on organizational performance. Nevertheless, the neglect of the capacity of the mediating variables between this connection is still evident. So, the purpose of this study is to explore the mediating role of learning orientation, Employee flexibility and organizational ambidexterity capabilities in the above relationship. The data were analyzed using standard questionnaires using PLS software. The results of a survey of CEO and HR managers of 66 three star hotels and higher in Tehran showed that HPWS with impact on learning orientation, human resource flexibility and organizational ambidexterity development, play a significant role in improving the performance of the studied companies in the hotel industry. In fact, it can be argued that constructs of organizational learning, human resource flexibility and organizational ambidexterity play a complete mediating role between HPWS and performance of the studied hotels.

Empowered Employees constitute a fundamental pillar in achieving the goals of fourth-generation universities. The purpose of this study was to identify and analyze Improvement scenarios for Employee empowerment within these institutions. From a purpose perspective, the research was applied, and methodologically it adopted a mixed qualitative&ndash, quantitative approach. In the qualitative phase, a meta-synthesis approach was adopted to identify 59 related studies, of which 24 were selected for in-depth analysis following a rigorous screening process. In the quantitative phase, the finalized empowerment indicators were evaluated by nine senior and middle managers of the studied university. Data were analyzed using the integrated IPA&ndash, G&ndash, FGAHP model. The analysis identified 14 key indicators distributed across three dimensions: individual, group, and organizational. The results revealed that attitude, delegation of authority, organizational relationships, and commitment ranked highest in terms of Improvement priority. Model outcomes revealed that these indicators exhibited the largest weighted gaps and the greatest potential for enhancement. In contract, indicators such as competence and job challenge were positioned in the fourth quadrant of the matrix, indicating no immediate need for intervention. Overall, the findings highlight that achieving fourth-generation universities necessitates a focused effort on strengthening Employee empowerment in attitudinal, relational, and organizational commitment dimensions. Moreover, the results underscore that cultivating a culture of trust, implementing targeted training, and adopting a participative leadership style can effectively facilitate progress toward realizing the goals of fourth-generation universities.

Researchers consider four foundations for Employee compensation, including job status, individual status, membership, and performance. Building upon these foundations, the present article employs the methodology of critical realism and research implications to critique a prominent book in the field of Employee compensation. The selected book for review is “Handbook of Employee Reward Management and Practice” authored by Michael Armstrong and translated into Farsi as Compensation “Management”. This book holds significant importance as a teaching resource in the realm of management and management policy. This article delves into the four fundamental principles of compensation management while critiquing the mentioned work. It also presents actuarial implications and research alternatives in this field. The findings highlight the necessity of explicitly incorporating all four fundamental elements of compensation for the comprehensive coverage of educational research works on Employee compensation management, avoiding any implicit treatment.

Background and Objective: Effectiveness and efficiency of Employees are important issues in human resources management theories and is one of the criteria for evaluating organizational performance. Considering the importance and role of the Ministry of the Interior, the main goal of this research is to design a model for improving the performance of Employees in the Ministry of the Interior. Method: The present research is based on the fundamental purpose of collecting qualitative information and using the grounded theory method. In this research, the snowball sampling method was used, to run deep interviews with 27 managers and experts of the Ministry of the Interior with managerial experience. Data were collected by semi-structured interviews. In order to obtain reliability and validity of the data, two methods of reviewing the participants and reviewing non-contributing experts were used. Findings: The findings of the research show that planning for improving the performance of Employees in the Ministry of the Interior requires a model and process that can have organizational health, labor force growth and organizational optimism. Results: The approach of improving the performance of Employees from the causal conditions (individual factors, interpersonal and group factors, organizational and environmental factors), background factors (upstream and downstream documents and organizational climate), domain orientation (internalization of staff performance Improvement), interventional variables (sustainability of the existing system Performance evaluation, social norms, organizational capability and management competence), strategies (designing a multiple Employee training system, designing the process of multiple performance evaluation systems, institutionalizing Employee talent management process, and institutionalizing Employee performance Improvement) and outcomes (organizational health, labor force growth and Huh Shbyny organization) has been formed for the Interior Ministry.