Management
Hamzeh Farajollahi moghadam; Bijan Abdollahi; saeed jafarinia; akbar hassanpoor
Abstract
The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, in order to collect data, an exploratory interview was conducted with 20 experts and activists in the field of executive coaching. ...
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The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, in order to collect data, an exploratory interview was conducted with 20 experts and activists in the field of executive coaching. In order to analyze the data, the phenomenological method was used.The findings of the research led to the presentation of a model centered on organizational, individual and professional elements.The model for improving executive coaching in the Islamic Republic of Iran's Red Crescent Society, based on the three dimensions of individual, organizational and professional; 26 components of ethics, goal orientation, order orientation, action orientation, awareness, awareness, convergence, support orientation, motivation, transparency, holistic orientation,stability orientation,interaction orientation, goal orientation, adaptability, monitoring orientation, positive thinking,dependence, demographic, effectiveness,preparation, communication, self-improvement, growth orientation and 109 indicators. This study fills some gaps in the executive coaching literature.Unlike many previous studies in this field that have only relied on the evaluations of the effectiveness of executive coaching, this study has identified a set of factors related to the individual, organizational and professional levels with a phenomenological perspective and presented the identified factors in a model format.
Human Resource Management
Akbar Hassanpoor; Reza Yousefi zenouz; Hossein Safari; Tohid Ghujali
Abstract
The research purpose is responding to the human resources compensation risk in Iran's insurance industry. By systematically studying the literature and interviewing 15 experts based on the snowball sampling , risks were identified and after screening based on the fuzzy Delphi, Fuzzy cognitive mapping ...
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The research purpose is responding to the human resources compensation risk in Iran's insurance industry. By systematically studying the literature and interviewing 15 experts based on the snowball sampling , risks were identified and after screening based on the fuzzy Delphi, Fuzzy cognitive mapping has been used to respond to risk. the inflexibility of compensation was identified as the most central element of the cognitive risk mapping. In the next , the effect of different risk control policies on map elements was investigated in three scenarios. After controlling one factor and its lack of influence on the whole map, finally with the policy of controlling the key elements , seven key elements with the highest degree of centrality include inflexibility of compensation, lack of employee satisfaction, lack of transparency, internal and external inequality, and non-alignment of payment. And performance, the imbalance between short and long-term incentives and the non-compensation of extra-role behaviors of employees selected and with the aim of fully controlling these elements, values corresponding to these elements were considered equal to zero in the initial state vector. results show that by controlling key elements of mapping, whole mapping undergoes changes and risk of human resources compensation is reduced.
Ali Andayesh; Bijan Abdollahi; Saeed Jafarinia; Akbar Hassanpoor
Abstract
The purpose of this study is to identify the risks of human resources in the top manufacturing companies in Iran. For this purpose, through a systematic review of information resources and previous studies and by refining 300 risks, a list of 35 correct risks of human resources was extracted and introduced.Then, ...
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The purpose of this study is to identify the risks of human resources in the top manufacturing companies in Iran. For this purpose, through a systematic review of information resources and previous studies and by refining 300 risks, a list of 35 correct risks of human resources was extracted and introduced.Then, using the opinions of experts, these risks were validated and assigned to different groups of employees, and 15 new risks were added. Thus, in order to answer the main research question, 50 human resource risks of the top manufacturing companies in Iran were identified and introduced.Forty-five human resource managers and specialists working in the top 21 manufacturing companies in Iran were the experts of this research, who were selected in a targeted manner and snowball.The top companies were selected based on the results of the Industrial Management Organization (IMI100) ranking in a targeted and quota manner.Findings show that all risks have been validated and 70% of the risks have been approved by more than 80% of experts. Also, deputies, managers, key employees and talents took the highest risk among different groups of employees, respectively. But on average, the number of risks associated with other groups of employees (staff / queue and experienced / inexperienced) did not differ much.
Akbar Hasanpour; Bijan Abdollahi; Saeed Jafarinia; Mahboobeh Memari
Abstract
The banking industry and the desirable performance of banks have a significant impact on the country's economic development. The environmental factors affecting the industry, such as the complex global economy, the economic climate of the country influenced by economic sanctions, as well as the growth ...
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The banking industry and the desirable performance of banks have a significant impact on the country's economic development. The environmental factors affecting the industry, such as the complex global economy, the economic climate of the country influenced by economic sanctions, as well as the growth of private banks and financial and credit institutions, have led banks to attract, cultivate and sustain people in order to sustain its growth and survival and to gain superior competitive advantage. Therefore, the design of a system that allows banks to attract, develop, and maintain a talented personnel is one of the needs of this industry. Therefore, the present study amid to design a talent management model in the banking industry. The present research has interpretive philosophical foundations and its orientation is developed and applied. The approach of this research is inductive and a qualitative method for its implementation is used. The field study method and the strategy of the grounded theory were used. The method of data collection was interview and to select a sample, a combination of purposeful or judging methods and snowball method and theoretical sampling were used. In the present research, the paradigm model of talent management was identified in the role of causal, subjective, interventional, main phenomena and outcomes, design and development, and the dimensions of planning talent, acquire talent,, talent development, applying talent, retaining talent, for the main phenomenon have been identified
