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 Abstract
The purpose of this research is to provide a model to break the defensive silence of creative employees in government organizations. In terms of purpose, the present research is applicable, and a mixed exploratory research of qualitative-quantitative type. The statistical population in the qualitative part of the research includes 20 experts (university professors and researchers familiar with the research topic) and managers and deputies of government organizations, and the statistical population in the quantitative part includes 345 people of managers and deputies and experts of government organizations in Ilam province. The sampling method in the qualitative part is a purposeful judgment, and in the quantitative part it is a cluster sampling method. The collection tool in the qualitative part is open interviews with experts; and in the quantitative part, a researcher-made questionnaire. For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning, strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.
Extended abstract
Introduction
In organizations, employees play a very important role. They are the vital element of the organization that contribute to the activity and work performance of the organization by performing their duties and responsibilities (Gencer et al, 2023). Organizations expect their employees to be more responsible and innovative than in the past and talk about organizational issues and problems due to the increasingly competitive environment, high expectations of customers and great attention to the quality of products and services that indicate the ever-increasing changes in organizational environments. In order for organizations to survive in such conditions, they need employees who can respond to such a challenging environment; that is, those who are not afraid to share their knowledge and information with others and provide their opinions in the form of suggestions and criticisms or innovative ideas to organizations (Alipuor Baei et al, 2022). Despite the fact that providing suitable conditions to encourage employees to participate more in organizational environments and also their ideas in the form of presenting opinions and suggestions is one of the necessities that has been emphasized in the field of organization and management knowledge in recent years, many of Organizations expect their employees to express only certain words and conversations, especially in the direction of confirming the current conditions and status of the organization, and for this purpose, they use various reward and punishment mechanisms. In such a situation, over time, despite the fact that employees have good ideas for organizations, they prefer not to present their ideas and remain silent and somehow remain indifferent to the future of their organization (Piran et al, 2017). Organizational silence refers to the lack of communication, neglected requirements, lack of information sharing and instability in the organizational work environment (Sulphey & Jasim, 2022). Organizational silence means not disseminating information and knowledge within the organization; which occurs when people within the organization prevent part of their knowledge, information or opinions from participating and transmitting it to others (Lotfi Dehkhargani & Maharati, 2022). Therefore, the researcher is trying to answer the question: what is the model for breaking the defensive silence of creative employees in government organizations?
Theoretical Framework
Organizational silence
Organizational silence is a phenomenon in which the employees of the organization refrain from commenting on the organization's issues for various reasons, and remain silent (Takhsha et al, 2020). Organizational silence is defined as refraining from expressing behavioral, cognitive and effectiveness evaluations about organizational situations. In other words, organizational silence is a social phenomenon where employees purposefully refuse information and opinions about the organization (Doaei & Sabokroo, 2022).
Defensive silence
The absence of voice is silence, although the motivation for silence is the most meaningful message to analyze when considering organizational silence. By using targeted silence, employees collectively withhold information that could affect the growth and success of the organization. Therefore, organizational silence can be seen as a situation where employees have seemingly valuable information, opinions, concerns or ideas, and decide to withhold this information (Masoumi & Faizi, 2021). Defensive silence is a type of organizational silence that occurs when the employee fears the consequences of speaking up, or perceives that speaking up will have a negative impact (Moalemian et al, 2021).
Powell (2023) in a study investigated the drivers of organizational silence and strategies to deal with them and finally reached the conclusion that; the most important influencing factors in reducing organizational silence are the perception of organizational support and the rule of meritocracy in organizations.
Fang-Shu & Ramayah (2022) in a study investigated the effect of participatory management on reducing employees' defensive silence by mediating the quality of communication and finally reached the conclusion that; participatory management and the quality of the organization's internal communication have a significant impact on the breaking of employees' defensive silence.
 
Research methodology
This research is applicable-developmental in terms of purpose, and exploratory in nature. The statistical community in the qualitative section includes 20 experts (academic faculty members and experts in the field of public administration and organizational behavior, professors familiar with the subject of research, managers and creative employees with experience in government organizations of Ilam province). The statistical population of the research in the quantitative part includes all managers, assistants and experts of the government organizations of Ilam province; according to the statistics published by the vice-president of human resources development of Ilam province, their number is equal to 2200 people. The number of samples for the quantitative part was based on Morgan's table and 327 people were selected. In this research, semi-structured interviews were used to identify the indicators and components of defensive silence breaking of creative employees in government organizations. The research tool in the quantitative part is a researcher-made questionnaire.
 
Research findings
For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning., strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.
 
Conclusion
The present study was conducted with the aim of providing a model to break the defensive silence of creative employees in government organizations. This result is in agreement with the research results of Powell (2023), Fang-Shu & Ramayah (2022), Sulphey & Jasim (2022), kord firouzjaie & zeinabadi (2022), Olcer & Coskun (2022), Gencer et al, (2021), Masoumi & Faizi (2021), Larijani (2021), Afkhami Ardakani et al, (2021), Jan et al, (2019), Kalaa et al, (2019), Kord firouzjaie & zeinabadi (2022). Employees who have a proper understanding of the organization's support are committed to the organization, and the voices of committed employees are always heard in organizations. Supporting employees in organizations causes the voice of employees and employees' opinions to appear in a reasonable and appropriate manner, which ultimately will moderate the deadly organizational silence (Jan et al, 2019).
According to the results obtained from the research, it is suggested:
Holding training courses: holding training courses and workshops for employees about the break of organizational silence and their benefits. Providing training on the recognition and principles of supporting employees in the face of defensive silence can also be useful.
Implement supportive policies and procedures: Develop and implement policies and procedures that allow employees to break the defensive silence and report problems and deficiencies without fear of negative consequences.
Designing confidential mechanisms: creating safe and confidential mechanisms to welcome employee reports and complaints, so that their personality is protected and they do not experience any negative consequences.

Abstract Extended Abstract
Abstract
The aim of this study was to assess the impact of human resource development activities on staff innovation with the mediating role of knowledge management and organizational learning among the staff of Shahid Bahonarkerman University. The research method is essentially descriptive-correlative and applied in terms of purpose. The statistical population of the study consisted of 50 heads, deputies, administrative managers and 352 employees of Shahid Bahonar Kerman. Data sampling for heads, deputies, and administrative managers was statistical, and for staff was random- hierarchical. The sample size was 184 people based on Krejcie and Mogan table. Data were collected using Dixon (2000) Knowledge Management Questionnaire, Bosley & Will (2002) Human Resource Management Questionnaire, Moghimi and Ramadan (2012) Organizational Innovation Questionnaire and Nifeh (2001) Organizational Learning Questionnaire. Data authenticity was validated by supervisors and academic experts, and their reliability was confirmed by Cronbach's alpha coefficient test. In order to analyze the data, the structural equation technique was used by means of Lisrel statistical software and Spss statistical software. The results showed that human resource development activities have a positive and significant effect on knowledge management. Human resource development activities have a positive and significant effect on organizational learning of employees. Organizational learning of employees has a positive and significant effect on their innovation. Knowledge management has a positive and significant effect on employee innovation. Human resource development activities have a positive and significant effect on employee innovation. Finally, knowledge management and organizational learning have a mediating role in the impact of human resource development activities on employee innovation.
Introduction
In the present age, known as the age of information and knowledge, the main competitive advantage of organizations lies in their knowledge capital, and knowledge is a source of power for employees, vital for organizations to compete in dynamic environments, and strategic weapons and driving force for comprehensive and sustainable development of the country. Knowledge management in the organization depends on the attitudes of the people who created this culture (Araei, Mohammadi Mehr, 2021). In order for organizations to be able to survive in the new paradigm of competition, they must look at innovation as an essential strategy in the current era and, while recognizing environmental changes and developments to be dealt with, identify the organizational indicators affecting organizational innovation. and respond appropriately to these changes (Eyni, 2020). The existing literature on innovation management shows that organizations need to be innovative while using their internal and external knowledge resources. In recent years, with the emergence of the knowledge-based economy, innovation has played a more vital role in the evolution of economic and social structures; that is, organizations with the innovation capacity will be able to respond to environmental challenges faster and better than non-innovative organizations, which in turn increases organizational performance (Singh, Gupta, Busso, Cambodia, 2019). In organizations where change and progress are the main pillars of the organization, innovation and knowledge management are important factors to achieve its goals. Accordingly, to increase the organization's ability to respond to environmental changes, while maintaining system efficiency, organizations need continuous learning (Hashemi, Khadivar, Shami Zanjani, 2018). Today, more than ever, organizations need staff and managers who have the power and innovative ideas to be able to bring the goals and strategies of the organization home (Ebili, 2015). Innovation is an important and vital factor for organizations in order to create sustainable value and competitive advantage. Innovation, on the other hand, is a management system that emphasizes the mission of the organization, seeks exceptional opportunities, and determines whether the move is the strategic direction of the organization, determines the criteria for success, and also seeks opportunities. (Rahmanzadeh, 2016). Knowledge has become the most important alternative to financial and physical capital in today's global economy. However, unfortunately, most organizations in different countries of the world are using traditional methods of financial accounting that were created centuries ago for an organizational environment based on manual operations and tangible assets. While the organizational environment is based on perception, it needs an approach that includes new intangible organizational assets such as knowledge and competencies of human resources, innovation, customer relations, organizational culture, systems, organizational structure, etc. (Heydari, Mohammadjani, 2016). This study tries to answer the question whether human resource development activities have a significant impact on staff innovation with the mediating role of knowledge management and organizational learning in Shahid Bahonarkerman University.
Theoretical framework
Today, the advanced universities of the world are looking to change the educational system and teach knowledge exchange skills to the next generation of students and change the research process, and considering the practical nature of development, they are looking for new ideas. What drives the innovation process in organizations is learning. Reviewing the past literature, knowledge management has a positive effect on organizational learning which, in its turn, has a positive effect on organizational innovation. As a result, both knowledge management and organizational learning can promote innovation separately and effectively (Lo, Nag, Xu, Agung, 2020).
Methodology
The present study is a causal study in terms of method and nature of this research and is applied based on the purpose. The statistical population of this research consists of two parts: the first part consists of 50 heads, deputies and administrative managers of Shahid Bahonarkerman University and the second part consists of 352 employees of Shahid Bahonarkerman University. The method of sampling and determining the statistical sample size is divided into two parts. The census method was used to determine the sample size of the first part of the statistical population (heads, deputies and administrative managers) and in the other part of the statistical population (staff), according to Krejcie and Morgan table, by stratified random sampling method was obtained (184 persons). Knowledge Management Questionnaire (Dikson, 2000), Human Resource Management Questionnaire (Boosli, Will, 2002), Organizational Innovation Questionnaire (Moghimi, Ramezan, 2012), Organizational Learning Questionnaire (2001Nifeh,) are formulated. Formal and content validity is used to determine the validity of research tools. In order to analyze the data collected from the test of research hypotheses, first the Kolmogorov-Smirnov test was used to check the normality of data distribution and structural equations in order to examine the relationship between independent and mediating variables with dependent variables using statistic software LISREL8.
Discussion and Results
In this section, the method of distribution of the research variables based on the most important central indicators (mean), dispersion indices (variance and standard deviation) are examined. The average of all components is higher than the number 3, and since in the range of selected 5-options, the average above 3 indicates that the status of that variable agrees in the above statistical population, so this factor indicates that the respondents agree with this component.
The standard factor load of confirmatory factor analysis to measure the strength of the relationship between each factor (hidden variable) and its observable variables (questionnaire items) in all cases is higher than 0.3. Therefore, the operating structure of the questionnaire can be confirmed. The standard factor load of confirmatory factor analysis to measure the strength of the relationship between each factor (hidden variable) and its observable variables (questionnaire items) in all cases is higher than 0.3. Therefore, the operating structure of the questionnaire can be confirmed. The standard factor load of confirmatory factor analysis to measure the strength of the relationship between each factor (hidden variable) and its observable variables (questionnaire items) in all cases is higher than 0.3. Therefore, the operating structure of the questionnaire can be confirmed. The standard factor load of confirmatory factor analysis to measure the strength of the relationship between each factor (hidden variable) and its observable variables (questionnaire items) in all cases is higher than 0.3. Therefore, the operating structure of the questionnaire can be confirmed. Knowledge management and organizational learning play a mediating role in the impact of human resource development activities on the innovation of the staff of Shahid Bahonarkerman University. In order to investigate the mediating effect of knowledge management and organizational learning in the hypothesis under discussion, the direct effect of two structures with indirect effect in the involvement of mediating variables should be considered so that if the effect increases, the mediating effect can be considered acceptable. In the present hypothesis, the direct effect is equal to 0.51. The indirect effect in the presence of a knowledge management mediating variable is:
0/69 × 0/78 = 0/538
The indirect effect in the presence of organizational learning mediating variables is:
0/71 × 0/81 = 0/575
Since the effect of direct path is less than that of indirect path, therefore, the existence of mediating variables of knowledge management and organizational learning increases the effect and the mediating role in the present hypothesis is confirmed.
Conclusion
Research findings related to the test of research hypothesis indicate that knowledge management and organizational learning have a mediating role in the impact of human resource development activities on the innovation of Shahid Bahonarkerman University staff. In the present hypothesis, the direct effect is equal to 0.51. Since the effect of direct path is less than that of indirect path, therefore, the existence of mediating variables of knowledge management and organizational learning increases the effect, and the mediating role in the present hypothesis is confirmed. The result is explained by the fact that employees gain experience from their work feedback and usually receive feedback on the occurrence of organizational events. They draw on the results of past events to accomplish their tasks. It can be explained by the research findings (2018 Asadi,) that organizational learning has a mediating role between knowledge management and organizational innovation, and thus, the role of knowledge management as an input is important, and organizational learning plays a key process role, and finally, organizational innovation is an important output in these organizations. The knowledge and skills of the employees are continuously improved and improved. Equal opportunity in training is given to all employees, and the principle of justice is observed in the payroll system. On the other hand, the necessary mechanisms are used to improve communication, perceptual and teamwork skills, and managers of the organization ask members to participate in decision-making. This makes an open and easy communication between managers and members. The results of the hypothesis test are consistent and supported by the research findings of (Araei& Mohammadi mehr, 2021; Nouroozali, 2021; Ghanari, 2019; Tiyan, 2018; Froudi, 2018). Finally, it is suggested that the recruitment and provision strategies (test, interview, selection, etc.) to be legal. The criteria for selecting human resources for entering the organization should be clear and also the knowledge and experience of employees should be used in similar projects.

Abstract The aim of this study was to determine the relationship between organizational learning and communication skills with organizational conflict in the staff of the Education Department of the four districts of Karaj. The study method was correlational. The statistical population of the study included all employees of the Education Department of the four districts of Karaj. According to the statistical population, a sample of 265 people was selected by stratified random sampling. Data collection tools were Nif Organizational Learning Questionnaire (2001), Baron and Hadadi Communication Skills Questionnaire (1986), and Shirkhani Organizational Conflict Questionnaire (2011). Data analysis was performed using Pearson correlation coefficient and multiple regression test (stepwise). Findings of this study showed that there is a relationship between team learning and information skills variables with organizational conflict (P <0.05) and team learning and information skills variables have the predictive power of organizational conflict. It seems that by cultivating the spirit of learning in the organization and also improving the communication skills of employees, individual and organizational conflicts can be prevented.