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.

Human resource is considered as strategic partner and one of most valuable capital for organizations in 21 century. Obviously, capital is not developed on its own and just possessing it is not enough. Many people we have seen have the capital, yet waste them because of negligence and forgetting. Similarly, human capital must be earned, kept and take advantage of it properly for developing e benefit. This requires thinking and acting. The thinking values this capital and the action that shows the method of recruiting, training and keeping. What features and applications this strategy should have is the issue that causes diverse theories and views to be developed. Description of these theoretical approaches in the strategic and non-strategic frame is the subject that this manuscript is reviewing.

The purpose of this study is to present the job career management model of Tehran Municipality Organization as a strategy for human resource development. Research is qualitative in terms of inductive nature and qualitative in terms of method. The statistical population of the research is the experts of Tehran Municipality Organization. Using targeted snowballing technique, 11 people were selected by considering the theoretical saturation. The data collection tool was a semi-structured interview. The approach used in the present study is the Granded Theory technique, which was presented after performing the three steps of open, central and selective coding of the initial model, and then using the Delphi technique and obtaining the opinion of experts, the final research model It was based on 6 dimensions of causal factors, pivotal category, strategy, bedrock factors, intervening factors and consequences. Then, causal factors were formulated in the form of individual and organizational factors. Bedding factors include; they were hardware and software capabilities. Environmental, behavioral, and structural barriers were identified as interfering factors in the model, and development strategies and current strategies were classified as model strategies. Also, the executive consequences of the model were categorized into three dimensions: the consequences of employees, the organization, and the citizens.

This paper studies the relationship between HR and business strategies of a large Iranian tissue manufacturer with regard to the effect of organizational culture on formulating these strategies. In strategic human resource management it is necessary to have a holistic view towards business strategy, organizational culture and HR strategies due to their interrelatedness. Secondary data was used to identify the business strategy and 145 questionnaires filled out by organizational employees were used to identify organizational culture. Although formulating HR strategies which are aligned with business strategies and organizational culture is regarded as an example for applying natural models for formulating HR strategy, this paper has not only used a natural model but also has proposed three different scenarios.

Employees’ performance is always considered by the managers of the organizations to gain competitive advantage. Both job involvement and commitment of employees are necessary for organization. Transformational leaders can improve the efficiency of human resources. Therefore, they use their human resource strategy to enhance employees’ affective commitment and job involvement.The present study investigated the relationship of human resource strategy and transformational leadership with affective commitment among employees of the Sina insurance company. It was a descriptive survey in terms of methodology and an applied study in terms of objective. For data collection, a questionnaire was administered to 92 participants selected by cluster random sampling. The hypotheses of the study were tested by structural equation modeling (SEM) using partial least squares (PLS). The results showed the positive, significant relationship of the human resources strategy and its dimensions with affective commitment and also the relationship of transformational leadership and its dimensions with affective commitment. The effect of the staff recruitment strategy and intellectual stimulation on affective commitment had the maximum factor loading in the theoretical model of the study.

Human resources are competitive advantage and most important capital of each organization and undoubtedly human resource development is one of the key processes of human resource management. This research has been done in a research and development center of industrial product which human resource and employee knowledge development play an important role in success of its strategy and mission. Main purpose of this paper is formulating human resource development strategy with employee knowledge development approach. At first, current condition of effective domains in human resource development have been surveyed and analyzed and then gap of employee knowledge have been identified and main causes of existence of gap than has considered in suitable strategy selection have been explored. Finally, according to fundamental organization strategy and human resource strategy, human resource development strategies have been formulated. This research is an applied and developmental one and in data compilation wise could be categorized as descriptive-survey.

Reviews and investigations over the past decade shows that one of the main reasons for organizations fail in their efforts to develop and implement their strategies is failure to transfer and connect it to the staff, or in other word to lack of alignment between human resource management (HRM) and strategy. The Collection of efforts which are made to transfer and connect strategy to employees could be called as “Strategy communication”. Strategy communication consists of three elements which are: Strategy awareness, Strategy involvement, and strategy belief.A review of literature and research background reflects lack of a comprehensive customized model for assessing strategy communication in the context of country industries including automotive industry. The main research question is to identify and design subcomponent of the basic conceptual model of strategy communication which can be extracted from the research background. Therefore, the aim of this study is to recognize components of strategic communication and dominant relations between them in the automotive industry of the country and turn it into a strategic communication evaluation toolbox. The current research method is mix method that involves using a combination of qualitative and quantitative methods. The design phase of communication model, expert’s interviews and content analysis template (coding and categorization) were applied and the pattern of Scott has been used as validation method.The findings show that in addition to strategic communication subcomponent that were detected in the review of literature and library reviews and research background, there are very special factors affecting the success of strategy communication efforts in the context of automotive industry among which we can mention: Continental Alignment between organizational culture with organizational strategy and managing cultural change plans (In the strategic involvement element), Being informed of upper stakeholders’ policy and strategy of international partners (In the strategic awareness element) and finally management consistency and transformational leadership style partners (In the strategic belief element).

Background & Aims Educational organizations are one of the main pillars in human society and the development and survival of societies depends on the good performance of these organizations. Universities are among the social systems. In which real power arises from recognizing patterns of change, measuring and seizing opportunities. In this type of environment, human resources need many competencies for survival, because they operate in an atmosphere of confusion, uncertainty and instability due to the complexities of the environment. What is defined as situations of multiplicity and contradiction is pressure, anxiety, unhappiness, or responding to difficult situations and ultimately responding appropriately to difficult choices in order for the organization to grow and prosper. In these circumstances, identifying cognitive strategies leads to increased organizational performance. And while reducing the emotions caused by dealing with paradoxical phenomena, tensions and ambiguities arising from thinking and expressing organizational experiences, manpower agility by creating a balance between influential factors such as Cognitive abilities, an emotion that reinforces a positive attitude in employees to confront the organization with a turbulent environment to increase productivity and consequently a competitive advantage. Therefore, the aim of this study was to investigate the effect of paradoxical cognitive strategy on human resource agility. Methods In this mixed research (qualitative-quantitative), in the qualitative section, the statistical population was selected from among the professors of universities in Mazandaran province in 2020 and the information was obtained through purposeful sampling and interviews. Semi-structured items were collected considering the theoretical saturation law. In a small part of the statistical population consisting of heads of units, faculties, deputy heads of units, faculty members and all administrative, educational, research, financial and student officials, 341 people using stratified random sampling method and based on Cochran's formula 181 people were selected as a statistical sample. Also, the validity of the researcher-made questionnaire in this section was confirmed by the content and structure and the reliability of the questionnaires was estimated and confirmed by Cronbach's alpha 0. 91 and 0. 94, respectively. Data were analyzed using SPSS and lisrel 8. 8 software. Results The results showed that paradoxical cognitive strategies have a positive and significant effect on human resource agility. The results also showed that the elements and components of the paradoxical cognitive strategy are effective in manpower agility of 38% in the free universities of Mazandaran. Conclusion In general, it can be acknowledged that the human resources in the university should accept the paradoxes, understand and avoid the potential for anxiety in order to strengthen the defensive responses that prevent the rapid and adaptable agility of the human resources. Slowly Educational organizations are one of the main pillars in human society and the development and survival of societies depends on the good performance of these organizations. Universities are among the social systems. In which real power arises from recognizing patterns of change, measuring and seizing opportunities. In this type of environment, human resources need many competencies for survival, because they operate in an atmosphere of confusion, uncertainty and instability due to the complexities of the environment. Organizational complexity shows the degree of differentiation within the different elements of the organization, and in the current situation, unprecedented, dynamic and nonlinear changes in the environment of organizations have increased. Changes that have led to unexpected, unforeseen and surprising issues. Organizations have to increase their internal complexities to cope with these complexities. Increasing internal complexities create the ground for the emergence of puzzles, multiplicities and contradictions in the organization that can not be eliminated due to external and internal dynamics of organizations. In addition, organizations pursue contradictory results in order to survive and maintain themselves in the competitive arena. What is defined as situations of multiplicity and contradiction is pressure, anxiety, unhappiness, or responding to difficult situations and ultimately responding appropriately to difficult choices in order for the organization to grow and prosper. Paradoxes are paradoxical yet interconnected elements that exist simultaneously and persist over time,These elements are logical when considered individually, but seem irrational, inconsistent, and tolerable when put together. Theorists have turned their attention to how to withstand the stresses hidden in paradoxes, because it is very difficult to constantly balance or create the desired level that relieves stress. Practical perspectives on conflicting stresses show that stresses are created at the micro level where individuals face stresses over identity, conflicting roles, and performance expectations. What is defined as stressful situations is the stress caused by physical, emotional, and psychological conditions resulting from prolonged engagement with difficult emotional conditions that gradually accumulate over time and, as a combination of unstable emotions, the inability to cope. Relaxation, feelings of discomfort, loneliness, sleep problems, excessive smoking, high blood pressure and gastrointestinal disorders are experienced. In these situations, identifying cognitive strategies with the ability to understand and express emotions as much as possible, self-regulation, self-awareness, spontaneity and social ability all lead to increased organizational performance. And while reducing the emotions caused by dealing with paradoxical phenomena, tensions and ambiguities created by thinking and expressing organizational experiences, manpower agility by creating a balance between influential factors such as capabilities Cognitive, the emotion that strengthens the positive attitude of employees to confront the organization with the turbulent environment to increase productivity and consequently provides a competitive advantage. In other words, the role of psychological beliefs allows people with high levels of perception of emotional abilities to be able to deal with paradoxical stress, report less perceived stress, and job satisfaction, feelings. They should be more successful and motivated. So, the cognitive strategy of paradox can be considered from social, psychological and medical dimensions, because in recent years in the country, there are moves to pay attention to the effect of psychological therapies in reducing stress. And a number of occupational counselors, psychologists, psychotherapists and psychiatrists in counseling clinics use coping techniques.