papers from 2011 to fall 2019, with a meta-analysis approach. In the next step, the ISM technique was employed to rank these outcomes based on the opinions of 12 faculty members of the Shahid Sattari University of Aeronautical Engineering by determining the model of their relationships. Findings: According to the meta-analysis results, the greatest effect sizes came from organizational performance (0. 745), human resources productivity (0. 707), occupational attachment (0. 683), psychological empowerment (0. 614), organizational entrepreneurship (0. 608), and employee self-efficacy (0. 586), respectively, out of the quality outcomes of work life. Conclusion: Based on the ISM results, the quality outcomes of work life were ranked at four levels. In fact, psychological empowerment had the greatest effectiveness, whereas organizational performance was affected the most.

Background & Purpose: Human resources risks and uncertainties can have detrimental outcomes such as declines in individual and organizational performance. This study identified and prioritized human resources risk in a capital and financial management company. Methodology: The dimensions of human resources risks were first extracted from a literature review and a content analysis. The fuzzy Delphi technique was used for analyzing and screening these dimensions. The SWARA method was then employed to evaluate and weight the screened criteria. After that, the gray ARAS method was used to evaluate and rank the identified types of human resources risks. Findings: Regarding the risk dimensions, the most effective criteria were arrangement of employees, finance, and productivity. Risks of succession planning and employee identification, employee service compensation, and employee retention were ranked first, second, and third, respectively, among human resources risks. Conclusion: Effective prediction and management of human resources risks can prevent the loss of employees and improve individual and organizational performance. Paying attention to the priorities of these risks can improve the effectiveness of these actions.

Background & Purpose: Managerial attention to the outcomes and aspects of organizational decision-making can help improve the social reputation and credibility of an organization. This study identified and determined the relationships of factors affecting moral decision-making. Methodology: This is an applied study with a sequential mixed method (qualitativequantitative) research design. The meta-synthesis approach and interpretive structural modeling (ISM) technique were employed to identify factors and determine their relationships, respectively. The statistical population, in the first section, included all of the available studies existing in Iran’ s reputable scientific databases on moral decisionmaking. In the second section, the statistical population included the directors and employees of DanaSarmaye Company in Shiraz who had financial problems. The purposive sampling method was then applied. Findings: The most important factors affecting moral decision-making included 15 personal, organizational, social, and environmental factors, the relationships of which were classified as six effectiveness categories. Conclusion: Promotion of moral decision-making among managers requires the improvement of certain prerequisites, and prioritization of the factors having the greatest effects will help improve the effectiveness of these attempts.

Background & Purpose: Having negative outcomes, the work-family conflict involves employees in different and incongruous demands resulting from occupational and familial responsibilities at the same time. This study analyzed the mediating role of emotional exhaustion and moderating role of retaliation in the effects of interpersonal problems on intensification of the work-family conflict. Methodology: This is an applied-descriptive survey, in which the statistical population consists of 165 employees working at Bushehr University of Medical. The simple random sampling technique was employed to select 165 employees as the statistical sample. A standard questionnaire was used as the data collection tool, and the structural equation modeling (SEM) method was employed for data analysis in PSL. Findings: Interpersonal problems can increase emotional exhaustion among employees and intensify the work-family conflict. Increasing the sense of retaliation can also worsen these detrimental effects. Conclusion: Adopting effective strategies for encountering and resolving issues in the face of employees’ interpersonal problems can help decrease emotional exhaustion among them. Moreover, preventing deviant and destructive behavior such as retaliation can increase the effectiveness of such strategies.

Background & Purpose: In an organization, innovation promotion is considered one of the main prerequisites to sustainable development. This study analyzed the effects of human resources actions and psychological capital on innovative work behavior through the mediating role of human resources flexibility. Methodology: This is an applied descriptive-correlational study, in which the statistical population included 115 managers of Bazar Gostar Pegah Company in District 3 of Shiraz. The convenience sampling method was employed to select 86 managers as the statistical sample. The data collection tool was a questionnaire, and the structural equation modeling (SEM) method was used for data analysis in SmartPLS. Findings: Human resources actions and psychological capital have positive, significant effects on innovative work behavior both directly and through human resources flexibility. Conclusion: Improving employees’ skills, attitudes, behavior, and psychological capital can help enhance their flexibility and increase their ability and willingness to actively participate in organizational innovations.