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 Tehran. 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 Tehran. 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.

HUMAN RESOURCES of a system, as the most significant part of the system’ s internal stakeholders, compared to other RESOURCES, may be considered to be the most important competitive and STRATEGIC resource of the system. On the basis of this fact, the present study utilizes the “ SHEL Model” and addresses the “ Hotel Industry in Isfahan city” as the primary system of interest. Specifically, this study is interested to focus on this industry’ s “ HUMAN RESOURCES Sub-System” and, apply the system thinking to identify internal and external STRATEGIC effective factors on improvement of the HUMAN RESOURCES Sub-System MANAGEMENT. This work, as an analytical-descriptive research, is, in fact, to utilize the SHEL Model and to study a population--which consists of “ Iran’ s Hotel Industry’ s Elites” who are somehow relevant to the main area of this research” , “ High Level/Middle Level/Executive Mangers” , “ HUMAN RESOURCES Managers” , and “ Experts/personnel” who are all actively involved in the HUMAN-RESOURCES Sub-Systems of the Isfahan’ s famous hotels--from which, finally, 155 participants are also randomly drawn using “ Stratified Sampling Method” to be inquired as well. Library Studies, Face-to-Face/Telephone Interviews, and Researcher – made Questionnaire are all three ways specifically used for the purpose of gathering all required data and information. Analysis of this work’ s hypotheses indicates that “ 1. The System Support for Satisfying the HUMAN Powers. 2. Assimilation and Promotion. 3. Collaboration (Cooperation) and Interaction. 4. STRATEGIC Capabilities may be considered to be internal effective factors, and, on the other side, 1. Laws/Rules Standards. 2. Technologies 3. Geography and 4. Economics may be regarded as the system external effective factors.

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 three 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, through 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. Through 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.

Initiative is as an important and critical factor for organization to create viable value and competitive advantage in today changing and complex environment. Organizations will be more successful with more initiative, in response to variable environment and establishment and development of new capabilities that in enabling them to achieve better performance. Initiatives and heuristic measures mostly depend on knowledge, proficiency and commitment of personnel as the inputs for value creation process. Knowledge and HUMAN RESOURCES competences are as precious properties of organizations. HUMAN resource measures are the main tools and methods through which the organizations can influence the skills, attitudes, and the behavior of their personnel to carry out their works and achieve their targets. In this article it is attempted to study the knowledge MANAGEMENT capacity in relation with HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic and initiative performance from knowledge point of view. The foundlings of this study show that HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic has a positive relation with initiative performance. So HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic has a positive relation with the knowledge MANAGEMENT capacity. HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic is useful to stimulate the tendency of personnel to achieve participate and apply knowledge in organizations. Suitable HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic can support and improve organization environment development to help knowledge MANAGEMENT activities. Knowledge MANAGEMENT capacity can also be more positively helpful for organization heuristic performance in acquisition, contribution and application dimensions. Knowledge MANAGEMENT capacity can influence the relation between HUMAN RESOURCES MANAGEMENT STRATEGIC heuristic and heuristic performance.

The present research seeks to localize the most well-known conceptual behavioral model of Johnson and Way blended as “SHRM” in IRICO (Iran Railing Industry Company). To achieve this end, these concepts were defined both theoretically and operationally after identifying the model’s variables and related concepts. A questionnaire consisting 35 items was designed and the data gathered were analyzed using single sample student t-test and Friedman’s test. The results indicated that organizational goals, strategies, and culture, and also HUMAN RESOURCES MANAGEMENT systems, strategies and organizational environment match Johnson & Way’s model. Based on Friedman’s test, the most important variables rated in IRICO were: organizational environment, HUMAN RESOURCES MANAGEMENT improvement methods, HUMAN RESOURCES MANAGEMENT systems and strategies, organizational culture, strategies and goals and, at last, risks and opportunities of HUMAN RESOURCES MANAGEMENT.

Nowadays rate of changes in construction and mass building industry is increasing that cause of need to more attention to STRATEGIC planning and especially STRATEGIC planning for HUMAN RESOURCES MANAGEMENT. HUMAN RESOURCES Who Are Working In Construction And Mass Building Industry, Have Many Problems And For Finding Out The Solution Of Their Problems, We Need STRATEGIC Planning For Managing Of Issues Of HUMAN RESOURCES. Optimization Of Working Conditions And Facilities For HUMAN RESOURCES, Will Lead To Maximum Output For Activities. In This Article, We Will Discuss About Main Issues About HUMAN RESOURCES And The Better Ways Of Managing Of HUMAN RESOURCES. For This Research, We Also Have Used A Questionnaire With Four Answers For Conducting An Opinion Poll From Construction Managers Of Grade Number One Contractors (Maximum Level Of Competence).

The research on STRATEGIC HUMAN RESOURCES MANAGEMENT framework and its important role in attracting, retaining, and empowering employees is emphasized. The aim of the research is to answer the question whether STRATEGIC HUMAN RESOURCES MANAGEMENT to attract, retain and empower effective or not. Based on this hypothesis was considered in the design and conceptual model for research Where STRATEGIC HUMAN resource MANAGEMENT as an independent variable that consists of the following variables selection, participation, performance appraisal, compensation and training, and attract, retain and empowerment were considered as the dependent variable. The research aims to study, study population, employees were selected branches of the Agricultural Bank city of Urmia is the number of branches to 13 branches. 210 is equal to the population size according to the formula for determining sample size and sample size of 136 people. Results After collecting and analyzing data with software spss and pls confirm the results revealed three main hypotheses.In other words, the STRATEGIC MANAGEMENT of HUMAN RESOURCES and a significant positive impact on attracting, retaining, and empowering HUMAN RESOURCES is among the staff of the Agricultural Bank city of Urmia.

Today, thinkers and policymakers envision new roles for HUMAN resource MANAGEMENT, one of the most important one is "competency-basing" in all functions of HUMAN resource MANAGEMENT from planning and selection as input processes to the development and maintenance and output processes of HUMAN RESOURCES. The purpose of this article is to review the “, Competency-Based HUMAN Resource MANAGEMENT”,book by David Dubios et al. The book is reviewed and criticized based on two methods of formalist critique that focuses on form-elements such as structure and writing-and research critique that gives originality to the content, and also based on the criteria of the Iranian Council for Reviewing Books and Text on HUMAN Sciences. Findings showed that the main strengths of the book are having a theoretical and practical perspective, paying attention to the organizational context in the application of competencies and confronting and comparing traditional with competency-based HUMAN resource processes. This work also has points for improvement, the most important of which are the lack of up-to-date references despite the reprint of the book, issues unrelated to or less related to the main concept of the book, and the need to explain new methods of HUMAN resource MANAGEMENT processes in the competency-based approach. In the end, based on the findings, suggestions were made in two headings of form and content.