Human Resource Management
hamed dehghanan; Mir Ali Seyyed Naghavi; Mohammad Taghi Taghavifard; Mahmoud Mahdi
Abstract
Designing service compensation strategies is one of the sensitive, complex and challenging issues in human resource management in recent decades. Its requirement is to achieve strategic reference points and the aim of the research is to identify the dimensions and components that influence on the compensation ...
Read More
Designing service compensation strategies is one of the sensitive, complex and challenging issues in human resource management in recent decades. Its requirement is to achieve strategic reference points and the aim of the research is to identify the dimensions and components that influence on the compensation strategies of managers in the automotive industry. The research method is qualitative in nature and practical in terms of purpose. The number of participants based on saturation The opinion was determined by the managers of automobile companies with more than ten years of work experience in this industry, and the information was collected and analyzed through semi-structured interviews with 14 experts who were selected according to the researcher's judgment. The theme was used to analyze and interpret the data from the interview. The findings of this research include eight organizing themes of basic salary (fixed payment), special salary (variable payment), mixed payments, allowances (income in addition to salary), Short-term and long-term rewards, benefits (special managerial facilities), managerial knowledge and decision-making skills, and the ability to recognize issues and solve problems are effective reference points in compensation strategies for managers in the automobile industry.
Management of Organizational Development
Rouhollah Honarmand; Habib Roodsaz; Reza Vaezi; Mohammadreza Saadi
Abstract
The aim of the current research was to find self-organizing insights to understand organizational change and transformation. For this purpose and in order to find the answer to the research question, a systematic literature review method was used. The statistical population includes all qualitative and ...
Read More
The aim of the current research was to find self-organizing insights to understand organizational change and transformation. For this purpose and in order to find the answer to the research question, a systematic literature review method was used. The statistical population includes all qualitative and quantitative articles related to the research topic in the period from 2000 to 2024; By searching in scientific databases, 83 articles were identified. After evaluating the quality of the articles, 32 related articles were selected to answer the research question. The data obtained from the articles and literature were analyzed and combined using the theme analysis strategy. The research results showed that self-organization contains insights for organizational change and transformation. First) the combined actions of individual factors bring about organizational change; Second) the principles of self-organization reject the idea of planned and intentional change; Third) Organizations tend to change and evolve in a dynamic, non-linear and self-organizing manner; 4) flexible structure, is required for Self-organized change; Fifth) employee participation, is required for Self-organized change.
Organizational Leadership
ali shariatnejad; Zahra Eyni nargeseh
Abstract
The current research is practical in terms of its purpose, and in terms of gathering information, it is among exploratory research. Also, this research is a mixed qualitative and quantitative research based on comparative and inductive philosophy. The statistical population of the research is the experts ...
Read More
The current research is practical in terms of its purpose, and in terms of gathering information, it is among exploratory research. Also, this research is a mixed qualitative and quantitative research based on comparative and inductive philosophy. The statistical population of the research is the experts who were selected by the purposeful sampling method and based on the principle of theoretical adequacy. The data collection tool is in the qualitative part of the interview, whose validity and reliability were confirmed using content validity and theoretical validity and intra-coder and inter-coder reliability methods. Also, the data collection tool is in the quantitative part of the questionnaire, whose validity and reliability were confirmed using the content validity and retest reliability of the test. Qualitative data was analyzed by content analysis method and quantitative data was analyzed by fuzzy cognitive mapping method. The findings of this research indicate that the ability to tolerate high ambiguity, systemic and multidimensional thinking, and flexibility are the most important antecedents of applying visionary leadership. Also, empowering employees, aligning employees through creating a vision, forming an active organizational voice were identified as the most important consequences of visionary leadership in knowledge-based organizations.
Human Resource Management
mahdi kheirandish; Akbar Hassanpoor; yousef vakili; hasan akbari
Abstract
The aim of this study is to explain the pattern of supply, development and maintenance of human resources in privatized manufacturing companies. This research is qualitative, practical, and exploratory based on the aim. In qualitative section, additionally, the research strategy has been based on the ...
Read More
The aim of this study is to explain the pattern of supply, development and maintenance of human resources in privatized manufacturing companies. This research is qualitative, practical, and exploratory based on the aim. In qualitative section, additionally, the research strategy has been based on the analysis of interviews with experts and human resource managers of privated companies. The statistical population of the research is all companies and manufacturing enterprises that have been assigned to the private sectors during the last 10 years that 26 companies based on technical evaluation of privatization organization and also indicators of profitability, productivity, employment and fundraising, etc., were introduced as successful companies in the privatization field. Eventually, 12 companies were selected as the final sampling to collect research data. The data collection method was in-depth and semi-structured interviews with chief executive officer (CEO)s or human resources managers of the selected companies. Moreover, according to the principle of theoretical data saturation, all these people were interviewed. Research data analysis focused on three subgroups supply, maintenance, and development of human resources. Regarding the human resources supply in successful privatized companies, .
Organizational Leadership
javad pourkarimi; Mahsa Azizi
Abstract
The present study was conducted with the aim of identifying effective leadership styles in turbulent environments based on a qualitative approach and systematic review method. All scientific documents found between the years 2017 to 2024, totaling 12,900 scientific documents, constitute the research ...
Read More
The present study was conducted with the aim of identifying effective leadership styles in turbulent environments based on a qualitative approach and systematic review method. All scientific documents found between the years 2017 to 2024, totaling 12,900 scientific documents, constitute the research community, which were found in 8 foreign databases and 2 domestic databases. The systematic review was conducted based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Ultimately, after reviewing the title, research method, and findings, 30 studies were selected for scrutiny. In order to control the research quality and evaluate the findings, expert feedback was seeked in the selection process, analysis of articles, and also the CASP tool. Document analysis was carried out with high precision and documented. The results showed that 3 leadership styles consist of transformational, adaptive, and servant leadership have been recognized and recommended as effective leadership styles in turbulent conditions.Also, besed on analysis, the results show that transformational leadership style is composed of 18 components, adaptive leadership consists of 9 components and 4 components have formed the servant leadership style.
Organizational Behavior
mehdi deyhimpuor
Abstract
Background and purpose: One of the new problems of organizations in the current era is the dark (negative) aspects of social capital, which causes the formation of organizational cronyism. The current research was conducted with the aim of adjusting the relationship between the dark aspects of social ...
Read More
Background and purpose: One of the new problems of organizations in the current era is the dark (negative) aspects of social capital, which causes the formation of organizational cronyism. The current research was conducted with the aim of adjusting the relationship between the dark aspects of social capital with an emphasis on the variable of organizational transparency.Methodology: This research is based on the objective of applied type and in terms of method, descriptive-correlation. The statistical population of the research is made up of a number of employees of government organizations in Mazandaran province, and 391 people were selected as a sample using the available sampling method. The data of the research was obtained through the questionnaires of Arasli and Tamer (2008), organizational transparency (Rawlins, 2008) and social capital of Nahapit and Ghoshal (1998). Findings: The analysis of statistical data indicates that the impact of social capital on organizational cronyism is 0.535 and organizational transparency on organizational cronyism is -760.Conclusion: The results of structural equation modeling showed that all paths of social capital and its dimensions are significant on organizational chronicity, and the variable of organizational transparency also moderates this relationship.
)
