Management and Educational Perspective

Abstract This study was conducted with the aim of identifying the dimensions and validating a model of organizational capacity‑building to enhance human resource productivity. The research adopted an applicable purpose and employed a mixed‑method design. In the qualitative phase, semi‑structured interviews were conducted with 19 academic and executive experts in the fields of organizational capacity‑building and human resource productivity, selected through purposive sampling until theoretical saturation was reached. The data obtained from these interviews were analyzed by thematic analysis, leading to the extraction of basic and organizing themes.
In the quantitative phase, the statistical population consisted of all employees of Karaj Municipality in 2024. Stratified random sampling was employed, and data were collected using a researcher‑developed questionnaire designed based on the qualitative findings. Instrument validity was assessed through internal consistency, and reliability was evaluated by Cronbach’s alpha coefficient. Data analysis was performed at both descriptive and inferential levels, including confirmatory factor analysis, by SmartPLS version 3.
The findings revealed that the organizational capacity‑building model for enhancing human resource productivity is grounded in five fundamental dimensions: individual capacity‑building, process capacity‑building, institutional capacity‑building, cultural and organizational learning capacity, and governance capacity. These dimensions encompass components such as the development of job‑related knowledge and skills, enhanced motivation and job satisfaction, innovation and continuous improvement, participatory leadership, technological infrastructure development, sustainable financing, inter‑organizational collaborations, promotion of a learning culture, strengthening ethical values and organizational trust, and alignment with legal frameworks and macro‑level policies. Overall, the results indicate that applying this model can facilitate the improvement of human resource productivity within Karaj Municipality.
Introduction
In the contemporary era, where non‑governmental institutions increasingly play a significant role in addressing social and economic challenges, organizational capacity‑building is considered an inevitable necessity. Given that more than 70% of the world’s population is influenced by non‑governmental institutions, empowering these organizations can contribute to improving the quality of life for millions of people (Molaei & Bandeali, 2020). Furthermore, in circumstances where global crises such as climate change and pandemics require rapid and effective responses, organizations with stronger capacities can emerge as key actors in addressing these challenges (Marzek, 2022).
Organizational capacity‑building refers to strengthening an institution’s capabilities and resources in order to enhance its performance and productivity. In non‑governmental organizations, this process is particularly important in improving human resource productivity. According to management theories, organizational capacity‑building enables institutions to achieve better outcomes by improving internal processes, enhancing employees’ skills, and creating a positive organizational culture. In this regard, organizations can employ effective capacity‑building strategies to improve service quality and increase their impact on society (Wang et al., 2020).
One of the major challenges in organizational capacity‑building is the shortage of financial resources. Organizations often face financial constraints that limit their ability to invest in capacity‑building initiatives and employee skill development. Reports indicate that more than 60% of such organizations are unable to implement their development programs due to insufficient financial resources. This challenge directly affects human resource productivity and leads to a decline in the quality of services provided (Flink & Chen, 2021).
Another challenge is the lack of managerial and leadership skills among organizational managers. Many institutions, due to insufficient training in management, are unable to establish effective organizational structures. This issue may result in difficulties in attracting and retaining high‑quality human resources and consequently affect the overall productivity of the organization (Jafarzadeh, 2024). Therefore, addressing these challenges and identifying effective solutions to overcome them is of great importance.
To address existing issues related to organizational capacity‑building and the improvement of human resource productivity in Karaj Municipality, comprehensive and multidimensional approaches are required. One effective strategy is the development of continuous and systematic training programs for employees to enhance their technical and managerial skills. Additionally, fostering a positive and participatory organizational culture can increase employees’ motivation and work morale. Alongside these measures, improving managerial processes and increasing transparency in decision‑making are necessary to strengthen public trust in governmental institutions. Considering these issues, the present study seeks to answer the following question: What dimensions constitute organizational capacity‑building for improving human resource productivity in the Karaj metropolitan municipality, and how valid are these dimensions?
Theoretical Framework
Capacity is a multidimensional and dynamic concept that can be examined at different levels and entities within an organization, including the individual, system, and organizational levels. Capacity can be considered both as a process and as an outcome. The concept of capacity‑building is also somewhat intangible. Theoretical information in the literature generally defines capacity‑building in broad terms and emphasizes its importance rather than providing a precise definition. However, practical insights obtained through discussions with practitioners more clearly and accurately explain the concept of capacity‑building through experiential understanding, measurement of different capacity elements, and evaluation of the effects of capacity‑building interventions.
Capacity‑building involves creating an enabling environment with appropriate policies, legal frameworks, and institutional development that includes community participation, human resource development, and the strengthening of management systems (Lafond & Watts, 2004). In general, capacity‑building refers to processes or activities that improve the ability of an individual or entity to perform tasks and achieve objectives (Lafond & Watts, 2008). For example, any activity, project, or organizational change that enhances the ability of an organizational system to produce positive outcomes can be considered a capacity‑building variable.
Capacity‑building is inherently multidimensional. Understanding it requires examining its elements, strategies, dimensions, and intervention mechanisms. Scott and Wolfe (2014) define capacity‑building along a spectrum ranging from broader to more specific interpretations. In a general sense, capacity‑building refers to any activity that enhances the ability of partners to perform their work or assist others in improving the lives of disadvantaged populations. This includes equipping organizational staff with the training necessary to effectively implement their programs (Mohammadi, 2022).
Capacity‑building also encompasses multiple levels, including the community and environmental level (empowering individuals), the organizational level (empowering non‑governmental and civil society organizations), and the network level (empowering networks that function as information and collaboration systems).
Research Methodology
This study is applicable in nature, and employs a descriptive–exploratory design, utilizing a sequential mixed‑methods approach (qualitative followed by quantitative). In the qualitative phase, the phenomenological exploration of experts’ perspectives and experiences was used to identify the dimensions and components of the research subject, ultimately leading to the development of a conceptual model. Participants in this phase consisted of 19 theoretical and practical experts selected through purposive non‑random sampling until theoretical saturation was achieved (interviews 20 and 21 yielded no new insights). The experts included university faculty members and senior officials of Karaj Municipality. Semi‑structured interviews, each lasting up to 40 minutes, were conducted to examine the dimensions, components, indicators, and the current state of capacity‑building for human resource productivity.
In the quantitative phase, all employees of Karaj Municipality involved in capacity‑building and human resource functions were targeted through stratified random sampling. Structural equation modeling was employed to determine the sample size. The data collection instrument was a 65‑item Likert‑scale questionnaire (ranging from 1 = very low importance to 5 = very high importance), developed based on the qualitative findings and divided into demographic and main sections. Validity and reliability in the qualitative phase were evaluated by Guba and Lincoln’s (1982) criteria—credibility, transferability, dependability, and confirmability—through participant feedback, auditing, and diverse expert viewpoints. In the quantitative phase, content validity was confirmed by specialists; discriminant validity was assessed by the Fornell‑Larcker criterion; convergent validity was evaluated through AVE values (> 0.5); and reliability was examined by Cronbach’s alpha.
Qualitative data analysis employed inductive content analysis with three‑stage coding (open, axial, and selective). Quantitative analysis involved descriptive and inferential statistics through SPSS, and structural equation modeling was conducted with SmartPLS at a 5% significance level.
Research Findings
The qualitative interviews reached theoretical saturation with 15 experts (7 academics and 8 managers). As a result, five main dimensions and 18 components of the organizational capacity‑building model were identified, forming a conceptual network framework.
The quantitative sample indicated that 67% of the respondents were male, 78.8% held a master’s degree, and 87.7% had more than 20 years of work experience. Discriminant validity was confirmed through the Fornell–Larcker matrix. Convergent validity was also verified, with AVE values greater than 0.5 and composite reliability (CR) exceeding AVE. Model fit indices (e.g., SRMR < 0.08 and NFI > 0.90) demonstrated an acceptable model fit.
The results of the structural equation modeling confirmed all hypothesized paths as statistically significant. The individual capacity structure—including knowledge development, motivation/job satisfaction, individual evaluation, and productivity—showed strong factor loadings, with the highest loading (0.816) related to motivation. The process capacity structure, consisting of innovation, transformational/participatory leadership, process improvement, and technological infrastructure, demonstrated factor loadings above 0.70, with leadership showing the highest loading (0.821). The institutional capacity dimension, which included formal structures, human resource policies, and inter‑organizational collaboration, had factor loadings ranging from 0.733 to 0.859, with collaboration showing the highest value. The cultural and organizational learning capacity dimension—comprising a culture of continuous learning, ethical values and trust, and productivity through culture and learning—showed factor loadings in the range of approximately 0.63. Finally, the governance capacity dimension—including legal and policy compliance, stakeholder support, and monitoring, evaluation, and learning—demonstrated factor loadings around 0.718 across its components.
Conclusion
This study confirms a five‑dimensional model of organizational capacity‑building for enhancing human resource productivity in Karaj Municipality: individual, process, institutional, cultural/organizational, and governance capacities. Together with its associated components, each dimension contributes to a comprehensive framework supported by significant structural paths and strong model fit indicators.
The findings are consistent with previous research emphasizing the importance of training (Greer et al., 2023), motivation (Jahanbaz et al., 2023), leadership (Apat & Mohapatra, 2025), human resource policies (Djazilan & Arifin, 2022), and cultural learning (Rommerskirch‑Manietta et al.). These results highlight the integrated role of multiple organizational capacities in strengthening human resource productivity within public sector institutions.
However, the study has several limitations, including the restriction of the sample to Karaj Municipality, the potential for respondent bias, and the rapidly evolving technological and managerial context. Future research could expand the model to other municipalities, employ comparative or longitudinal research designs, utilize social network analysis, and conduct cross‑cultural comparisons with other countries.
From a practical perspective, policymakers and managers should prioritize employee training programs, empowerment initiatives, technological infrastructure development, clear policy frameworks, and the promotion of a capacity‑building organizational culture in order to improve productivity and enhance the quality of public services. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The present study aims to present a human resources productivity model based on employees' political behaviors with a structural-interpretive approach. The method of this research is applicable in terms of purpose. The statistical population of the research includes 15 expert university professors as well as senior managers of public sector organizations in Iran whose scientific and experimental background is in the field of human resource management and organizational behavior. The data collection method was carried out by questionnaire. The interpretive structural modeling approach was used to analyze the findings, and the MICMAC software was used for influence and impact. The results showed that the category of "human resource productivity consequences" is at the first level of the model, which means that this category is the most influential factor that is affected by all other factors and does not affect any factor. Also, the category of "Human Resource Productivity in the Public Sector" is located at the second level, which affects the first level category and is affected by the third level category. At the same time, the category of "Human Resource Productivity Actors" and the category of "Political Behaviors" are located at the third level of the model, which affect the factors in the second level and are affected by the factors in the fourth level. At the fourth level, the category of "Political Behavior Drivers" is located, which are the most influential factors among the factors in the research model.
Introduction
Today, it is clear that the main goal of organizations is to optimally use existing resources, including land, capital, human resources, technology, and management, to achieve maximum productivity. Various definitions of productivity have been presented in various scientific sources, with perhaps the simplest definition of productivity being the ratio of output to data or the ratio of outputs to inputs (Delmas & Pekovic, 2018). On the other hand, productivity is divided into four levels in terms of the level at which it is analyzed: productivity at the human resource level, productivity at the organizational level, productivity at the level of a sector of the economy such as industry and agriculture, and productivity at the national level (Khaksar et al, 2020). In the meantime, productivity at the human resource level is dedicated to analyzing, measuring, and improving human resource productivity, and the topic of discussion at this level of analysis is promotion and improvement of human resource productivity, including direct labor and indirect labor of organizations (Mirmohammadsadeghi et al, 2019). In this regard, the researcher seeks to answer the questions: what is the relationship between political behaviors and human resource productivity? What factors play a role in the emergence of political behaviors that can play a role in human resource productivity? How should these factors and political behaviors be managed? How can a model for improving human resource productivity be presented that also covers the political behaviors of employees? In this regard, given the importance of the issue of human resource productivity and the increasing attention and need of companies and organizations to this area and the lack of a comprehensive and complete model of the characteristics required by managers, the question of this research is: What is the human resource productivity model based on the political behaviors of employees with a structural-interpretive approach?
Theoretical Framework
Human Resource Productivity
Productivity is both a concept and a suitable criterion for evaluating the performance of phenomena whose purpose is to spend resources to achieve goals. Improving productivity is the main task of managers and they should play the greatest role in this regard. The most important factor or main lever for reducing or increasing productivity is human resources, which, with wisdom, have the ability to transform thought into product; because the basis of productivity in an organization is productivity in thought. The human resource factor, as a factor in the production of goods and services, which on the one hand directly participates in production and on the other hand is known as a conscious factor and coordinator of other production factors, has a special place among other production factors. Today, given the importance of human resources as one of the most important production resources in organizations and its unparalleled role in the organizational field, paying attention to the role and performance of this huge, complex and expensive resource can undoubtedly be the solution to many organizational challenges (Faraji Marjanloo et al, 2017).
Political Behavior
Political behavior consists of influence tactics designed to enhance personal or organizational interests, and its main goal is to reconcile and effectively manage such potentially competing interests. Political behavior tactics can be divided into two groups: 1. Influence tactics; 2. Political tactics. Influence tactics are a subset of political behavior used by a social actor to influence other social actors in order to achieve organizational or common interests. Influence on individuals is one of the most important processes in effective management (Soltani Fath et al, 2022).
Khazaei et al, (2025) examined the presentation of a model of political behavior based on shadow management theory in the public sector using a meta-synthesis method. Based on the research findings, political behavior in the public sector has 72 components in three different dimensions: the white political behavior dimension with 28 components, which has a practical function and is based on political behavior knowledge and helps to achieve organizational goals; the black political behavior dimension has 26 components harmful and act in favor of groups under the supervision of shadow managers and prevent the achievement of the organization's goals; and the gray political behavior has 18 components that may be both beneficial and detrimental to the organization's goals. Managers should provide a capable organizational structure that provides freedom of expression, compliance with the law, and meritocracy in the organization, considering the factors identified in this study.
Izadi et al, (2024) studied the design and explanation of the political behavior model of managers in government organizations. The results of the findings showed that 11 main categories were identified in 6 levels. The findings also showed that at the sixth level, the socio-cultural gap and personality traits of individuals had the greatest impact compared to other factors. Of course, cultural weakness was the most effective factor. At the fifth level of the model, there is public belief. At the fourth level, there are political will of individuals and management of organizational imagery and evaluation. At the third level, there is individual power of individuals. At the second level are organizational processes and elections and organizational appointments, and at the last level are the pattern of laws and regulations and the structure of government organizations.
Research Methodology
The method of this research is applicable in terms of purpose. The statistical population of the research includes 15 expert university professors as well as senior managers of public sector organizations in Iran whose scientific and experimental background is in the field of human resource management and organizational behavior. The data collection method was carried out by questionnaire.
Research Findings
The interpretive structural modeling approach was used to analyze the findings, and the MICMAC software was used for influence and impact. The results showed that the category of "human resource productivity consequences" is at the first level of the model, which means that this category is the most influential factor that is affected by all other factors and does not affect any factor. Also, the category of "Human Resource Productivity in the Public Sector" is located at the second level, which affects the first level category and is affected by the third level category. At the same time, the category of "Human Resource Productivity Actors" and the category of "Political Behaviors" are located at the third level of the model, which affect the factors in the second level and are affected by the factors in the fourth level. At the fourth level, the category of "Political Behavior Drivers" is located, which are the most influential factors among the factors in the research model.
Conclusion
The present study was conducted with the aim of presenting a human resource productivity model based on the political behaviors of employees with a structural-interpretive approach. The results of this study are consistent with the results of Khazaei et al, (2025), Izadi et al, (2024), Khazaei Poul et al, (2023), Mohammadpour et al, (2023), Sanaie et al, (2023), Feezell et al, (2021), Selajgeh & Rostakhiz (2021), Lyons et al, (2020), Hern (2020), and Pourpanahi Kaltapeh et al, (2022). Khazaei Poul et al, (2023) showed that six causal and strategic variables including individual, environmental and structural factors were identified and analyzed. The results showed that environmental factors are the basis of the model and affect other variables, while individual and structural factors also have important effects on freedom of expression, adherence to the law, and meritocracy; and recommend that managers reduce the negative effects of political behaviors and increase organizational efficiency by creating capable organizational structures and providing a suitable environment.
Based on the research results, the following suggestions were made:
(In order to improve the components of political behaviors, necessary action should be taken to improve the internal components, constructive participation and cooperation, trust and empathy, healthy and effective competition, convergence in goals and programs, management of perceptions, organizational loyalty, avoiding pretense, flattery and hypocrisy, and in line with the external components, including facilitating trans-organizational communications, national and sectoral convergence, emphasis on national interests, and social and charitable participation. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Extended Abstract
Abstract
Given the role of it in the production of science and knowledge, the higher education is expected to be a pioneer in the application of up-to-date and efficient knowledge. In this regard, the subject of attention to new management methods and the subject of communication in new organizations in order to increase employee productivity is the aim of this study. In the present study, three management concepts compatible with new universities; quantum management, human resource productivity and organizational empathy have been investigated and it is intended to compare the amount of these three variables in Lorestan Universities and Lorestan Medical Science Universities. The present study is applicable in terms of purpose and has been conducted in terms of data collection method with library studies and a prefabricated questionnaire. The statistical population in this study is the staff of Lorestan Universities and Lorestan University of Medical Sciences in 1396 with 863 people, among which 265 people selected by means of the relative classifying sampling via the Krejcie & morgan table as sample, were determined relatively in each class. To compare the variables in the two universities, the data related to the research hypotheses were analyzed using the analysis of variance test. According to data analysis, there is a difference between quantum management and human resource productivity in Lorestan universities and Lorestan University of Medical Sciences, but there is no difference between the levels of organizational empathy in these two universities.
Introduction
Rapid and continuous changes in the world, the increasing growth of knowledge and information production has led to the need to change organizations from a state of stability and predictability to coordination with the uncertainty in all world situations, including the management of organizations. The ability of change is one of the most vital capabilities of an organization on which the survival and development of the organization depends (Vaezi, Adnan Raad, & Shahmohammadi., 2015). Quantum management increases the level of empowerment of employees and at the same time provides the ground for consultation and synergy by employees and managers (mirkamali & hajkhozeymh, 2020). Today, the importance of empathy in new organizations is clear to everyone. Organizations as a social phenomenon include a number of people who have the ability to cooperate and create different relationships to achieve a common goal and therefore have a high need for empathy in their organization (Amirkabiri, 2002). Empathy is an incentive force for social behaviors and behaviors that lead to group cohesion (Jolliffe & Farrington, 2006; Reef, et al., 2010). Empathy is one of the effective factors on the development of human relations in the organization and consequently leads to psychological improvement in the organization (Shahrasebi, Mooghali, Ahmadi, & Amirkhani., 2019). Given that the existence of organizational empathy has positive effects on the development of organizations and consequently society (Mohammad Shafi'I,., Haghshenas, & Afrough (2015) and also in interpersonal practices, empathy is a factor of success; The leaders, with appropriate methods, can penetrate the beliefs and values ​​of their employees; and cause the dynamism, effectiveness and increasing success of the organization, because there are always shortcomings and weaknesses in the design of organizations. Management and leadership are strong and reassuring factors in creating coordination between members, activities and also leads them in creating their empathy (Pirooz, khedmati, & Beheshtinejad, 2002). Growth and development of organizations, especially universities,  will not be possible without considering the basic element of manpower, because among the factors of production, the manpower factor, unlike other organizational resources, is known as the consciousness and coordinator of other factors. The human source is the most important investment in each organization, and Index of superiority of an organization over other organizations that determines how it operates, performance and ultimately the efficiency of the organization (mardani, shahr, babak & khaki, 2019). Employment of motivated, capable and productive human resources, in addition to providing quality services, can use other resources within the organization in a proper and desirable manner and achieve a variety of productivity aspects And ultimately make the organization productive (Baradaran & Valijani, 2016). Since one of the main goals of higher education is to strive for quality in the set of activities effective in better educational, research and executive performances, The present study seeks to answer the question; whether there is a difference between quantum management, organizational empathy and human resource productivity in Lorestan University and Lorestan University of Medical Sciences?
Case study
In this study, all employees of Lorestan University and Lorestan University of Medical Sciences, including full-time and part-time employees, contract and formal and pact forces have been working in these universities; has been reviewed as a case study.
Theoretical framework
Manpower productivity is the maximum appropriate use of manpower in order to achieve the goals of the organization with the minimum time and cost (Azadi, 2014).
Quantum management is a fully operational skill for managers, which fits with the characteristics of organizations in the last century. This metaphor for managers' behaviors is derived from quantum theory, which is derived from the field of physics (Golshan, 2003).
The existence of a sense of empathy among the members of an organization is called organizational empathy. This empathy must be reflected in the interpersonal relationships between employees, between managers and employees, and between managers. Empathy is one of the factors of internal cohesion of the organization (Davis, 2009).
Mirkamali and Haj Khuzimeh (2020) in a study entitled "The relationship between managers 'quantum management skills and staff readiness for organizational change" which was conducted on employees of the University of Tehran showed that there is a positive and significant relationship between managers' quantum management skills and staff readiness for organizational change (mirkamali & hajkhozeymh, 2020).
Shahabi Nasab et al. (2021), in their study "The effect of quantum management skills on the formation of innovative work behavior based on the mediating role of psychological empowerment and knowledge management" showed that quantum management skills has a positive and significant effect on innovative work behaviors, knowledge management and psychological empowerment of employees (Shahabi Nasab, Bahrami, Pirzad & Hojjatdoost.2021).
Methodology
The present study is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of this study is all employees of Lorestan University and Lorestan University of Medical Sciences, who have been working in these universities in the academic year 2017-2018. The statistical population of this study is 843 people, which according to Krejcie and Morgan (1970) table, 265 people have been selected as a sample. Using the relative class sampling method, a sample of 126 people from Lorestan University and 139 people from Lorestan University of Medical Sciences were selected. Data collection tool consists of three prefabricated questionnaires.
Discussion and Results
Analysis of variance was used to analyze the data related to the hypotheses. Since the significance level (0.00) of quantum management in Lorestan Universities and Lorestan University of Medical Sciences is less than the error level of 0.05; therefore this hypothesis is confirmed and there is a difference between the amount of quantum management in Lorestan Universities and Lorestan University of Medical Sciences. Since the significance level (0.09) of organizational empathy between Lorestan Universities and Lorestan University of Medical Sciences is greater than the Error level of 0.05; therefore, this hypothesis is not confirmed and there is no difference between the level of organizational empathy in Lorestan universities and Lorestan University of Medical Sciences. Since the significance level (0.00) of human resource productivity in Lorestan Universities and Lorestan University of Medical Sciences is less than the error level of 0.05; therefore, this hypothesis is confirmed and there is a difference between the productivity of human resources in Lorestan universities and Lorestan University of Medical Sciences.
Conclusion
The results of the first hypothesis showed that the staff of these universities has different perceptions of quantum skills implemented by their administrators. Despite the fact that both organizations (Lorestan University and Lorestan University of Medical Sciences) are located in the same geographical area in Iran and have the same environmental, social, political and cultural conditions, there is different platform in each university for implementing quantum management principles and skills based on these basics. According to the research findings, it seems that universities can move in the direction of these goals by reforming management and using new management methods and scientific evaluation and supervision.
Hypothesis 2: There is no difference between the levels of organizational empathy in two different universities. According to what has been observed in this research as well as researches (Shariati, &, Sanei.2017; Leilami, &, Soltani.2018) it seems that efforts to improve organizational communication, information activities inside and outside the organization, Ceremonies and visits, exhibitions and publications, and cultural and artistic activities increase organizational empathy in universities.
The results of the third hypothesis showed that the difference in the productivity of the staff of the two universities under study and looking at previous research (Mousavi, & Yarmohammadzadeh.2015; Koohkan. &, Rezaian.2000; Deljoo, &, Tabatabai.2018) probability view characteristics, equal job opportunities, training and development of human resources, freedom of action of employees, creating financial and spiritual incentives, creating a suitable environment for developing the spirit of competition and creativity of employees, creating balance between staff volume, developing management and satisfying equally the internal and external needs of staff is more dependent on human resource productivity in organizations with higher human resource productivity; and for universities with lower levels of human resource productivity, using the results of this research as a Practical guidance is suggested. Therefore, it is suggested that managers, officials and experts explain the concept of human resource productivity in the universities where they work and by formulating strategic planning and drawing its theoretical and practical framework, creating a productivity map in human resources with the help of Analyzing the effective methods of productivity and use successful international experiences and finally proceed with the accurate implementation of operational plans.