Management and Educational Perspective

Abstract The present study aims to develop a preventive model for employee deviant behaviors using a thematic analysis approach. This research is applied in purpose and qualitative in nature, employing the thematic analysis method. The statistical population consists of 10 management professors with at least ten years of relevant experience and deep expertise in the prevention of deviant employee behaviors within the Tourism Deputy of the Ministry of Cultural Heritage, Tourism, and Handicrafts of Iran, who were selected via purposive and criterion-based sampling. The analysis process continued until theoretical saturation was reached. Data were collected through semi-structured interviews and analyzed using the thematic analysis method with MAXQDA 2020 software. The findings revealed that employee deviant behaviors in this organization are identified within five main components: individual factors (personality traits, motivation, and job satisfaction); organizational factors (organizational structure and processes, organizational culture, compensation systems); managerial factors (leadership style, supervision and accountability, organizational communication); environmental and institutional factors (legal framework and external oversight, social and cultural pressures, economic conditions); and preventive strategies (pre-occurrence prevention, early detection, post-occurrence action, and correction). The results suggest that the implementation of this model can lead to improved administrative health, enhanced quality of organizational interactions, and the strengthening of cultural values in the workplace.

Abstract This research was conducted with the aim of designing a public policy-making model based on national social capital in line with the Iranian-Islamic model of progress. Given the importance of social capital as a soft resource in governance and the necessity of adapting policy-making processes to indigenous requirements, this study seeks to provide a model for linking the components of social capital with the policy-making system. The core problem is the reduction in policy efficiency resulting from weak public trust, participation, and national cohesion; therefore, designing an indigenous model is considered an essential necessity.This research is applied in terms of objective and qualitative in terms of approach. Data were collected through semi-structured interviews with experts in policy-making and public administration and analyzed using thematic analysis. The findings revealed that this model consists of dimensions such as public trust, social participation, collective identity, cohesion, political legitimacy, institutional accountability, justice-orientation, and the people-centered nature of the decision-making system. Moreover, the results indicated that within the Iranian-Islamic model of progress, social capital serves as a strategic capacity for enhancing the effectiveness and sustainability of public policies.Ultimately, the proposed model demonstrates that the success of public policies depends on strengthening mutual trust between the government and the public, broadening informed participation, and institutionalizing Iranian-Islamic values. This model can be utilized by policy-makers as an indigenous framework to improve the quality of public governance and achieve the goals of progress.

Abstract This study utilized semi-structured interviews with experts in higher education and human resource management, which were analyzed using thematic analysis. In the quantitative phase, the extracted indicators were validated and refined through the Fuzzy Delphi Method (FDM) to ensure content validity and consensus among experts. Finally, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique was employed for structural analysis and prioritization, identifying the causal relationships among the model’s dimensions and ranking the variables based on their prominence and net influence. Thematic analysis led to the identification of 289 initial codes, 63 sub-themes, and 19 basic themes, which were ultimately categorized into 9 main dimensions. These dimensions include: Human Resource Recruitment and Onboarding, Human Resource Development and Empowerment, Career and Human Capital Management, Performance Management and Intelligent Decision-Making, Governance and Organizational Structure, Organizational Culture and Social Capital, Environmental Interactions and Social Responsibility, Digital Transformation and Smart HR, and Data-Driven and HR Information Management. The Fuzzy Delphi results confirmed the optimal content validity of all indicators. Furthermore, the DEMATEL findings revealed that seven dimensions were classified as “causal/driving” factors, whereas “Career and Human Capital Management” and “Performance Management and Intelligent Decision-Making” were categorized as “effect/dependent” factors. The findings indicate that achieving the transformation goals of the higher education system requires an integrated approach to human capital development, digital transformation, data-driven management, and environmental interactions. The proposed model can serve as a strategic framework for policymaking, planning, and decision-making by higher education managers to enhance human resource effectiveness.

Abstract The present study aims to reconfigure the human resource development model based on dynamic capabilities in public organizations, with a focus on the Agricultural Bank of Iran. In terms of purpose, this research is applied, and in terms of its research paradigm, it is qualitative. The study population consisted of 16 experts in banking, human resource management, and academia. Sampling began purposively and continued until theoretical data saturation was achieved. Data were collected through semi-structured interviews. The interview data were analyzed using thematic analysis with the assistance of MAXQDA software. To assess coding reliability and ensure interpretive validity, Cohen’s kappa coefficient was calculated at 0.845, indicating excellent and reliable agreement among coders.An in-depth analysis of the interviews led to the identification and development of a thematic network comprising five global themes (main dimensions), 15 organizing themes (components), and 81 basic themes (indicators). The identified global themes included: “dynamic learning and innovation creation,” “agile and transformative reconfiguration,” “structural coordination and integration,” “empowering and future-oriented human resource management,” and “dynamic leadership and strategic decision-making.”The findings indicate that human resource development based on dynamic capabilities is the outcome of effective interactions between environmental drivers and internal strategic capacities. Its realization requires a fundamental transition from traditional and static human resource functions toward a learning-oriented, agile, data-driven, and transformative system.

Abstract The present study aims to develop a qualitative model of the interactions and outcomes of artificial intelligence-based human resource management (AI-HRM). In terms of purpose, the research is exploratory, and in terms of implementation, it adopts a qualitative approach. The study population consisted of 18 university scholars, managers, and human resource management experts who were selected through purposive sampling. Data were collected using semi-structured interviews and analyzed through thematic analysis. The findings led to the identification of 183 codes, categorized into 28 basic themes and 27 organizing themes. The results indicated that AI-based human resource management comprises four principal dimensions: interactive algorithms in the interview screening process, including the interactive enhancement of interviews, intelligent matching of applicants with organizational competencies, and interactive analysis of résumé data; dynamic performance appraisal, including interactive evaluation of work quality, interactive prediction of long-term performance, and automated continuous feedback; employee interaction with the learning and development system, including interactive career path recommendation, adaptive learning content, and soft-skills simulation; and interactive human resource planning systems, including workforce estimation, turnover intention prediction, and improvement of HR processes. These four dimensions directly affect three major outcomes: operational productivity, with emphasis on automating administrative decrees and reducing leave-processing time; improvement in HR decision-making, with emphasis on the unbiased standardization of interviews and monitoring of behavioral data; and human resource value creation, with emphasis on shared value creation and alignment with strategic objectives.

Abstract The purpose of this study is to examine the effect of organizational justice on organizational commitment and deviant behavior among organizational employees. In terms of purpose, the study is applied, and in terms of method, it is descriptive-survey research. The statistical population consisted of 346 employees of Bank Mellat in Tehran Province, who were selected through stratified random sampling. A questionnaire was used as the data collection instrument. Data were analyzed using SmartPLS software.The findings indicate that interpersonal justice has a significant negative relationship with unlawful behavior, such that higher perceptions of respect and fair interpersonal treatment lead to a reduction in violations. In addition, procedural justice is positively and significantly related to interpersonal justice, and both distributive and procedural justice have a direct and positive relationship with affective commitment. On the other hand, although unlawful behavior showed a direct and significant relationship with negative behavior, no significant relationship was found between unlawful behavior and affective or normative commitment. In contrast, negative behavior had a significant negative relationship with both affective and normative commitment. These findings suggest that while organizational commitment can act as a deterrent to everyday negative behaviors, unlawful behaviors may be influenced by factors other than commitment, such as structural monitoring mechanisms.In conclusion, enhancing employees’ perceptions of justice in its distributive, procedural, and interpersonal dimensions is an effective strategy for increasing affective commitment and reducing deviant behaviors in service organizations such as banks. Managers should therefore focus on improving process transparency and the quality of human interactions in order to foster constructive behaviors.

Abstract The purpose of this study is to present a productivity promotion model based on cultural components in Shiraz University of Medical Sciences. In terms of purpose, this research is applied, and in terms of execution, it is a qualitative study conducted within the interpretative paradigm based on the thematic analysis strategy. The statistical population comprised 10 university management experts and faculty members with at least ten years of relevant experience and a profound understanding of productivity promotion based on cultural components at Shiraz University of Medical Sciences, who were selected using purposive sampling. Semi-structured interviews were employed as the data collection tool. Data analysis was conducted using thematic analysis supported by MAXQDA 2020 software. The findings revealed that the productivity promotion model based on cultural components in Shiraz University of Medical Sciences encompasses seven overarching (main) themes—namely, improving the quality of human resources, employee compensation, appropriate leadership style, organizational knowledge development, strengthening organizational commitment, establishing talent management, and job passion—along with 47 organizing themes that influence productivity enhancement based on cultural components. By presenting a comprehensive framework, this study can contribute to the enhancement of productivity based on cultural components at Shiraz University of Medical Sciences.

Abstract The present study aims to examine the dimensions and components of managers’ meritophobia model (case study: public and private organizations in the city of Kerman). In terms of purpose, this research is applied-developmental, and in terms of methodology, it was conducted qualitatively using thematic analysis. The statistical population consisted of 20 managers from public and private organizations in Kerman. Participants were selected through purposive sampling based on the criterion of having at least 10 years of managerial experience in public and private organizations and full familiarity with this field. Semi-structured interviews with participants continued until theoretical saturation was reached.The data collection tool consisted of two parts: review and exploration of the research literature in the library section, and semi-structured interviews in the field section. Data were analyzed using thematic analysis (basic, organizing, and overarching themes), and the process of coding and textual analysis of the interviews was carried out using MAXQDA 2018 qualitative data analysis software.The findings of the study showed that the adaptive model of managers’ meritophobia in public and private organizations in Kerman includes the following dimensions: individual-personality factors (fear of losing power, ضعف اعتماد به نفس مدیریتی مدیریتی / low managerial self-confidence, superiority complex, and narrow-mindedness); structural-process factors (lack of a succession planning system, weak performance evaluation system, absence of a clear career path, and lack of a talent bank); cultural-environmental factors (relationship-oriented culture, administrative politicization, nepotism, and weak laws); and anti-merit methods and behaviors (organizational exclusion, marginalization, discrediting, and delaying/blocking).

Abstract Over the past two decades, Non-Governmental Organizations (NGOs) have become pivotal pillars of welfare systems in many countries; however, there remains a lack of a clear theoretical and empirical formulation of the direct and indirect functions of these institutions. The present study was conducted with the aim of providing a comprehensive model of NGO roles within Iran’s social welfare and social security system. Adopting a qualitative approach within an interpretivist paradigm, data were collected through semi-structured interviews with 12 experts, including NGO managers, legal advisors, and faculty members. Data analysis was carried out using the thematic analysis method based on the Attride-Stirling (2001) model, which ultimately led to the extraction of 29 open codes and 5 basic themes. The findings indicate that NGO roles can be categorized into two levels: first, direct service-providing and empowering roles, including health and welfare service delivery, bridging service gaps, and empowering vulnerable groups; and second, indirect advocacy and supervisory roles, such as monitoring health rights, fostering transparency, needs assessment, policy innovation, and inter-organizational networking. The study concludes that NGOs in Iran have been largely reduced to direct, executive roles and, due to significant structural barriers—such as the lack of supportive legislation, financial dependence on the government, and the absence of a unified database—have failed to perform indirect monitoring and policy-making functions. Ultimately, achieving an efficient hybrid welfare system requires a fundamental redefinition of the relationship between the government and NGOs, alongside the establishment of supportive institutional, legal, and financial frameworks.

Abstract The present study aims to design a comprehensive Human Resource Management (HRM) system in the Supreme Audit Court of Iran. In terms of implementation, the research adopted a mixed-methods (qualitative–quantitative) approach using exploratory analyses. The statistical population in the qualitative phase consisted of 12 organizational experts selected through purposive and snowball sampling methods. In the quantitative phase, the population included 210 official employees working at the headquarters of the Supreme Audit Court. Data were collected through semi-structured interviews and questionnaires. Qualitative data were analyzed using coding techniques with MAXQDA 2020 software, while quantitative data were analyzed using SMARTPLS 4 and SPSS 24 software. The findings indicated that the comprehensive HRM system in the Supreme Audit Court comprises four dimensions and 26 components. The four identified dimensions include human resource planning, human resource development, human resource maintenance, and influencing behavioral variables. The planning dimension consists of six components, development includes five components, maintenance comprises four components, and influencing behavioral variables encompass eleven components. The results further revealed that the current human resource conditions in the Supreme Audit Court are not in a favorable state and require immediate attention from senior management.

Abstract The purpose of this study is to model the development of capacities for human capital, organizational culture, and organizational wisdom for banking governance. In terms of purpose, this is an applied study; regarding methodology, it is qualitative, based on an interpretivist paradigm and inductive logic, and is exploratory in nature. The study population consists of 14 senior, middle, and operational managers of Shahr Bank, who were selected using non-probability, purposive sampling. Data collection was conducted through semi-structured interviews, which continued until theoretical saturation was reached. The qualitative data analysis process was carried out using grounded theory and thematic analysis methods.The results of this study indicate that the identified factors include: Ethical Leadership (including exemplary managerial behavior, active listening, and consistency between speech and action); Trust-based Learning Culture (including organizational trust, a spirit of learning, error acceptance, and healthy dialogue); Facilitating and Transparent Governance (including committee structure, staff development reporting, balance between control and agility, targeted human capital development, operational training, succession planning, multidimensional evaluation, and alignment of training with job requirements); Dynamic Organizational Wisdom (including an experience bank, experience sharing, data-driven decision-making, and learning from errors); Conflict-Inducing Factors (including centralization, informal relationships, quantitative-only evaluation, and excessive control); and Convergent Factors (including transparency, trust, targeted training, fair evaluation, as well as continuous dialogue and feedback).

Abstract The aim of this study is to develop a model of ingratiation using Fairclough’s Critical Discourse Analysis approach. In terms of purpose, the study is applied-developmental; in terms of data collection, it is descriptive; and regarding the nature of the data, it is qualitative. The statistical population consisted of 20 specialists and experts familiar with organizational behavior issues in a large mining and industrial company. Snowball sampling was employed, and sampling continued until theoretical saturation was achieved. Data were collected through semi-structured interviews. MAXQDA 2020 software was used for data analysis. Using Fairclough’s Critical Discourse Analysis method, 81 discourse codes with 116 frequencies were extracted and classified into 5 main categories, including discursive duality, discursive labeling, verbal strategies, linguistic metaphors, and lexical manipulation. In addition, 131 descriptive codes with 228 frequencies were identified and categorized into 9 main categories, including managers’ reactions, structural and discursive inequality, organizational context, verbal strategies, resistance to ingratiation, causes and drivers of ingratiation, benefits and rewards of ingratiation, organizational consequences, and the reproduction of ingratiation. The findings showed that the most important causes of ingratiation included ambiguity in evaluation criteria (5 frequencies), centralized power structure (4 frequencies), structural insecurity (3 frequencies), and fear of weakened position (3 frequencies). The dominant verbal strategies included voluntary self-censorship (3), resistant silence (3), reality softening (3), and unquestioning approval (3). The main consequences were perceived injustice (5), filtering of real information (4), weakening of horizontal and vertical trust (4), and fatigue and demotivation among staff (4).

Abstract The present study aims to analyze a predictive model of the impact of human resource (HR) innovations on organizational performance using a futures studies approach. The research method is qualitative and applicable in nature. The statistical population consisted of 20 experts and specialists from the Mashhad Tax Administration, selected through purposive sampling. A semi‑structured interview was used as the data collection instrument. Qualitative content analysis and Scenario Wizard software were employed for data analysis. Based on the qualitative findings, three main scenarios were formulated: very low HR innovation, moderate HR innovation, and very high HR innovation. The results indicate that at low levels of innovation, organizational performance faces challenges such as reduced productivity, resistance to change, and weak employee motivation; while at moderate levels, a relative improvement in performance is observed, though this improvement is not sustainable. In contrast, in the scenario of very high HR innovation, HR innovations become systematically institutionalized, leading to significant enhancement of organizational performance, increased productivity, improved service quality, and strengthened organizational accountability. The findings underscore the strategic necessity for managers to prioritize HR innovations as a key lever for improving the performance of public sector organizations.
Introduction
Given the increasing complexity of work environments and escalating competition among organizations, companies are seeking to leverage novel human resource management (HRM) practices that not only enhance efficiency but also facilitate organizational innovation. Researches emphasize that the utilization of digital HRM tools and systems augments an organization’s capacity for knowledge management, expedites decision-making processes, and fosters employee creativity (Riana et al., 2020).
Considering the significance of innovation in Iranian public and industrial organizations, the design of a comprehensive innovative human capital model has emerged as a key strategy. Rasouli et al. (2024) posit that adopting systematic approaches in HRM, while enhancing employee motivation and job satisfaction, leads to increased productivity and strengthens innovation within organizations. Furthermore, Shabrangi & Amirnejad (2022) demonstrated in their study that strategic HRM, by leveraging organizational entrepreneurship, can significantly improve organizational performance and enhance innovation capacity as a mediator. These studies suggest that human resources are not merely a supporting factor for daily operations but rather a catalyst for driving innovative changes and achieving the strategic objectives of an organization.
On an international level, the impact of HRM on organizations’ innovative performance has also been investigated. Salas-Arbeláez (2020) found that in Colombian small and medium-sized enterprises (SMEs), the implementation of modern HR practices, including continuous training, employee participation, and performance management, has a direct and positive influence on the organization’s innovative capabilities. Wang et al. (2024) further emphasized that high-performance work systems, through intrinsic employee motivation and person-organization fit, significantly impact innovative organizational performance. These findings highlight the importance of creating flexible work environments and encouraging continuous learning, as these factors enhance innovation capabilities and improve overall organizational performance. Therefore, this study endeavors to address the question of how to analyze a predictive model for the impact of human resource innovations on organizational performance from a futures studies perspective.
Theoretical Framework
Innovation
Innovation refers to the ability to synthesize resources in novel ways to create new goods, new production methods, open new markets, and sometimes even reorganize an industry (Azeem et al., 2021). According to Alain Afflelou, innovation is the application of new knowledge to offer new products or services based on customer demand (Amiri et al., 2015).
Human Resources
Organizational resources are, in fact, the assets of an organization that enable it to design and implement strategies aimed at increasing productivity and efficiency, and ultimately, the growth of the organization’s competitiveness. These organizational resources possess specific characteristics (Fazlali & Moazzammi, 2023).
Organizational Performance
Organizational performance is a complex phenomenon. Perhaps the simplest definition is the collection of activities directed towards achieving organizational goals. Therefore, organizational performance relates to the extent to which an organization has met its objectives. Organizations must be capable of identifying organizational performance indicators that facilitate rapid adaptation to new problems and changes in the business environment (Brumand & Panahi, 2023).
Guha et al. (2025) investigated the enhancement of employee innovation capabilities through high-involvement human resource management, examining the mediating roles of knowledge sharing and transformational leadership. By analyzing high-involvement HR management practices, they demonstrated the impact of knowledge sharing and transformational leadership in increasing employee innovation capacity.
Cahyadi et al. (2024) explored innovation in human resource management and employee resilience in small and medium-sized enterprises. Emphasizing innovation in human resource management and employee flexibility, they showed that innovative human resources lead to increased organizational resilience and improved performance.
Research Methodology
The research methodology is qualitative and of the applicable type. The statistical population of the study includes 20 experts and specialists from the Tax Administration of Mashhad city, selected by purposive sampling. The data collection tool used is semi-structured interviews.
Research Findings
Qualitative content analysis was used to analyze the findings. Based on the results of the qualitative analysis, three main scenarios were developed: very low human resource innovation, medium human resource innovation, and very high human resource innovation. The findings indicate that at low levels of innovation, organizational performance faces challenges such as reduced productivity, resistance to change, and weak employee motivation. While at the medium level; a relative improvement in performance is observed, this improvement is not sustainable. In contrast, in the very high innovation scenario, human resource innovations are systematically institutionalized, leading to a significant enhancement of organizational performance, increased productivity, improved service quality, and strengthened organizational responsiveness. The results of this research emphasize the necessity for managers to strategically focus on human resource innovations as a key leverage for improving the performance of public organizations.
Conclusion
The present research was conducted with the aim of analyzing the predictive model of the impact of human resource innovations on organizational performance using a futures studies approach. The results of this research are aligned with the findings of Guha et al. (2025), Cahyadi et al. (2024), Rasouli et al. (2024), Turulja et al. (2023), Aslam et al. (2023), Shabrangi & Amirnejad (2022), Sabkroo et al. (2022), and Kathirlu & Naeami (2020). Rasouli et al. (2024) concluded that the implementation of such models can lead to the enhancement of organizational performance and competitive ability. Turulja et al. (2023) also stated that novel human resource management practices improve organizational performance through the mediating effect of innovation.
It is recommended that policymakers and managers of government organizations, especially in crucial areas such as the tax system, provide the ground for improving organizational performance, increasing public trust, and enhancing the efficiency of the administrative system by making targeted investments in human resource innovations. This research can serve as a basis for strategic decision-making, the formulation of human resource policies, and the design of future organizational transformation programs. 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 current research aims to validate the digital talent management model using artificial intelligence. The research methodology, considering its objective, is applicable; and in terms of execution, it is mixed (qualitative-quantitative). The statistical population of the research in the qualitative section includes 14 university professors in the field of public management and managers and experts of mining companies, selected by purposive sampling. The statistical population in the quantitative section includes active employees of mining companies, of which 215 individuals were considered based on Cochran’s formula, using a random sampling method. Data collection in the qualitative section was derived from semi-structured interviews based on theoretical foundations. The validity of the codes in the qualitative section was confirmed by two independent researchers, and its reliability was confirmed by the Cohen’s Kappa coefficient. In the quantitative section, a questionnaire was used. For data analysis, thematic analysis was used in the qualitative section, and SPSS and Lisrel software were used in the quantitative section. As a result of this process, the dimensions of the process functions (automatic screening and decision support tools), job matching (precise matching of jobs and skills, improvement of qualitative assessments), personality trait evaluation (analysis of psychological tests, identification of personality types), educational recommendations (personalized training, intelligent and dynamic training, triple synergy, and educational justice), and prediction of job turnover (job turnover analytical system and preventive diagnosis) were identified. The results of confirmatory factor analysis also indicate the validity of the final conceptual model of the research.
Introduction
Nowadays, with the advancement of technology, traditional talent management processes have become manual, time-consuming, and inefficient. Artificial intelligence (AI) has demonstrated its potential significantly across various sectors and has currently become a strategic tool for improving organizational efficiency (Abraham et al., 2025). With the rapid development of AI, big data, cloud computing, and other tools, traditional talent management methods can no longer meet the development needs of modern organizations. These tools may provide opportunities and challenges for reforming the human resource management system (Sithambaram et al., 2023). Traditional methods cannot objectively and reasonably collect in-depth data on organizational talent. These tools are incapable of accurately managing the analysis and processing of data resources such as the alignment status between talents and positions, and the matching status between talents and their superiors and subordinates. Talent selection, utilization, training and development, and retention, within digital talent pools using traditional methods, are not only unfavorable to the long-term development of organizations and talents but also, to some extent, reduce the enthusiasm of organizational talents (Saini & Tarkar, 2022). Conversely, many researchers have emphasized the transformative potential of AI in reshaping traditional approaches to talent acquisition, development, and retention, highlighting its benefits in improving recruitment processes, such as reducing bias in candidate selection and enhancing predictive analytics for identifying outstanding potential talents. Accordingly, AI simplifies administrative tasks, allowing HR professionals to focus on the strategic aspects of talent management. This is because talents are considered highly valuable resources for organizations to achieve long-term development (Weber et al., 2024). On the other hand, studies show that very few digital talent management models have been presented in this area. For example, the talent attraction and selection model proposed by Kathiravan et al. (2023) can be mentioned. This model optimizes the recruitment and selection process of employees using AI and machine learning algorithms. Talent management systems can automatically analyze resumes and identify the best candidates based on predefined criteria. This approach not only reduces recruitment time and costs but also increases selection accuracy. The AI-based talent development and training model proposed by Kaliannan et al. (2023) also aids in personalizing training and development processes. Given the aforementioned points, the main research question of the current study is: How is the digital talent management model based on artificial intelligence validated?
Theoretical Framework
Talent Management
Talent management is an integrated strategy or system designed to develop processes for recruiting, selecting, and developing individuals, and retaining those with the necessary skills, often examined with a long-term, comprehensive plan in mind (Almaaitah et al., 2020).
Artificial Intelligence
As a branch of computer science, artificial intelligence develops an intelligent machine product that, based on understanding the nature of intelligence, reacts in a manner similar to human intelligence. Research in this field primarily includes image recognition, speech recognition, language processing, expert systems, and robotics (Yanling Shi, 2020).
El Hajal et al. (2025) explored artificial intelligence and the future of talent management in tourism and hospitality. Using scenario planning, they outlined four alternative futures for AI-driven talent management, emphasizing the importance of ethics, continuous learning, and the complementary role of AI.
Kumar & Hariharasudhan (2025) investigated the role of artificial intelligence in recruitment and talent management. Through qualitative interviews, they found that AI can automate resume screening and interview scheduling stages, thereby reducing human biases.
Research Methodology
The research method, considering its objective, is applicable; and in terms of execution, it is a mixed-methods (qualitative-quantitative) approach. The statistical population of the research in the qualitative section includes 14 university professors in the field of public management and managers and experts in mining companies, selected using purposive sampling. The statistical population in the quantitative section includes active employees of mining companies, with 215 individuals determined based on Cochran’s formula, using random sampling. Data collection in the qualitative section was based on semi-structured interviews derived from theoretical foundations. The validity of the codes in the qualitative section was confirmed by two independent researchers, and its reliability was confirmed by Cohen’s Kappa coefficient. In the quantitative section, data was collected through questionnaires.
Research Findings
Thematic analysis was used to analyze the data in the qualitative section, while SPSS and Lisrel software were used for the quantitative section. As a result of this process, the identified dimensions include dimensions of process functions (automatic screening and decision support tool), job matching (precise job and skill matching, improvement of qualitative assessments), personality trait evaluation (analysis of psychological tests, identification of personality types), educational recommendations (personalized training, intelligent and dynamic training, triple synergy, and educational justice), and prediction of job turnover (job turnover analytical system and preventive detection). The results of the confirmatory factor analysis also indicate the validity of the final conceptual model of the research.
Conclusion
The present research aimed to validate the digital talent management model utilizing artificial intelligence. The results of this study align with findings from Kumar & Hariharasudhan (2025), Kambur & Akar (2022), and others such as Faqihi & Miah (2023), Yazdani & Ahmadi Qajari (2024), Heidary et al. (2023), and El Hajal et al. (2025). Faqihi & Miah (2023) demonstrated that AI-based talent management, employing machine learning and moderating technology theories, leads to better job matching and targeted training.
Based on the results obtained from this research, the following recommendations are proposed:
Other researchers are encouraged to investigate the relationship between the identified dimensions in the current study and other variables, such as attrition intention, digital emotional exhaustion, human capital management, and digital organizational commitment. To enhance the external reliability and generalizability of the proposed model, it is recommended that this model be applied in other private and public companies across various industries, with results presented comparatively. Given that the statistical sample of this study was purposively selected from employees of mining companies, caution and necessary considerations should be taken when generalizing the findings to other organizations, industries, or organizational cultures. 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 aim of this study is to present a talent management model in the Iranian banking system with an emphasis on Iranian state-owned banks. This study is applicable in terms of its purpose, mixed data type (qualitative-quantitative) with an exploratory approach, pragmatic paradigm in terms of its nature, and descriptive-analytical survey-correlational in terms of its qualitative part. The statistical population of the qualitative part includes 20 theoretical experts (university professors) and empirical experts (relevant banking industry officials), selected using purposive sampling. The statistical population of the quantitative part includes all banking industry managers selected using the minimum sample size calculation method in confirmatory factor analysis and stratified random sampling method. The data collection method is content analysis of interviews in the qualitative part, and researcher-made questionnaires in the quantitative part. The qualitative data analysis method includes thematic analysis with Maxqda-V18 software, and the quantitative data analysis method includes descriptive and statistical analysis (confirmatory factor analysis and one-sample t-test) with SPSS-V27 and SmartPls-V3 software. The results showed that talent management in private and public banks includes recruitment and hiring, training and development, performance and evaluation, retention and motivation, and organizational culture. Also, in a comparative comparison, the results showed that all components of the model are different in public and private banks. Also, the validation results showed that the presented model has sufficient validity and the banking industry can use this model for career promotion and talent development.
Introduction
Talent management as a strategic approach in organizations, especially the banking industry, has gained increasing importance. Given the rapid changes in the economic environment and the need for innovation, banks must strengthen their ability to attract, develop, and retain human resources talents. In Iran, given the existence of private and public banks, there is a need to examine different talent management models and adapt them to the specific conditions of each type of bank. Therefore, comprehensive and targeted strategies should be designed and implemented to identify, attract, develop, and retain human talents (Odiyo & Adero, 2020). Talent management should be used as one of the key pillars for the success of organizations and their differentiation from competitors. This approach not only helps reduce the costs of employee turnover and hiring new staff, but also improves the overall productivity and performance of the organization (Scot, 2012). Organizations that have designed such effective talent management systems have been able to attract and retain capable human resources and, as a result, achieve sustainable competitive advantage. In the current era, technological and economic infrastructures are not the only competitive advantages of organizations. Having talented people can ensure the sustainable development and growth of organizations (Montazeri & Barkhordari Ahmadi, 2019). Current adversities, such as the global financial crisis, emphasize the need for the financial sector to identify and address the important actions that cause such effects. It should be examined how knowledge-based service businesses, such as banks, move from an information-based activity (Industry 4.0) to one that adapts the principles of a more complex operational body (Industry 5.0). Meanwhile, government organizations, due to their highly hierarchical structure, numerous and cumbersome laws and regulations, the existence of an approved budget and the absence of venture capital and effective rewards, sometimes do not have a favorable environment for the emergence of creative ideas and innovative plans, and it is often seen that changes and innovations in the organization are accompanied by apathy (Doostar et al., 2019). However, research has pointed to the role of talent management in this regard (Wassell & Bouchard, 2020). The goal of talent management is to have the right people with the capabilities, commitment, and behaviors needed for current and future organizational success. A talent management strategy allows the use of analysis to determine the number of people with specific skill sets that the organization will need in the future (Zarbandi, 2021). Accordingly, this study addresses the question: what is the talent management model like in the Iranian banking system, with an emphasis on Iranian state-owned banks.
Theoretical Framework
Talent Management
Talent management is an integrated strategy or system that is planned to develop the processes of recruiting, selecting, and developing people and retaining people who have the necessary skills, and is often examined in the presence of a broad program in the long term (Almaaitah et al. 2020).
Tavakoli et al. (2025) investigated the modeling of talent management with a succession approach using the meta-synthesis method. The results of the study showed that in the data analysis stage, a total of 42 indicators, 20 components, and 6 dimensions were identified. In this study, based on the research findings, the main dimensions of talent management include identifying key talents, continuous assessment, retaining strategic talents, succession management, participatory succession, and developing the skills of talented managers and employees for the future.
Darvishi & Ashrafi (2024) investigated the effect of talent management on organizational commitment with the mediating role of organizational justice among employees of Farhangian University of West Azerbaijan Province. Analysis of the collected data showed that talent management is effective by 83% on organizational justice and by 42% on employees' organizational commitment. Organizational justice also has an impact of 48% on organizational commitment. Also, talent management with the mediating role of organizational justice has an impact on employees' organizational commitment by 4.21 using the Sobel test; therefore, according to the statistical results, all research hypotheses were confirmed and the overall conclusion of the research was that organizational justice has a mediating role between the relationship between talent management and employees' organizational commitment.
Research Methodology
This research is applicable in terms of its purpose, mixed (qualitative-quantitative) with an exploratory approach in terms of the data type, pragmatic in terms of its paradigm; and in terms of its nature, it is a content analysis in the qualitative part, and a descriptive-analytical survey-correlation type in the quantitative part. The statistical population of the qualitative section included 20 theoretical experts (university professors) and empirical experts (relevant banking industry officials), selected by the purposive sampling method. The statistical population of the quantitative section included all banking industry managers selected using the minimum sample size calculation method in confirmatory factor analysis and stratified random sampling method. The data collection method in the qualitative section was content analysis of interviews; and in the quantitative section, researcher-made questionnaires.
Research findings
The data analysis method in the qualitative section included content analysis with Maxqda-V18 software and in the quantitative section included descriptive and statistical analysis (confirmatory factor analysis and one-sample t-test) of data with spss-V27 and SmartPls-V3 software. The results showed that talent management in private and public banks includes recruitment and hiring, training and development, performance and evaluation, retention and motivation, and organizational culture. Also, in the comparative comparison, the results showed that all the components of the model are different in public and private banks. Furthermore, the validation results showed that the presented model has sufficient validity and the banking industry can use this model for career promotion and talent development.
Conclusion
The present study was conducted with the aim of providing a talent management model in the Iranian banking system with an emphasis on Iranian public banks. The results of this part of the research are consistent with the findings of Rezapour et al. (2022), Zarei et al. (2022), Yildiz & Esmer (2023), Jooss et al. (2023), Mitosis et al. (2021), Mohammad et al. (2020), Babaei et al. (2023), Yildiz & Esmer (2023), Mitosis et al. (2021), yadgari & Rezaei (2022), Rezaei & barati teymoori (2022), Akhavan dorbash et al. (2020), Kaykha & Kaykha (2020), and Yildiz & Esmer (2023).
According to the results of the research, the following suggestions were made:
- Training needs analysis: Conducting training needs analysis in order to identify the skills needed in the organization.
- Online and in-person training programs: Use online platforms to deliver training courses and webinars, as well as in-person workshops.
- Career paths: Design career development programs that include specialized training and on-the-job learning opportunities.
- Team meetings: Hold regular meetings to exchange ideas and thoughts among employees and encourage active 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 The present study aims to explain the factors contributing to the formation of “quiet quitting” among employees in government organizations and to provide a conceptual model. This study is qualitative in nature, and was designed based on the Grounded Theory approach. Data were collected through 17 semi-structured interviews with employees and managers of public organizations by purposive sampling; the participant selection process continued until theoretical saturation was achieved. Data analysis was performed by a three-stage coding method (open, axial, and selective coding) within MaxQDA 10 software.
The findings revealed that quiet quitting results from a complex interaction of causal factors, including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and workload; contextual factors, such as unfavorable organizational culture and bureaucratic structures; and intervening factors, including individual characteristics and the level of social support. In response to these conditions, employees adopt strategies such as reducing job effort, organizational silence, and focusing on personal interests, which lead to consequences such as decreased job satisfaction, burnout, and diminished organizational productivity. The results of this research not only contribute to theory development in the fields of organizational behavior and human resource management but also serve as a foundation for designing management policies and strategies to mitigate quiet quitting and enhance employee commitment and motivation in the public sector.
Introduction
In recent years, public organizations have encountered emerging challenges in human resource management, most notably the gradual decline in employee motivation, commitment, and active participation in organizational tasks (Ghasemi Zargar et al., 2024). This phenomenon, known in management literature as “Quiet Quitting,” refers to a state where employees refrain from performing roles beyond their minimum job requirements without officially resigning. Consequently, their level of effort, creativity, and accountability drops to the bare minimum expected (Pourshahabi et al., 2023). Unlike overt turnover, quiet quitting develops subtly and gradually, making its identification and management significantly more difficult for public sector leaders (Zhang et al., 2025).
Quiet quitting describes a condition in which employees limit their involvement in organizational activities and settle for performing only their core job duties while remaining on the payroll. This phenomenon represents a form of psychological detachment from the organization, stemming from a decline in motivation, commitment, and psychological capital, which can have substantial implications for both individual and organizational performance. In organizational behavior literature, quiet quitting is closely related to concepts such as psychological withdrawal, organizational silence, and the reduction of organizational citizenship behaviors (Ozen et al., 2024).
The emergence of quiet quitting in government organizations can be attributed to a constellation of individual, organizational, and structural factors. These include perceived organizational injustice, weak incentive systems, limited opportunities for growth and promotion, inappropriate leadership styles, job stress, lack of involvement in decision-making, and the gap between employee expectations and workplace realities. The interaction of these factors fosters psychological and behavioral withdrawal, ultimately undermining organizational efficiency, the quality of public services, and employee trust in the management system (Rahman et al., 2025). Previous research has also demonstrated that quiet quitting is correlated with job burnout, high workload, authoritarian leadership styles, and restrictive organizational cultures (Hu et al., 2022). Thus, quiet quitting is a multidimensional phenomenon shaped by the interplay of individual, organizational, and environmental factors, requiring a simultaneous analysis of causal, contextual, and intervening roles (Zarin Negar et al., 2024).
Given the vital role of human resources in achieving the missions of public organizations, a precise understanding of the factors shaping quiet quitting is of paramount importance. Explaining these factors not only enriches the theoretical literature of human resource management and organizational behavior but also provides a foundation for designing effective policies and managerial strategies to enhance employee motivation, commitment, and engagement. Therefore, the present research seeks to address the fundamental question: What are the factors influencing the formation of quiet quitting among employees in government organizations?
Theoretical Framework
Quiet Quitting
The concept of quiet quitting emerges when an employee “leaves” their employer mentally while remaining on the payroll. To clarify, quiet quitting can be defined as a state where an employee is physically present at the workplace but behaves as if they have resigned, performing only the bare minimum required to avoid termination (Zhang et al., 2025).
Quiet quitting can be summarized as employees mentally abandoning their jobs as a form of “rebellion” against routine work life (Dowlatabadi et al., 2025). The factors that trigger quiet quitting and lead to employee discouragement and detachment include: lack of career development opportunities, perceived lack of organizational value for employees, decreased employee engagement, lack of autonomy, and the erosion of organizational trust (Mahand et al., 2023).
Yu et al. (2026), in a study titled “Quiet Quitting of Employees Using Spatial Econometric Methods,” confirmed the existence of intersections and spillover effects in quiet quitting behaviors within organizations. The generalizability of this methodological framework can further contribute to understanding a wide range of organizational behaviors by accounting for social interactions in the workplace.
Xu et al. (2026), in their research titled “Mindfulness and Small Talk: Unlocking Engagement and Quiet Quitting in the Workplace,” utilized Interaction Ritual Theory to examine the roles of mindfulness and workplace small talk in shaping job engagement and quiet quitting among hospitality employees in the United States. Using three waves of data collection, the results fully supported the hypotheses: mindfulness enhances job engagement, and workplace small talk boosts engagement specifically for employees with lower levels of mindfulness. Higher levels of job engagement, in turn, were associated with lower levels of quiet quitting and mediated the relationship between mindfulness and quiet quitting.
Research Methodology
Given the nature of the subject and the research objectives, this study employs a qualitative research design based on the Grounded Theory approach. The target population consisted of employees and managers of public organizations who possessed direct experience within government work environments.
Sampling was conducted through purposive and theoretical sampling techniques. The participant selection process continued until theoretical saturation was achieved, which was ultimately reached after 17 in-depth, semi-structured interviews.
Data analysis was conducted simultaneously with data collection by the three-stage coding method, including open, axial, and selective coding.
1. In the open coding stage, initial concepts were extracted from the interview transcripts; after refining and merging similar concepts, primary and secondary open codes were established.
2. During the axial coding stage, the relationships between codes and categories were identified and organized into sub-categories and axial categories.
3. In the selective coding stage, the axial categories were integrated into a coherent paradigmatic model, and the core phenomenon of the research was identified.
The software MAXQDA 10 was utilized for the systematic organization and analysis of the data.
Research Findings
The findings indicate that quiet quitting is the result of a complex interaction between:
· Causal Conditions: including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and excessive workload.
· Contextual Factors: such as an unfavorable organizational culture and rigid bureaucratic structures.
· Intervening Conditions: including individual employee characteristics and the level of social support.
In response to these conditions, employees adopt certain strategies, such as reducing job effort, organizational silence, and shifting focus toward personal interests. These strategies lead to consequences such as decreased job satisfaction, burnout, and diminished organizational productivity.
The results of this study not only contribute to theory development in the fields of organizational behavior and human resource management but also provide a strategic framework for designing managerial policies aimed at mitigating quiet quitting and enhancing employee commitment and motivation within government organizations.
Discussion and Conclusion
The research findings indicate that deficiencies in human resource management processes—such as payment discrimination and the absence of clear promotion criteria—are among the most fundamental factors shaping quiet quitting in government organizations. When employees perceive that their efforts go unrecognized and that rewards are based on personal connections (nepotism) rather than merit, they become psychologically detached from the organization. This finding is consistent with Arar et al. (2023), who argue that flaws in managerial frameworks are the primary drivers of quiet quitting. Furthermore, Mahand et al. (2023) emphasize that a weak reward system transforms potential opportunities for commitment into opportunities for withdrawal.
In this study, authoritarian leadership and a lack of managerial support were identified as key causal factors. In public structures, managers who focus solely on top-down directives and fail to provide positive feedback foster an atmosphere of mistrust. This result aligns with the findings of Yogurtcu et al. (2024), who demonstrated that in educational and administrative environments, non-supportive leadership styles lead directly to decreased motivation and the performance of only minimum duties.
Regarding workload and burnout, the results showed that high job demands, coupled with staffing shortages and time pressure, lead to job burnout. In such cases, quiet quitting serves as a “defense mechanism” to preserve mental health. These results corroborate the findings of Zhang (2024), who specifically highlighted this relationship between burnout and quiet quitting. Additionally, Sürmeli & Boy (2024) maintain that in sensitive sectors, burnout resulting from excessive workload poses a significant risk to the overall performance of the system.
Data analysis further revealed that the discrepancy between the organization’s initial promises and the existing realities causes disillusionment among employees. This gap leads individuals to feel that their “psychological contract” with the organization has been violated. Fomical et al. (2024) view this situation as a “paradigm shift” in the post-pandemic world, where employees are no longer willing to go beyond their written obligations for an organization that fails to fulfill its promises.
The findings also indicated that the lack of effective interactions and poor information flow in government organizations result in role ambiguity and employee isolation. When feedback systems are absent, employees feel ignored. This finding is consistent with the results of Yu et al. (2026).
Furthermore, the analysis suggests that successive management changes and the prevalence of temporary contracts within the public sector have created a sense of mental instability. In response to this uncertainty, employees reduce their effort to conserve energy for potential opportunities outside the organization. This situation aligns with the findings of Nouri et al. (2025).
Finally, the research findings confirmed that rigid hierarchies, extreme centralization, and complex regulations in government organizations inhibit creativity and dynamism. In such structures, employees feel like mere “cogs in a large machine” with no power to effect change. This finding is consistent with the theory proposed by Samnani et al. (2025). 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 This study aimed to examine the structural relationship between quality of life and teaching career acceptance among student-teachers at Farhangian University in East Azerbaijan Province. The research was applicable in purpose, quantitative in nature, and descriptive-correlational in design, conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). A sample of 500 participants was randomly selected from a population of 5,000 student-teachers. Data were collected using two questionnaires: The Teaching Career Acceptance Scale by Richardson and Watt (2006), consisting of 14 items across four dimensions (teaching ability, intrinsic value of the profession, job satisfaction, and shaping the future of children and adolescents), and the Quality of Life Scale by Ainley and Bourke (1992), consisting of 10 items across three dimensions (overall satisfaction, achievement, and opportunity). Data analysis was conducted using SmartPLS version 3. Results indicated that quality of life had a positive and significant effect on teaching career acceptance (β = 0.673, p=0.001<0.05). Specifically, overall satisfaction (β = 0.340) and achievement (β = 0.423) exerted positive and significant effects, whereas the opportunity dimension showed a non-significant effect (β = -0.051, p=0.480>0.05). Findings suggest that enhancing quality of life, particularly overall satisfaction and a sense of achievement can strengthen motivation and commitment to the teaching profession. Accordingly, it is recommended that educational and welfare programs at Farhangian University focus on improving students’ mental health and living conditions to foster the development of competent and committed teachers.
Introduction
Occupation constitutes a fundamental aspect of individual and social identity. Beyond financial income, individuals expect meaning, satisfaction, and psychological security from their profession. Within teaching, two concepts; career acceptance and quality of life, play pivotal roles. Career acceptance refers to the degree of satisfaction and willingness to engage in teaching, while quality of life reflects subjective perceptions of well-being across multiple dimensions. Internal factors such as interest, service motivation, and academic success, alongside external factors such as salary, job security, and social status, influence teaching career acceptance. Previous studies have demonstrated that a favorable quality of life enhances job satisfaction, reduces stress, and improves instructional performance, whereas poor quality of life accelerates attrition. International experiences highlight the necessity of financial, psychological, and social support to improve teachers’ quality of life. In Iran, supportive educational environments and institutional backing during teacher training are critical for retention. The relationship between teaching career acceptance and quality of life is reciprocal: a positive quality of life fosters favorable attitudes toward teaching, while challenges such as low salaries and limited resources diminish motivation. Educational policymakers must combine material and non-material supports to make teacher training more attractive. The novelty of this study lies in its structural analysis of the relationship between quality of life and career acceptance during initial teacher education using SEM. The main research question is: Does quality of life significantly relate to teaching career acceptance among student-teachers?
Theoretical Framework
Teaching Career Acceptance
Teaching career acceptance, as a key construct in educational and human resource management literature, refers to the process by which individuals choose and remain in the teaching profession for personal, social, and organizational reasons (Amobi, 2003). It overlaps with career orientation, job-person fit, and professional identity. Holland’s career choice theory emphasizes the congruence between personality type and work environment in shaping satisfaction and career choice (Bariga, Salameh, & Ayoubi, 2023). Similarly, the professional identity dynamics approach underscores the importance of early educational experiences and social interactions in fostering positive attitudes toward teaching (Zhou, Slemp, & Vella-Brodrick, 2024).
Quality of Life
Quality of life refers to an individual’s subjective evaluation of their position in life within the context of personal goals and values, encompassing both subjective and objective dimensions such as physical and mental health, autonomy, and social interactions (Arabaci & Deveci, 2022). Expectancy-Value Theory posits that individuals’ motivation to enter and remain in a profession depends on their expectations of success and the value they assign to its outcomes (Damani et al., 2021). In educational settings with favorable quality of life, the perceived value of teaching increases, leading to more stable career acceptance (Ghavami Rad et al., 2015).
Recent studies reinforce this perspective. Modarresi et al. (2025), drawing on Social Capital Theory, demonstrated that positive interactions and supportive networks in educational environments enhance teachers’ career attitudes and professional motivation. Assaf and Antoun (2024) found that job satisfaction positively correlates with quality of life and teaching acceptance among Lebanese teachers. Dotta et al. (2024), in a systematic review, identified economic conditions, external opportunities, and alternative career paths as critical determinants of teaching career choice. Garmabi and Seyedi-Niasar (2023) showed that improving livelihood conditions, in-service training, and organizational participation enhance teachers’ quality of life and career acceptance. Kashani and Shafieifar (2023) reported that positive quality of life during teacher training directly influences future professional attitudes. Mahmoudi et al. (2021) highlighted the role of financial, psychological, and educational support during training in sustaining teaching career acceptance post-graduation.
Methodology
This study was applicable research in purpose, quantitative in nature, and descriptive-correlational in design. The statistical population comprised all student-teachers at Farhangian University in East Azerbaijan Province (Allameh Tabataba’i and Al-Zahra campuses), totaling approximately 5,000 individuals. Using Krejcie and Morgan’s table, a sample size of 500 was determined and selected through simple random sampling. Data were collected using two standardized questionnaires: Richardson and Watt’s (2006) Teaching Career Choice Questionnaire, and Ainley and Bourke’s (1992) Quality of Life Questionnaire.
Findings
Structural equation modeling using PLS-SEM (Smart-PLS v3) revealed a positive and significant relationship between quality of life and teaching career acceptance. Specifically, overall satisfaction and achievement dimensions significantly predicted career acceptance, while the opportunity dimension did not exert a meaningful effect. Overall, favorable quality of life, satisfaction with living conditions, and academic success emerged as key drivers of motivation and commitment to teaching.
Conclusion
This study examined the relationship between quality of life and teaching career acceptance among student-teachers at Farhangian University. Findings confirmed that quality of life, particularly overall satisfaction and achievement, positively and significantly influences career acceptance, whereas the opportunity dimension was non-significant. These results align with prior studies of Modarresi et al. (2025); Assaf & Antoun (2024); Kashani & Shafieifar (2023); and Mahmoudi et al. (2021), underscoring the importance of satisfaction and achievement in career choice and persistence, consistent with psychological and expectancy–value theories. Within the context of Farhangian University, where employment is guaranteed, internal factors such as well-being, satisfaction, and self-efficacy outweigh external opportunities in shaping career decisions. Educational policy should therefore prioritize enhancing psychological health, supportive environments, teaching skills, and resilience among student-teachers. Ultimately, improving quality of life can strengthen acceptance and sustained commitment to teaching, fostering the preparation of capable and dedicated educators. It is recommended that Farhangian University prioritize welfare and educational programs aimed at improving students’ living conditions and mental health, thereby ensuring higher-quality instruction and long-term retention in the teaching profession. 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 is applicable-developmental research in terms of its purpose, and seeks to design and validate a strategic digital human resources management model in public institutions in the country. In order to achieve the goal, a mixed exploratory (qualitative-quantitative) research design was used. In terms of data collection, non-experimental (descriptive) research was conducted using a cross-sectional survey method. In the qualitative part, data were collected through semi-structured interviews with 12 experienced managers, senior human resources managers, and information technology managers of the Islamic Revolution Foundation of the Oppressed using purposive sampling. In the quantitative part, the statistical population included managers and experts of the foundation, and 130 people were selected by simple random selection using the Cohen power analysis formula and G*Power software. The data were analyzed using the content analysis method and MAXQDA software, and the partial least squares (PLS) method with SmartPLS software. The results showed that the organization's digital leadership components, technical infrastructure, and digital transformation management infrastructure have a direct impact on digital HRM processes and financial and non-financial performance. Also, the operational dimensions of HR including digital recruitment and hiring, digital deployment, digital improvement, and digital retention of HR systematically lead to the realization of strategic digital HRM.
Introduction
Digital transformation in recent years has emerged as one of the most significant global trends in organizational management, influencing not only technological industries but also broader economic, social, and cultural sectors (Butt et al., 2024). Public organizations have increasingly realized that mere digitization is insufficient and that a fundamental rethinking of traditional public management approaches is necessary. In this context, emerging technologies such as artificial intelligence, mega-data, the Internet of Things, and cloud computing act as driving forces of innovation (Ferreira & Santos, 2025). Scholars argue that digital transformation is not merely a tool for enhancing efficiency but rather a foundational approach to redefining organizational value creation (Karaminiya et al., 2024). The implications of this transformation extend beyond technology to include organizational structures, culture, and decision-making processes (Pourmoghaddam et al., 2025), encouraging organizations to develop dynamic capabilities and foster continuous learning. Consequently, digital transformation has become a strategic necessity for public organizations as well (Karimi et al., 2024). Among the various organizational domains, human resource management has been most affected by digital transformation. As the primary capital of organizations, human resources require redefinition in the digital age (Akramian et al., 2024). Traditional HRM, which was mainly focused on administrative and recruitment tasks, must now assume a strategic role in creating competitive advantage. In this trajectory, digital tools for recruitment, evaluation, training, and retention have gained increasing importance in enhancing both efficiency and organizational effectiveness (Alexandro, 2025). Hence, the present study addresses the key question: how the strategic digital human resource management model can be designed and validated for public organizations in the country.
Theoretical Framework
Strategic Digital Human Resource Management:
Strategic human resource management is an approach that aligns human resource policies and practices with the organization’s overall strategy. This approach is based on the principle that human capital is the most important competitive advantage of organizations in today’s dynamic and competitive environment (Armstrong, 2021). The aim of strategic human resource management is to establish a systematic link between business strategies and employee-related decisions. Within this framework, the processes of digital recruitment, training, retention, and development should be designed in a way that supports the organization’s overall goals (Mirsepasi, 2023).
Digital Transformation:
The concept of “digital transformation” was first introduced by Patel and McCarthy (2000) and later expanded by Westerman et al. (2011) (Habibi, 2015). This concept goes beyond the digitization of existing processes and emphasizes a fundamental rethinking of business models, organizational structures, and stakeholder experiences in light of emerging technologies (Safdari-Ranjabr et al., 2024). In this framework, technologies such as artificial intelligence, meag-data, the Internet of Things, blockchain, and cloud computing are not merely supportive tools but act as driving forces of innovation and value creation (Wiener et al., 2025).
Research Methodology
This study was conducted within the paradigm of pragmatism and designed with an inductive–deductive approach, being classified as applicable–developmental research. Data collection was non-experimental (descriptive) and implemented through a cross-sectional survey, using a sequential exploratory mixed-methods strategy to achieve the objectives. In the qualitative phase, data were collected through semi-structured interviews with 12 experts, including experienced managers, senior human resource managers, and IT managers of the Foundation of the Oppressed of the Islamic Revolution, using purposive sampling; the data were then coded through thematic analysis with MAXQDA software. In the quantitative phase, a researcher-made questionnaire was developed based on the qualitative findings, consisting of 10 main constructs and 60 items measured on a five-point Likert scale. Content validity was confirmed through expert judgment as well as CVR and CVI indices, while reliability was verified using Cronbach’s alpha and composite reliability (CR), all of which yielded acceptable values. The statistical population consisted of managers and experts of public organizations, and based on Cohen’s power analysis formula with G*Power software, a sample size of 140 respondents was determined. The collected data in the quantitative phase were analyzed using the Partial Least Squares (PLS) method with SmartPLS software.
Findings
The results of the model fit analysis indicated that the GOF index was 0.646, higher than 0.36, confirming a strong model fit. The RMS_theta index was 0.095, which is lower than the threshold of 0.12, demonstrating the model’s convergent validity. The SRMR index was obtained as 0.049, less than 0.08, showing an appropriate fit. The NFI index was reported as 0.706, higher than 0.6, indicating acceptable model adequacy. The normed Chi-square index was calculated as 2.928, which is below 5, and collectively these results confirm the model’s good fit and sufficient validity.
Conclusion
The findings revealed that organizational digital leadership, technical infrastructure, and managerial infrastructure of digital transformation exert a direct and positive influence on digital HRM processes as well as on the financial and non-financial performance of public organizations. Digital human resource development plays a crucial role in strengthening strategic digital HRM, and investment in digital training and skill enhancement of employees contributes to improving HR strategies. Furthermore, digital deployment, recruitment, selection, and retention systematically support the realization of strategic digital human resource management and improve organizational efficiency. A comparison with previous studies showed a strong alignment, as Hosseini et al. (2025) emphasized the importance of digital training and technological tools in HRM, consistent with the present findings. Similarly, Tayebi-Khorami et al. (2025) highlighted the necessity of designing localized indicators and validating managerial tools in digital transformation, which aligns with this study’s emphasis on managerial infrastructures. Moreover, Jezni et al. (2024) stressed the role of redesigning organizational structure and culture in achieving digital transformation, consistent with the impact of digital leadership found here. At the international level, Pham et al. (2025) confirmed that digital tools enhance flexibility and work–life balance, which corresponds to the positive role of digital deployment in organizational performance. 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 aim of the present study is to level the themes of the employee status model with an interpretive structural approach. The research method is fundamental-applicable in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of this study included 10 university professors, experts in the field of human resources, and senior managers of the General Directorate of Prisons who were selected through a purposeful theoretical sampling method. In order to level the themes, the interpretive structural modeling (ISM) and MICMAC methods were used. The results showed that the themes of "cohesion and existence of effective relationships", "respect and appreciation for employees" and "human resource planning" were placed at the first level. In other words, the aforementioned themes receive the greatest influence compared with the other themes of the study. At the second level of the model, five themes are included: “alignment of individual and organizational goals”, “job autonomy”, “improvement of social status”, “career advancement path”, and “systematic participation of employees in decision-making”. The themes at the second level influence the themes at the first level and are influenced by the themes at the third level. At the third level, the theme is “organizational justice” and at the fourth level, the theme is “individual status of employees”, which has the greatest impact on the themes at the lower levels.
Introduction
It is the need within the individual that compels him to act and work. Among the essential human needs, which have a major impact on the psyche and subsequently on human performance if not satisfied, is the need for respect, the main source of which is status. If a person has status, he achieves the result of self-respect and seeing respect from others, both of which are high-level needs of human needs (Salehi Nezhad Emrei et al., 2018). Also, if people achieve self-esteem, their performance is also affected and they achieve progress in various dimensions. Correctly identifying the dimensions affecting the status of individuals can help them achieve self-esteem, because if it is not satisfied, it leads to consequences such as frustration, depression, and ultimately his complete destruction. From an organizational perspective, one of the dimensions of job satisfaction is the prestige or status of employees, and if it is inappropriate, it causes a decrease in job satisfaction and other individual and organizational problems (Gurtoo, 2019). Also, today, human societies have come to the conclusion that society, or organizations on a smaller scale, cannot be managed only with laws and regulations, but they need another tool in addition to them, which is called employee dignity. Paying attention to preserving the human dignity of individuals in the organization and protecting their dignity are among the new thoughts that have been raised about paying attention to human values ​​in the organization (Kim et al., 2019). Human dignity is an issue that various religions and schools of thought, including philosophical, anthropological, psychological, legal, and political, have addressed and emphasized its importance, and today, in various speeches and writings related to human rights, the status and value of man and his dignity have been referred to (Salehi, 2022). The issue of preserving human dignity is an issue that has been stipulated in the Constitution and other laws of the country, and it is necessary to observe it in various aspects of public administration (Mirgol et al., 2019). Various articles of the Universal Declaration of Human Rights also emphasize the dignity and worth of the human person and the equality of all human beings in the enjoyment of fundamental human rights and freedoms, regardless of race, color, language, belief, religion, social status, birth, ethnicity, etc. (Bahrami et al., 2020). The main question of the research is as follows: How is the hierarchy of the contents of the employee status model with an interpretative structural approach?
Theoretical Framework
Job Status
Job Status is the employees' perception of how the outside world sees their organization and their job. Most people tend to work in organizations that have socially valuable features. In this regard, employees receive various messages from the environment outside the organization, which can create a thought and belief in them about how the external environment of the organization sees them. Regardless of whether this belief or thinking is true or not, it can affect how employees interact with the organization, this phenomenon is called perceived external prestige or prestige (Soleimani et al., 2020).
Elmi Hoseini et al. (2025) examined the process pattern of reducing organizational anti-citizenship behavior with the approach of explaining employee status in government organizations. Based on the research findings, causal conditions were composed of 2 main categories and 11 subcategories. The main categories include organizational factors and individual factors. Strategies were identified and confirmed with three categories (organizational actions, human resource actions, and individual actions), contextual conditions (management weaknesses, job factors, legal factors, and political factors), intervening factors (environmental-administrative factors, and family factors), and consequences (job consequences, individual consequences, and organizational consequences).
Rezaei et al. (2022) investigated the assessment of speaker politeness and unequal and equal social status in the university environment with respect to the gender variable. The results of this study showed that the amount of politeness used by female and male students is affected by the social status of the conversational audience, and as the social status of the audience decreases, the use of politeness towards them also decreases. Comparing the amount of politeness used by girls and boys showed that girls and boys use almost the same amount of politeness towards their audiences. In single-sex interactions, there was no significant difference between the use of politeness between girls and boys, but both groups were more polite when dealing with boys.
Research Methodology
The research method is fundamental-applicable in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of this study included 10 university professors, experts in the field of human resources, and senior managers of the General Directorate of Prisons, who were selected using a purposive sampling method.
Research findings
In order to level the themes, the interpretive structural modeling (ISM) and MICMAC methods were used. The results showed that at the first level, the themes of "coherence and existence of effective relationships", "respect and appreciation of employees" and "human resource planning" were placed. In other words, the aforementioned themes are most influenced by other research themes. At the second level of the model, five themes of "alignment of individual and organizational goals", "job independence", "improvement of social status", "career advancement path", and "systematic participation of employees in decision-making" were placed. The themes placed at the second level affected the themes of the first level and were influenced by the themes of the third level. At the third level, the theme of "organizational justice" and at the fourth level, the theme of "individual status of employees" were placed, which had the greatest impact on the themes of the lower level.
Conclusion
The present study was conducted with the aim of leveling the themes of the employee status model with an interpretive structural approach. The results of this finding are consistent with the results of research by Elmi Hoseini et al. (2025), Rezaei et al. (2022), Moladoost & Najafi (2022), Nosratzehi et al. (2021), Mohamadi & Tajik Esmaeili (2021), Boudlaie et al. (2021), Mollaei et al. (2021), Bahrami et al. (2020), Falsafi et al. (2020), Benjamin & Kristen (2019). Boudlaie et al. (2021) showed that the eight key areas identified are (1) short-term versus long-term relationships. (2) the interaction between employees and the business environment of an organization. (3) the multiplicity of success criteria; (4) the promotion of employee well-being, health, and livelihood; (5) employee empowerment; (6) employee spiritual management; (7) employee performance management and development, and (8) development and organizational culture based on customer orientation.
According to the results of the research, the following suggestions were made:
- It is suggested to the managers of the General Directorate of Prisons of Lorestan Province to pay more attention to matters in order to develop job independence, individual status of employees, improve social status, cohesion and existence of effective relationships, career advancement path, respect and appreciation of employees, systematic participation of employees in decision-making, organizational justice, and human resource planning.
- It is suggested to the managers of the General Directorate of Prisons of Lorestan Province to have more attention to matters in order to have a dynamic organization, functional order of the organization, resolve the organization's budget problems, manage organizational conflict, implement motivational and effective leadership, administrative health of the organization, approve diversity management laws, avoid politicization of the organization, avoid personal bias, try to solve the problems of the families of prisoners, accept and manage differences, avoid prejudice and stereotyping, and prepare the ground for the growth of employees. 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 validate the model for mitigating the career plateauing of human resources in the Water and Wastewater Company. In terms of its purpose, the research is fundamental; regarding its paradigm, it is positivist; in terms of implementation, it is quantitative; and in terms of data collection, it is descriptive-survey. The statistical population of the study consists of 800 managers and experts of the Water and Wastewater Company of Sistan and Baluchestan Province, selected through simple random sampling. Cochran’s formula was utilized to determine the sample size for distributing the final questionnaire, resulting in a statistical sample of 262 individuals. Data collection was conducted through a structured questionnaire, the validity and reliability of which were verified. SPSS and PLS software were employed for data analysis. The results of the factor loading analysis indicate that all items of the socio-environmental dimension had factor loadings above 0.7, effectively measuring each component. Furthermore, the t-statistic for all dimensions of mitigating human resource career plateauing was greater than 1.96. This demonstrates that all dimensions of mitigating human resource career plateauing (individual, organizational, occupational, and socio-environmental factors) are in a favorable state.
Introduction
With the flattening of organizational structures, career advancement in terms of competitive vertical promotion has recently become difficult. Consequently, most employees often reach a career plateau before achieving their career goals. Career plateau is not a new phenomenon; however, the concerning issue is the speed of its prevalence in many organizations (Salami, 2020). Many managers of organizations and corporate systems have become aware that their most important asset is human resources, which is considered a highly effective indicator in the path of an organization’s progress and success, and no organization or company will be able to achieve its goals without considering these resources (Jalil Tahmasbi, 2021).
Organizations are constantly seeking effective solutions for managing the career paths of their employees (Karimi Manjarmooi, 2020). On the other hand, new organizational structures are rapidly changing, and in addition to the increasing complexity of interpersonal relationships, career paths have also undergone changes (Karim Dadi, 2021). It can be said that the prevalence of downsizing and organizational restructuring in today’s environment of organizations and companies, which seeks to reduce costs, improve efficiency, and maintain an acceptable level of profitability for shareholders by carrying out human resource reduction activities, has led to a decrease in management levels and, consequently, fewer opportunities for employee promotion and advancement. Furthermore, organizational structures have become flatter, and this uniformity means that individuals, due to less vertical mobility, are likely to remain in their current positions for a long time (Eghbalfar, 2017). Most people agree that the most frustrating and demotivating work experience is getting stuck in a job or having one’s career advancement path blocked. This experience is defined as a stage that some individuals encounter when the probability of future promotion is unlikely. Individuals experiencing a career plateau generally report unfavorable emotional consequences such as lower job satisfaction and sense of well-being, as well as adverse work outcomes related to lower job performance, organizational commitment, and a greater intention to leave (Yang et al., 2023). The career plateau perceived by employees has become a source of increasing concern for organizations (Jing et al., 2022). Therefore, considering what has been stated, the main question of the present research is: What is the validation of the model for mitigating human resource career plateauing in the Water and Wastewater Company?
Theoretical Framework
Career Plateau
Career plateauing refers to a point in an individual’s organizational career at which further job advancement or promotion becomes impossible. It is a relatively longstanding concept that has been examined by various researchers. Different types of career plateauing have been identified. First, a distinction can be made between two levels of career plateauing: structural plateauing (hierarchical plateauing) and content plateauing (Huaman & Lahlouh, 2022).
Ghasemi Zargar et al. (2025) examined the antecedents and consequences affecting career plateauing among school employees in Tehran. The results indicated that the occurrence of career plateauing in schools involves 11 influential factors, including school policies and the education system, ineffective management, inappropriate reward and promotion systems, undesirable evaluation systems, unhealthy interactions among colleagues, lack of organizational dynamism, financial issues, inappropriate structures and regulations, individual characteristics, socio-economic conditions, job characteristics, and individual consequences. It was concluded that reducing career plateauing requires focused attention on these factors.
Hurst et al. (2024) investigated stress, organizational citizenship behaviors, and coping by comparing plateaued employees with non-plateaued (normal) employees. The findings indicate that structural plateauing creates stressful conditions for employees, and the stress and its adverse effects are greater than those associated with content plateauing. The study also found a negative relationship between content career plateauing and time-related organizational citizenship behaviors. Furthermore, a negative relationship between career plateauing and job performance was reported.
Research Methodology
In terms of its purpose, this study is fundamental; based on the positivist paradigm, quantitative in its implementation, and descriptive-survey in its data collection method. The statistical population of the research consists of 800 managers and experts from the Sistan and Baluchestan Province Water and Wastewater Company, selected by simple random sampling. Cochran’s formula was utilized to determine the sample size for the distribution of the final questionnaire, resulting in a statistical sample of 262 individuals. Data collection was conducted by a structured questionnaire, the validity and reliability of which have been verified.
Research Findings
SPSS and PLS software were utilized for data analysis. The results of the factor loading analysis indicate that all items in the socio-environmental dimension had factor loadings above 0.7 and measured each component well. In addition, the t-statistic for all dimensions of reducing human resource career plateauing was greater than 1.96. This indicates that all dimensions of reducing human resource career plateauing—individual, organizational, occupational, and socio-environmental factors—were in a favorable condition.
Conclusion
The present study was conducted with the aim of validating the model for mitigating human resource career plateauing in the Water and Wastewater Company. The findings of this study are consistent with the results of Ghasemi Zargar et al. (2025), Hurst et al. (2024), Penker & Agrawal (2024), Najm al-Dini (2023), Darling & Cunningham (2023), Kwon (2022), Paryar et al. (2022), Farjam et al. (2022), and Mehraban (2021). Ghasemi Zargar et al. (2025) demonstrated that the occurrence of career plateauing in schools involves 11 influential factors, including school policies and the education system, ineffective management, inappropriate reward and promotion systems, undesirable evaluation systems, unhealthy interactions among colleagues, lack of organizational dynamism, financial issues, inappropriate structures and regulations, individual characteristics, socio-economic conditions, job characteristics, and individual consequences, which must be focused on to mitigate career plateauing.
Based on the research findings, the following recommendations are proposed:
· It is recommended that a precise design be developed for evaluation indicators regarding the progress of human resource career plateauing mitigation, with the goal of obtaining feedback and modifying relevant policies and executive processes. Furthermore, training opportunities should be identified to reduce career plateauing, and appropriate tools and equipment should be utilized in this area.
· It is suggested that policymakers increase employees’ understanding of career plateauing mitigation and the measures they can take to reduce organizational career plateauing by organizing training workshops and utilizing the experiences of other successful organizations or countries. 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 This study investigated the effect of colleagues' rudeness on knowledge concealment through the mediation of work involvement and intention to leave, and the moderating role of staff pessimism in Valiasr Hospital in Bafgh. This is a causal-effectual, descriptive-survey and applicable research conducted with a field method and by a standard questionnaire. Data were collected from employees of Valiasr Hospital in Bafgh and analyzed by descriptive and inferential statistical methods (including structural equation modeling based on the partial least squares method). Analyses were performed by SPSS27 software for preliminary calculations and SmartPLS4 for structural modeling. The results showed that in Valiasr Hospital in Bafgh, rudeness of colleagues significantly reduces job involvement, increases intention to leave the service, and ultimately strengthens knowledge concealment; so that job involvement and intention to leave the service play a significant sequential mediating role. The moderating role of employee cynicism was not confirmed. These findings indicate that in the small environment and close relationships of this city government hospital, rudeness of colleagues has a significant effect on reducing the motivation to share knowledge. Therefore, strengthening job involvement and improving interpersonal relationships in Valiasr Hospital in Bafgh can reduce knowledge concealment and improve the organizational performance.
Introduction
Knowledge concealment, as an intentional attempt by employees to hide all or part of their required knowledge from others, is considered one of the key challenges in organizations (Valikhani Dehaghani & Mohammadi, 2022). This behavior not only hinders knowledge sharing and undermines teamwork and organizational productivity, but in healthcare settings it can also negatively impact patient safety and lead to medical errors, treatment delays, and reduced patient satisfaction. In small and medium-sized hospitals such as Valiasr Hospital in Bafgh, which face human resource constraints and challenges in retaining expert staff, knowledge hiding is a serious issue because the clinical and empirical knowledge of employees directly affects the quality of patient care. One of the main factors associated with knowledge hiding is coworker rudeness (Mahdikhani & Elhami, 2025). Meanwhile, work engagement and turnover intention can play a mediating role, and employee cynicism can play a moderating role. The main objective of this study is to investigate the effect of coworker rudeness on knowledge concealment through the mediation of work engagement and turnover intention and the moderating role of employee cynicism in Valiasr Hospital in Bafgh.
Theoretical Framework
Knowledge Concealment:
Knowledge is divided into two types: tacit (based on individual skills) and explicit (descriptible and transferable) (Yazdipour & Sabouni, 2022). Knowledge concealment refers to a deliberate attempt to conceal requested knowledge, and its forms include fooling around, avoidance, and rational concealment (Imani et al., 2022).
Coworker incivility:
Coworker incivility refers to low-intensity disrespectful behaviors with vague intent to harm that violate norms of mutual respect. (Rahimi Koloor et al., 2023) This behavior can be verbal or nonverbal and carries high psychological costs. (Mahdikhani & Elhami, 2025).
Work engagement:
Work engagement is a positive psycho-behavioral state including high energy, focus, and a sense of belonging. (Sharei & Abbasi Darreh Bidi, 2025). This concept has cognitive, emotional, physical-psychological, social, and moral-value dimensions. (Karami et al., 2025)
Turnover intention:
Turnover intention is an individual’s subjective desire to leave the organization within a given period of time, influenced by factors such as job security and organizational justice (Sadeghi, 2023; Zamanipour et al., 2025).
Employee cynicism:
Employee cynicism is a negative attitude toward the organization, including a belief in a lack of integrity, negative emotions, and critical behaviors (Zamanipour et al., 2025).
According to the Conservation of Resources (COR) theory, coworker rudeness, as a stressor, drains employees' psychological resources and leads to reduced work engagement and increased turnover intention, and ultimately knowledge concealment. The research background shows that Agarwal et al. (2024) concluded that rudeness increases knowledge concealment by reducing work engagement and increasing turnover intention. Also, Jabbari et al. (2023) showed that organizational cynicism mediates the relationship between rudeness and organizational silence.
Research Methodology
This study is applicable in terms of purpose; quantitative in terms of data nature; and descriptive-survey of causal-effectual type in terms of implementation method. The statistical population consisted of 450 official and contractual employees of Valiasr Hospital in Bafgh. The sample size was calculated based on the Cochran formula for the limited population as 210 people (with a confidence level of 95% and an error of 5%). Sampling was done by simple random sampling. The data collection tool was a standard five-point Likert questionnaire including: the Coworker Incivility Questionnaire (Cortina et al., 2001) with 7 questions, the Knowledge Concealment Questionnaire (Badar et al., 2023) with 3 questions, the Work Involvement Questionnaire (Islam & Chaudhary, 2024) with 7 questions, the Intention to Leave Questionnaire (Badar et al., 2023) with 3 questions, and the Employee Pessimism Questionnaire (Durrah et al., 2019) with 7 questions. Content validity was confirmed by experts and the supervisor. The reliability of the tool was reported to be higher than 0.70 by calculating the Cronbach's alpha coefficient in an initial sample of 30 people for all variables (Incivility: 0.845, Concealment: 0.708, Involvement: 0.092, Intention to Leave: 0.866, Pessimism: 0.899). Data were analyzed by SPSS version 27 for descriptive analysis (mean, standard deviation, skewness, and kurtosis) and SmartPLS version 4 for structural equation modeling based on the partial least squares method (PLS-SEM). In the inferential section, the measurement model (factor loadings, composite reliability, convergent validity with AVE, and divergent validity with the Fornell and Larker matrix), the structural model (β path coefficients, R² coefficients, redundancy criterion, and t-statistics), and overall model fit (GOF) were evaluated.
Research findings
Out of 210 respondents, 133 (63.3%) were male and 77 (36.7%) were female. The modeling results showed: (1) Rudeness has a negative effect on engagement (β = -0.585, t = 7.238). (2) Involvement has a negative effect on intention to quit (β = -0.484, t = 7.058). (3) Intention to quit has a positive effect on concealment (β = 0.622, t = 13.271). (4) Pessimism did not have a moderating role (β = 0.063, t = 1.206). (5) The chain mediation of involvement and intention to quit was confirmed (β = 0.176, t = 5.011). R² for concealment (0.387), involvement (0.349) and intention to quit (0.234) was at a strong level.
Conclusion
The findings of this study showed that rudeness of colleagues reduces work engagement by draining employees' psychological resources (based on the conservation of resources theory). This decrease in engagement, in turn, increases the intention to leave the service and, ultimately, employees resort to knowledge concealment to preserve their knowledge capital. This causal chain shows that abnormal interpersonal behaviors in the healthcare environment not only drain employees' psychological resources, but also lead to defensive behaviors such as knowledge concealment by weakening job enthusiasm and creating a desire to leave. The findings of this study are consistent with the studies of Agarwal et al. (2024), Anand et al. (2023), Mahdikhani & Elhami (2025), and Jabbari et al. (2023), that have confirmed the role of rudeness, work engagement and pessimism in knowledge concealment. In this study, the moderating role of employees' pessimism was not confirmed; this finding is in contrast to the results of Agarwal et al. (2024) and Anand et al. (2023) who reported pessimism as an aggravating or mediating factor. However, it is consistent with the findings of Akhlaghimofrad & Farmanesh (2021) and Sadeghi (2023) who reported pessimism as having no moderating or mediating role. Contrary to the conservation of resources (COR) theory, pessimism did not have a moderating effect in this study. This is likely due to the low level of pessimism in the sample (mean 2.1 out of 5) and the prevalence of the medical professional culture (moral commitment to patients) that neutralizes the negative effects of rudeness.
Based on the results, practical suggestions include: holding communication skills workshops (active listening and conflict management) several times a year, developing a code of ethics and organizational behavior, creating a confidential reporting system, monthly recognition of exemplary employees with a plaque and cash bonus, developing a clear career path map, holding weekly meetings to share clinical experiences, and holding responsibility transfer meetings for knowledge transfer in the final months of employees' service. For future research, it is recommended to examine different dimensions of knowledge concealment (foolish play, avoidance, and rational concealment), consider other mediators such as emotional exhaustion and interpersonal distrust, conduct longitudinal studies in larger hospitals, and examine the role of cultural variables such as ethical leadership or organizational support as moderators. 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 aim of this study is to identify the key drivers of human resources development in the traffic police with a foresight approach. This study was applicable-developmental in terms of purpose, and qualitative in terms of research method, and was conducted through thematic analysis. The statistical population of the study included 14 traffic police managers selected through purposive sampling based on at least 10 years of management experience and complete familiarity with this field. The data collection tool was a semi-structured interview, and the interview with the participants continued until the theoretical saturation stage. The analysis method was carried out via thematic analysis (basic, organizing, and overarching themes). The coding and text analysis process of the interviews was carried out in MAXQDA 2018 software. The research findings showed that the key drivers of traffic police human resources development with a foresight approach include: new traffic police technologies, behavioral and social changes of drivers, economic policies of traffic police, revision of traffic police laws, global convergence in traffic management, demographic and aging challenges, development of traffic culture, public demands on traffic police, management of traffic police emergencies, road traffic safety, and sustainable development of traffic management.
Introduction
In the knowledge-based economy, human resources are recognized as a fundamental force for the success and survival of organizations. Human resources play an important role in competition at the governmental and organizational levels and are considered a central driving force for growth (Boadu et al., 2021). Therefore, the success of companies largely depends on the competence of human resources, which enables them to be flexible and adapt to rapid changes in the environmental arena (Xie et al., 2022). Training and development has been considered by researchers and practitioners as a major tool for improving human resource competence (Staller et al., 2023). Training and development is an important necessity in today's organizations. Training is defined as "an organized method of learning and development that increases the effectiveness of an individual, group, and organization." According to Dowling & Welch (2004), the goal of training is to improve current work and behavior, while the goal of development is to increase capabilities related to a future job or position, especially a managerial role (Dixit & Sinha, 2020). Achieving a professional human resource and, as a result, a sustainable competitive advantage is the goal of all institutions, including the police force. Therefore, training in the police force is of great importance (Husnurofik et al., 2019). The overall vision of police training is to develop the skills necessary for officers to safely and effectively deal with operational police tasks, which can include conflict situations (Rajakaruna, 2017; Nota & Huhta, 2019). Police recruits are required to participate in mandatory training programs to prepare for various situations. To motivate human resources, activities should be designed that are aligned with what human resources want from training (Staller et al., 2023). However, there is a growing debate on issues related to police training and development (Körner et al, 2018; Husnurofik et al, 2019). The lack of constructive alignment of training modules and learning tasks, traditional linear approaches to training, and the ineffectiveness of existing training content have created problems with low participation rates in police training and development programs (Staller et al., 2023). On the one hand, given that police training is mandatory, it is important to understand the wants and needs of learners. A lack of alignment of wants and needs may reduce motivation and, in turn, hinder skill acquisition (Honess, 2020). Training and development programs should respect the differences between employee groups, situations, and individual needs of employees (Harel et al, 2021). However, in the field of police training, only a few studies have sought to understand the demands of learners (Staller et al., 2023; Honess, 2020). Weakness and deficiency in identifying areas of future prediction and lack of proper insight into the future have led to sectional and variable planning that undermines the readiness of human resources in traffic police in the face of unknown events. Given the importance of the topic and the existing research gap, human resource managers need an appropriate model compatible with the needs and demands of human resources with an emphasis on the future to ensure its effectiveness. Given the above, this research seeks to answer the question: What are the key drivers of human resource development in traffic police with a foresight approach?
Theoretical Framework
Human Resource Development
One of the main tasks and processes in the human resource cycle is human resource development. Human resource development is a set of activities and actions carried out within a specific time frame to change the behavior or skills of employees (MiriQamsari et al., 2020); Human resource development is a set of individual and organizational actions that aim to increase the potential contribution of individuals to the organization. In new management texts, human resource development is considered a complex idea that emphasizes the processes of learning before, during and after work (Rakhshani et al., 2020).
Rajabi Farjad et al. (2025) studied the identification and prioritization of human resource management challenges in the digital age. The research findings showed that the sub-indicators of the need for a revolutionary change in society and organization, digital investment, promoting value creation, sharing information, and facilitating organizational change ranked first in the research. In addition, the sub-indices of understanding the need for behavioral change, customer communication and interaction, human resources as a business partner, promoting innovation, the ability to work with digital tools, and designing organizational change processes are the factors that have the least impact on the challenges of human resource management in the digital age, respectively.
Lotfollahi Haqi et al. (2025) conducted a study aimed at quantifying the impact of human resource information systems on human resource management with the mediating role of empowering law enforcement managers. The findings showed that the impact of human resource information systems on the empowerment of police headquarters managers was acceptable with a path coefficient of 0.540 and a t-statistic of 10.731; and the impact of empowering police headquarters managers on the effectiveness of human resource management was also confirmed with a path coefficient of 0.318 and a t-statistic of 4.564.
Research Methodology
This research was conducted applicable-developmental in terms of purpose, and qualitative in terms of research method, using the content analysis method. The statistical population of the study includes 14 traffic police managers selected through purposive sampling with at least 10 years of management experience and complete familiarity with this field. The data collection tool is a semi-structured interview, and the interview with the participants continued until the theoretical saturation stage.
Research findings
The analysis method was carried out through the content analysis method (basic, organizing, and comprehensive themes). The coding and text analysis process of the interviews was carried out in MAXQDA 2018 software. The research findings showed that the key drivers of the development of traffic police human resources with a foresight approach include: new traffic police technologies, behavioral and social changes of drivers, traffic police economic policies, revision of traffic police laws, global convergence in traffic management, demographic and aging challenges, development of traffic culture, public demands on traffic police, management of traffic police emergencies, road traffic safety, and sustainable development of traffic management.
Conclusion
The present study aimed to identify the key drivers of human resource development of traffic police with a foresight approach. The results of this study are partly consistent with the findings of Rajabi Farjad et al. (2025), Lotfollahi Haqi et al. (2025), Reza Alizadeh et al. (2025), Mehraban et al. (2025) Shariati et al. (2025), Staller et al. (2023), Gheiravani et al. (2023), Pourrshidi (2021), Vahabi et al. (2019), and Ahmadi Moghaddam et al. (2019), and confirm the results of this study. Staller et al. (2023) stated that police training is an important part of their education, which they believe is relevant to preparing them for future duties and performance tests. Prominent motivational aspects included a sense of competence and being challenged holistically. Unstructured training and constant repetition were demotivating factors. It is believed that the police trainer plays a prominent role in learning, and recruits want police trainers to (a) have thorough knowledge of the content being taught. (b) effectively deliver the training content, and (c) be sensitive to individual differences.
Based on the findings of the study, it is recommended that: use artificial intelligence to analyze historical data (accidents, weather, traffic) to identify hot spots and proactively deploy officers. Also, use drones equipped with thermal cameras to cover blind spots and monitor violations on less accessible roads. Implement media campaigns focusing on “empathetic driving” and use psychological feedback to reduce driving aggression. Install electronic signs that record positive driver behaviors (such as maintaining a safe distance) with encouraging messages. 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 purpose of this study is to identify the dimensions and components of competency-based human resource recruitment at the Islamic Azad University, Bushehr Branch. This research is descriptive-correlational and was conducted cross-sectionally in 1404 (2025-2026) among all employees of the Islamic Azad University, Bushehr Branch, totaling 270 individuals. From this population, 159 participants were selected using simple random sampling based on Cochran’s formula. Data were collected using a researcher-made questionnaire on competency-based human resource recruitment. The validity and reliability of the questionnaire were assessed at 0.91 and 0.93, respectively. Data analysis was performed using SPSS version 26 and Smart PLS version 3 software. The results indicated a significant relationship between the dimensions and components of competency-based human resource recruitment, including: factors affecting human resource recruitment, the importance of selecting and appointing competent personnel, consequences of recruiting competent personnel, mechanisms for recruiting competent personnel, indicators of competent human resource recruitment, barriers to recruiting competent human resources in the current era, and sources for recruiting competent human resources at the Islamic Azad University, Bushehr Branch. Consequently, human resources are considered the primary and most important asset of any organization; therefore, recruitment and procurement processes must be adapted to the specific characteristics of each organization and the conditions of today’s competitive market.
Introduction
Many developed countries prioritize human resources, recognizing that human capital is a nation’s primary asset and that the recruitment of effective personnel ensures their future. Forward-thinking and systematic organizations prioritize the recruitment of competent human resources. Human capital is regarded as the primary and most significant asset of any organization; consequently, human resource supply and recruitment processes must be aligned with an organization’s specific characteristics and the conditions of today’s competitive market (Campoamor-Olegario et al., 2025). Undoubtedly, human resources represent an organization’s most irreplaceable capital and asset, regardless of whether management is consciously aware of this value. Identifying, recruiting, deploying, and leveraging human resources constitutes one of the most complex functional processes in any organization (Li & Wang, 2022). Selecting competent personnel is recognized as a fundamental pillar of any organization, alongside physical and financial resources. Without competent human resources, the effective utilization of other assets is impossible; therefore, to maximize the utility of all resources, it is essential to recruit competent personnel (Mohammadi et al., 2024).
The specific duties and missions of the Islamic Azad University are educational, developmental, and research-oriented. Its deep connection with discovering, nurturing, and guiding the vast potential of talented students, as well as laying the groundwork for developing human resources while promoting a comprehensive culture, distinguishes it from other institutions. Consequently, addressing these specific requirements and needs is essential (Raeisi et al., 2024). Higher education is unique in that all its elements—from inputs to outputs—are intrinsically intertwined with human development, growth, and education. Therefore, the decision-making process regarding recruitment and the implementation of a competency-based recruitment model in higher education differ significantly from those in other organizations. Applying a “one-size-fits-all” approach or relying on temporary, ad-hoc solutions to meet needs is inappropriate in this context (Nosrati et al., 2022).
One of the eight programs defined in the administrative reform roadmap is the “Competent Human Capital Management Program,” which is based on the General Policies of the Administrative System issued by the Supreme Leader. The goal of this program is “recruiting human resources commensurate with needs, and fostering human capital excellence to utilize them efficiently toward realizing the country’s development goals” (Moazzami et al., 2022). It appears that competence acts as an umbrella term, encompassing any factor that directly or indirectly impacts job performance. In other words, competence represents a well-developed individual who possesses the comprehensive readiness required to perform a specific job (Maryani et al., 2025).
This study aims to design and delineate the dimensions and components of employee competence at the Islamic Azad University in collaboration with professional experts. The goal is to professionalize staff, enabling not only the country’s experts and practitioners to develop their knowledge and skills but also ensuring that qualified and competent individuals are selected for key university positions, thereby helping the Islamic Azad University overcome current stagnation and future challenges (Qasempour, 2025). Therefore, in light of the above, the researcher seeks to address the following question: What are the dimensions and components of competency-based human resource recruitment at the Islamic Azad University, Bushehr Branch?
Theoretical Framework
Competence
Psychologists have defined competence as a core motive, characteristic, or skill that leads to superior job performance. Marabel and Richard (1997) argue that selecting the most competent candidates requires attention to individuals’ abilities, behavioral indicators, beliefs, personality traits, attitudes, and skills. According to the definition provided by the International Board of Standards for Training, Performance and Instruction (IBSTPI), competence is defined as a set of knowledge, attitudes, and skills that enable employees to effectively perform job-related activities or job functions according to the desired standards. Spencer (1993) posits that competence is an underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation (Mohammadi Zaeer et al., 2025).
Mohammadi Zaeer et al. (2025) examined the identification of drivers in developing Gen Z competencies, utilizing a futures studies approach in human resources at the Ministry of Science, Research and Technology. The research findings indicated that the primary competencies required for Gen Z include innovation and creativity, communication skills, technology proficiency, time management and prioritization, cultural and social awareness, emotional intelligence, and personal development and continuous learning. These competencies served as the basis for designing various scenarios and formulating appropriate strategies for developing Gen Z human resources within the Ministry.
Qasempour (2025) investigated the impact of human resource competence and technology acceptance on HR analytics capability (Case study: Municipalities of Gilan Province). The results of this study demonstrated that human resource competence and technology acceptance have a positive and significant effect on human resource analytics capability.
Research Methodology
The present study is descriptive-correlational in nature and was conducted cross-sectionally in 1404 (2025) among all employees of the Islamic Azad University, Bushehr Branch. The total population consisted of 270 employees, of whom 159 individuals were selected using simple random sampling based on Cochran’s formula. Data were collected using a researcher-developed Competency-Based Human Resource Recruitment Questionnaire. The validity and reliability of the questionnaire were assessed as 0.91 and 0.93, respectively.
Research Findings
The data were analyzed using SPSS version 26 and SmartPLS version 3. The results demonstrated a statistically significant relationship among the dimensions and components of competency-based human resource recruitment at the Islamic Azad University of Bushehr Province. These dimensions and components included:
· Factors influencing human resource recruitment
· The importance of selecting and appointing competent personnel
· Outcomes of recruiting competent personnel
· Mechanisms for recruiting competent personnel
· Indicators of competent human resource recruitment
· Barriers to recruiting competent personnel in the contemporary era
· Sources of competent human resource recruitment
Accordingly, human resources represent the primary and most important asset of any organization. Therefore, human resource supply and recruitment processes must be aligned with each organization’s specific characteristics and the conditions of today’s competitive labor market.
Conclusion
The present study was conducted with the aim of identifying the dimensions and components of competency-based human resource recruitment at the Islamic Azad University, Bushehr Branch. The results of this research are consistent with the findings of Mohammadi Zaeer et al. (2025), Qasempour (2025), Foucrier and Wiek (2025), Karami Moghaddam and Vishlaghi (2025), Hadian et al. (2025), Abidi et al. (2024), Čopíková et al. (2024), Safarloo et al. (2024), Butson et al. (2023), and Bekhit et al. (2023). Foucrier and Wiek (2025) demonstrated that there is a correlation between the individual and social competence of managers and their management effectiveness. Furthermore, a significant correlation was found between all variables concerning the dimensions of managers’ competencies (individual and social) and their effectiveness. However, no significant correlation was observed between managerial skills, personality traits, and managers’ attitudes and insights regarding effectiveness, and the impact prioritization for each sub-index of the variables was also determined.
Based on these findings, it is recommended that administrators at the Islamic Azad University, when implementing competency-based human resource recruitment, pay special attention to: creating a consultative environment, utilizing negotiation power for conflict resolution, avoiding negative competition, upholding ethics in interactions with subordinates, serving the public, avoiding ostentation, practicing patience and kindness, maintaining honesty and truthfulness, demonstrating decisiveness and boldness, promoting contentment and simplicity, fulfilling promises, ensuring consistency between words and actions, and utilizing persuasive and inspiring communication. 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 aim of this research is to validate and prioritize the organizing themes of the competency model of professional managers in the General Directorate of Education of Kerman Province. The present research is fundamental-applicable in terms of its purpose, and quantitative in terms of its implementation, and it is a survey research in terms of data collection. The statistical population of the present research includes all employees of the General Directorate of Education of Kerman Province, numbering 1048 people, of which 428 people (research model validity check) were selected using the systematic random sampling method and a questionnaire was distributed among them. The collection tool in the present research is a questionnaire. For data analysis, SPSS version 26, SMART PLS version 3, and EXCEL version 2019 software were used, and multi-criteria decision-making techniques (analytic hierarchy process) were utilized to prioritize the organizing theme of the variable model of the competencies of professional managers based on management in the Martyr Hajj Qasem Soleimani School. The results showed that the themes of "self-management and individual competence", "change-seeking in the organization", and "value competencies" had the most explanations in relation to the competencies of professional managers based on management in the Martyr Hajj Qasem Soleimani School in the General Directorate of Education of Kerman Province. Also, the organizing theme of "transformation in the organization" with a relative weight of 0.143 is in first place, the organizing theme of "acquiring jihadi culture" with a relative weight of 0.137 in second place, and the organizing theme of "self-management and individual competence" with a relative weight of 0.115 in third place of the importance of the competency model of professional managers based on management in the school of Martyr Hajj Qassem Soleimani.
Introduction
Managers, as the main decision-makers in dealing with organizational issues and problems, play a decisive and significant role in the success or even failure of their organization. Accordingly, all organizations, especially educational organizations, must use the most qualified people in the most appropriate job positions because this organization plays a decisive and sensitive role in the education and training of the country's future generations (Nosrati et al., 2021). Therefore, the recklessness, inefficiency, and incompetence of professional managers in education can cause irreparable damage to the country and jeopardize education and training, and most importantly, the cultivation of a creative and innovative future (Madani et al., 2022). Today, managers need a set of knowledge, skills, and personal characteristics to face the challenges facing business, and in an era of rapid change, new skills and competencies are needed for changing roles in organizations, and competency models provide a tool for determining what is needed now and in the future (Amirnajad & Mostafavi, 2022). The competencies of professional managers lead to productivity and cost reduction in the organization, and it should be acknowledged that the management and development of competencies are vital tools for increasing competitiveness in organizations, and the goal of the competency-based approach is to: determine the competencies required by superior individuals in key positions throughout the organization, try to eliminate competency gaps through effective selection and training, and ensure that worthy performance is recognized and rewarded (Rostami et al., 2023). Given the need for a standard and indigenous model, given the developments in the cultural, political, social, and industrial environments surrounding the Ministry of Education, in the present study, an attempt is made to design and develop a competency model for professional managers based on management in the school of Martyr Hajj Qasem Soleimani in the Ministry of Education, in order to professionalize managers, with the cooperation of experts in this profession, so that not only the country's experts and stakeholders can develop their knowledge and skills, but also qualified and competent individuals can be selected for important positions in the Ministry of Education (Alimardani & Pourkarimi, 2020). Therefore, this issue and question arises: how is the organizing themes of the competency model for professional managers in the General Directorate of Education of Kerman Province validated and prioritized?
Theoretical Framework
Managerial Competence
Professional managerial competence is a tool that represents a set of skills, knowledge, and personal characteristics along with managerial behaviors that are required for the effective functioning of a role or organization to achieve strategic business goals. Professional managerial competence represents the competencies required to achieve complete success or exemplary performance in a job, role, or organization. It is also an important decision-making tool in human resource management for recruitment, selection, training, and development processes, and performance management (Abbas Pour et al., 2020).
Saleh et al. (2025) studied the dimensions and components of the competence of managers in government organizations based on the iceberg model. The results showed that after integrating 30 different components, they were identified as the competence components of managers in government organizations and classified into 5 main dimensions of the iceberg model of competence, namely knowledge (with 4 components), skills (11 components), self-concept (3 components), personality traits (9 components) and motivations (3 components). Using an appropriate competency model and framework for selecting, developing and evaluating managers in government organizations paves the way for development at the organizational and national levels. Samadi et al. (2024) studied the presentation of a model of managerial competencies for women in industry (case study: Sabah Food Company). Based on the results of the qualitative analysis, six main categories of factors including contextual factors, causal conditions, pivotal phenomena, intervening factors, strategies, and consequences were identified as the main components of women's competency development. In this study, the establishment of women's management culture was reported as the most important background condition for women's competency development. Based on the results obtained, it was determined that the "glass ceiling" phenomenon was the most important intervening factor in the development of women's managers' competencies, women's empowerment was the most important strategy for developing women's managerial competency, and gender equality and women's career advancement were reported as the most important outcomes of developing women's competency, which is of great importance in terms of organizational management.
Research Methodology
The present study is fundamental-applicable in terms of purpose, quantitative in terms of implementation, exploratory in terms of data collection, and a survey study. The statistical population of the present study includes all employees of the General Directorate of Education of Kerman Province, numbering 1048 people, of which 428 people (validation of the research model) were selected using the systematic random sampling method and a questionnaire was distributed among them. The collection tool in the present study is a questionnaire.
Research findings
SPSS version 26, SMART PLS version 3 and EXCEL version 2019 software was used to analyze the data, and multi-criteria decision-making techniques (analytical hierarchy process) was used to prioritize the organizing theme of the variable of the competency model of professional managers based on management in the Shahid Hajj Qasem Soleimani School. The results showed that the themes of "self-management and individual competence", "change-seeking in the organization" and "value-based competences" had the most explanations in relation to the competences of professional managers based on management in the school of Martyr Hajj Qasem Soleimani in the General Directorate of Education of Kerman Province. Also, the organizing theme of "change-seeking in the organization" with a relative weight of 0.143 ranked first, the organizing theme of "acquiring a jihadi culture" with a relative weight of 0.137 ranked second, and the organizing theme of "self-management and individual competence" with a relative weight of 0.115 ranked third in the importance of the competency model of professional managers based on management in the school of Martyr Hajj Qasem Soleimani.
Conclusion
The present study was conducted with the aim of validating and prioritizing the organizing themes of the competency model of professional managers in the General Directorate of Education of Kerman Province. The results of this study are consistent with the results of Saleh et al. (2025), Samadi et al. (2024), Rasouli et al. (2024), Deci (2023), Rezaei Yazdeli et al. (2023), Rostami et al. (2023), and Sargazi & Hoshyar (2022). Rasouli et al (2024) showed that the professional competency model of managers includes the enablers of skill competency, management competency, and professional ethics and behavior competencies, manager development, social characteristics of managers, establishment of working groups to improve performance and green competency, attitudinal competencies, knowledge competencies, educational competencies, competencies for commercialization of knowledge-skills and technology, high-performance spirit, reforming the consumption pattern, participating in development, and moving towards national authority, which lead to the realization of the results of high-performance spirit, reforming the consumption pattern, participating in development, moving towards national authority, managing diversity and abundance, and strengthening the relationship between humans and nature.
It is recommended that the managers of the General Directorate of Education of Kerman Province, in order to develop the competencies of professional managers based on the management of the Commander of Hearts, Hajj Qasem Soleimani, should include unity-building, creating a consultative atmosphere, bargaining power to resolve conflicts, avoiding negative competition, observing ethics in interacting with subordinates, serving the people, avoiding luxuries, generosity and kindness, honesty and truthfulness, decisiveness and courage, contentment and simplicity, keeping promises and conforming to speech, and the influence of speech and spirit-raising on their agenda.

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 aim of the present study was to investigate the role of employee laxity in organizational isolation with an emphasis on the mediating role of self- effacement and organizational silence. This study was applicable in terms of its purpose, survey in terms of its method, and of causal type. The statistical population of the study was all employees of the executive agencies of Ardabil province. Considering the size of the population; about 40,000 people according to the latest statistics, the sample size was determined as 380 people using the Cochran formula and selected from the statistical population using a simple random method. Data collection was carried out using four questionnaires (titled "laxity", "organizational isolation", "show", and" organizational silence"). Validity was confirmed by confirmatory factor analysis, and reliability was confirmed using Cronbach's alpha. Data analysis was performed using structural equation modeling, by SPSS 26 and Smart-PLS 3 software. The findings showed that since the t-statistic is greater than 1.96 at the 95% confidence level and according to the path coefficients, laxity has a positive and significant effect on organizational isolation, self-effacement, and organizational silence. Also, self-effacement has a positive and significant effect on organizational isolation. In addition, organizational silence has a positive and significant effect on organizational isolation. It is worth mentioning that since the Z-statistic is greater than 1.96 at the 95% confidence level and according to the path coefficients, self-effacement and organizational silence play a mediating role in the relationship between laxity and organizational isolation. The results of this study lead organizations to make greater efforts to reduce the laxity behaviors of their employees in order to prevent their organizational isolation.
Introduction
In recent years, the field of management has been increasingly concerned with another type of isolation that belongs to the professional class, takes place in the workplace, and is completely different from the previous concept of isolation. This type of isolation, called “organizational isolation,” is defined as a lack of support from colleagues and employers and a lack of opportunities for social and emotional interaction with group members, leading to serious management and social problems (Yang & Lu, 2023). It seems that one of these factors is “laxity,” which means an action or activity in support of one or more social issues that can only be characterized by a small amount of time, effort, or commitment; and that is also an action that simply generates more personal satisfaction (for the person acting) than its social impact (Kriushin, 2021). At the heart of laxity are complex motivations that compel individuals to engage in seemingly superficial activities. A primary driver is the need to express identity and mark value. However, laxity, in turn, leads to a pervasive sense of isolation that is increasingly common in contemporary society (Zohouri et al., 2020). On one hand, it seems that various types of laxity activities can lead to “show-off.” Show-off is a ploy to construct a persona in which an individual wants others to perceive them as such (Nathawat & Mahadevaswamy, 2023). On the other hand, employees may engage in laxity by involving in activities that require little effort but believe that they are contributing to organizational change. This perceived involvement may reduce their motivation to express concerns directly and inadvertently lead to a phenomenon called “organizational silence” (Foster et al., 2019). Organizational silence refers to a situation in which an employee refrains from talking about work-related issues due to concerns that their boss will misinterpret the issue, which may negatively affect their relationship with their colleagues (El-Abdou et al., 2022). Based on the above, it seems that there are shortcomings in examining the role of laxity in the emergence of organizational isolation, especially considering the mediating effect of self-disclosure and organizational silence among studies, especially internal studies. Therefore, the need for this study is felt. It is expected that by conducting the present study, managers can be helped to become familiar with some of the factors affecting the occurrence of organizational isolation (here, laxity along with organizational self- effacement and silence is considered) and to try to reduce it. Accordingly, the main purpose of conducting this study is to investigate the role of employee laxity in organizational isolation with an emphasis on the mediating role of organizational self- effacement and silence. Therefore, the main question is whether laxity can play a role in the occurrence of organizational isolation through organizational self-promotion and silence.
Theoretical Framework
Laxity
Laxity is defined as “doing something to achieve political or social change using the Internet, as well as taking actions that are thought to require little effort or time” (Nagyova, 2022). Laxity can involve actions taken by the general public or include behaviors such as clicking a “like” icon, joining a Facebook group, or retweeting a hashtag (Foster et al., 2019).
Organizational Isolation
One type of isolation is organizational isolation, which is defined as “a feeling of separation from the information and resources provided by the organization.” Here, the employee may feel unseen or unknown by management, which affects his or her chances of career advancement and appreciation (Safaa & Al Bayati, 2024).
Self- effacement
Self- effacement is defined as an attempt by an individual to influence the perceptions of others about him or her (Kumar & Tripathi, 2022). It is assumed that in self- effacement, individuals transmit information to others or create or modify an image of themselves in the eyes of their audience (Zimmermann et al., 2025).
Organizational Silence
Organizational silence means “the refusal of individuals to express beliefs, ideas, information, or concerns that start at the individual level and may affect members of the organization” (Zohra & Sabrina, 2022). The motivation for this type of silence is the person’s fear of providing information (Khosravi et al., 2024).
Research Background
Durrah et al., (2023) in a study titled “The Cost of Silence, Isolation, and Pessimism: Impact on Job Dissatisfaction,” found that organizational isolation and organizational pessimism have a significant impact on job dissatisfaction, while organizational silence does not have a significant impact. Thus, reducing organizational isolation and organizational pessimism in the workplace can help reduce job dissatisfaction. In addition, it was found that organizational silence leads to isolation in the workplace.
Smith (2023) in a study titled “Exploratory Analysis of the Relationship between Problematic Facebook Use, Loneliness, Isolation, and Self-Esteem: The Mediating Role of Extraversion and Showmanship” has reached the following conclusions: Loneliness and isolation have a positive relationship with problematic Facebook use, while self-esteem has a negative relationship with it. In addition, extraversion and showmanship play a mediating role in the relationship between problematic Facebook use, loneliness, isolation, and self-esteem.
Daamen (2021) in a study titled “The Impact of Laxity on Feminist Movements” has reached the conclusion that due to laxity, movements cannot have as wide an audience as they should, and this ultimately causes those who hold powerful positions to remain silent.
Hogben & Cownie (2017) in a study titled “Investigating laxity: Does social observability of online charity participation act as a mediator for future behavioral goals?” concluded that individuals’ participation in laxity-related charity activities can lead to a kind of self-promotion in individuals and the creation of stable behaviors.
Research Methodology
This research is applicable in terms of its purpose, descriptive-survey in terms of its method, and of causal type. The statistical population of the research is all employees of the executive agencies of Ardabil province. Simple random sampling method was used for sampling, and Cochran’s formula was used to determine the sample size. Considering the size of the statistical population, which was about 40,000 people according to the latest statistics, the sample size was determined to be 380 people. Information and data were collected through library studies as well as field methods (using questionnaires). The research data were analyzed using structural equation modeling using SPSS 26 and Smart-PLS 3 software.
Research findings
The findings showed that since the t-statistic is greater than 1.96 at the 95% confidence level and according to the path coefficients, laxity has a positive and significant effect on organizational isolation, self-effacement, and organizational silence. Also, self-effacement has a positive and significant effect on organizational isolation. In addition, organizational silence has a positive and significant effect on organizational isolation. Also, since the Z-statistic is greater than 1.96 at the 95% confidence level and according to the path coefficients, self-effacement and organizational silence play a mediating role in the relationship between laxity and organizational isolation.
Conclusion
Today, the phenomenon of isolation has increased significantly. So that it can even be observed in organizations and workplaces, which is known as organizational isolation. Various factors can be effective in the occurrence of organizational isolation; based on the research findings, it can be concluded that laxity, self- effacement, and organizational silence are all effective in the occurrence of organizational isolation. In addition, laxity can also lead to the occurrence of organizational isolation through self- effacement and organizational silence. These results are somewhat consistent with the results of Ralston (2024), Durrah et al., (2023), Smith (2023), Sun & Linag (2022), Daamen (2021), Mohammadi Nosoudi (2020), Rahimi & Bikarnlou (2020), Beyran Nejad et al., (2017), and Hogben & Cownie (2017).
According to the results of the research, the following suggestions are made:
• Inviting employees to participate in brainstorming sessions, workshops, and group projects;
• Providing rewards for effective employee actions;
• Providing feedback to employees to improve behavior;
• Institutionalizing a culture of criticism in the organization;
• Setting up a box for employees to express their opinions anonymously; 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.