Management and Educational Perspective

Abstract The aim of this research is to present a behavioral equivalence model based on organizational culture with a data-based approach. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with organizational behavior issues. Sampling in this research was snowball type. Based on the subject of the desired data, semi-structured interviews were collected and sampling continued until theoretical sufficiency and saturation were reached. The information obtained was analyzed with MAXQDA2020 software. The results showed that the behavioral equivalence model based on organizational culture with a data-based approach has causal conditions including internal communications, organizational structure, training and leadership; contextual conditions including personality of individuals, experience, education and literacy, and cultural intelligence; intervening conditions including motivation, organizational climate and organizational work relations; strategies including communication, trust and social learning; consequences including sociability, promoting a culture of social participation and promoting a culture of extra-role behavior.
Introduction
Human behavior has various aspects that have always caused it to be recognized as a complex entity and make it difficult or impossible to predict its movements. This inability is mostly due to the lack of sufficient knowledge about the nature of people's personalities and their individual differences; a personality that is formed in childhood and molds human behavior. The complexities of this mold are such that it causes diverse behaviors and poses new challenges to managers, because awareness of the individual and personality differences of individuals in an organization can help managers of departments and organizations in solving many problems. When managers accept that humans differ in terms of inherent and acquired abilities, they will not expect the same behavior from all employees, because every human behavior has a reason and without sufficient knowledge of the individual's state and personality, it is impossible to effectively manage it, and expecting the same behavior from everyone is nothing more than a dream. For this reason, in the current era, recognizing individual differences and personality traits of individuals becomes necessary in many situations in life. The efficiency of individuals in their jobs, their success in education, the effectiveness of treatment methods, and in general, the adaptability of humans in all life situations is related to their personal characteristics. Organizational culture creates the way of life in the organization, and is one of the most important infrastructures of organizational behavior. Organizational culture is one of the most important factors whose effectiveness ultimately comes back to the performance related to the efficiency of the organization's members (Nik Nami & Sediq, Azam., 2016). Although in every organization there is a common culture among employees, they exhibit different behaviors. The reason is that the behavior of employees is not equivalent. However, despite recognizing the importance of equivalence, no research has been conducted in this field. It should be noted that if the organizational strategy is changed in response to the environment, it is necessary for all organizational elements, including employee behavior, to change in a coordinated manner to maintain behavioral equivalence between organizational elements. Given the importance of behavioral equivalence and the important role of culture in the organization, the researcher seeks to answer this fundamental question: How to present a behavioral equivalence model based on organizational culture with a data-based approach in education in Kerman province?
Theoretical foundations
Behavioral equivalence
Individual differences psychology seeks to prove that even if the experimental situation is the same for all individuals, there will still be differences in the behavior of one person towards another or in the behavior of one group towards another. When we talk about individual psychology, we know very well that humans differ in terms of physical characteristics (height, weight, hair color) and psychological characteristics (talents, personality). Employees of organizations differ from each other in various aspects of behavior and physical conditions. Individual differences mean that each person is an exceptional and unique being, in a way that from the proteins that make up each person's hair to the grooves on their fingers, there is no one like them. Of course, we may see people who have many similarities to each other, but without a doubt, they are not exactly the same and equal, and it can be said with certainty that in terms of personality and cognition, they have differences that include different perspectives, attitudes and tendencies. Behavioral equivalence is the extent of the adherence and closeness of the behavior of employees in the organization in order to improve the performance of the organization. Equivalence between different organizational dimensions has existed in the past. Melnik et al., (2005) emphasize equivalence in relation to maintaining consistency between strategic goals and executive plans, and believe that alignment refers to ensuring consistency between different layers in the planning process (Rahnvard & Nikzad., 2009).
Organizational Culture
Basically, culture determines human behavior, ideas, and actions, and the way he understands the world in which he lives. It represents the worldview, views, attitudes, and way of thinking and behaving. Culture expresses a moral and value concept and is the correct or incorrect standard of actions of people in societies and groups, and their common factor in determining and explaining behaviors and distinguishing good and bad. Culture harmonizes the attitudes and behaviors of people in a society or group, connects the rays of their lives, and directs and organizes the habits, customs, traditions, beliefs, lifestyle, work, rest, recreation, communications, coexistence, and other interactions of persons' individual and social lives, and gives identity to social life. Culture is the personality of a society and the distinguishing feature of social and individual life of human societies, and it encompasses all beliefs, values, ideals, arts, techniques, and customs of a society, and reflects the structure and quality of life (Rezazadeh et al, 2021).
Research Background
Babaei et al., (2022) conducted a study with the aim of “designing an organizational culture model appropriate to the organizational requirements and ecosystems of the Ministry of Interior.” The research findings show 5 dimensions, 17 categories, and 70 subcategories as elements of the organizational culture model in the studied society. The first dimension (human-centered culture) has 3 categories and 15 subcategories; the second dimension (interaction-environment-centered culture) has 5 categories and 19 subcategories; the third dimension (direction-centered culture) has 3 categories and 11 subcategories; the fourth dimension (excellence-centered culture) has 2 categories and 13 subcategories; and finally the fifth dimension (law-centered culture) has 4 categories and 12 subcategories. Based on the dimensions, main categories, and subcategories, the organizational culture of the studied society can be assessed, measured, and managed. Rezazadeh et al., (2021) conducted a study with the aim of "Designing a model of the individual-organization relationship based on a positive organizational behavior approach (case study: Shiraz University of Medical Sciences)". The discovery of the model was carried out using data-based theorizing of the Strauss and Corbin approach and MAXQDA 2020 data analysis software. 2343 abstract concepts, 229 subcategories, and 23 main categories were categorized through 17 specialized semi-structured interviews from the core of the primary data. Based on the analysis and interpretation of the data in the health sector, the dominant specific context; the type of relationship structure from two perspectives of either empowering or inhibiting with the system of manager competency requirements as causal conditions, directly determines the degree of unity of the goals and interests of the individual and the organization as the central phenomenon of the research. Eleven conditions such as manager empowerment, employees, organizational context, and job relationships as action and reaction strategies indirectly influenced by the organizational behavioral context, and the individual behavioral context in the face of the individual-organization relationship as contextual conditions, and the degree of influence of extra-organizational power levers as intervening conditions are leading to the desirable micro-outputs of the coordination of the organization's formal culture with the individual's informal culture, the undesirable micro-output of unbalanced informal institutional governance, the desirable macro-output of scientific self-sufficiency, commercialization of knowledge and elitism, and the undesirable macro-output of systemic and managerial mutual bankruptcy and decline.
Research Methodology
The method of the present research is data-based analysis. The statistical population of the research includes specialists and experts familiar with organizational behavior issues. The researcher first qualitatively examined the research topic with limited participants and then, based on the qualitative findings, proceeded to create the desired tool. The technique used in sampling in this research was snowball sampling. Based on the topic of data and information through preliminary studies, semi-structured interviews were collected and sampled until theoretical sufficiency and saturation were reached. After conducting 15 interviews, data analysis indicated that new data was not added to the previous data, because a high percentage of the data extracted from the last interviews was repetitive; therefore, the interviews were ended after conducting 15 interviews and reaching theoretical saturation. The documents and full text of the interviews were analyzed with MAXQDA software.
Research findings
In the qualitative part of the research (review of texts and interviews with experts), the variables and indicators of presenting a behavioral equivalence model based on organizational culture with a data-based approach have been answered. In response to the question of what the most important causal, contextual, interventional factors, strategies, and consequences are that shape the presentation of a behavioral equivalence model based on organizational culture with a data-based approach; in this study, the analysis of interview texts (15 people) was conducted in open, axial and selective coding stages. The results showed that the causal conditions included internal communications, organizational structure, training and leadership; the background conditions included personality of individuals, experience, education and literacy, cultural intelligence; the intervening conditions included motivation, organizational climate and organizational work relations; the strategies included communication, trust and social learning; and the consequences included socialization, promoting a culture of social participation and promoting a culture of extra-role behavior.
Discussion and Conclusion
The aim of this study was to present a behavioral equivalence model based on organizational culture in the Kerman Province Education Department with a data-based approach. The research findings showed that the behavioral equivalence model based on organizational culture has causal conditions including internal communications, organizational structure, training and leadership; background conditions including personality of individuals, experience, education and literacy, cultural intelligence; intervening conditions including motivation, organizational climate and organizational work relations; strategies including communication, trust and social learning; and consequences including sociability, promoting a culture of social participation and promoting a culture of trans-role behavior. These findings are somewhat consistent with the results of Rezazadeh et al., (2021) and Sawan & Suryadi (2021); and confirm the result of this study. 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 of digital human resources management with a data-based approach. The current research is applicable-developmental in terms of purpose, descriptive in terms of information gathering, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. Sampling in this research was snowball type. Based on the subject of the desired data; through preliminary studies, semi-structured interviews, collection, and sampling continued until reaching theoretical saturation. The obtained information was analyzed with MAXQDA2020 software. The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human, and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural, and organizational), which is necessary, according to the mentioned model, while paying attention to the multiplicity, to provide the ground for the implementation of the desired situation. Extended abstract Introduction Globalization and the rapid growth of information and communication technology have faced a fundamental change in the process of human resources management; and the role and function of human resources has been marginalized with the colorful presence of information and communication technology, and it is even feared that one day human resource management will be without role-playing. Man should be realized in all fields and organizational dimensions. Planning, organizing, directing and controlling intelligent and digitized human capital and virtual space accelerates and facilitates its processes (Momeni Mehmoui, 2024). The process of digital transformation is one of the new tricks in the field of human resources management, which has recently gained double importance with the spread of the corona virus in our country and among some government organizations and businesses in the field of digital and technology. Due to the fact that the corona situation has brought an unprecedented crisis to the world undergoing digital transformation, millions of people have started to work remotely to prevent the spread of the disease and maintain the continuity of business, and the development of virtual human resources and alternative work strategies helped organizations to adapt to the current challenges and to prepare for future disruptions. Therefore, one should seek to analyze the role of human resources development in the crisis and transition to a new period, so that in case of disruption and change, one can always help one's organizations not only to survive this crisis, but also in a new period of work transformed by technology, progress, and increase their performance (Bennett et al, 2021). Despite the fact that the importance of digital human resources in advancing the goals of the organization has been established, very few studies have been done in this field so far, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that by presenting a comprehensive model, this research can pave the way for a smooth path during the successful entry and movement of the banking sector and other organizations towards digital transformations. According to what has been said, the gig economy has imposed new requirements in all fields, especially human resource management, on the government sector, among which digitalization can be pointed to, which deserves to be given a suitable transformative response. Therefore, the digital management of human resources can be considered as a requirement for the government sector for a major transformation in the gig economy (Vrontis et al, 2021). For this purpose, this research tries to provide a digital model of human resources management in the banking network of Iran in line with this necessity and specify what features this model should have and how it should be designed and implemented (Malekzadeh & Sadeghi, 2016). In order to achieve this purpose, in the research process using the qualitative method and also having the opinions of experts, an attempt is made to answer the question: how the model of digital human resources management is with the data-based approach and how reliable it is? Theoretical literature Concepts such as "digitalization", "digital transformation" or "digital disruption" are currently discussed among the most prominent researches. In general, such concepts indicate the increasing use of technology and related fundamental changes in many areas of business and society, which is also true (Martins, 2022). Digital human resources management is a way of thinking that continuously provides digital technologies for more productivity of employees and building a better work experience for them (Ghader & Shami Zanjani, 2019). Research background Hosseinpour & HamzeNouripour (2023) in a research titled human resource management without humans, functions of digital transformation, challenges and solutions (a transformational approach to human resource management in the age of information and communication technology), have shown that although modern tools such as analysis big data will overshadow the way human resources are managed, it will not replace the insight of managers. Technology can help fill the gaps in the field of using human resources properly as a competitive advantage in business. Rastgar et al, (2022) in a research with the aim of intelligent human resources management: explaining the requirements and technology-oriented platforms in knowledge-based companies reported that intelligent strategic management has the highest degree of centrality among the variables and after that intelligent leadership has the highest centrality, and regarding the highest degree of output as the most influential variable on the modeling done, we can point to the intelligent strategic management. Research methodology The current research method is data-based analysis. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. The researcher first examined the research topic qualitatively with limited participants and then, based on the qualitative findings, he proceeded to build the desired tool. The technique used in sampling in this research was snowball type. Based on the topic of data and information through preliminary studies, the semi-structured interviews were collected, and sampling continued until reaching the theoretical saturation and sufficiency, and after conducting 15 interviews, the data analysis indicated that no new data was added to the previous data, because high percentage of the data extracted from the last interviews were repetitive; therefore, after conducting 15 interviews and reaching theoretical saturation, the interviews were ended. According to the data-based strategy, a list of concepts and categories was collected and a model related to the topic was compiled in three open, central and selective coding techniques. The full text of the interviews was conducted with MAXQDA software and three experts outside the research were consulted to ensure the transferability of the research findings. Research findings The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural and organizational). Discussion and conclusion The purpose of this research was to present a model of digital human resources management with the data-based approach. The findings of the research showed that the human resource management model includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, individual platform), intervening factors (cultural factors and creation of new platforms), strategies (organizational and management), and consequences (individual, cultural and organizational). These findings are in line with the results of Tijan et al, (2021), (Vallicelli et al, (2018), Vrontis et al, (2021), and Malekzadeh & Sadeghi (2016). Based on the model obtained from the digital human resources management with the data-based approach and its dimensions, the implementation of the digital human resources management depends on the correct understanding of the causal conditions. In the explanation of these results, it can be said that if the causal conditions are not properly identified in an organization and are not paid attention to, all the strategies presented are prescriptive and lose their ability and efficiency over time. In the presented model of the current research; among the causal factors, organizational (clarity of the information structure in the organization) and human (human factors) components have been given more attention in this section. Based on the presented model, background conditions have also been observed along with the causal factors in digital human resources management with the effective data-based approach. Among these factors, components such as the material and spiritual support of the government, the suitability of the society's culture with the individual's culture, and the degree of integration of digital human resources stakeholders have received the attention of the interviewees. In explaining these results, we can mention the impact of the context and environment in which an organization plays a role, which is more important in relation to private sectors. Another dimension in this model is the dimension of consequences based on the opinion of the interviewees in the management of digital human resources with the data-based approach; based on which, cultural consequences (proper training of human resources employees) and organizational consequences (human resources department, in creating and maintaining a positive image of digital systems) has received more attention. In terms of the strategic dimension, the interviewees paid the most attention to organizational strategy (strategic system of communication with clients and individual perspective of human resources management) in digital human resources management with a data-based approach. In this model, this category is of the type of action and solution and does not have the aspect of a process, and from this point of view, paying attention to these factors in the strategy of digital human resources management can be helpful. In terms of the intervening conditions, the interviewees were more focused on creating new (digital) platforms (independence of managers and having new ideas), which can play an effective role in providing a successful model in terms of digital human resources management with the data-based approach. In terms of the central phenomenon, the interviewees focused on the category of digital learning and paid less attention to other assumed components, which are among the factors that should be considered in order not to create a disturbance in the selection of effective solutions for digital human resource management with the data-based approach.