Human Resource Management
Habib Roodsaz
Abstract
The expansion of the gig economy and the widespread transformations in employment patterns have highlighted the necessity of revisiting traditional human resource management concepts, particularly in assessing employee commitment. In this dynamic context, identifying the dimensions and indicators of ...
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The expansion of the gig economy and the widespread transformations in employment patterns have highlighted the necessity of revisiting traditional human resource management concepts, particularly in assessing employee commitment. In this dynamic context, identifying the dimensions and indicators of gig workers' commitment especially from the employer’s perspective، plays a crucial role in improving the management and retention of this flexible and project-based workforce. The aim of this study is to develop a multidimensional framework for measuring and quantifying gig worker commitment from the employer’s viewpoint, based on objective and data-driven indicators. The research was conducted in two phases. First, through a systematic literature review, relevant indicators for commitment assessment were identified. Then, using the Best-Worst Method (BWM), a multi-criteria decision-making approach, these indicators were weighted and prioritized. The findings of the study revealed five key dimensions, ranked in order of weight, as the most important components for assessing gig workers' commitment from the employer's perspective: stability and reliability of work, performance and work quality, engagement and proactiveness, professionalism and ethical behavior, and work relationship persistence. This framework provides a structured basis for designing targeted performance evaluation systems and developing more effective management policies for organizations operating within the gig economy.
Human Resource Management
Habib Allah Ranaei Kordshouli; Somaye Lalegani; Moslem Alimohammadlou; Alireza Amini
Abstract
The human staffing system, as one of the fundamental pillars of human resource management, plays a pivotal role in promoting social justice and enhancing the efficiency of the administrative system, particularly in the public sector. This study aims to critically examine the laws and regulations governing ...
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The human staffing system, as one of the fundamental pillars of human resource management, plays a pivotal role in promoting social justice and enhancing the efficiency of the administrative system, particularly in the public sector. This study aims to critically examine the laws and regulations governing the human staffing system in the public sector, with the goal of identifying current challenges and exposing the ideologies and structures that reinforce inequality and injustice. Using Fairclough’s Critical Discourse Analysis (CDA) method and a qualitative approach, the study critically analyzes the texts of the Constitution, the Civil Service Management Act, the Labor Law, and the National Selection Law. The findings reveal that existing laws are predominantly influenced by classical and new public management approaches, with a primary emphasis on control and hierarchy. Furthermore, principles such as justice and transparency—central to the new public service and Islamic governance—are only marginally reflected in these laws. The study underscores the need for legal reform and greater attention to unheard voices and marginalized groups in order to reduce discrimination and strengthen social justice within the administrative system.
Organizational Behavior
Mohammad Taban; Seydmehdi Vayseh; Hamed Ghasempour
Abstract
This research, based on a mixed methodology, seeks to construct an interpretive structural modeling of the causes of job boredom among the employees of the operational units (line) of the Ilam Province Electricity Distribution Company. The participants in the study are 16 key informants who were invited ...
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This research, based on a mixed methodology, seeks to construct an interpretive structural modeling of the causes of job boredom among the employees of the operational units (line) of the Ilam Province Electricity Distribution Company. The participants in the study are 16 key informants who were invited for in-depth interviews through a purposeful method. After ensuring the reliability of the data, a paired questionnaire was distributed among the participants in the previous stage for the purpose of modeling. The results showed that the interpretive structural model of the causes of job boredom is organized with 6 factors at 3 levels. At the first level, individual causes, intra-organizational causes related to the job, intra-organizational causes related to the organizational context, and extra-organizational causes were identified. At the second level, intra-organizational causes related to the organization's social environment, and at the third level, intra-organizational causes related to human resource management were found.
Organizational Leadership
Ammar Abed; Ali Nasre Esfahani; Hadi Teimouri
Abstract
the current research was carried out with the aim of designing a humble leadership pattern. this study is a developmental-applied, qualitative research and was conducted with the grounded theory method. The field of research consists of managers and experts of the High Institute of Security and Administrative ...
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the current research was carried out with the aim of designing a humble leadership pattern. this study is a developmental-applied, qualitative research and was conducted with the grounded theory method. The field of research consists of managers and experts of the High Institute of Security and Administrative Development of Iraq, among which 30 people were selected to participate by using the purposeful sampling method. The required data was collected through semi-structured interviews, and the rule of theoretical data saturation. The results show that two categories of factors (individual factors and organizational factors) play a role as the causal conditions of humble leadership style in the organization. The results also indicate that the humble leadership style appears in the form of four main components, i.e. intellectual (cognitive), motivational, emotional and behavioral in the organization. And contextual conditions (tendency to create a special atmosphere, level of maturity of employees and not giving value to flatterers) and intervening conditions (managers' self-esteem, low uncertainty and positive organizational culture) also lead to the emergence of this leadership style in the organization. The strategies (infrastructural and management) and consequences (individual and organizational) of this leadership style have also been identified.
Organizational Behavior
Mehdi Yazdanshenas; Zohreh Dehdashti Shahrokh; Hamed Dehghanan; Behnaz Pani
Abstract
Resilience has garnered significant attention in human resource development research. However, limited scholarly research has focused on female managers. This study aims to bridge this gap by providing an in-depth examination of female managers' resilience. Employing a qualitative meta-synthesis approach, ...
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Resilience has garnered significant attention in human resource development research. However, limited scholarly research has focused on female managers. This study aims to bridge this gap by providing an in-depth examination of female managers' resilience. Employing a qualitative meta-synthesis approach, this research reviews a collection of studies on resilience. The literature search was conducted in two phases: an exploratory and a focused search. Through a review of academic databases, 1,047 articles containing "resilience" were identified. Articles whose titles and abstracts did not include keywords related to resilience were excluded. The remaining articles were analyzed for alignment with the study. Ultimately, 35 articles matching the research objectives were selected for analysis. Using Sandelowski and Barroso’s framework, the findings were synthesized. In total, 22 concepts and five categories were identified. The antecedents of female managers' resilience were classified into individual, organizational, and situational factors. The outcomes were categorized into organizational and individual achievements. Among examined factors, self-efficacy, work-life balance, family support, and reflective learning received the most references. The findings highlight a range of factors that human resource professionals should consider in fostering female managers' resilience, sustaining human capital, and ensuring business sustainability.ا
Human Resource Management
Mohammad Hakkak; Heydar Abbaspour
Abstract
Silent employee protest, or passive resistance, is a phenomenon in which employees, instead of openly expressing their dissatisfaction with workplace conditions or problems, indirectly demonstrate indifference, reduced productivity, or changes in behavior without any explicit statement. This type of ...
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Silent employee protest, or passive resistance, is a phenomenon in which employees, instead of openly expressing their dissatisfaction with workplace conditions or problems, indirectly demonstrate indifference, reduced productivity, or changes in behavior without any explicit statement. This type of protest may not be apparent from an organizational perspective, but it can have very serious and long-term consequences for organizational health, employee morale, and overall organizational productivity. Therefore, the present study aimed to identify and analyze the antecedents and consequences of the phenomenon of silent protest in government organizations in Ilam province. In terms of purpose, the present study is applied research and, in terms of data collection, falls into the category of exploratory research. Furthermore, this research is a mixed-methods study, both qualitative and quantitative, based on the philosophical approach of deductive-inductive reasoning. The statistical population of the study consists of experts in the field of management and human resources, who were selected through purposive sampling based on the principle of theoretical sufficiency. The data collection tool in the qualitative section is the interview, the validity and reliability of which were confirmed using content and theoretical validity, as well as intra-coder and inter-coder reliability assessment methods.
Human Resource Management
farshid aslani; Marzieh Mohammadi
Abstract
This research was conducted with the aims of examining the phenomenon of organizational Tranquility and the factors influencing it in academic environment among faculty members of Payame Noor University. The present research seeks to understand the lived experiences of faculty members regarding organizational ...
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This research was conducted with the aims of examining the phenomenon of organizational Tranquility and the factors influencing it in academic environment among faculty members of Payame Noor University. The present research seeks to understand the lived experiences of faculty members regarding organizational Tranquility and to identify the antecedents and consequences of this phenomenon. The research method is qualitative and based on a phenomenological approach. Data were collected through semi-structured interviews with 15 faculty members of Payame Noor University and analyzed using thematic analysis and MAXQDA 2020 software. According to the results, organizational Tranquility is influenced by various factors, including work-life balance, motivation, organizational justice, scholarly management, positive organizational culture, and transparency. Moreover, the consequences of this phenomenon include increased job satisfaction, reduced employee turnover, enhanced creativity and innovation, and improved organizational productivity. The most important antecedents of organizational Tranquility were workspace management, effective leadership style, and reduction of superficial tasks. The findings indicate that organizational tranquility not only affects employees' mental health and job satisfaction but also leads to the improvement of overall organizational performance. Organizations can foster organizational tranquility by creating supportive work environments, strengthening organizational justice, and reducing stress-inducing factors.
