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.

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.

The purpose of this study was to provide a model for transferring learning to the workplace, based on a qualitative study design, we used a foundation-based approach to data theory. There was selected 30 managers, faculty members, employees, experts and human resources to be interviewed at the Ferdowsi University of Mashhad. Sampling done by following a theoretical one and the interviewees was selected by mean of snow ball technique. After deriving main themes and concepts from the written-facet interviews, researchers did analysis them by a mixed micro analyses. It was a combination of open and axial coding. The derived main themes categorized: individual factors, educational factors, organizational factors. The conditions for the transfer of learning: the conditions of the transfer, management factors and financial power of the organization. Interventional conditions include: trans-organization factors; strategic factors including: structural strategies, process strategies, and environmental strategies. The consequences of learning transfer were identified at both levels individual and organizational

The purpose of this study is to provide a framework for human resource development of engineering students based on mentoring programs. To achieve this goal, the Meta-synthesis qualitative method has been used. Therefore, search for specialized research keywords; Mentoring engineering students, mentoring higher education students in reputable scientific databases; Science Direct, Springer, Wiley Online Library, ERIC, Sage Journals, Emerald were conducted over a period of time (2000-2001). Finally, 72 studies were selected for analysis. Findings in the first part include academic topics (university leadership, university management); Communication (intra-university and extra-university communication); Soft capacities (cultural norms and moral norms); Before the implementation of the program (preliminary planning, preparation); During program implementation (program implementation management, session execution method); Monitoring and evaluation of program implementation (monitoring of performance, program evaluation); The consequences of the program (student and university). In the second part, the findings are in the form of themes of the characteristics of the faculty members (general characteristics of the professor, scientific characteristics of the professor); Student characteristics (general student characteristics, student scientific characteristics); Common features (common common features, common scientific features) were categorized. Finally, policy recommendations for Iran’ s higher engineering education system are provided.

The objective of this paper is to examine human resource management strategies to support digital transformation programs in organizations. This qualitative study was conducted using semi-structured interviews with 22 human resource managers and experts in Tehran. Data was collected until theoretical saturation was reached and analyzed using NVivo software. The results of the study revealed that transformational leadership, employee training and development, and organizational culture are key strategies that can support digital transformation. Additionally, resistance to change and misalignment between strategies and human resources were identified as major challenges in the digital transformation process. Human resource management strategies play a crucial role in the success of digital transformation programs. Transformational leadership and continuous employee training are among the strategies that can reduce resistance to digital changes and prepare organizational culture for embracing these changes. Organizations need to design appropriate strategies to overcome existing barriers and capitalize on the benefits of digitalization

Budget is the main lever in the planning and management of any organization. Organizations, in general, seek to make the best use of the costs incurred and to obtain the most productivity and achieve the predetermined goals by using the least resources. The purpose of this study is to determine the impact of human resource development programs on operational budgeting with the mediating role of organizational sustainability. This research is quantitative in terms of type and in terms of research method is a descriptive-survey research. The statistical population of the study included all managers and human resources and financial experts of the Standard Electricity Distribution Company in the number of 460 people, of which 210 people were selected based on Cochran’, s formula and stratified random sampling method. The main tools of data collection were Cohen Human Resources Development Questionnaire (2010), Pahlon Sadegh Organizational Stability (2017) and Babakhani et al. (2011) operational budgeting. And approved. The obtained data were analyzed using structural equation model and Smart PLS software version 2. The results showed that human resource development programs have a positive and significant effect on operational budgeting with a mediating role of organizational sustainability. Also, human resource development programs have a positive and significant effect on operational budgeting, human resource development programs on organizational sustainability and organizational sustainability on operational budgeting.

The present study seeks to identify and prioritize the factors influencing human resource development through happiness management in the Printing and Publishing Company of the National Bank of Iran, with an emphasis on controlling and preventive factors. In terms of methodology, the research employed a mixed exploratory approach. In the first phase, a meta-synthesis method was utilized, considered as a qualitative method. In the second phase, a survey method was applied to examine and validate the identified factors and construct the final model. This involved a survey of experts in the form of forming focus groups and questionnaires. The study corpus comprised documented studies related to employee misconduct in organizations, and the second statistical population was the company's experts in the field of human resource management. Through Application of seven stages of meta-synthesis, a six-layer conceptual model was developed, and each layer included concepts and topics, encompassing 29 components. As a result, the main dimensions affecting the control and prevention of employee misconduct and organizational happiness were determined: strategic and political factors, human resource development, individual development, management, participation, and environment. The proposed conceptual provides a foundation for future research on guidance, management, and employee behavior in order to offer executive strategies and policies for officials and policymakers of organizations and institutions involved in controlling and preventing employee misconduct.