Purpose: The purpose of this applied research is to study the effectiveness of gamification on corporate training.  Methodology: A gamified course was designed and implemented to train the location of Fire Hosing Cabinet for 24 employees of a firefighting maintenance company in Iran Mall shopping Center in Te(HR)an. Using a quantitative quasi-experimental research plan (post-test only control group design) the participants of the study were randomly assigned to treatment (12) and control (12) groups and trained for a week.  Conclusion: The descriptive and interpretive result of the posttest analyses indicated the effectiveness of gamification of the training performed for the employees of the firefighting maintenance company in Iran Mall shopping Center in Te(HR)an. Moreover, the descriptive result of Gamification Acceptance Questionnaire answered by the members of the experimental group after gamified training indicated that all the participants in the experimental group were satisfied with the gamified training course.

The aim of this research is to consider the impact of a HIGH PERFORMANCE HUMAN RESOURCES management on organizational entrepreneurship along with the mediating role of citizenship behavior. The statistical universe of research encompasses 150 employees of education Bureau in the first urban zone of Khorramabad, in which 108 people have been adopted as the sample size t(HR)ough Morgan Table. The sampling method is quite random in this paper.  The data obtained by the questionnaire of organizational citizenship behavior Oregon as well as the created questionnaire of entrepreneurship and HIGH PERFORMANCE HUMAN RESOURCES were analyzed by structural equation model and Amos18 software. The results have shown that, in 95-percent level of assurance, HIGH PERFORMANCE HUMAN RESOURCES have a significant positive impact on organizational entrepreneurship. It's been also determined that organizational citizenship behavior plays a meditative role in this impact.

Objective In the relational models between HUMAN resource management and organizational PERFORMANCE, employees' perceptions of HUMAN resource practices play a crucial role. For an organization to achieve its desired outcomes, it is essential that employees understand and interpret (HR) practices as they are intended by the organization. One of the key goals of HUMAN resource management is to foster positive employee attitudes, behaviors, and PERFORMANCE. In other words, organizations design and implement (HR) systems and processes that aim to achieve these goals and desired outcomes. According to relational models between (HR) management and PERFORMANCE, such as the process model of strategic HUMAN resource management (Wright and Nishii, 2007, 2013), employees' perceptions of (HR) practices are more closely related to attitudinal, behavioral, and PERFORMANCE outcomes than the actual (HR) practices themselves. Therefore, shaping and aligning employees' perceptions with the intended goals of (HR) management can significantly contribute to achieving desired results at various levels—individual, team, and organizational. In light of this importance, the present study was conducted to address two key research questions: How can (HR) messaging be optimized to reduce the gap between the messages sent by (HR) professionals and the messages received by employees? Additionally, what specific factors influence and shape employees' perceptions of (HR) practices? The main goal of this research was to identify the drivers, antecedents, or elements that significantly influence the formation of employee perceptions of (HR) practices Methods  To conduct the present research, a systematic literature review (SLR) method was employed. Using keywords related to employee perceptions of HUMAN RESOURCES, approximately 1,000 articles from 2004 to 2022 were identified and reviewed. Ultimately, 134 articles were analyzed to extract the antecedents of employees' perceptions of (HR) practices, according to the dimensions of signaling theory. The analysis sought to understand how these antecedents interact with and influence employees’ perceptions across different contexts. Results The research findings indicate that employee perceptions of (HR) practices are influenced by the characteristics of (HR) management signalers, the nature and clarity of (HR) management signals, environmental or contextual conditions, and the characteristics of the receivers of (HR) signals. Additionally, the study HIGHlights that seeking and obtaining regular feedback from employees about (HR) practices can help refine and improve the effectiveness of (HR) signals, the role of (HR) signalers, and contextual factors under the organization's control, thereby better aligning employee perceptions with the strategic objectives of (HR) practices. Conclusion To effectively create and evaluate (HR) practices, (HR) managers and researchers must pay close attention to employee perceptions and the factors that shape them. Considering this, (HR) communication and its various dimensions can play a significant and effective role in shaping and improving employee perceptions. By focusing on the antecedents of employees' perceptions of (HR) management, managers can reduce the gap between the t(HR)ee levels of (HR) management: intended (HR) management, implemented or actual (HR) management, and perceived (HR) management. Moreover, a deep understanding of these perceptions can empower organizations to develop more strategic and impactful (HR) practices that resonate well with employees, leading to improved organizational PERFORMANCE and employee satisfaction.

The purpose of this paper is to analyze the contribution of HUMAN resource ((HR)) commitment practices to firm PERFORMANCE t(HR)ough the adoption of workplace practices that require the organizational climate created by (HR) commitment practices. The approach is a survey of 156 senior executives and HUMAN resource managers of Iranian companies and organizations and statistical test of research hypotheses t(HR)ough structural equation modeling. The results indicate that the extent that employees have access to (HR) commitment practices and (HR) social benefits is positively related to the intensity of telework adoption. Firm PERFORMANCE is positively associated to the intensity of telework adoption, functional flexibility and internal numerical flexibility, and negatively related to external numerical flexibility. (HR) commitment practices impact directly and indirectly on different measures of firm PERFORMANCE. Cross-sectional, survey-based data that cannot infer causality. Longitudinal and qualitative designs are needed to get a better understanding of the relationships. Data were analyzed by using hierarchical regression and t-student tests. The adoption of (HR) commitment practices can facilitate the organizational change required by the adoption of telework. The findings provide evidence that (HR) commitment practices are indirectly related to firm PERFORMANCE t(HR)ough their effects on the use of flexibility practices like telework that require organizational climates containing HIGH levels of trust.

Today organizations to acquire Competitive advantage, while implementation of a strategic approach to the turbulent environment around them, following is the factors affecting their PERFORMANCE to identify and measure the effects of these agents and reinforcement, to ensure their survival. On the other quality of HUMAN resource plays a vital role in the success of the organization. However, determination the ability of staff for this success is often difficult. But some organizations (HR) competency model as a strategy for HUMAN RESOURCES are used to using these models in HUMAN resource systems, to improve their PERFORMANCE. Models of social competence, knowledge, skills and abilities, and other characteristics that are needed to function effectively on the job are. The aim of competency model is identify the optimal use of HUMAN RESOURCES and competencies in line with the organization's strategy. Therefore, this study aimed to assess the suitability of staff and its impact on organizational PERFORMANCE in this area is to provide solutions. Research methods, descriptive correlation (regression analysis) and statistical community managers and industry experts are banking. To collect data from library studies and questionnaires were used as research tools. Data by Spearman correlation and multiple regression method and were analyzed by Spss software. Results show that there are Correlation between the model results and the impact of competence and organizational PERFORMANCE.

Background & Objective: The present research aims at reviewing the method of PERFORMANCE appraisal of deputy of HUMAN RESOURCES staff of IRI Police (IRIP).Method: The approach used in this descriptive research is survey method, and the statistical population includes all of the staff of Islamic Republic of Ian Police (IRIP) HUMAN RESOURCES Directorate (N= 290) and a self ـmade questionnaire is used as a measurement tool. The questionnaire’s reliability (a=0.92) approved by experts and revised. Meanwhile, its validity was approved. Kendall correlation coefficient used to analyze data achieved from descriptive and inferential statistics.Findings: The current appraisal system used by IRIP does not comply with objectives and the ideas in the efficiency appraisal rulebook. PERFORMANCE appraisal has the required effectiveness to determine the level of abilities and skills of IRIP personnel. PERFORMANCE appraisal is not significant in determining the level of organizational support of IRIP personnel. PERFORMANCE appraisal plays an effective role in motivating the IRIP personnel. PERFORMANCE appraisal has led to introduction of the feedback of PERFORMANCE to IRIP personnel.Conclusion: PERFORMANCE appraisal did not manage to validate the managerial decisions. PERFORMANCE appraisal is not effective in identifying environmental factors effective in IRIP personnel efficiency.

Undoubtedly, one of the most significant factors of organizations success at current age is effective usage of RESOURCES particulary HUMAN RESOURCES and its efficient combination in implementation of organizational strategies. Indeed, organization personnel are the pivot of any organizational strategy and policy and any type of usage of the RESOURCES. As one of the t(HR)ee indepent branches of country, the judiciary branch of the I.R. of Iran is subordinated to macro laws and policies of country including constitution, outlook of the system in 1404 Iran horizon and announced policies of supreme leader that enjoys unique position in the I.R. of Iran system to such an extent that the significance, independence and status of this position are manifested uniquely in comparison with other governments, and this status is owed to its judges. Therefore, for optimal usage of committed HUMAN RESOURCES, having a strategic model of HUMAN RESOURCES is a necessity.For this purpose and for achieving strategic management model of HUMAN RESOURCES in this organization, t(HR)ough using theoretical literature study, optimal survey of HUMAN RESOURCES in judicial sector of other countries, using holy Quran, narrations and Sunnah teachings and statements of late great leader of the Islamic revolution (M.H.S.R.I.P) and supreme leader, a conceptual framework with using experts views has been shaped and conclusion data within questionnaire framework have been responded by academic professors and judges in law and HUMAN RESOURCES fields and then the analysis process was conducted. T(HR)ough a comprehensive and integrated view and a systematic approach, it is attempted at present research that a model of HUMAN RESOURCES strategic management perspective with HIGH commitment approach be introduced with the aim at developing and improving HUMAN RESOURCES management in judiciary branch.

Given the strategy of PERFORMANCE improvement, the present study aims to identify the effective dimensions on designing a strategic HUMAN resource management with a HIGH PERFORMANCE work system (HPWS) approach for the knowledge-based organizations. For this purpose, in this developmental-applied research, first a comprehensive study of literature on HPWS for learning the effective concepts was conducted. Then the proposed indicators in the previous studies was counted from which 307 dimensions were identified and after excluding the repeated ones and And merge similar items, 33 dimensions were elicited. Then, using the Delphi technique, it was agreed among the members of the university elite panels and the experts of Knowledge based Companies. and by excluding 4 dimensions and including 3 new ones to adjust them to knowledge-based companies' characteristics, at last 32 dimensions were confirmed by the panel as final ones for strategic HUMAN RESOURCES management with a HPWS approach. The findings showed that from Delphi panels' viewpoint on HPWS, the »supportive management « has the greatest influence on HPWS in the knowledge-based companies.