JOURNAL OF HUMAN RESOURCE MANAGEMENT RESEARCH
Year:2020 | Volume:12 | Issue:1 (39)|Papers Count:6

This research is aimed at designing a model for the development of legal solutions for judicial human resources. This a mixed research (following qualitative method first, and then, quantitative method). In the qualitative phase, following library study method, interviews with 17 legal experienced judicial and academic specialists, selected by judgment method, along with Delphi Panel method (in 3 rounds) were conducted. Data from the research literature and interviews, which were coded, and the data from Delphi panel triple run method using Kendall's statistical test of agreement were analyzed. Survey method was used to test the acquired model in the quantitative phase of the research. From a number of 976 statistical population, 256 were selected as the sample with standard number method in structural equation model. The data were analyzed using confirmatory factor analysis based on the structural equation model. The research resulted in a model of developing legal solutions for judicial human resource including 91 components derived from grounding, contextual, procedural, and outcome dimensions.

This research is intended to identify the key factors affecting employee productivity and to have an analysis of its situation in the staff members of Azad University of Qom and the University of Qom (2018). This is an exploratory research. In the qualitative phase of the research 15 experts of management selected through targeted sampling were interviewed until reaching theoretical saturation. The statistical population of the quantitative phase included 578 employees of Azad University of Qom and the University of Qom from whom 331 people were selected as the sample by stratified random sampling. The data of the qualitative phase were collected by a semi-structured interview and a researcher-made questionnaire based on the findings of qualitative. The reliability of the questionnaire was 0. 97. Productivity factors included organizational factors such as goals, training, human relationship, organizational culture, Job description, appropriate relation between job and the occupier, structure and management, and individual factors such as motivation, functions, personality, and value, as well as environmental factors such as social and economic factors. The results indicated that productivity factors were at a proper level with a mean of 3. 26. Individual factors having a mean of 3. 66 occupied a better level. However, organizational factors with a mean of 2. 99 were at the lowest position. The results also indicated that there was a significant difference between staff productivity with relation to university, place of work, gender, work experience, and education level. Yet, no significant difference was observed with relation to the type of employment.

Managers of organizations have realized in the last decade that human capital is of utmost importance for achieving sustainable competitive advantage and productivity. Hence, this study is aimed at designing a model for presenting effective and significant human capital indicators in a military university for increasing effectiveness and efficiency and offering practical suggestions. The required data were collected from 15 experts of a military university through a questionnaire. The data were analyzed using MATLAB and SUPER DECISIONS software. The results of ISM-ANP evaluation indicated that the indicator of constant education was identified as the most important factor, while professional knowledge, work experience and personal creativity occupied the significant positions. Consequently, the university under study is recommended to hold a variety of constant education programs, formal and informal learning activities, and to establish a knowledge management system among the employees. It is also suggested that the university develops and implements an appropriate culture capable of embracing new and diverse ideas regarding the issue.

These days, top organizations are making attempt to attract potentially professional and expert employees and maintain their human resources. Naturally, a strong organizational identity can help maintain and protect employees. Furthermore, a great employer brand leads to creating a strong organizational identity through its components, and therefore affects maintaining of the employees. This research is aimed at designing an organizational identity model through employer brand approach using the grounded theory at Saipa Company. In the meantime, it must be taken into account that the effect of employer brand on organizational identity can be different among various generations of employees with different length of service, which may cause employees to change their priorities to be absorbed and maintained in the organization. This applied research makes use of interviews to collect data. Data are analyzed using the grounded method and the categories are analyzed through free, axial and selective coding. Finally, a model is presented on the basis of the effect of organizational identity on employee retention with the effect of employer brand as causal condition. Moreover, job satisfaction and organizational commitment are presented as strategies and effects of contextual (environmental) and intervening factors.

The most recent management approaches of empowering are developed on the basis of providing learning opportunities for the achievement of shared goals. Gamification is a skill-centered activity that helps organizations gain the advantages of correct working behavior, even in the absence of external mediators. Gaming mechanisms and techniques, as applied plans, can be employed in non-gaming situations. They can also be applied to increase operators’ engagement and motivation to achieve goals. As digital culture and skills are the most important obstacles to the success of digital transformation, this technology can be used to dramatically change the organizational operations focusing on transformational technologies. This research is aimed at investigating the effect of factors which influence this technology in the digital transformation of organizational human resources for increasing employee commitment and reduce their transformation and change in the organization. This research is based on technology acceptance study model of Wixom & Todd which relates to Davies’ acceptance model. This is a survey-descriptive study whose unit of analysis of technology includes employees of Payam Noor University with at least one year of service experience. Research population includes 230 employees of whom 144 are selected by purposive random sample. A questionnaire was used to collect data after holding workshop. Cronbach's alpha coefficient was computed for testing the reliability, and for testing the normality of the data, the Kolmogorov-Smirnov test was employed. To test the hypotheses, multivariate linear regression was used. The results indicated that the highest percentage of variance predict the highest benefits on behavior tendency. Therefore, strengthening the two main decision structure results in strengthening the behavior tendency of employees who lead technology usage, while increasing innovation features by itself results in increasing two main structures.

This research is intended to identify the dimensions and factors affecting the components of strategic development of human resource management in the Islamic Republic of Iran Broadcasting (IRIB) in order to improve the present situation. This study is an applied one in terms purpose which follows content analysis through collecting qualitative data. On the basis of the theory and principles of theoretical saturation, the participants in this study include 10 available experts in the field of strategic development of human resource management in IRIB, selected by purposeful and theoretical sampling. The data collection tool contains a semi-structured interview. The data were analyzed using MAXQDA software in three stages of open, axial, and selective coding. The data were validated by the verification method by the contributors. The findings indicated that the dimensions and factors affecting the strategic development of human resource management in the Islamic Republic of Iran Broadcasting Organization contained five categories including strategic development of human resource, causal state, contextual state, intervening factors, outcomes and results.