JOURNAL OF HUMAN RESOURCE MANAGEMENT RESEARCH
Year:2021 | Volume:12 | Issue:4 (42)|Papers Count:7

In the third millennium, the competitive advantage of organizations depends on the level of intelligence and competence of their human resource. As the management of the educational system plays a critical role in reaching the educational goals, investing in the training of managers is the most profitable one. Hence, the concept of managerial intelligence can be regarded as an effective factor in the success of managers. This research is aimed at designing and explaining a model of managerial intelligence in the Central Office of Education in Qom province. This is an exploratory research whose population consists of published articles in the field of intelligence. Accordingly, 363 articles were carefully studied. Meta-synthesis method was used to review and analyze previous research. Exploratory factor analysis and expert opinions were employed to verify the validity and measurement of the research model, and path analysis techniques and SEM using SmartPLS software were used for verifying the validity and reliability of the model. The study of documents and secondary data related to the subject of managerial intelligence led to 45 categories classified into five groups of knowledge, skills, values, attitudes, capability and personality traits. The numerical values of the component were different among the managers. The most emphasis was given to the component of skills, and the least emphasis was on capabilit

Knowledge employees are the intellectual capital and the most important asset of organizations. Hence, their development and maintenance in the organization is vitally important. Because of this, special attention should be paid to the development of their competencies. The competency model is the essence of all human resource processes. So, this research is intended to identify the path career anchorage of knowledge workers on the basis of competency model in the Petroleum Industry Research Institute. Career anchorage in this study refers to a situation in which an employee establishes her/his position in the current job and tries to acquire the qualifications for the next position in her/his career path. Accordingly, with the help of experts and review of the theoretical literature, all of the competencies of the knowledge groups were classified into qualitative questionnaires in three different groups: management, researcher and faculty members. The research method involved a case study, and the data was analyzed by quantitative method. The statistical population of the research consisted of various groups of senior managers, experts, researchers, faculty members and advisors of the Petroleum Industry Research Institute. Purposeful sampling method and focus group was used for selecting the sample group. The validity of the research tools was confirmed as content validity. The stability method and internal correlation coefficient were used to measure the reliability which turned out to be 0. 87. The results indicated that each group of knowledge workers have their own specific career path anchorage and the employees of each knowledge group have to gain the necessary points to stabilize themselves in the current position and upgrade to a higher level.

Paying attention to human resources and empowering them, as the most valuable organizational capital, reveals the fact that human beings are considered as a decisive and effective partner in organizations. The development of human resources leads to a comprehensive and balanced development of the organization. In this way, the unit of human resource plays a mutually significant role as a strategic partner for all any organization. Despite many principles related to the strategic partner of human resources, the lack of a comprehensive process model able to determine the steps for achieving the strategic partner of human resource is obvious. The main problem of this study is, thus, to design a comprehensive, practical and step-by-step process model which may lead to a strategic partner role of human resource, through which human resources may be regarded as a strategic partner of the organization. As a result, this research is intended to consider how to design a prescriptive process model using mixed method and Delphi technique, interpretive structural modeling, and action research, so that human resource can be regarded as a strategic partner. To find a solution for the research problem, various applied techniques were first developed. These techniques were then combined using a quantitative and mathematical technique called interpretive structural modeling. The outcome of this initial modeling was used as the input of the action research process, and was practically applied to an organization. Then, practice, observation, and reflection phases were performed. Finally, the model was utilized by the consensus group technique.

Organizations of today have become complex for various overt or conealed reasons, and are facing different paradoxes. Insufficient appreciation of human resource paradoxes, and not realizing how to deal with paradoxes, result in the decline of mental agility, individual and organizational flexibility, unity, certainty, productivity, human resource sustainability and the like. This is felt more seriously in large organizations such as military establishments due to their complexity. This applied research follows descriptive-explanatory method to pursue its goals, and mixed method for data collection. The research is intended to design a management model for human resource internal paradoxes. Hence, the internal paradoxes of human resources were identified through exploratory interviews with the expert and the specialist employees of human resource processes in the Islamic Republic of Iran Air Force. Then, the conceptual framework was designed. In order to decide on how to manage the paradoxes of internal human resource and designing management model of dealing with paradoxes, the solutions were proposed through Delphi Panel. Four of 16 paradoxes mentioned above, can be managed by admission strategies, seven of them by mixed strategy, three others through spatial resolution and two others by temporal resolution. Finally, the paradoxes were prioritized according to their importance.

Compensation for human resource services in knowledge-based organizations is a very essential concern due to the key role they play in the development of technology in the country. This research is intended to assess the present status of service compensation, and to propose a model of service compensation system in knowledge-based, technology-oriented organizations. This research follows a mixed method. The statistical population of the quantitative phase of the research contains 220 knowledge employees of the knowledge-based organizations of Sharif University of Technology who have left their organizations. Of these, 138 employees are randomly selected as the sample. The statistical population in the qualitative section consists of the managers and supervisors of knowledge-based organizations of Sharif University of Technology, 30 of whom are selected by snowball method. T-test and Friedman test are used for data analysis in quantitative phase of the research. For qualitative section, thematic analysis method is used. The results of the quantitative phase revealed that all sixteen components of service compensation, falling under five dimensions of “ salary and wage” , “ benefits” , “ work-life balance” , “ performance and cognition” , “ career path opportunities and advancement” , were below average. Finally, five comprehensive themes including “ internal intervening factors” , “ external intervening factors” , “ service compensation in the knowledge-based organization” , “ individual consequences” , and “ organizational consequences” were identified for designing a service compensation system model.

This study aims at identifying the challenges of human resource management in the public sector and its effects on productivity. According to the goals of the research, mixed and exploratory methods are used for conducting this research. In the qualitative section of the research, narrative method, a type of qualitative research method is employed, and semi-structured interviews are used for data collection. Interviews are done with 8 human resource managers and experts having at least three years of experience in the field of human resource in the Ministry of Jihad and Agriculture, the Administrative and Recruitment Affairs Organization (ARAO), the Welfare Organization, or the Ministry of Science, Research and Technology. The results revealed that there were 31 challenges in the field of human resource management on the basis of the triangular model in government organizations, the highest frequency of which is given to the challenges of “ lack of an integrated human resource management system” , “ upstream policies” , “ the law” , and “ lack of meritocracy” . For the statistical population of the quantitative phase of the research, the Ministry of Science, Research and Technology was designated with a population of 432 people, of whom 203 people were selected as the sample through Cochran's formula. Structural equation model test was employed for analyzing the quantitative data and testing the research model. The results revealed that all three variables of structural, behavioral and contextual challenges are more than 1. 96, indicating that these factors inflict a negative and significant effect on productivity. This means that increase in structural, behavioral, and contextual challenges result in the decrease of productivity.

Due to human resource constraints and the serious competitions of these days, organizations have to seek out devices to direct them to acheive their goals. On the other hand, any device, as a technological product, can create challenges for organizations. It seems that the application of technology in human resource fields generally, and specifically in recruitment, brings about challenges. This study is concerned with the identification of challenges organizations come across in the application of internet for recruitment. The statistical population of this research contains human resource experts of 10 large companies in Yazd. Using judgmental sampling methods and snowballs, interviews were held for collecting data in the qualitative phase of the research. The interviews were pursued until theoretical saturation. MAXQDAL 11 was employed for data analysis, and 3 main themes, 7 peripheral themes and 24 concepts were identified as relating to human resource challenges for internet recruitment. All in all, three types of challenges including technological, operational and environmental ones were identified as the main challenges for internet recruitment.