The aim of this study is a comparative analysis of formal and informal researcher's network in Tourism Research Institute. A questionnaire was designed and sample size in this study has been 19 researchers. The formal part dimensions are production and publication of scientific papers, workshops, research project and informal dimensions are travel and solving the problems. Research method is Network analysis and data has been analyze using UCINET 6. The results showed the density of formal relationships network is 20%, and the density of informal relationships network is 55%. Two networks have significant differences in the popularity of social, social cohesion, social relations, social distance and social influence.

Specialists believe that organizational actors use both formal and informal collaborations to achieve their goals. Although informal relations have been caused restrictions in organization efficiency, but recognition and proper management of these relations could be useful in organizational workflow. Natural Resources Organization of Hormozgan Province, in spite of usual inefficiencies such as lack of sufficient experienced human resources, totally has been successful until now. This research was done in order to delineate and analysis the formal and informal relationship networks between the staffs of this organization and also to answer to these questions: whether informal relations of this organization form a network? Whether this network has positive impacts on formal relations or negative? Is formal relationship network similar to existing organizational chart? In this regard, Network Analysis Approach, UCINET and NetDraw softwares, and input and output degree centralities and betweenness centrality were used. Results showed that informal relations of this organization form a network and its strengths caused to positive impacts on formal relations.Also formal relationship network, more and less, is similar to existing organizational chart. Finally, it is concluded that network analysis as a new approach in managerial problem solving could be so helpful for managers in recognition of effective actors in formal and informal relationship networks and also to increase the human resource efficiency.

One of the goals of education is to maximize the commitment of educational staff. Therefore, factors, such as human resource development is supposed to be of significance. As such, the main purpose of this correlational study was to examine the simple and multiple relationship between employee development and organizational commitment. A sample of two-hundred and twenty six staff (203 male, 23 female) from education organization and district one and two of Zahedan City was selected through stratified random sampling method. It was administered Allen & Meyer’s Organizational Commitment Scale (OCQ) and a researcher-made questionnaire of employee development. The reliability of the instrument’s. was assessed using Cronbach’s alpha coefficient. The results of correlation analyses indicated that there was a significant and positive relationship between employee development and organizational commitment. More specifically, it was revealed that there was a significantly positive relationship between the components of employee development including formal training, teamwork, career, interpersonal and organizational communication and organizational commitment. Stepwise regression analysis further suggested that teamwork could predict organizational commitment most.

Aim: The purpose of this study was to investigate the relationships between organizational justice, organizational commitment and job burnout in military airports staff.Methods: The method of this research was a descriptive-analytic one. The research sample consisted of 90 subjects who were chosen through a stratified random sampling. All participants completed the Niehoff & Moorman (1993) and Meyer, Allen, & Smith (1993) and Maslach Burnout Inventory (MBI). The results of the survey were analyzed by SPSS19 and SEM (Smart PLS).Results: The research findings indicated that organizational justice has an average of 45.67 and a standard deviation of 17.17, organizational commitment has an average of 65.14 and a standard deviation of 4.93 and job burnout has an average of (68.67) and standard deviation (4.93). Also, organizational justice has a positive and meaningful relationship with organizational commitment (path coefficient 0.507 and T- Value 14.436). Also, organizational commitment has a negative relationship with job burnout and a meaningful relationship (path coefficient -0.559 and T- Value 9.994). Besides, organizational justice has a negative and meaningful relationship with job burnout (path coefficient: (-0.559) and T- Value (9.994)).Conclusion: According to the findings of this study, it can be understood that partnership organizational justice has an extremely important role in assist to Iranian aeronautical industry’s managers for identification of weakness and omitting of them and also it’ cause to increase flights safety coefficient.

Introduction Today، commitment nurses in health care organizations are a vital element that they would be effect on patients. So، nursing shortage might be has negative effect on quality of care. For this reason assessing factors that effect on nurses commitment and on quality of care are important. Aim Assessing the relationship between organizational support، trust and organizational commitment in nurses who work in Kermanshah hospitals in 2017. Material & Methods: This study was descriptive that 214 nurses selected randomly based on Morgan's table. For Data gathering were used these questioners; Eisenberger & et.، al (1986) for organizational support، Alen & Meyer (1990) and Kanawattanachaii & Yoo for organizational trust. Their reliability by Alpha Chronbach were 0. 88، 0. 82 and 0. 79 representatively. For analyzing Structural Equation Modeling was used. Results Analyzing data showed that there was significant relationship between organizational support and trust with organizational commitment. General effect organizational support on commitment was 0. 89. Conclusion It is recommanded to nurse managers and hospital administrators use strategies for staff support that it would be help their trust and commitment to organization.