management
Mohammad Shaaf Amal; Ahmad Vedadi; Mehdi Tavakoli; Daryoosh Gholamzadeh
Abstract
The aim of the current research is to provide a model of the factors of leaving the service of the elites in Iran's continental shelf oil company. According to its purpose, the research method is practical, and in terms of implementation, it is qualitative, descriptive-survey type. This research is also ...
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The aim of the current research is to provide a model of the factors of leaving the service of the elites in Iran's continental shelf oil company. According to its purpose, the research method is practical, and in terms of implementation, it is qualitative, descriptive-survey type. This research is also thematic analysis. The statistical population of this research includes 12 managers of Continental Plateau Oil Company and universities, and the purposeful sampling method was used. Also, in order to collect data, using the content analysis of related backgrounds and the library method, indicators were extracted, and the research model was extracted through three-step coding. According to the analysis that has been carried out using thematic analysis method to determine the factors of leaving the service of the elites in Continental Plateau Oil Company of Iran, 47 indicators (items), 8 components and 3 dimensions have been identified and confirmed. The results showed that the factors of leaving the service of elites include three organizational dimensions (job nature, management, organizational culture), individual (motivation, demographic characteristics, psychological factors) and environmental (laws and regulations, environmental pressures).
management
zeinolabedin darvishi; Farshid Ashrafi
Abstract
Abstract
The present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of Farhangian University of West Azarbaijan Province. The present study is applied in terms of aim and descriptive of survey-causal ...
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Abstract
The present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of Farhangian University of West Azarbaijan Province. The present study is applied in terms of aim and descriptive of survey-causal type in terms of nature. The statistical population of the study included all 96 employees of Farhangian University of West Azarbaijan Province. They were selected using the census method. The field method was used for collecting data. Cunningham's standard talent management questionnaire (2007), Niehoff and Moorman's (1993) organizational justice questionnaire, and Dick and Metcalfe's (2001) organizational commitment questionnaire were used as research tools. The data were analyzed using partial least square structural equation modeling (SEM) in Smart PLS Software. The analysis of the collected data revealed that talent management affects organizational justice by 83% and employees' organizational commitment by 42% Organizational justice has a 48% effect on organizational commitment. Also, the Sobel test revealed that talent management with the mediating role of organizational justice affects employees' organizational commitment by 4.21. Thus, based on the statistical results, all research hypotheses were confirmed and it was concluded that organizational justice plays a mediating role in the relationship between talent management and the organizational commitment of employees.
Extended abstract
Introduction
Employees are considered the most significant human capital or property in achieving the goals of the organization. Investigating the behavior of employees in an organization is significant since retaining and developing employees is a difficult task. Increasing employees’ commitment to the organization is one of the organization's strategies to retain its employees (Handayani et al, 2022). Organizational commitment is considered a key principle in accepting the organization's values and preparation to make a significant effort in line with the interests of the organization and willingness to maintain organizational attachment (Alzeer et al, 2020). Talent management is one of the variables related to organizational commitment. Talent management involves attracting, retaining, and managing top talents. Talent finding in today organizations is one of the most difficult challenges of human resource directors. Therefore, it is crucial to attract and retain the talent in order to success in this "talent fight". (Lokhande, 2023).
Organizational justice is another issue that can be investigated regarding organizational commitment. Organizational justice reflects the perception of employees or members of the organization about the extent of fair and equal treatment based on the expected ethical standards in the workplace and the way these perceptions affect organizational outcomes such as commitment and satisfaction (Romi et al, 2022). An organization's growth and success depends on the commitment of its employees. A committed employee remains in the organization and contributes significantly to the development of the business. For this reason, training the sense of commitment and self-sacrifying among the employee is essential for develop, stability and life of the organization. Additionally, the talent management system is an organizational activity that is a part of the human resource management strategy to acquire, maintain, and develop the best talents needed by the organization. Talent management system implementation is considered as an organizational challenge in order to achieve the higher performance and justice and commitment of the organization, and organization without human resourse is of no sense. Therefore, the management and leadership of human resources are highly significant in any business. Treating employees fairly and providing opportunities for their growth helps the organization achieve its goals. Thus, the primary question of the present study is whether talent management affects organizational commitment with the mediating role of organizational justice among the employees of Farhangian University.
Theoretical Framework:
In today's organizations, some people may like their work but they may hate the organization they work in, or vice versa. Having positive and negative feelings about the job is only a part of the whole perspective of the person toward his or her job. Moreover, a person can have either positive or negative feeling towards the whole organization. Such an attitude is mostly called "organizational commitment". It reflects the extent to which a person identifies with his or her organization and belongs to it (Beiginia et al, 2013). A group of McKinsey consultants coined the term "war for talent" in 1998 and stated that talent is the key to organizational excellence. Since that time, talent management has been considered the key to organizational success and is essential for maintaining and sustaining organizations. Nowadays, talent management turned into an issue with increasing popularity and studied by the researchers (Guerra, 2023). For the first time, Greenberg defined the term organizational justice as an ethical and fair way of treating employees in their jobs (Krishnan, 2020). Organizational justice is a variable used to describe the justice connected directly to the job opportunities. It especially determines how employees should be treated so they feel that they have been treated fairly (Afrazi et al, 2022).
Majidi (2022) conducted a study entitled "Investigating the relationship between talent management and organizational commitment of education department employees in Sari". The results revealed a relationship between the of talent management and its four components (except reform component) i.e. attraction, selection, retaining, and envolving with the organizational commitment from the perspective of employees of the Sari education department. Ali et al. (2022) conducted a study entitled "Investigating the relationship between talent management and organizational justice, and employee performance" among 22 top managers of three leading Pakistani banks in Karachi by means of a semi-structured interview. The results revealed a positive and significant relationship between talent management, organizational justice, and employee performance. Jameel et al. (2020) conducted a study entitled "Organizational justice and organizational commitment among secondary school teachers" in Hit City, Anbar province, Iraq. The statistical community included 210 teachers in 8 government secondary school, among which 98 people were selected as the statistic sample by stratified random sampling. The results revealed a positive and significant relationship between organizational justice and organizational commitment.
Methodology:
The present study was conducted using a causal-descriptive method. The statistical population of the study included all 96 employees of Farhangian University of West Azarbaijan Province (both males and females). The census method was used given the small size of the statistical population. In this study, three standard questionnaires including Cunningham's (2007) talent management questionnaire, Niehoff & Moorman's (1993) organizational justice questionnaire, and Dick and Metcalfe's (2001) organizational commitment questionnaire were used to collect data. The content validity of the questionnaires was examined and confirmed based on the opinion of educational science professors. The reliability of the questionnaires was calculated using Cronbach's alpha coefficient and composite reliability. The results showed high and significant reliability for the questionnaires. The research data were analyzed using SmartPls3 and Spss22 statistical software at two descriptive and inferential levels. At the descriptive level, indices such as mean, standard deviation, and Kolmogorov-Smirnov test were used. At the inferential level, structural equations were used based on the research hypotheses.
Results:
At the level of descriptive statistics, the mean of all variables was higher than 3, indicating the desirability of these variables from the respondents' viewpoint. Also, the significance level of the Kolmogorov-Smirnov test for all studied variables was greater than 0.05. Thus, the distribution of all variables is normal. Therefore, parametric tests can be used to test research hypotheses. Also, at the inferential statistics level for the first sub-hypothesis of the study (talent management significantly and directly affects organizational commitment), based on the results of structural equation modeling; the T-value was obtained at 3.26, which is greater than 1.96,. The path coefficient was also obtained at β=0.42. Hence, talent management explains 42% of changes in organizational commitment. In the second sub-hypothesis of the study (talent management significantly and directly affects organizational justice), the T-value was obtained at 11.74, which is greater than 1.96. Also, the path coefficient was obtained at β=0.83. Thus, organizational justice explains 83% of changes in organizational commitment. In the third sub-hypothesis of the study (organizational justice significantly and directly affects organizational commitment), the T-value was obtained at 3.93, which is greater than 1.96. Also, the path coefficient was obtained at β=0.48. Thus, organizational justice explains 48% of changes in organizational commitment. Finally, in the primary hypothesis of the study (talent management significantly and indirectly affects organizational commitment with the mediating role of organizational justice); the Sobel test was used to determint the mediating role of organizatioinal justice variable in the context of the effect of talent management on the employees' organizational commitment, based which the Z-value was obtained at 4.21, which is greater than 1.96. Thus, it can be stated that talent management indirectly affects the organizational commitment of employees with the mediating role of organizational justice.
Discussion and Conclusion
Regarding the first sub-hypothesis of the study, the T-value was obtained at 3.26, which is greater than 1.96. The path coefficient was also obtained at 0.42. In explaining the results of the first sub-hypothesis of the present study, it can be stated that talent management is a constant process that involves attracting and retaining high-quality employees, developing their skills, and motivating them continuously to improve their performance. It can be stated that the results of this study are consistent with the results of studies by Taher Khani (2022) and Majidi (2022).
Regarding the second sub-hypothesis of the study, the T-value was obtained at 11.74, which is greater than 1.96. The path coefficient was also obtained at 0.83. In explaining the result of the second sub-hypothesis of the study, it can be stated that talent management is a purposeful approach to attract, develop, and retain people with skills necessary to meet the present and future goals or needs of the organization. It can be said that the results of this study are consistent with the results of the studies by Ali et al. (2021) and Cetin and Erbay (2021).
Regarding the third sub-hypothesis of the study, the T-value was obtained at 3.93, which is greater than 1.96. The path coefficient was also obtained at 0.48. In explaining these results, it can be stated that the fair treatment of employees by the organization results in their higher commitment toward the organization. Also, the results of the present study are consistent with the results of studies by Jameel et al. (2020) and Zarish et al. (2020).
Regarding the primary hypothesis of the study, the Sobel test was used to determine the effect of talent management on the organizational commitment of employees with the mediating role of organizational justice. Using the Sobel test, Z-value was obtained at 4.21, which is greater than 1.96. Thus, talent management significantly and indirectly affects organizational commitment with the mediating role of organizational justice.
Based on the results of the present study, the following recommendations are presented to the officials of Farhangian University and other universities:
- Attracting, identifying, and organizing a high-efficiency labor force and retaining them through appropriate training and developing skills and competence to increase the level of organizational commitment of employees
- The resources and benefits in the organization should be distributed fairly and everyone should be treated equally, and the promotion procedures in the organization should be based on predetermined standards and legal regulations and should be agreed upon by everyone.
- Increasing the emotional attachment of employees and involving them as much as possible with the goals of the organization, improving social communication networks at work, employee participation in decision-making, and eliminating discrimination and inappropriate relationships with people in the workplace.
management
mahdi khodaparast; Davood Kiakojouri; seyyed javad mortazavi amiri; Syed Ahmad Jafari Kalarijani
Abstract
Abstract
The purpose of this research is to analyze the dimensions and components of the developed model of successor training based on competence in education-oriented organizations with a meta-composite approach. This research is applicable in terms of purpose, qualitative in terms of the method of ...
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Abstract
The purpose of this research is to analyze the dimensions and components of the developed model of successor training based on competence in education-oriented organizations with a meta-composite approach. This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis. To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Extended abstract
Introduction
Today, all organizations compete with each other to attract qualified human resources, and as soon as these people feel that their merits are not recognized and appreciated in an organization, they choose another organization to work; therefore, identifying, recruiting, cultivating, promoting and maintaining competent human resources with the aim of optimizing the organization's ability to face new changes is undoubtedly the main concern of today's organizations (Aref & Moradi Shirazi, 2017). Successor training as a system in the field of human resources management creates the confidence in the organization that the circulation of human resources does not have an erosive and destructive effect on the organization. In simpler terms, succession management and planning assures the organization that it will have the right and competent employees to take on the jobs they deserve and at the right time. Also, successor training planning can be seen as an attempt to design a plan for an appropriate and competent number of managers and employees with key skills in such a way that they will be suitable successors at the time of retirement, death, illness, and promotion of other employees and even new positions that are created in the future plan of the organization (Azar & Khorrami, 2020). Therefore, considering the importance of competencies in formulating the successor training system, the aim of this research is to identify the dimensions and components of the developed model of successor training based on competence in education-oriented organizations in the field of human resources management, which can cause mutual reinforcement between each of the human resource management sub-systems of education-oriented organizations based on merit, which will improve the performance of the organization and establish succession management. Therefore, according to the issues raised, the current research intends to answer the question: what are the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach?
Theoretical Framework
Succession
Successor training is not a secret strategy to quickly replace people in specific positions; it is a systematic process whereby professional and personal development is aligned with the strategic plan to ensure that there are people, with the skills and the right attitudes at the right time, ready to fill any vacant position. Organizational successor training means the transfer of an organization due to the owner's desire to retire or leave the organization for numerous reasons. Succession can include the transfer of position to family members, employees, or outside buyers. Successor training is a flexible, long-term and growing approach in future recruitment. Organizational successor training planning is a type of planning that regularly nurtures both leadership successors and the next generation (Amini Dehaghi et al, 2023).
Amini Dehaghi et al, (2023) conducted a research with the aim of analyzing the phenomenon of managerial successor training in women's championship sports. The model obtained in total included 16 components as the phenomenon of managerial successor training in women's championship sports in two stages of interactionism and structuralism. Therefore, in order to institutionalize successor training in women's sports management, the interests and mindset of women towards managerial positions should be evaluated, the managerial activities of women in sports should be monitored, people inclined to managerial positions should be identified, and finally the performance mrthod of women in managerial positions to provide positive feedback and strengthen positive image of women's management should be reviewed and reflected.
Rahimi & Sadeqiarani (2023) conducted a research with the aim of designing and explaining the successor training management system in Kashan water and sewage industry. The type of research was applicable in terms of purpose, and qualitative-quantitative in terms of measurement. This research was done in several phases; the first two of which were qualitative, and the rest were quantitative. The first phase included the identification of competencies from university scientific sources as well as water and sewage company resources, and eighty competencies were identified in this phase. In the second phase, the identified indicators were evaluated by the managers and elites of the water and sewage company, and the competency model of the managers of the water and sewage company was designed by using the Delphi research method; with 33 competency indicators, which includes individual, managerial and occupational. In the third phase, according to forty management positions in the company, the competencies identified for prioritization were polled, and prioritization was done for each position by using the TOPSIS multi-criteria technique. Also, the general situation of Kashan Abfa Company based on individual competencies and management-organizational competencies shows that Kashan Abfa has the highest score in the competencies of belonging and organizational loyalty, moral intelligence, and work commitment; and the lowest score in the competency of successor training and people management, performance management and project management.
Research Methodology
This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis.
Research findings
To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Conclusion
The present research was conducted with the aim of analyzing the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach. According to the obtained results, the present research is aligned with the results of Amini Dehaghi et al, (2023), Rahimi & Sadeqiarani (2023), Ismailzadeh et al, (2023), Mohammadi Dayani et al, (2022), Milaninejad & Jalalundi (2023), Janahmadigol et al, (2022), Teimouri et al, (2022), Bano et al, (2022), Ghazali et al, (2021), and Dahlan Gunawan et al, (2021). Ghazali et al, (2021) showed that the cultivation of talent along with competence in higher education institution is an important part of successor training planning. Even if an institution has a well-organized plan, successor training planning will not progress smoothly unless the institution has a willing, able, and fully prepared successor. Competency-based successor training planning models provide a blueprint for building the necessary competencies now and in the future, as well as a benchmark for assessing academic leadership requirements.
According to the obtained results, the following suggestions are provided:
Clarity and transparency of the organization's strategy regarding the successor training plan in such a way that the capabilities, skills and competence of the managers who must realize the goals of the programs can be extracted and determined, which of course requires a positive and optimistic view and understanding by the senior managers of the organization about this matter.
Using the positive and successful records and experiences of other organizations in implementing new ideas and techniques of successor training management in recent years, such as the proposal system of Kaizen problem solving teams and the appointment of middle and senior managers within the organization.
management
mitra rastegar; nader shahamat; moslem salehi; reza zarei
Abstract
AbstractThe purpose of the present study is an analysis of dimensions and components of sustainable human resources management in Fars province Azad universities. The research method is qualitative, and applicative in terms of its purpose. The statistical population includes 18 members of the faculty, ...
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AbstractThe purpose of the present study is an analysis of dimensions and components of sustainable human resources management in Fars province Azad universities. The research method is qualitative, and applicative in terms of its purpose. The statistical population includes 18 members of the faculty, staff and experts of the Islamic Azad University of Fars province, who were selected by purposive sampling and criteria-based technique. The data collection tool includes two parts; a semi-structured interview in the field part, and the review and exploration of upstream documents and higher education documents in the library part. To analyze the data; open, central and selective coding was used based on the theory of the foundation data, and the Atlas ti software was used to code the interviews. The results indicated that the dimensions and components of sustainable human resource management in the Azad universities of Fars province, a total of 151 concepts and 31 categories or core codes were identified and extracted. 31 categories identified in 6 groups which include causal conditions, governing context, intervening conditions, strategies, consequences, and central category or phenomenon.Extended abstractIntroductionScientific discussions along with the need of organizations to refocus and determine the role of human resource management in the sustainability of organizations have led to the development of a new approach to human resource management, which is known as sustainable human resource management (Anlesinya & Susomrith, 2020). Sustainable human resource management research is a topic that has become increasingly important in the last decade. Human resource management has meant the efficient and effective use of people to achieve short-term financial results. But currently, according to the concept of sustainability, it means using human resources tools to establish a sustainable strategy and create a human resources management system that helps the sustainable performance of the business (Montiel & Delgado-Ceballos, 2014). This new perspective of human resource management includes identifying broader goals for human resource management through recognizing the complexities of the dynamics of the work environment and clearly recognizing the need to prevent the negative effects of human resource management actions (Lopez-Cabrales & Valle-Cabrera, 2020).Accordingly, the current research is looking for an answer to this question: What are the dimensions and components of sustainable human resource management in the Azad universities of Fars province?Theoretical frameworkHuman resource management improves organizational performance and efficiency and then brings efficiency and profitability. Undoubtedly, famous and powerful organizations are aware of the effective role of human resources in increasing growth and development, and cautious and far-sighted managers consider the organization as a combination of employees with different thoughts and moods, knowledge, and different physical conditions; and organizations cannot find actual existence without them (Koshki Jahromi & Rezaei Mir Ghaed, 2018).Sustainable human resource management refers to all activities related to the development, implementation, and continuous maintenance of a system that is carried out with the aim of creating employees of a sustainable organization. In fact, this concept is that aspect of human resource management that is interested in transforming regular employees into sustainable employees so that it can reach the organization's environmental goals and ultimately make a significant contribution to environmental sustainability. It refers to the policies, practices and systems that encourage the organization's employees to sustain and protect the environment for the benefit of the individual, society, the natural environment, and the job. Based on the studies conducted in the past, the need for human resources management support for sustainable issues was reinforced by studies that discussed the positive effects of human resources for the efficiency of companies in a wider way (Norozi Fard & Zamani, 2016).Parsazadeh, (2022) investigated the impact of human resource management strategies on sustainable competitive advantage through job satisfaction and the moderating role of servant leadership (case study: Islamic Azad University, Ahvaz branch). The results showed that human resource management strategies have an effect on sustainable competitive advantage. Also, job satisfaction mediates this relationship and servant leadership moderates the relationship between job satisfaction and sustainable competitive advantage. Fazalali & Moazzami (2022) investigated the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. The results of the research show that organizational leadership style has no significant effect on human resource management and it has been rejected, but organizational leadership style has an effect on competitive work environment; competitive work environment on human resource management; and organizational leadership style on human resource management with a mediating role of competitive work environment. They are meaningful and have been confirmed.Research methodologyThe present study was conducted qualitatively in terms of data collection, and was applicable in terms of purpose. The research method is a case study. The statistical population of the research includes 18 faculty members, staff and experts of the Islamic Azad University of Fars province. The purposeful sampling method was done with criteria-based technique. In the library section, 16 documents were studied, examined and researched. In this research, the data-based theory method was used in order to identify and analyze the dimensions and components of sustainable human resources management. The implementation of the Foundation's data theory method began with conducting interviews, collecting and coding data.Research findingsIn order to analyze the data; open, central and selective coding was used, and Atlas ti software was used to code the interviews; and the results showed that the identified and extracted dimensions and components of sustainable human resource management in the Azad universities of Fars province were a total of 151 concept and 31 core categories or codes. 31 identified categories were placed in 6 main categories that include causal conditions (sustainable job analysis and design - sustainable human resource planning - sustainable performance evaluation - safety and health management - sustainable reward and discipline management - social conditions and economic conditions); the dominant context conditions (manpower training - sustainable attitude - change and strategic management - technological infrastructure - effective laws and documents - supportive atmosphere in the organization - and competitive advantages), intervening conditions (management system - organizational atmosphere - individual culture in the organizational position - conflicts - demographic effects - supportive law), strategies (conceptualization of a sustainable university - sustainable management - sustainable education program - sustainability policy - sustainability monitoring - alignment with micro and macro missions of the university - sustainable research), and consequences (individual consequences - consequences organizational - social consequences). ConclusionThe current research was conducted with the aim of analyzing the dimensions and components of sustainable human resource management in the Azad universities of Fars province. The results of this research are in agreement with the results of Baum et al, (2016), Baum (2018), Lin & Sanders (2017), Lin (2013), Elahi & Mahmudi Shenas (2019), Chams & García-Blandón (2019), Abdolalipor (2017), Macke & Genari (2019), Indiparambil (2019), and Sharifi (2016). Causal conditions of events are events and happenings that lead to the occurrence or expansion of the desired phenomenon, or events that precede the desired phenomenon in terms of time. It should be considered that sustainable human resource management is defined to meet the current needs of the organization and society without jeopardizing the ability of the future generation to meet these needs, and simultaneously pays attention to economic, environmental, and social needs; provided that series of specific conditions in which strategies and mutual actions are taken to manage, control and respond to the phenomenon should be considered as background conditions; and intervening conditions are factors that facilitate the causal conditions, or interferes as a result of these conditions and prevents it. In other words, intervening conditions alone do not lead to behavior, but they can affect behavior due to causal conditions. Strategies or actions are purposeful actions that provide solutions for the desired phenomenon. Strategies are a set of actions that individuals, teams, and organizations take in response to causal conditions and context and considering intervening factors in order to realize the core category of sustainable human resource management in Fars province free universities; and the consequences, results, and outputs of strategies or actions and reactions. In other words, wherever a person or persons choose to perform or not perform a certain action/reaction in response to a matter or problem or in order to manage or maintain a situation, consequences arise.According to the results of the research, the following suggestions are presented:Creating superior organizational capabilities to achieve high quality standards and integrity;Having a sustainable organizational culture in human resources activities;Cultivation at the community level to understand the importance of sustainable education;The need to pay attention to the management of green human resources in order to move towards competence;balance of economic, social and environmental performance;Forming special training groups to teach the basics of sustainability
management
Peyman Akbari; Marzieh Dehghani Zadeh; Zolekha FasihMofrad
management
Mokhtar Heydari; gholamali tabarsa; nader sheykh-aleslami kandolosi
Abstract
The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population ...
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The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population of the research includes government managers who have at least 10 years of experience. In order to sample; purposeful sampling method in the qualitative part was used, and in the quantitative part based on the number of extracted components, the number of samples was determined to be 396 people and the cluster method was used for sampling. In order to analyze the data, the coding method was used in the qualitative part and the structural equation model method was used in the quantitative part by PLS software. The results indicate that the causal factors include; individual, group and organizational factors. Also, the environmental platform includes; the role of the government, political and economic factors, and electronic platforms. The consequences also indicate the continuity and progress of the organization. The results of the structural equations also showed that the resilience model has a favorable fit in government organizations.
Extended abstract
Introduction
Organizational resilience is a subcategory of positive organization and today, despite the attention to the term resilience and its vastly uses in various fields, there is a limited theoretical and practical understanding of this concept in its evaluation and measurement in relation to organizational resilience (Rafiyan et al, 2011). Resilience has been studied in many different fields, including management, security, ecology, psychology, disaster management, organization management, engineering, etc., but there is no definition acceptable in any field (Bergström et al., 2015). Resilience in the organizational field is not an exception to this rule. Researchers such as Alblas & Jayaram (2015), Alblas & Jayaram (2015), Chand & Loosemore (2016), and Hu et al, (2018) have considered organizational resilience as the ability to deal with changes, internal and external risks and impulses, and some such as Linnenluecke & Griffiths (2010), Alexiou (2014), and Ortiz & Bansal (2015) have defined resilience as a capacity to deal with changes, risk and impulses, and some others have considered it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Rai et al, (2021) have considered organizational resilience as a way to deal with successive environmental crises. Organizations try to prepare themselves for all kinds of crises in advance and without fear by planning and making necessary preparations against all kinds of crises.
Resilience means developing new competencies and broad capabilities to sustain momentum by creating new opportunities. Also, in this definition, resilience is considered as success due to the ability to invest in challenges and unexpected changes. According to another definition, resilience is the ability of a person or organization to quickly design and implement positive adaptive movements coordinated with an emergency situation, in such a way as to bear little pressure. Others define it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Therefore, the concept of organizational resilience includes resistance, compromise and adaptation as the main assets and refers to shock absorption, reorganization and learning, etc. as the main capacities. Resilient organizations are also organizations that are able to deal with unforeseen shocks such as financial crises and globalization of competition, etc., and in some cases, it makes the organization prosper. In fact, resilience can be considered a necessity in recent centuries. Today's societies are increasingly facing emergency and crisis situations that challenge social and economic stability, and they rely on the services and employment provided by organizations to achieve resilience, because organizational resilience and societies' resilience are two sides of the same coin, and this means that if organizations are not ready to respond to emergencies and crises, then societies will not be ready either (Stephenson, 2010). Resilient organizations are organizations that can overcome crises with low costs due to their preparation and planning and high flexibility. All organizations should consider resilience against threats and environmental changes as one of their important and strategic goals and consider achieving this important goal. Therefore, the present research, with regard to the earthquake that happened in some cities of Kermanshah province in 2016 and caused a lot of money and lives (about 2,000 dead and 10,000 injured), seeks to, by designing a model of resilience in the government organizations of this province, help to increase their strength and readiness, which will reduce the amount of damages to the lowest possible level in the repetition of such events. The main question of the current research is: what are the characteristics of the model of resilience in government organizations of Kermanshah province?
Theoretical framework
The word resilience was presented for the first time by Holling in 1973 in a study titled resilience and stability of ecological systems. Then this term has been used for various other forms of resilience such as individual, organizational, supply chain, etc. If we consider people as a part of societies, resilience depends on societies and is not limited to social relations and social structure. One way to create resilience is to support people to create favorable social relations through technical resilience interventions. These interventions can include the development of services, the use of resources in communities, and the creation of new social and operational values for them. The origins and meaning of resilience as a scientific concept is ambiguous (Friend & Moench, 2013). The concept of resilience is used everywhere in both physical and social sciences. However, it has different meanings at different times. In recent years, resilience has become more common in both scientific and political discourses (Meerow & Newell, 2015). In fact, there are many meanings and concepts for resilience, there are wide definitions and interpretations of resilience, many of which are taken from the academic community of ecological systems. Originally, resilience is related to hazard studies, materials science and environmental studies, and also is a concept that has been used freely and enthusiastically by a wide range of policy makers, practitioners and academic researchers in the last decade. Although the actual meaning associated with this term varies accordingly, there are actually a large number of conceptual frameworks for resilience that are increasing day by day, reflecting its complex and multidimensional nature (Breetzke & Pearson, 2017).
In relation to organizational resilience, it can be acknowledged that this category is a subcategory of positive organization, but today, even with attention to the term resilience and its many uses in various fields, especially in relation to organizational resilience, there is a limited theoretical and practical understanding of this concept in its evaluation, measurement or creation (Rafiyan, 2011). In general, two views have been mentioned in relation to organizational resilience, one of which defines resilience as the ability to return to the normal situation in the face of adversity, conflict, failure or positive events, and the other includes the development of new capabilities and the ability to expand simultaneously or even create new opportunities. Vogest also acknowledges that a resilient organization is considered to be able to maintain positive settings under challenging conditions (Hillmann & Guenther, 2021). Therefore, resilience is a necessity to respond to threats and also to adapt positively in the face of challenging conditions, accept opportunities, and provide sustainable performance (Duchek, 2020).
Methodology
The current research is developmental-applicative in terms of its purpose, and descriptive-survey in terms of data collection according to the nature of the research. In order to collect data in the qualitative part, in-depth semi-structured interviews were used, which were selected through purposeful and snowball sampling. The statistical population of the research included managers who are in government organizations of Kermanshah province and had at least 10 years of experience. The statistical population of quantitative section is a small part of the employees of the government organizations of Kermanshah province, whose number is 5641 people. Sampling in the quantitative section is 5 to 15 times the number of observed or apparent components (Homan, 2017). Considering that 33 primary components have been extracted, at least 190 questionnaires should have been distributed. The sampling method in this research was cluster. As a result, 400 questionnaires were distributed, of which 396 were usable.
Discussion and Results
The researcher analyzes the data in depth and presents them in the form of Strauss & Corbin theory (2008), and the main purpose of the research is to understand the situation. In this research process, after determining the core category, other categories are drawn in the form of a paradigmatic pattern around the core category. By using selective coding, the relationship between the categories has been identified and the conceptual model has been presented in an integrated manner. After making sure that there is a reasonable correlation and relationship between the observations and the related local variables, it is time for another important analysis, through which the statistical hypotheses of the current research will be investigated. In this part, the overview of the research model was examined first, and then each hypothesis was investigated separately.
As it is clear in the previous figures, the value of t among the causal conditions, the central phenomenon, the consequences and the environmental background is higher than 1.96, which indicates the significance of the relationships between them. This shows that the model extracted in government organizations of Kermanshah is a suitable model. Also, the coefficients between the mentioned factors are all positive. Therefore, it is positive and direct between them. Also, in Table 13, the estimated coefficients and explained variance of the research variables are reported.
Conclusion
The purpose of this research is to study resilience in government organizations of Kermanshah province. Therefore, while examining the concept of resilience; antecedents, environmental background and consequences of organizational resilience have been identified and a model of resilience has been presented in government organizations of Kermanshah province. After designing the research model, a number of interviewees were asked to express their opinions regarding the presented model so that required corrections can be made if necessary. The findings of the research were evaluated and reviewed by five university professors and three PhD. students, and necessary corrections were made while receiving opinions. In the following, explanations are given about each of the factors of the model. Based on the research model, "organizational resilience" as a central category based on the causal conditions of "individual, group and organizational factors" and taking into account the role of the government, economic and political factors and electronic platforms as a pattern is realized and leads to the creation of continuity in the organization and the progress of the organization. The research findings are in line with the results of Ruiz-Martin et al, (2018) and Lengnick-Hall et al, (2011).
management
mohammad bermeh; Mohammad Naghi Imani; Saeed Alizadeh; Babak Nasiri; Reza Sourani
Abstract
The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, ...
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The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.
management
Vahid Pourshahabi
Abstract
Abstract
This research was done with the aim of providing a systematic model of employee training using artificial intelligence. The research method is a combination of qualitative and quantitative methods. The statistical community in the qualitative section includes an unlimited number of experts ...
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Abstract
This research was done with the aim of providing a systematic model of employee training using artificial intelligence. The research method is a combination of qualitative and quantitative methods. The statistical community in the qualitative section includes an unlimited number of experts familiar with the subject, and the statistical sample in this section is 20 people selected by the snowball method. The statistical population in the quantitative section includes all the specialists and experts related to the research subject in an unlimited number, of which 384 people were selected as a sample by a simple random method. Researcher-made questionnaires with confirmed validity and reliability were used to collect the data of this research. Data analysis in this research was done at two levels of descriptive statistics and inferential statistics. To complete the Delphi process in this research, Kendall's coefficient was used with the help of SPSS software. In order to test the research model, structural equation technique was used through Smart-PLS statistical software, and the results show the appropriate fit of the model. The findings of the research show that the inputs of the model include 1- educational data, 2- personal information, 3- educational needs, 4- user feedback, and 5- data of the work environment. The model process also includes 1- determining the needs and goals, 2- collecting data, 3- pre-processing the data, 4- training the artificial intelligence model, 5- evaluating and improving the model, 6- implementing and deploying, and 7- monitoring and updating. Finally, the outputs of the model include 1- individual feedback, 2- educational suggestions, 3- monitoring and follow-up, and 4- support and guidance.
Extended abstract
Introduction
In 1950, Alan Turing, an English mathematician, wrote an article entitled "Computing Machines and Intelligence" and posed the question: "Can machines think?" This led to further exploration of the use of machines to support human decision-making, with the formation of a workshop in 1956. The workshop was organized by John McCarthy, an American mathematician, who focused on the "study of artificial intelligence" (Frehywot, 2023). As science and technology advance, since 2013, when Frye and Osborne estimated that nearly half of US jobs are at risk of high automation, AI has been at the top of policymakers' agendas, and now the consensus is that AI creates fundamental changes in the labor market. With the use of artificial intelligence, many skills that were important in the past become automated; many jobs are also obsolete or transformed; and artificial intelligence is increasingly used (Tuomi, 2018).
Artificial intelligence includes various related technologies, often supported by machine learning algorithms, whereby it achieves set goals through supervision (human-guided) or unsupervised (autonomous machine) (Walsh et al., 2019). Today, most experts believe that the implementation of smart technology will dynamically transform work environments. There are applications of artificial intelligence in all industries and professions, and human resource management is no exception to this rule. Therefore, for the organization to remain relevant and maintain its competitive advantage, it is necessary to adopt new technological developments (Kaushal et al., 2023). Today, the surprising speed of innovation in business processes and technology requires that the employees of organizations continuously acquire new skills and be able to adapt to changing practices. Thus, educational needs become more personalized (Ford et al., 2017). Employee skill development was once done entirely by on-the-job supervisors; but now with the increasing demand for new skills, technological advances have enabled training and development on mobile platforms, such as smartphones and laptops (Maity, 2019). Artificial intelligence should be applied to organizational learning to help companies solve their training challenges. When recruiting and hiring new employees, the main challenge is to quickly and effectively make them fully aware of and understand the organization's internal policies and procedures. Machine learning features have been incorporated into various HR software systems to facilitate greater efficiency (Iqbal, 2018). Even more comprehensively, the use of various artificial intelligence technologies can help companies develop a learning organizational culture and avoid the common training design model based on traditional competency model analysis (Chen, 2023). According to the above, considering the development of digital technology, especially artificial intelligence, and the increasing demand for personalized training, the past training methods are no longer able to meet personal needs, and the adoption of artificial intelligence-based training can effectively fill the shortage of personalized training. Therefore, the main question that the researcher seeks to answer in this research is: "What is the system model of employee training using artificial intelligence?"
Theoretical foundations
Artificial intelligence is often defined as a computer system with the ability to perform tasks normally associated with intelligent beings. The first explicit definition of artificial intelligence came in a funding proposal to the Rockefeller Foundation in 1955. This definition states that "any aspect of learning or any other characteristic of intelligence can originally be described so sufficiently precise that a machine can be built to simulate it." This initial definition quickly led to deep discussions. In practice, the early developers of artificial intelligence interpreted intelligence and thinking as the mechanical processing of logical statements (Tuomi, 2018). In another definition, artificial intelligence is defined as "making a machine behave in a way that would be called intelligent if a human behaved." Although artificial intelligence was defined in 1955, it has recently gained worldwide recognition due to the technological revolution. Artificial intelligence is discussed as non-human intelligence designed to perform specific activities and tasks (Kaushal et al., 2023). McCarthy describes artificial intelligence as the science and engineering of building intelligent machines through algorithms or sets of rules, that the machine follows to mimic human cognitive functions, such as learning and problem-solving (Frehywot, 2023). This definition provides a combination of AI capabilities and what it is.
Human resource management has undergone an early revolution with the help of artificial intelligence, which has gradually affected human resource operations. These functions, which were already performed entirely by humans, are being recreated with the help of a computer assistant. HR functions such as performance appraisal, learning and development, and talent acquisition are some of the areas where artificial intelligence has been introduced (Kaushal et al., 2023). By means of a variety of artificial intelligence technologies, it can be more comprehensive to help companies to form a learning organization culture that uses the traditional instructional design model based on traditional gap analysis. A customized curriculum can comprehensively test and locate staff levels through technical tools, and intelligently promote customized courses (Jia et al., 2018). In the process of education, AI technology can help learners automatically record learning data. Employees can simply enter learning objectives, archives and learn key points, and the course is automatically completed by the AI teacher (Jia et al., 2018).
Methodology
The current research is applicable in terms of its purpose. In terms of the method of data collection, it is descriptive-correlation in nature. The statistical population of this research in the qualitative part is made up of experts related to management issues (human resource management and system design) with a master's degree or higher in Sistan and Baluchistan province. In the quantitative part, all the employees of the departments of Sistan and Baluchistan province who have a bachelor's degree or higher, formed the statistical population of this research. The statistical population is considered unlimited in both qualitative and quantitative sections. Therefore, the sample size in the qualitative section is considered to be 20 people, selected by snowball method. In the quantitative part, Cochran's formula was used for unlimited communities with an error level of five percent, and the sample size of 384 people was determined and selected by simple random method. The tool of data collection in this research was researcher-made questionnaires. SPSS and Smart-PLS statistical software were used to analyze the data of this research.
Findings
The value of Cronbach's alpha for all variables of the research questionnaire is more than 0.7. Therefore, the research questionnaire has acceptable reliability. Also, the composite reliability value of all variables is higher than 0.7, which indicates the internal consistency of the reflective measurement model. All values related to convergent validity are also above 0.5, which indicates the similarity or internal validity of the reflective measurement model. Also, the reliability of the data collection tool and the quality of the reflective measurement model have also been confirmed.
Conclusion
Considering the importance and necessity of organizations to use artificial intelligence in the process of human resources management, a model for training employees using artificial intelligence was presented in this research, which has three parts according to the system mode: input, process and output. Model inputs include 1- educational data, 2- personal information, 3- educational needs, 4- user feedback, and 5- workplace data. The process of the model includes 1- determining the needs and goals, 2- collecting data, 3- pre-processing the data, 4- training the artificial intelligence model, 5- evaluating and improving the model, 6- implementing and deploying, and 7- monitoring and updating. The outputs of the model include 1- individual feedback, 2- educational suggestions, 3- monitoring and follow-up, and 4- support and guidance.
management
maliheh asghariajiri; hamid jafarian
Abstract
Extended AbstractAbstractThe present study was conducted to investigate the needs of the labor market for the specialization of students in technical-vocational branches of Qom province. This research is a survey in terms of practical purpose. The statistical population included all teachers in Qom province ...
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Extended AbstractAbstractThe present study was conducted to investigate the needs of the labor market for the specialization of students in technical-vocational branches of Qom province. This research is a survey in terms of practical purpose. The statistical population included all teachers in Qom province and the sample according to Cochran's formula was 259 people, and sampling method was the stratified quota. Data were collected by a researcher-made questionnaire and a checklist of disciplines in the technical-professional branch (40 disciplines) and the vocational branch (161 disciplines). Content validity was evaluated positively by the relevant professors, and reliability was calculated to be 0.78 with Cronbach's alpha. Kolmogorov-Smirnov test, one-sample t-test, and Friedman test were used to analyze the data. Mechanical equipment (with an average rank of 15/31), carpet handicrafts (with an average rank of 14.74); and in its field of expertise, troubleshooting computer systems, production and development of Internet sites, electric machines and computer game programming in the branch of expertise are market priorities in the work market of Qom province. In this study, new cases for educational management in the field of technical-vocational branches and skills in Qom province were introduced, which ultimately provides a good platform for employment growth and reducing unemployment among high school students. It is suggested that educational administrators include the identified priorities in their plans and base their educational activities on the results of scientific research, including the present study, in order to make the provided training effective.IntroductionIn order to accelerate their movement towards social and economic development, industrialized and developing countries seek to better and more economically exploit their important source of production, namely manpower (Genmaoui, 1991). The importance of technical-vocational education and its impact on economic development is not hidden from anyone. Today, technical-vocational education leaders, with great responsibility and wisdom, must take advantage of the potential opportunities that the new era brings along, by providing flexible leadership for their institutions (binNasir, 2021). There is a lot of evidence that increasing the level of skills by increasing investment in vocational training has enhanced the economic potential of countries (Abdollahi, 2016). Any inconsistency between the needs of the community and the skills of the graduates can be prevented by conducting a needs assessment for the vocational education curriculum (Rosina et. al, 2021). With regard to the relationship of the technical-vocational training impact on the job-creating skills (Abdullah et. al, 2021), Technical-professional training is one of the main methods of training specialized personnel. In this regard, the more the managers have a clear knowledge and understanding of their vision and direction, the more they can clearly define organizational goals and strategies for employees (Eyni, 2020). The progress of many countries has been achieved by relying on increasing the skills of human resources; however, based on existing research findings, it seems that in our country, the graduates of these trainings are not in line with the intended goals (Abbaszadeh et. al, 2018. (In order to improve the quality of technical and vocational education curricula, it is necessary to tailor the curricula to the professional needs of businesses and the link between employers and planners (Shafi, 2021). In fact, having a perspective, as well as defined goals and missions for achieving the determined goals is the introduction of getting acceptable results from training (Hadavand, 2020). Although in the field of vocational education implementation, the influence of determining factors related to resources and stakeholders is very vital (Caves et al., 2021), it seems that some levels of education are not organized in technical schools (Sangita, 2021). Paying attention to creating a connection between technical education and the labor market and trying to measure the climate needs in the distribution of technical disciplines will increase the efficiency of the professional technical field and is one of its needs. According to the Supreme Leader, the economic progress is not possible without work-affair enhancement and look at work (Statement in the meeting between teachers and workers, 1378/2/19). Considering that the lack of connection between the field of education and the labor market causes the waste of national capital, efforts to create information and communication bridges is essential to link industry and the job market to in-school training. In fact, short-term and medium-term goal setting in the education of the provinces based on the results of field research in the field of labor market and industry needs, paves the way for development, so the question can be asked: what are the labor market needs of Qom with regard to the skills of the graduates of this field?Theoretical frameworkA review of theoretical foundations and already-done research shows the importance of technical-vocational training in developed countries; for example, vocational training in Germany is often presented as a dual system, i.e. teaching and learning is done in two environments: One in the workplace such as factories, workshops, service offices, and the other in part-time technical-vocational schools, and whoever learns skills in a dual style is both a workplace intern and a student at school (Alavi Ilkhchi and Khosravi Babadi, 2014). Findings of Jalilian et.al (2017) showed that there is no correspondence between the existing performance of technical-vocational education and the desired situation (identified needs andpriorities of education) in Khorramshahr city. Research results demonstrate the importance of needs assessment in the branches of technical-vocational to be adapted to the labor market.MethodologyThe present study was applied in terms of purpose; and descriptive and survey in terms of data collection method. The statistical population of the study consisted of all students working in education colleges in Qom province in the academic year 2020-2021, which according to the organization of Education were 796 people. In this research, the quota targeted stratified sampling method was used in which each technical-vocational conservatory was involved in sampling according to its number and proportion. The sample size was determined through Cochran's formula of 259 people. Data were collected by means of library, field, questionnaire methods and evaluation checklists. Thus, by studying in the field of research, the main axes in two areas of external factors (recruiting the graduates in the labor market, tendency to employ graduates, matching market needs with the learning of the graduates) and internal factors (launching new disciplines equipment, course content, management style, teaching method) were identified and researcher-made questionnaire questions were designed based on these areas.Discussion and ResultsPrioritization of labor market needs of Qom province in the field of technical-vocational fields according to the significance of Friedman test related to the field of automotive mechanics with an average rank of 15.65 in the first priority, the field of mechanical installations with an average rank of 15.31 in the second priority, and the field of handicrafts (carpet) with an average rank of 14.74 was in the third priority of the needs of the labor market of Qom province. The field of photography with an average rank of 11.16 has the lowest needs of the labor market of Qom province. The field of troubleshooting computer systems with an average rank of 25.55 is the first rank and the most need of the labor market of Qom province in the field of its specialized fields. Also, the field of shielding gas welding with an average rank of 21.14 is the forty-sixth rank and has the lowest needs of the labor market of Qom province.ConclusionThe purpose of this study was to investigate the needs of the labor market in relation to the expertise of students in technical-vocational branches of Qom province. By comparing the findings, it was found that the highest and lowest needs of the labor market in Qom province in the field of technical-vocational are as follows: the field of automotive mechanic in the first priority, the field of mechanical installations in the second priority, and the field of handicrafts (carpets) in the third priority. The field of photography has the lowest needs of the labor market of Qom province. The acquired results are consistent with the results of research that introduces training in the field of machine industry and mechanics as a priority of technical-professional training. This study showed that the main priority of the labor market needs of Qom province in the field of expertise is the computer systems troubleshooting in the first place.Also, the field of shielding gas welding with an average rank of 21.14 takes the forty-sixth rank and has the lowest needs of the labor market of Qom province. These results are in line with the research findings that the priority of staff training is information skills and technical skills. According to this study, the lack of skills of professional technical graduates and their skills is related to the lack of workshop equipment in vocational schools. These findings are in line with the results of researches according to which business tools and equipment are among the first priorities of professional competence for students, and require more serious attention to the motivational, equipment, training and structural dimensions. This research was conducted during the corona outbreak, which made it difficult to access the addressed people directly, and to solve this problem, some questionnaires were sent to them through cyberspace. Considering the effect of using research findings in scientific decision-making, it is suggested that managers with technical expertise are employed in the field of management in vocational schools. Also, in order to equalizing the trainings in the teacher training level and the level of function in the art-schools, a close connection should be created between these two levels so that students can be in the atmosphere of conservatories from the beginning of entering teacher training and get acquainted with the needs and issues of students and complete their teaching skills in relation to these needs. In the end, it is also suggested that the mass media produce and offer special programs in this regard at the time of the selection of the field, so that the students does not feel alienated from choosing the field in the technical-vocational branches.
management
Akram Tarviji; Morteza Tarkhan
Abstract
The aim of this study was to determine the relationship between perception of merit, sense of cohesion and responsibility with job creativity of Tonekabon girls' public high school teachers. The research method was descriptive-correlation. The statistical population of this study included the teachers ...
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The aim of this study was to determine the relationship between perception of merit, sense of cohesion and responsibility with job creativity of Tonekabon girls' public high school teachers. The research method was descriptive-correlation. The statistical population of this study included the teachers of Tonekabon girls' high schools. The statistical sample consisted of 182 teachers who were selected by stratified random sampling. Data collection tools included Antonowski (1993) Sense of Cohesion Questionnaire, Carroll Responsibility Questionnaire (1991), Jazni Job Creativity Questionnaire (2003) and Harter Competence Questionnaire (1985). Data analysis using stepwise regression test showed that there is a significant relationship between competency perception, sense of cohesion and responsibility with job creativity of Tonekabon girls' public high school teachers (P <0.05) and the variable responsibility and competency perception is the most predictable predictor. .
management
soleman Bahramzadeh
Abstract
Trust in organizations is created in the shadow of creativity, and the working conditions and competition of organizations, more than anything else, force managers to empower employees. The aim of this study was to determine the relationship between creativity and empowerment of human resources in education ...
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Trust in organizations is created in the shadow of creativity, and the working conditions and competition of organizations, more than anything else, force managers to empower employees. The aim of this study was to determine the relationship between creativity and empowerment of human resources in education in Kashan. This study was descriptive-correlational and the statistical population included teachers and principals of public schools in the academic year of 2009-2010 in Kashan. 205 individuals were selected as the sample By means of multi-stage cluster sampling. The sample volume was determined based on Karajsi and Morgan table (1970). Data collection tools were Thorns' Organizational Creativity Questionnaire (1966) and Spritzer's Psychological Empowerment Questionnaire (1995). Data analysis by means of Pearson correlation coefficient showed that the correlation coefficient between fluid variables of mind, flexibility, innovation and expansion with empowerment at the level of 0.05 was significant and positive and it can be concluded that there is a relationship between creativity and empowerment of human resources in education and training of human resourcesin education of Kashan city.
management
Mehran Shoorj
Abstract
staff job success is a function of their behavioral and personality factors. The aim of this study was to determine the relationship between narcissism and control source with the job success of the staff of the Azad University, Tehran Central Branch. The applied research method was correlational. The ...
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staff job success is a function of their behavioral and personality factors. The aim of this study was to determine the relationship between narcissism and control source with the job success of the staff of the Azad University, Tehran Central Branch. The applied research method was correlational. The statistical population of this study was the staff of Azad University, Tehran Central Branch, which were selected using the available sampling method, and 274 people were selected as the sample, based on Karajsi and Morgan table (1970). Narcissism Questionnaire of Raskin and Terry's (1988), Rutter's control source (1966), and career success of Grbner et al. (2007) were used to gather information. The results of linear regression analysis showed that there is a relationship between narcissism and control source (internal and external) with job success of the staff of Azad University, Tehran Central Branch. Therefore, continuous psychological assessments of narcissistic employees in the workplace can be identified, and career success can be increased by improving the internal control of employees.
management
Abdullah Hadi Pour
Abstract
The purpose of this study was to determine the effect of quality of in-service training on citizenship behavior of teachers in Tonekabon. This study was a descriptive-correlative one whose community consisted of all the teachers in Tonekabon in the academic year of 2018-2019 for both male and female ...
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The purpose of this study was to determine the effect of quality of in-service training on citizenship behavior of teachers in Tonekabon. This study was a descriptive-correlative one whose community consisted of all the teachers in Tonekabon in the academic year of 2018-2019 for both male and female students. The sample was 207 according to Morgan table. The sampling method was simple. Data collection tool was in-service quality of education questionnaire and organizational citizenship behavior questionnaire. Data analysis was performed using ANOVA and Bonferroni post hoc test. Findings showed that the difference between the qualities of in-service education was 45-31 with 91-76 at P ≤ 0.01 level and also, the 60-46 with 91-76 at P ≤ 0.05 level was significant and the quality of in-service training affects the organizational citizenship behavior of Tonekabon teachers
