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.

Intelligent managers are well aware that the more they invest in their human resources, the higher efficiency and competitive advantage they may expect. That's why leading organizations regularly devote significant amounts of time and investment to their human resource development.The current discussion aims to look at significant factors involved in human resource empowerment, mental and physical capacity, skills, knowledge and motivation thereof. Results show these five factors are most decisive in human resource empowerment and as a result, affect organizations' chances to develop and survive in a competitive market.

empowerment is nowadays considered as one of the useful tools to promote employees' quality and increase organizational effectiveness. To achieve success in today's ever-changing working environment, organizations need employees' knowledge, views, and creativity. Having defined empowerment and its goals, the article examines employees' views on how to increase employees' working empowerment through in-service training. The research method is descriptive and its type is survey. The stratified sample includes 103 participants from the employees of the Islamic Azad University in Mazandaran. The data-collection device is a closed ended questionnaire using Likert scale, and one-way t-test and analysis of variance (ANOVA) are used to analyze the data. The results have shown that in-service training courses are really effective on employees' performance, job satisfaction, required preparation to do their duties, and on improving working skills. The findings also suggest that there is a significant difference between the effectiveness averages of the two groups of men and women, and also the results by one-way t-test show that a significant difference exists among the three groups having 5-10, 10-15 and above 15 years of service background.

Background: Despite the important role of human resources in government organizations, the ethical components affecting human resource empowerment have not been studied and identified accurately and comprehensively. Therefore, the present study was formed with the aim of presenting a model of moral components effective on human resource empowerment. Method: The present study was a mixed research. In the qualitative part, which was done by the data method of the foundation, the statistical population included all senior managers and specialists in the field of management (government, human resources) in West Azerbaijan province in 1397, among whom by snowball sampling method until theoretical saturation. 18 people were selected as a sample. The analysis tool was in-depth interview and finally the data were analyzed by coding method. A small part of the statistical population included managers, deputies and heads of research departments and senior experts of government organizations in Azerbaijan province, whose number was based on statistics of 227 people, of whom 160 were selected as a sample. Cochran's formula and Morgan table and simple random sampling method were used to determine the sample size. The research tool was a researcher-made questionnaire and finally the data were analyzed by structural modeling and exploratory factor analysis. Results: The results of the qualitative section showed that among all the factors of experts, first 8 factors and then 3 pivotal codes were extracted. Also, the results of structural equation analysis indicated a good fit of the research model. Conclusion: According to the results of the present study, one of the most important factors in human resource empowerment is to pay attention to ethical components at the individual, interpersonal and organizational levels. Paying attention to the organization's ethical orientation is a way to turn a threat into an opportunity. In addition to paying attention to the strategic position of ethics in organizational success, based on ethical concerns and community values, managers should pay attention to the ethical components in the organization in order to manage human resources.

The identification and application of the effective factors for improving the efficiency of organization's operations are the most important aspects of each organization. Developmental approaches in human resource management are a typical example of these factors which clearly indicate the importance of human resource as the organization's main investment and a vital competitive factor. The present research aimed to investigate the effective factors in employee empowerment that may play significant roles in the development of human resource management. Spreitzer's model was employed to evaluate psychological empowerment in which the attitudes and feelings of employees related to their endowments. Through using this approach, the effective factors in creating of empowerment feeling in employees were recognized as three levels of individual, group and organization. Consequently, an appropriate model can be proposed in order to apply in further research. For this purpose, a descriptive-correlative method was used to determine the effective factors. Also, multiple regression method was conducted to measure the influence of these factors. The research was performed in National Iranian Oil Products Distribution Company-Tehran Region. By using the final obtained results, the priority of each factor was determined in the statistical community and subsequently a local model was established in order to describe the influence of effective factors on the creation of the psychological empowerment feeling in employees of this company at three levels of individual, group and organization.

This research is intended to validate the model of organizational empowerment based on HR practices. The statistical population consists of all employees (1546 persons) of Hormozgan province power industry. Having developed the sample using Morgan and Krejcie table, the researchers collected data through a researcher-made questionnaire distributed among 384 people by a stratified-random method. For formulating the scale, the content validity of the factors was confirmed by the experts’ opinions. The construct validity was confirmed through factor analysis. The reliability of the questions was calculated and confirmed by Cronbach's alpha coefficient as much as 0. 977. Data were analyzed using Kolmogorov-Smirnov test, factor analysis, Harmon’ s single-factor test and structural equation modeling. The results indicated that the organizational empowerment model based on HRM processes in Hormozgan province was confirmed; that is, the viewpoints and attitudes towards HRM significantly affect HRM processes and HR processes, contextual conditions and intervention condition affect organizational empowerment. Furthermore, the effect of the outcomes of organizational empowerment are significantly confirmed for employees, customers, organizations and communities in Hormozgan province's power industry.

empowerment is a new concept which was noticed by researchers in the last decade of 80.There are two different viewpoints about empowerment in the texts: mechanic and organic viewpoints. The first one knows empowerment equal to power of decision of junier levels in organization. The latter believes it as a multi-dimensional concept which is defined toward employees’ perception or beliefs to their roles in the organization.Employees’ psychological empowerment is known as a new concept of internal incentive for individuals power release and also supply opportunities to appear talents, merit, abilities and independent sense.Psychological empowerment has five dimensions: merit, comfidence, effectiveness, independent and significant sense.

Based on Nahj al-Balaghah, professional training enhances employee empowerment by improving skills, knowledge, and attitudes, leading to increased job satisfaction and organizational effectiveness. It enables employees to adapt to changes and strengthens a sense of competence and self-organization for organizational success. Empowering employees through skill enhancement, knowledge acquisition, and attitude development is essential for attracting and retaining employees to achieve job satisfaction and organizational effectiveness. The necessity of this study stems from the growing demand for a balanced approach that aligns professional education with management ethics to enhance adaptability, competence, and self-organization in employees.This study uses an analytical-descriptive method to examine the practical implications of the teachings of Nahj al-Balagha in empowering human resources. The findings display how the components of professional training affect performance improvement through empowering human resources based on the management principles in Nahj al-Balaghah and instilling positive behavioral patterns while addressing individual abilities. Based on these findings, the results show that providing modern organizations with prioritization for ethical and effective management investment leads to sustainable growth, job satisfaction, and organizational success.

Purpose: The purpose of this study was to present a comprehensive model of empowerment in the Social Security Organization. Methodology: This research was based on the applied purpose and in terms of quantitative and qualitative research method (mixed) and in terms of data collection was descriptive-survey. The statistical population of the study consisted of two groups of experts and thinkers. The first group consisted of university professors whose field of study and field of study was related to the field of research and the second group included organizational experts with a master's degree or higher with managerial and experimental backgrounds related to human resources in the qualitative section after counting the criteria and indicators extracted. From the theoretical foundations, a researcher-made questionnaire based on the Looshe and Likert spectrum was prepared and after passing the Delphi survey, a conceptual model was extracted. Then, in the quantitative part, exploratory factor analysis method was used to identify the model factors and confirmatory factor analysis method was used to fit the model. In order to check the validity of the questions, purposive sampling method was used among organizational and academic experts, of which 15 people were included as a statistical sample. In the second and third stages of validity of the questions, to strengthen the screening process, the snowball method was used to compile the sample, which after saturating the data of 32 final experts for the exploration section and building a conceptual model participated. Statistical analysis was performed using SPSS software to cluster the indicators and create research components and Smart PLS software to confirm the research model. Findings: The results of this study identified 11 components and 37 indicators as the most important factors of comprehensive empowerment and showed that individuals will be empowered individually when intra-individual intelligence, creativity-oriented education, psychological self-knowledge, internal performance, knowledge-based decision making and individual self-efficacy. Together, they will be empowered in the collective, team, and organizational spheres when the culture of bureaucracy, internal reward, fundamental self-efficacy, and interactive policy come together. Conclusion: After exploratory factor analysis and component classification, the fit of the model obtained from the previous step was investigated and confirmed with a good fit.