Management and Educational Perspective

Abstract The present study aims to analyze the predictive model of the impact of human resource innovations on organizational performance with a futures research approach. The research method is qualitative and applied. The statistical population of the study includes 20 experts and specialists from the Tax Affairs Department of Mashhad who were selected through purposive sampling. The data collection tool is a semi-structured interview. Qualitative content analysis method and Scenario Wizard software were used to analyze the findings. Based on the results of the qualitative analysis, three main scenarios were developed, including very low human resource innovation, medium human resource innovation, and very high human resource innovation. The findings show that, at low levels of innovation, organizational performance faces challenges such as reduced productivity, resistance to change, and weak employee motivation; while at medium levels, relative performance improvement is observed, but this improvement is not sustainable. In contrast, in the very high innovation scenario, HR innovations are systematically institutionalized and significantly improve organizational performance, increase productivity, improve service quality, and strengthen organizational accountability. The results of this study emphasize the need for managers to pay strategic attention to HR innovations as a key lever in improving the performance of government organizations.

Abstract Abstract



The aim of the present study is to validate the digital talent management model using artificial intelligence. The research method is applied in terms of its purpose and mixed (qualitative-quantitative) in terms of its implementation method. The statistical population of the qualitative part of the study includes 14 university professors in the field of public administration and managers and experts of mining companies who were selected by purposive sampling. The statistical population in the quantitative part includes active employees of mining companies, which was considered to be 215 people according to the Cochran formula and the sampling method is random. Data collection in the qualitative part was from semi-structured interviews based on theoretical foundations. The validity of the codes in the qualitative part was confirmed by two independent researchers and its reliability was confirmed by Cohen's Kappa index, and a questionnaire was used in the quantitative part. Content analysis was used to analyze the data in the qualitative part, and SPSS and Lisrel software were used in the quantitative part. As a result of this process, the identified dimensions of process functions included (automatic screening and decision support tools), job matching (accurate job and skills matching, improving qualitative assessments), personality trait assessment (psychological test analysis, personality type identification), educational recommendations (personalized education, smart and dynamic education, triple synergy and educational justice), and job turnover prediction (job turnover analysis system and preventive diagnosis). The results of confirmatory factor analysis also indicate the validity of the final conceptual model of the research.

Abstract The aim of this research is to present a talent management model in the Iranian banking system with an emphasis on Iranian state-owned banks. This research is applied 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) and was selected using purposive sampling. The statistical population of the quantitative part includes all banking industry managers who were selected using the minimum sample size calculation method in confirmatory factor analysis and stratified random sampling method. The data collection method in the qualitative part is content analysis of interviews and in the quantitative part is researcher-made questionnaires. The data analysis method in the qualitative part includes thematic analysis with Maxqda-V18 software and in the quantitative part includes descriptive and statistical analysis (confirmatory factor analysis and one-sample t-test) of the 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 components of the model in public and private banks are different. 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.

Abstract This study was conducted with the aim of identifying the dimensions and components of competency-based human resource recruitment at the Islamic Azad University of Bushehr Province. The present research is descriptive-correlational in nature and was carried out as a cross-sectional study in 2025 among all employees of the Islamic Azad University of Bushehr Province, whose total number was 270. From this population, 159 individuals were selected based on simple random sampling using Cochran’s formula.To collect the data, a researcher-made questionnaire on competency-based human resource recruitment was used. The validity and reliability of the questionnaire were measured at 0.91 and 0.93, respectively. Data analysis was performed using SPSS version 26 and SMART PLS version 3 software.The results of the data analysis showed a significant relationship among the dimensions and components of competency-based human resource recruitment, including factors affecting human resource recruitment, the importance of selecting and appointing competent personnel, outcomes of recruiting qualified employees, mechanisms for recruiting competent personnel, indicators of competent human resource recruitment, barriers to recruiting competent human resources in the modern era, and sources of recruiting competent human resources at the Islamic Azad University of Bushehr Province.The findings suggest that human resources are considered the most essential and valuable asset of any organization; therefore, human resource supply and recruitment processes should be aligned with the specific characteristics of each organization and the conditions of today’s competitive market.

Abstract This study aimed to explain the factors contributing to employees’ quiet quitting in public organizations and to propose a conceptual model. Adopting a qualitative approach, this research was designed based on Grounded Theory. Data were collected through 17 semi-structured interviews with employees and managers of public organizations using purposive sampling, continuing until theoretical saturation was reached. Data analysis was conducted using the three-stage coding method (open, axial, and selective) via MAXQDA 10. The findings indicate that quiet quitting is the result of a complex interplay of causal factors, including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and work overload. Contextual factors, such as unfavorable organizational culture and bureaucratic structures, as well as intervening factors, such as employees’ individual traits and the level of social support, also play significant roles. In response to these conditions, employees adopt strategies such as reduced job effort, organizational silence, and a focus on personal interests, leading to outcomes like decreased job satisfaction, burnout, and reduced organizational productivity. These results not only contribute to theory development in organizational behavior and human resource management but also provide a basis for designing managerial policies and strategies to mitigate quiet quitting and enhance employee commitment and motivation in public organizations.

Abstract This study aimed to investigate the structural relationship between quality of life and the acceptance of teaching as a profession among student teachers at Farhangian University in East Azerbaijan Province. The research employed a quantitative, applied, and descriptive–correlational design. A sample of 500 student teachers was selected randomly from a population of approximately 5,000 individuals. Data were collected using two standardized questionnaires: The Job Acceptance Questionnaire (Richardson & Watt, 2006), which includes 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 Questionnaire (Ainley & Bourke, 1992), comprising 10 items across three dimensions (overall satisfaction, success, and opportunity). Structural equation modeling using the Partial Least Squares (PLS-SEM) approach was applied via Smart-PLS version 3.
The results indicated a significant and positive relationship between quality of life and job acceptance (β = 0.673, p < 0.001). Specifically, the dimensions of overall satisfaction (β = 0.340) and success (β = 0.423) showed significant positive effects, while the opportunity dimension had a non-significant negative effect (β = –0.051, p = 0.482).
The findings suggest that enhancing student teachers’ quality of life—particularly their sense of satisfaction and success—can significantly increase their motivation and commitment to the teaching profession. It is recommended that educational and welfare programs at teacher training institutions focus on improving students’ psychological well-being and living conditions to foster the development of competent and dedicated future educators.

Abstract The present study was conducted based on the paradigm of pragmatism and followed an inductive–deductive approach. To achieve its objectives, an exploratory mixed-methods design (qualitative–quantitative) was employed. In terms of purpose, the study is applied–developmental, aiming to design and validate a localized model of digital strategic human resource management (DSHRM) in public institutions of Iran—a model tailored to the specific conditions of governmental structures in the country, bridging the gap between global theoretical frameworks and local requirements. From the perspective of data collection, the study was non-experimental (descriptive) and carried out through a cross-sectional survey. In the qualitative phase, data were gathered through semi-structured interviews with 12 senior managers, human resource directors, and IT managers of the Foundation of the Islamic Revolution (Bonyad Mostazafan), using purposive sampling. In the quantitative phase, the statistical population consisted of managers and experts of the Foundation, from which 130 participants were selected via simple random sampling, using Cohen’s power analysis formula and G*Power software. For data analysis, thematic analysis with MAXQDA software was used in the qualitative stage, and partial least squares (PLS) method with SmartPLS software was applied in the quantitative stage. The findings indicated that digital leadership, technical infrastructure, and managerial infrastructure of digital transformation directly affect digital HRM processes and both financial and non-financial performance. Moreover, operational HR dimensions—including digital recruitment and selection, digital development, digital retention, and digital deployment—systematically lead to the realization of DSHRM. The novelty of this research lies in presenting a comprehensive, combined, and validated model for Iran’s public institutions—unlike previous studies that were limited to specific dimensions or industries—and empirically examining the impact of these dimensions on organizational performance

Abstract The aim of the present study is to classify the themes of the employee status model with an interpretive structural approach. The research method is fundamental-applied in terms of its purpose and qualitative in terms of its implementation method. The statistical population of this study includes 10 university professors, experts in the field of human resources, and senior managers of the General Directorate of Prisons who were selected through a purposive sampling method. The interpretive structural modeling (ISM) and MICMAC methods were used to classify the themes. 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 included. In other words, the aforementioned themes receive the greatest influence from 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 included. The themes located 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 of "organizational justice" and at the fourth level, the theme of "individual status of employees" are located, which have the greatest influence on the themes at the lower level.

Abstract The present study aims to validate a model for reducing job plateauing among human resources in the Water and Wastewater Company. In terms of purpose, the research is fundamental; in terms of paradigm, it is grounded in positivism; in terms of implementation, it is quantitative; and in terms of data collection, it is descriptive-survey in nature. The statistical population consisted of 800 managers and experts from the Sistan and Baluchestan Province Water and Wastewater Company, from whom the sample was selected using simple random sampling. Cochran’s formula was applied to determine the sample size for the distribution of the final questionnaire, resulting in a sample of 262 respondents. Data were collected through a structured questionnaire whose validity and reliability had been confirmed. Data analysis was conducted using SPSS and PLS software. The results of factor loading analysis indicated that all items related to the environmental-social dimension had factor loadings above 0.7, demonstrating that they measured each component effectively. Moreover, the t-statistic for all dimensions of reducing job plateauing among human resources was greater than 1.96, indicating that all dimensions of job plateau reduction—including individual, organizational, job-related, and environmental-social factors—were in a favorable condition.

Abstract This study examines the impact of coworker incivility on knowledge hiding, mediated by work engagement and turnover intention, as well as the moderating role of employee cynicism, in Vali-e-Asr Hospital in Bafq. The research adopts a causal-correlational, descriptive-survey, and applied approach, conducted through field methods using standardized questionnaires. Data were collected from employees at Vali-e-Asr Hospital in Bafq and analyzed using descriptive and inferential statistics, including structural equation modeling based on the partial least squares method. Analyses were performed using SPSS 27 for preliminary calculations and SmartPLS 4 for structural modeling. The results indicated that, in Vali-e-Asr Hospital in Bafq, coworker incivility significantly reduces work engagement, increases turnover intention, and ultimately reinforces knowledge hiding; notably, work engagement and turnover intention play significant sequential mediating roles. The moderating role of employee cynicism was not confirmed. These findings suggest that, in the small environment with close interpersonal relationships characteristic of this governmental county hospital, coworker incivility has a substantial effect on diminishing motivation for knowledge sharing. Therefore, enhancing job engagement and improving interpersonal relationships at Vali-e-Asr Hospital in Bafq can reduce knowledge hiding and elevate organizational performance.

Abstract The purpose of this research is to identify the key drivers of human resource development in the Traffic Police (Rahvar) using a foresight approach. In terms of objective, this study is applied-developmental, and it was conducted qualitatively using thematic analysis. The statistical population consists of 14 Traffic Police managers, selected through purposive sampling based on the criteria of at least 10 years of management experience and comprehensive expertise in the field. Semi-structured interviews were used as the data collection tool, and interviews with participants continued until theoretical saturation was reached. Data analysis was performed using the thematic analysis method (basic, organizing, and global themes). The coding process and textual analysis of the interviews were carried out in MAXQDA 2018 software. The findings of the research indicated that the key drivers of human resource development in the Traffic Police with a foresight approach include: modern traffic police technologies, behavioral and social changes of drivers, economic policies of the traffic police, revision of traffic laws, global convergence in traffic management, demographic challenges and aging, traffic culture development, public demands from the traffic police, emergency management in the traffic police, road traffic safety, and sustainable transformation of traffic management.

Abstract 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.

Abstract 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;

Abstract Abstract
The present study aims to design and present a sustainable human resources management model with a meritocracy promotion approach in the seven education districts of Mashhad. The research is of mixed type and the research strategy is content analysis in the qualitative part and survey in the quantitative part. The statistical sample in the qualitative stage was 16 university experts selected as the sample size using the saturation principle and the purposeful and judgmental sampling method. In the quantitative part, all the principals of girls' and boys' schools in the seven education districts of Mashhad were 1327 people. The data collection method is in-depth and semi-structured interviews in the qualitative part and questionnaires in the quantitative part. Data analysis in the qualitative part was done using Maxquda software, SPSS software in the quantitative part, and AMOS in structural equations. The findings in the model of sustainable human resource management with a meritocracy promotion approach include 5 dimensions and 24 components, which include competency-based recruitment, competency-based improvement of sustainable human resources, competency-based human resource retention, sustainable and competency-based human resource performance evaluation, and performance-based payment system. In the quantitative part, the results showed that the aforementioned model has the necessary validity. According to the results of the research, managers of the seven education regions of Mashhad can promote meritocracy in the organization through the development and strengthening of sustainable human resource management.
Introduction
Today, human resources are considered the most valuable and important assets of organizations. Given the changes and developments of the present era and with the entry of organizations into the knowledge-based economy, human resources are considered the most vital strategic element and the most fundamental way to increase the effectiveness and efficiency of the organization (Rastegar et al., 2024). Therefore, in the era of globalization and increasing technological progress, human capital is recognized as the most important and valuable asset of organizations and the only factor in achieving sustainable competitive advantage. In this regard, financial resources and technologies alone cannot guarantee the advantages of organizations; rather, the presence of talented and capable managers can effectively compensate for the lack or deficiency of other resources (Zibarras & Coan, 2024). The existence of extensive and continuous developments in the social, economic and cultural fields greatly increases the responsibility and duties of social institutions and organizations; and education, as the most important institution emerging from the context of society and at the same time constructive and evolving it, has a significant impact on the progress of society (Maleki Hassanvand et al., 2023). If education in a country is dynamic and lively, that country will naturally be prosperous and developed. For this reason, investment in education has been considered a strategic investment by governments, and neglecting it will face serious challenges for any country (Mohammadi &Tooraani, 2023). Paying attention to meritocracy in the selection, appointment, and selection of educational managers will not only improve management quality, but will also pave the way for the creation of a dynamic and efficient educational system (Rouzbahan et al., 2022). If the criteria for selecting and promoting managers are the necessary expertise and competencies, managers will also pay attention to the effects of applying the aforementioned competencies in advancing goals (Hosseini et al., 2024). This approach provides a suitable basis for all facilities and resources available in the organization to be used optimally and lead to the greatest possible sustainability and productivity of the education system and the realization of its lofty goals in the long term (Rezapour et al., 2024). Therefore, considering the stated problem, this research seeks to answer the question: How is the design and validation of a sustainable human resource management model with a meritocracy promotion approach in the seven education and training districts of Mashhad?
Theoretical framework
Sustainable human resource management
Sustainable human resource management refers to all activities related to the continuous development, implementation, and maintenance of a system that aims to create employees of a sustainable organization. In fact, this concept is that aspect of human resource management that is interested in transforming ordinary employees into sustainable employees so that they can achieve the organization's environmental goals and ultimately make a significant contribution to environmental sustainability (Rastegar et al., 2024).
Meritocracy
Meritocracy is a management philosophy and attitude in which human resources are placed and developed according to their inherent effort and ability. Meritocracy means granting status based on merit and not granting status based on being bright or being a social class. In the meritocracy style, the organization seeks to expand justice It means that it does the right things correctly, selects and promotes competent people in a reasonable and logical manner, and pays attention to both individual and organizational interests, and the individual's rightful values ​​are not subject to the unreasonable demands of the majority (Aeinehchi et al., 2024).
Dolatyari & Tavakoli (2025) investigated the identification of barriers to green human resource management in order to increase organizational sustainability. They concluded that the absence of necessary green structures, processes, and tools plays the greatest impact on the failure to increase organizational sustainability. Also, factors such as lack of leadership support, challenges in attracting green talented employees, and lack of green competencies are other influential factors. The interactions presented using the matrix of relationships between barriers in implementing green human resource management help human resource professionals visualize the power of the factors' influence on the entire system and focus on important barriers. It is expected that this study can enlighten human resource managers in the optimal use of company resources. Hosseini et al. (2024) investigated the factors affecting the implementation of sustainable human resource management in the oil industry. The results showed that 4 concepts were identified as causal conditions, 19 concepts as intervening conditions, and 33 concepts as background conditions for the implementation of sustainable human resource management.
Research methodology
The research is of mixed type and the research strategy is content analysis in the qualitative part and a survey in the quantitative part. The statistical sample in the qualitative stage was 16 university experts selected as the sample size using the saturation principle and the purposeful and judgmental sampling method. In the quantitative part, all the principals of girls' and boys' schools in the seven education and training districts of Mashhad were 1327 people. The data collection method was in-depth and semi-structured interviews in the qualitative part and questionnaires in the quantitative part.
Research findings
Data analysis in the qualitative part was done using Max Quda software and in the quantitative part, SPSS software and structural equations using AMOS were used. The findings in the sustainable human resource management model with the approach of promoting meritocracy include 5 dimensions and 24 components, which include competency-based recruitment, improvement based on the development of sustainable human resource competency, human resource retention with a competency approach, sustainable and competency-based human resource performance evaluation, and a performance-based payment system. In the quantitative part, the results showed that the aforementioned model has the necessary validity. According to the results of the research, managers of the seven education districts of Mashhad can promote meritocracy in the organization by developing and strengthening sustainable human resource management.
Conclusion
The present study was conducted with the aim of designing and presenting a sustainable human resource management model with the approach of promoting meritocracy in the seven education districts of Mashhad. The results of this part of the research are aligned with the findings of Movahedizadeh et al. (2022), Zairhojghan et al. (2021), Tafarjkhah et al. (2021), Rouzbahan et al. (2022), Kakeman et al. (2021), Tafarjkhah et al. (2021), Sharma et al. (2022), Gunawan et al. (2021), Ahmadbeighi et al. (2021), Jaskeviciute et al. (2021), Mohammadi et al. (2023), Jalal Kamali et al. (2023), Moradibarouji et al. (2023).
According to the results of the research, the following suggestion was made:
Education organizations should implement the necessary infrastructure, including the establishment of a real and effective suggestion system, to strengthen innovation and initiative of employees, including the creation of incentive mechanisms for innovative and creative employees and the implementation of its guidelines.

Abstract Abstract
The aim of the present study is to study the knowledge staff narcissism management model with a content analysis approach. The research method is qualitative in terms of implementation method, and is of the content analysis type. The statistical population of this study includes 15 university professors and managers and experts in public administration. The sampling method in this study was purposive. This sampling continued until theoretical saturation was reached. The research collection tool is semi-structured interview. Data analysis was carried out using the content analysis method and MAXQDA software. The results of the study showed that the data were systematically coded and in the first stage, 254 initial codes were extracted and classified in the form of 62 basic themes and 20 basic organizing themes. Finally, five overarching themes were identified as the main dimensions of the research conceptual model, which are: moral guidance, managerial intervention, individual training, professionalism, and moral self-management. In general, managing narcissistic behavior in knowledge workers in organizations requires simultaneous attention to ethical guidance, management intervention, individual training, professionalism, and ethical self-management. These five dimensions provide a coherent framework for promoting ethical actions at the individual and organizational levels.
Introduction
Today, narcissism has become one of the most important topics in the field of organizational behavior (Ren et al., 2024). This behavior is observed more often among knowledge workers than in other occupational groups (Mohd et al., 2023). Narcissism, as a personality trait, refers to an individual's desire to receive praise and exaggeration about themselves (Sarfarazi et al., 2021).
Maccoby (2021) defines narcissism in employees as personality traits in which an individual tends to see themselves as superior to others and needs approval and admiration from others. Narcissists tend to seek attention and approval and may be insensitive to the needs of others in their social and professional interactions. This trait can manifest itself in both positive and negative ways in the workplace. While some aspects of narcissism, such as self-confidence and leadership ability, can be beneficial, its negative aspects include a lack of empathy and difficulty in teamworking. Accordingly, narcissists tend to have undesirable traits such as exploitativeness, lack of empathy, aggression towards critics, and disregard for expert advice. Interestingly, narcissistic knowledge workers may initially be positively evaluated and noted for both their popularity and leadership abilities. However, these positive perceptions of these individuals diminish over time as others gradually become aware of their undesirable traits. According to social influence theory, people who are more skilled in influence management tactics will be more successful in conveying a certain self-image to others. For example, an employee with high knowledge skills can convey an image of competence and likability to others through self-promotion. In contrast, an employee with low knowledge skills may present a neutral and passive self-image to his or her supervisors and colleagues (Chen et al., 2024).
Narcissism can become a very important indicator of positive and negative organizational behavior. Isfahan Petrochemical Company (Isfahan Petrorefining Holding) is a public company that was established with the aim of producing aromatic products including benzene, toluene, orthoxylene, paraxylene, and mixed xylene (Hosseini, 2023). One of the most important reasons for choosing the Isfahan petrochemical industry as the context for the study is that this company needs to maximize the potential of its workforce due to the complex and competitive nature of the industry. The number of knowledge workers in this company is 700 people with diverse organizational abilities. Knowledge workers in this industry usually face numerous technical and managerial challenges that require effective cooperation and interaction between team members. Since narcissism can prevent healthy and effective communication between individuals, effective management of narcissism of knowledge workers in the petrochemical industry should be considered as a vital element for maintaining competitiveness and success in the market. According to the contents, the main question of the present research is: What is the management model of employee narcissism in the petrochemical industry?
Theoretical framework
Employee narcissism
Narcissism is a phenomenon that has existed in human societies for a long time; narcissism is an innate and fundamental human personality trait that may be intensified in a way that dominates other personality traits depending on the type of genetic background of individuals, family upbringing, growth conditions, and social and environmental conditions (Tang et al., 2018).
Zheng et al. (2025) examined the relationship between grandiose narcissism and creativity: A study of Chinese high-tech companies. The results showed that participants with grandiose narcissism reported significantly higher levels of creativity and psychological well-being in creative performance than those with vulnerable narcissism.
Bali et al. (2024) examined the design of a narcissism model for sports managers with a qualitative approach. They showed that the narcissism model of sports managers includes positive dimensions (leadership and inspiration ability, high self-confidence, motivation and ambition, creativity and innovation), and negative dimensions (grandiose and excessive pride, self-centeredness and disregard for others, intolerance of criticism and criticism, dominance and control, lack of empathy and understanding of others, refusal to accept failure and mistakes).
Research Methodology
The research method is qualitative in terms of implementation, of the type of content analysis. The statistical population of this study includes 15 university professors, managers and experts in public administration. The sampling method in this study was purposive. This sampling continued until theoretical saturation was reached. The research collection tool is a semi-structured interview.
Research findings
Data analysis was carried out using the content analysis method and MAXQDA software. The research results showed that the data were systematically coded and in the first stage, 254 initial codes were extracted and classified in the form of 62 basic themes and 20 basic organizing themes. Finally, five overarching themes were identified as the main dimensions of the conceptual model of the research, which are: moral guidance, managerial intervention, individual training, professionalism and ethical self-management. In general, managing narcissistic behavior in knowledge workers in organizations requires simultaneous attention to ethical guidance, management intervention, individual training, professionalism, and ethical self-management. These five dimensions provide a coherent framework for promoting ethical actions at the individual and organizational levels.
Conclusion
The present study was conducted with the aim of developing a model of managing narcissistic behavior in knowledge workers using a content analysis approach. The results of this study are consistent with the results of Zheng et al. (2025), Bali et al. (2024), Hassanzadeh & mehdinia (2022), Sayidi (2022), Al Behbahani (2022), Pashazadeh Kahaq et al. (2022), Shariatinejad et al. (2022), Fahim Talebi et al. (2021), and Klimchak et al. (2016). Zheng et al. (2025) showed that participants with high narcissism reported significantly levels of creativity and psychological well-being in creative performance compared to those with low narcissism.
According to the results of the study, the following suggestions were made:
Ethical guidance increases employee trust, reduces conflicts, and promotes empathy and cooperation in the workplace, and plays an important role in preventing narcissistic and harmful behaviors.
Management intervention includes providing feedback, continuous monitoring, and timely intervention in the event of behavioral deviations or decreased performance. It is suggested that unproductive and self-centered employee behaviors are identified and corrected and organizational processes are directed towards common goals.

Abstract Abstract
The aim of this study is to investigate the modeling of the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit. The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-survey in terms of its nature, and of causal type. The statistical population of the study includes 216 employees of the General Directorate of Sports and Youth Organization, of which 139 people were estimated as a statistical sample based on the Cochran formula and selected randomly. Standard questionnaires of self-leadership (Neck and Houghton, 2006), strategic thinking (Lydka, 1998), organizational legitimacy (Elzabek, 1994), adaptability (Denison, 1996), and person-organization fit (Scroggins, 2008) were used to collect data. Structural equation modeling and partial least squares (PLS3) were used to analyze the data. The results showed that self-leadership, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. Also, strategic thinking, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. In line with the research results, it can be concluded that investing in the development of self-leadership skills and enhancing the strategic thinking capacity of employees can provide the basis for improving adaptability and improving the degree of individual fit with the organization, and in this way, significantly increase the perceived legitimacy among employees and stakeholders. This can lead to strengthening internal cohesion, increasing organizational trust, and improving the organization's position in internal and external environments.
Introduction
Organizations that have high legitimacy, while having easier access to vital resources, benefit from broader social support, and appear more resilient to crises and environmental changes (Wu et al., 2023). Legitimacy finds meaning not only in compliance with laws and legal requirements, but also in the moral, cultural, and social perception of the organization's actions and can play a decisive role in the continued existence and effective performance of the organization (Zheng et al., 2023).
Among these, self-leadership, as one of the new individual competencies, plays an important role in promoting organizational legitimacy. Unlike common leadership styles that emphasize symbolic behaviors of leaders and their impact on employees, self-leadership focuses on achieving self-direction and self-motivation using a set of behavioral and cognitive strategies (Liu et al., 2023). Self-leaders use strategies such as personal goal setting, intrinsic reward, self-observation, and challenge seeking, and demonstrate responsible and effective behaviors. Such behaviors not only improve individual performance, but also represent the ethical and professional values ​​of the organization and have a positive impact on stakeholders' perceptions of the organization's credibility and competence (Krampitz et al., 2023). Meanwhile, strategic thinking, as an advanced cognitive competency, represents the ability to understand complex relationships, analyze future-oriented issues, and make decisions in line with the organization's long-term goals. People who have strategic thinking can understand the long-term consequences of decisions and actions, analyze environmental opportunities and threats, and develop appropriate strategies to achieve the organization's macro goals (AlQershi, 2024). In this regard, one of the positive consequences of self-leadership and strategic thinking at the individual level is increased ability to adapt to changing and complex organizational conditions. Adaptability refers to an individual's ability to deal with unstable conditions, organizational changes, and new challenges (Hessari et al., 2025). Adaptable employees can quickly adapt to new technologies, structures, or procedures and use these changes as an opportunity for learning and growth (Nakra & Kashyap, 2023). People who have the ability to self-lead usually have more intrinsic motivation, self-awareness, and self-control, which increase their adaptability in complex situations (Nurimansjah, 2023). On the other hand, today, a large part of the success and competitive advantage of organizations depends on the performance of human resources. With the increasing importance of human resources, managers have become more sensitive in selecting people, and the concept of "individual-organization fit" has become one of the main criteria in recruiting. This fit can have positive consequences for the organization and employees (Bai & Bai, 2024). Therefore, the main question of the present study is: what is the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit in the General Directorate of Sports and Youth of East Azerbaijan Province?
Theoretical Framework
Self-leadership
Self-leadership refers to the process of influencing oneself, during which an individual achieves the self-direction and intrinsic motivation necessary to get things done (Liu et al., 2023).
Strategic Thinking
Strategic thinking is the ability to look simultaneously at the past, present, and future to make effective decisions at the macro-organizational level (Valisoltani et al., 2023).
Organizational Legitimacy
Following Max Weber, Parsonez (1951) developed the concept of legitimization and emphasized that organizations must have a legitimate demand for limited resources. In addition, the goals that organizations pursue must be aligned and compatible with the values ​​of the broader social environment in which they operate (Salehi et al., 2024).
Adaptability
Adaptability is one of the key components for individual and organizational success in complex, dynamic, and constantly changing environments (Yen et al., 2023).
Person-organization fit
Person-organization fit is a concept that refers to the degree to which an individual's values, goals, beliefs, attitudes, and personality traits are consistent with the culture, values, and needs of the organization (Mehtap et al., 2024).
Bamiri et al. (2025) in a study examined the relationship between self-leadership and organizational culture with the quality of work life of education employees in Lordegan. The results showed that there is a relationship between self-leadership and the quality of life of education employees in Lordegan, and there is a relationship between organizational culture and the quality of work life of education employees in Lordegan.
Ghoreishi et al. (2025) studied the presentation of a native model of organizational self-leadership with an emphasis on education in non-governmental organizations, using a grounded theory approach, in the Teacher Insurance Company. Based on the results obtained, the native model of organizational self-leadership was calculated. In the output of the model fitting, the CMIN/DF index was obtained as 1.515. The comparative fit indices were more than 90 percent and the economic indices were also calculated as greater than 0.5. The RMSEA index was also 0.043, which is less than 0.05. Therefore, the structural model of the research was confirmed.
Research Methodology
The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-survey in terms of its nature, and of causal type. The statistical population of the research includes 216 employees of the General Directorate of Sports and Youth Organization, of which 139 people were estimated as a statistical sample based on the Cochran formula and selected randomly by stratified sampling. Standard questionnaires of self-leadership (Neck and Houghton, 2006), strategic thinking (Lydka, 1998), organizational legitimacy (Elzabek, 1994), adaptability (Denison, 1996) and person-organization fit (Scroggins, 2008) were used to collect data.
Research findings
Structural equation modeling and partial least squares (PLS3) were used to analyze the data. The results showed that self-leadership, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. Also, strategic thinking, with the mediating role of adaptability and person-organization fit, has a significant effect on organizational legitimacy. In line with the research results, it can be concluded that investing in developing self-leadership skills and enhancing the strategic thinking capacity of employees can provide the basis for improving adaptability and enhancing the degree of individual fit with the organization, and in this way, significantly increase the perceived legitimacy among employees and stakeholders. This can lead to strengthening internal cohesion, increasing organizational trust, and improving the organization's position in internal and external environments.
Conclusion
The present study was conducted with the aim of investigating the modeling of the effect of self-leadership and strategic thinking on organizational legitimacy with the mediating role of adaptability and individual-organization fit. This finding is consistent with the results of Bamiri et al. (2025), Hessari et al. (2025), Aghababaei (2024), Tenschert et al. (2024), Inam et al. (2023), Bagheri et al. (2025), Wuryaningrat et al. (2024), AlQershi (2024), Rasoulzadeh & Roshan Qalb Deylami (2023), Yen et al. (2023), and Bitektine & Song (2023).
Considering the results of the research, it is suggested:
It is suggested that organizations use psychological assessment tools to identify the level of self-leadership and flexibility of employees at the beginning of employment and design workshops with a positive psychology and resilience approach for existing employees. Also, the creation of "intra-organizational learning networks" can help share successful experiences of self-leadership in changing situations, thereby enhancing the adaptability of individuals and ultimately the legitimacy of the organization.
It is suggested that the performance appraisal and human resource development processes be redesigned in a way that benefits from two-way feedback (employees to the organization and vice versa) to promote mutual understanding of shared expectations, values, and priorities.

Abstract Abstract
The aim of this research is to study the effect of human resources flexibility on organizational innovation with the mediating role of job turnover among employees of Kermanshah University of Medical Sciences. The present study is of applicable type in terms of purpose, and descriptive-correlational in terms of nature. The statistical population of this study includes employees of Kermanshah University of Medical Sciences in the academic year 2022-2023, with a statistical population size of 1300 people, of which 207 people were selected as a statistical sample through the Morgan table and stratified random sampling method. To collect research data, a questionnaire on flexibility, organizational innovation, and job turnover was used. Data analysis was performed using SPSS and PLS 2016 statistical software. The results showed that human resources flexibility has a direct effect on organizational innovation of university employees. Human resources flexibility has a direct effect on job turnover. Job turnover has a direct effect on organizational innovation. Human resource flexibility has an indirect effect on organizational innovation by mediating the career turnover of university employees.
Introduction
In today's competitive world, given the progress of science and technology, society needs to cultivate people who can face problems in an original and creative way and try to solve them. To achieve this, the need for education, strengthening creativity, and creating new ideas is of great importance to attain a flourishing society (Estanesti & Sholibour, 2020). Organizational innovation is the adoption of an idea or behavior that is new to the general environment of the organization. The tendency towards organizational innovation can occur in the human resources sector, behavioral and psychological studies of employees and recognition of their values ​​and abilities; or in the technical and technological sector, modernized equipment and new techniques; or in the structural sector, which includes a set of rules, methods, norms, and criteria (Eyni, 2020).
Organizations need flexibility and adaptation to environmental uncertainty in many aspects; in particular, from the human resources perspective, this adaptation is achieved through a variety of forms, which are generally defined as human resource flexibility (Kether & Sett, 2009). Among the influential factors that cause change and transformation in organizations is human resource flexibility. Human resource flexibility includes a wide range of organizational designs and management models and theories such as: socio-technical system theory, self-organization, lean manufacturing, and just-in-time production management. Human resource flexibility is considered as a tool to improve production performance because it creates several strategic advantages (Heydari Gojani et al, 2021).
Another influential variable in this study is job rotation. Job rotation is a systematic, purposeful and principled movement for employees from one job to another; job rotation also includes horizontal transfers that enable employees to work in different jobs and gain managerial knowledge and experience. Job rotation can reduce work fatigue and increase employee motivation through various activities, and also increase the vitality of organizations; because employees become familiar with a wide range of skills and will have high flexibility in work management (Bastani & Ghorban Hosseini, 2020). Hence, the main research question is: does human resource flexibility affect organizational innovation by mediating job rotation among employees of Kermanshah University of Medical Sciences?
Theoretical Framework
Flexibility
The flexibility of human resource activities also refers to effective, rapid, and sustainable actions of the human resource department in adapting and implementing new human resource processes and structures (AmirNejad, 2022). Skill flexibility refers to the speed and ease of acquiring new skills and abilities of employees. Employee behavioral flexibility is the ability to demonstrate a variety of behavioral roles in different situations (Seyed Naghavi et al, 2012).
Organizational Innovation
Innovation is more than just popular creativity in the commonly accepted sense. Innovation is a process that can move towards customer satisfaction through the creation and application of new ideas (Azizifar, 2014). The concept of organizational innovation can be defined as the successful implementation of new ideas, which includes changes in the structure and processes of an organization in order to apply new management, work and operational concepts (Junga et al, 2019).
Job rotation
Job rotation is the movement of people in a range of other jobs in order to increase their interest and motivation in the work environment (Ebrahimzadeh, 2015).
Eini Nargeseh (2024) investigated the effect of factors affecting human resource flexibility in government organizations using the fuzzy cognitive map method. The results of this study indicate that commitment-oriented human resource management practices, positive organizational culture, and organizational intelligence are the most important factors affecting human resource flexibility in government organizations.
Sonmez et al, (2024) investigated the effects of organizational innovation and knowledge management strategy in information technology companies in research and development departments on service quality and product innovation. The results showed that both knowledge management strategies and organizational innovation have a positive effect on the success of service quality and product innovation in information technology companies with research and development departments. At the same time, as a result of the analysis, it can be explained that innovation capability has both an independent and a mediating variable.
Research Methodology
The present study is of applicable type in terms of purpose, and descriptive-correlational in terms of nature. The statistical population of this study includes employees of Kermanshah University of Medical Sciences in the academic year 2022-2023, with a statistical population size of 1300 people, of which 207 people were selected as a statistical sample through the Morgan table and stratified random sampling method. To collect research data, a questionnaire on flexibility, organizational innovation, and job turnover was used.
Research findings
Data analysis was performed using SPSS and PLS 2016 statistical software. The results showed that human resources flexibility has a direct effect on organizational innovation of university employees. Human resources flexibility has a direct effect on job turnover. Job turnover has a direct effect on organizational innovation. Human resource flexibility has an indirect effect on organizational innovation by mediating the career turnover of university employees.
Conclusion
The present study was conducted with the aim of investigating the effect of human resource flexibility on organizational innovation with the mediating role of job turnover among employees of Kermanshah University of Medical Sciences. The results of this study are consistent with the results of Eini Nargeseh (2024), Sonmez et al, (2024), AmirNejad (2022), Effat& Saeedi (2021), Eyni (2020), Hisham & Ahmad (2020), Ketabchi (2020), Davidescu et al, (2020), and Huang et al, (2019). AmirNejad (2022) showed that employee skill flexibility and employee behavior flexibility have an effect on adaptive culture, and the effect of adaptive culture on service innovation and process innovation was also proved. The results also indicate the mediating role of adaptive culture in the relationship between employee skill flexibility and employee behavior flexibility with service innovation and process innovation.
According to the research results, the following suggestions are made:
It is suggested that human resources processes (recruitment, training, etc.) be designed for employee flexibility so that employees can grow and develop more flexibility in the organization. It is suggested that human resources flexibility can be increased in view of changes in the external organizational environment, and to create it, it is necessary to create a special attitude in managing the culture of adaptability in employees. In today's changing and unstable environment, it is necessary for organizations to use their human resources flexibility as a culture in order to maintain and survive, so that they can take an important step in their workplace with these changes.

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

Abstract Abstract
This study was conducted with the aim of validating a model of barriers influencing the creation of organizational vitality in governmental organizations of Bushehr Province. The present research is descriptive–correlational in nature, and was carried out cross‑sectionally in 2025 among all employees of governmental organizations in Bushehr Province, numbering 2,289 individuals, 328 participants of whom were selected through snowball and purposive sampling methods. Data were collected by a researcher‑made questionnaire on barriers to organizational vitality. The validity and reliability of the questionnaire were assessed at 0.90 and 0.92, respectively. All statistical analyses were performed by SPSS and PLS software.
The results of data analysis indicated that individual barriers with a defuzzified mean of 0.8182; organizational barriers with a defuzzified mean of 0.8197; and workplace environment barriers with a defuzzified mean of 0.7827 play significant roles in hindering the creation of organizational vitality in governmental organizations of Bushehr Province. Based on the findings, it can be concluded that vitality—by generating positive emotions among employees—enhances their success within their job and organization. Employees with positive emotions show greater willingness to embrace new situations and conditions in their organization and engage more effectively in their tasks.
Introduction
Happiness and vitality are among the most important and influential components affecting the course of human life. Without them, the foundation for activity, creativity, innovation, invention, and healthy living cannot be established. According to Argyle’s theoretical perspective, happiness and vitality constitute a human phenomenon and trait encompassing three principal components: positive affect, life satisfaction, and the absence of negative emotions (Khodaei et al., 2025). The experience of happiness and vitality depends on the presence of positive emotions such as pleasure, tranquility, self-confidence, interest, surprise, joy, liveliness, and excitement, as well as life satisfaction and the absence of negative emotions such as anger, anxiety, and depression (Chen et al., 2022).
Happiness, on one hand, enhances employees’ positive emotions and, on the other hand, reduces their negative emotions, ultimately leading to increased productivity (Mohammadi Moghaddam et al., 2023). Researchers have examined happiness through various socio-scientific approaches and orientations, including: happiness as a stable personal trait; happiness derived from objective life conditions; happiness as a function of individual utility; happiness resulting from social comparison (relative satisfaction); and happiness as a stable cultural and national characteristic (Masoumi Nejad et al., 2022).
Furthermore, research findings indicate that happy individuals perform better both mentally and physically compared to others. They possess higher levels of energy and creativity, show greater willingness to help others, and achieve greater success in the workplace. Happiness is considered a valuable resource, as happy employees require less supervision and exhibit lower absenteeism, and they are less likely to leave their jobs. Moreover, vitality in individual and social life fosters a positive outlook on life, positive self-concept, greater willingness to assist others, higher quality-of-life indicators, balanced social relationships, favorable and satisfying attitudes toward oneself and others, and ultimately improved occupational and academic performance and decision-making for both individuals and society (Klahn, 2023).
Behavioral scholars believe that vitality in the workplace reduces anxiety and concern, encouraging individuals with high motivation to strive to meet their physical, psychological, emotional, and spiritual needs. However, in recent years, the art of joyful living in the workplace appears to have been increasingly neglected. A sense of vitality in the workplace is a fundamental necessity, and the role of managers and colleagues in creating a joyful work environment is of critical importance (Montella et al., 2022).
Given the necessity and importance of happiness and organizational vitality—and their impact on quality of work life and professional performance—this issue holds particular significance within governmental organizations across the country. Due to their extensive presence throughout all provinces, such organizations occupy a unique position in directly fostering public welfare, livelihood conditions, and positive morale among employees, which in turn indirectly promotes vitality and happiness within the broader community they serve (Greenland et al., 2023).
Accordingly, the present study seeks to determine how a comprehensive model of organizational vitality can be developed by identifying all relevant dimensions and influencing factors within governmental organizations in Bushehr Province, with the potential for generalization across similar institutions. Therefore, the central research question is: What are the barriers affecting the creation of organizational vitality in governmental organizations of Bushehr Province?
Theoretical Foundations
Myers defines happiness as a sense of well-being—an overall feeling that life is proceeding pleasantly and positively. Regardless of the stage an individual is in, the continuity of happiness and vitality holds significant importance for them. Aristotle also defines happiness as the cultivation and development of the highest human virtues and characteristics. He identifies at least three levels of happiness: at the lowest level is the belief held by ordinary people, who equate happiness with pleasure; at the highest level is happiness derived from spirituality. In summary, every human being, in accordance with their worldview and beliefs, experiences a state known as happiness when they attain what they desire (Nikolova & Graham, 2024).
In a study titled “Teacher Vitality in the Workplace,” Tadić et al. (2024) sought to determine whether self‑motivation fluctuates from one job task to another. Their findings showed that specific work activities are positively associated with vitality, and that self‑motivation neutralizes the negative effects of job demands on vitality.
Khodaparast and Bagherzadeh (2021), in a study aimed at identifying the dimensions and components of lack of organizational vitality in governmental organizations in Gilan Province, applied the Fuzzy Delphi method to determine these dimensions and components. Their results identified and confirmed 3 dimensions, 12 components, and 84 indicators related to the absence of organizational vitality in governmental organizations. The individual dimension included two components; the group dimension included two components; the organizational dimension included three components; the environmental dimension included two components; and the human and educational dimension included two components. Organizational vitality in governmental organizations plays a crucial role in improving productivity and enhancing employee motivation. Therefore, to create a vibrant and energetic atmosphere within governmental organizations, comprehensive measures must be taken so that organizational goals can be achieved more effectively and more rapidly. Undoubtedly, the presence of happiness and vitality in organizations brings numerous positive outcomes.
Research Methodology
The present study is applicable and survey‑based in nature, and was conducted using the Fuzzy Delphi method (expert panel evaluation). An advanced Delphi approach was employed in this research. The Delphi assessment was carried out by a Likert‑scale questionnaire with 5 response levels.
The statistical population of the quantitative section included all managers and employees of governmental organizations in Bushehr Province, totaling 2,289 individuals. Since the study aimed at model development—and modeling requires the use of factor analysis—a large sample size enhances the validity of the results. Based on the size of the population and using Cochran’s formula, an initial sample of 328 participants was determined and used for quantitative data analysis.
To collect data, a researcher‑made questionnaire on barriers affecting organizational vitality was utilized. The questionnaire’s validity and reliability were measured at 0.90 and 0.92, respectively. All statistical analyses were carried out by SPSS and PLS software.
Findings
The confirmatory factor analysis of the hypothetical model of factors influencing organizational vitality consisted of 84 items, 12 components, and 3 dimensions, examining the factor loadings between latent and observed variables. The results of the confirmatory factor analysis indicated that the proposed model provides the best fit for explaining the present data. Considering that the significance values (t‑values) are greater than 1.96, the significance of each parameter is confirmed.
Discussion and Conclusion
According to the findings of the first main hypothesis and its components, it was determined that the most significant barriers affecting the creation of organizational vitality in the governmental organizations of Bushehr Province include: lack of individual mental happiness, religious beliefs, lack of increased creativity, psychological–health factors, organizational management, bureaucracy in organizations, organizational culture, organizational justice, lack of vitality at work, and lack of positive interaction within the organization. These results are consistent with the findings of Hadian & Rahmanzadeh (2018), Javouri et al. (2018), Niazi & Zolfaqari (2023), and Khodaparast & Bagherzadeh (2021).
Based on the results of the second main hypothesis and its related components, it was found that there is a significant relationship among the components of lack of individual mental happiness, religious beliefs, lack of increased creativity, psychological–health factors, organizational management, bureaucracy in organizations, organizational culture, organizational justice, lack of vitality at work, and lack of positive organizational interaction in the governmental organizations of Bushehr Province. These outcomes align with the findings of Safari & Sadeghi (2025), Nikolova & Graham (2024), Zhu et al. (2024), Tadić et al. (2024), and Khodaparast & Bagherzadeh (2021).

Abstract Abstract
The purpose of this study was to examine the relationship between Total Quality Management (TQM) and organizational performance with the mediating role of organizational learning in the Water and Wastewater Department of Sirjan. In terms of purpose, this research is applicable; and in terms of nature and method, it is correlational. The statistical population consisted of all employees of the mentioned organization, totaling 154 individuals in the year 2025. Due to the limited size of the population, all members were selected as the sample and were studied through a census. Data were collected by three standardized questionnaires. Data analysis was performed by structural equation modeling in LISREL software. The findings indicate that there is a positive and significant relationship between TQM and organizational performance through the mediating role of organizational learning. There is also a positive and significant direct relationship between TQM and organizational performance, between TQM and organizational learning, and between organizational learning and organizational performance.
Introduction
In the contemporary era, organizations are confronted with a wave of transformations that necessitates a re‑examination of traditional models (Naji & Alirezaei, 2025) and has driven them to seek improvements in effectiveness and performance (Semaihi et al., 2023). Performance refers to the process of ensuring that an organization pursues strategies leading to the achievement of its objectives (Alirezaei et al., 2022). Performance measurement emphasizes how management and value creation are carried out for stakeholders and customers (Peighan et al., 2020). Performance is a process that involves classification, measurement, valuation, and judgment over a specific and defined period. In fact, performance represents a set of mechanisms whose implementation and utilization within organizations leads to the continuous improvement of employee performance, enabling the organization or company to achieve its goals more effectively (Babaei Meybodi & Alirezaei, 2020).
Today, learning is a vital pathway for recognizing and adapting to the accelerating pace of change. Consequently, educational organizations—which are the primary producers of knowledge and information, the most extensive institutions of knowledge creation, and, in other words, the core drivers of development in any society—are not immune to contemporary changes. Through continuous learning, they must prepare individuals to confront these changes. To be capable of adapting to current conditions, changes, and challenges; such organizations must institutionalize learning within themselves and, in other words, transform into learning organizations (Faribarz, 2016).
In recent decades, the increasing level of competition has had a significant impact on industries, prompting management scholars to focus their efforts on creating, developing, and applying mechanisms that help improve productivity and product quality and, consequently, reduce costs (Alirezaei & Moradi, 2023). Total Quality Management (TQM) is a managerial philosophy that, through the application of continuous improvement methods, seeks to optimally utilize available opportunities and resources to enhance quality, with a strong emphasis on customer satisfaction (Babaei Meybodi & Alirezaei, 2018).
Today, water and wastewater organizations face numerous challenges, including rising water demand, diminishing water resources, aging infrastructure, and the necessity of providing high‑quality and sustainable services. In this context, improving the performance of such organizations through the implementation of modern managerial approaches is of critical importance. Accordingly, the present study seeks to address the fundamental question: how the application of Total Quality Management and the strengthening of organizational learning can enhance the performance of the Water and Wastewater Department of Sirjan and contribute to the provision of higher‑quality and more sustainable services to citizens? Therefore, the main research question is whether the implementation of Total Quality Management in the Water and Wastewater Department of Sirjan has an effect on organizational performance and whether organizational learning can play a mediating role in this relationship.
Review of Theoretical Foundations
Total Quality Management (TQM):
Total Quality Management refers to the ability to transform plans into predetermined goals at the most desirable level of quality. It also involves achieving organizational objectives through the coordination of human, financial, technical, and informational resources within a defined environment, while considering factors such as innovation and creativity. Furthermore, it encompasses the knowledge and art of organizing, coordinating, leading, and controlling group activities in order to achieve common goals. Total Quality Management consists of four dimensions: top management support, employee participation, continuous improvement, and customer focus (Babaei Meybodi & Alirezaei, 2018).
Organizational Learning:
Learning, which is a lifelong process, has various definitions. From an individual perspective, learning refers to accessing information, understanding it, and acquiring skills. From an organizational viewpoint, learning focuses on acquiring traditions, perspectives, strategies, and transferring knowledge (Huang et al., 2022).
In today’s competitive business environment, organizations need to utilize their knowledge-based assets to survive and achieve sustainable growth. These resources enhance organizational performance (Moradi & Alirezaei, 2024). Learning and acquiring knowledge are considered competitive stages for modern organizations. In other words, organizational learning is a long-term activity that transforms current conditions into favorable competitive advantages. What our employees learn today will shape the future of our organization.
Organizational Performance:
Performance is a process through which employees are formally evaluated and assessed at specific intervals. Organizational performance is one of the most important constructs discussed in management research and is undoubtedly considered the primary criterion for measuring success in business organizations. In an economic enterprise where the objective is to increase shareholders’ wealth, attention to profit growth facilitates the achievement of this goal. In fact, measuring financial performance reflects the extent to which organizational objectives have been achieved. Considering the definitions of organizational effectiveness and organizational performance, and with regard to the operational goals emphasized in financial performance, performance assessment represents the degree to which an organization attains its intended outcomes (Samuel et al., 2018).
Research Background:
Rezaloo et al. (2026) conducted a study aimed at identifying the dimensions and validating a model of organizational capacity-building to enhance human resource productivity. The findings indicated that the organizational capacity-building model for improving human resource productivity is based on five fundamental dimensions: individual capacity-building, process capacity-building, institutional capacity-building, cultural and organizational learning capacity-building, and governance capacity-building. These dimensions encompass components such as the development of job-related knowledge and skills, strengthening motivation and job satisfaction, innovation and continuous improvement, participatory leadership, development of technological infrastructure, sustainable financing, inter-organizational collaboration, promotion of a learning culture, reinforcement of ethical values and organizational trust, as well as alignment with legal frameworks and macro-level policies.
Hayatmehr et al. (2026) conducted a study to evaluate the impact of artificial intelligence applications and smart learning on strategic thinking skills and academic performance of management students, with the moderating role of individual ethics. The results revealed that the use of artificial intelligence tools has a positive effect on strategic thinking (systems thinking, creative thinking, future-oriented thinking, and critical thinking), smart learning, and academic performance. The mediating role of strategic thinking (critical thinking and future-oriented thinking) was confirmed in the relationship between the use of artificial intelligence and academic performance, as well as in the relationship between smart learning and academic performance. Furthermore, individual ethics, in addition to having a positive impact on smart learning, plays a moderating role in the relationship between smart learning and strategic thinking (systems thinking, critical thinking, and future-oriented thinking).
Research Methodology:
This study is applicable in terms of purpose, and correlational in terms of nature and method. The data collection tools consisted of three standardized questionnaires: the Total Quality Management questionnaire (16 items; Ross, 1993), the Organizational Learning questionnaire (24 items; Senge, 2009), and the Organizational Performance questionnaire (28 items; Hersey & Goldsmith, 1980).
The statistical population of this research included all employees of the Water and Wastewater Department of Sirjan, totaling 154 individuals in the year 1404 (2025). Due to the limited size of the population, the sampling method used was a census.
To assess the reliability of the questionnaires, Cronbach’s alpha coefficient and the Composite Reliability (CR) index were calculated, and the validity and reliability of the questionnaires were confirmed.
Research Findings:
Main Hypothesis:
There is a significant relationship between Total Quality Management (TQM) and organizational performance with the mediating role of organizational learning in the Water and Wastewater Department of Sirjan.
The significance value between TQM and organizational performance is 12.64, which is greater than 1.96; therefore, the relationship between TQM and organizational performance is significant. The standardized coefficient between these two variables is 0.87. Since standardized coefficients greater than 0.6 indicate strong relationships, there is a strong and positive relationship between TQM and organizational performance.
The significance value between TQM and organizational learning is 6.58, which exceeds 1.96, indicating that the relationship between TQM and organizational learning is significant. The standardized coefficient is 0.47, and because standardized values between 0.3 and 0.6 represent moderate relationships, there is a moderate and positive relationship between TQM and organizational learning.
The significance value between organizational learning and organizational performance is 8.41, which is greater than 1.96; thus, the relationship between organizational learning and organizational performance is significant. The standardized coefficient between the two variables is 0.61, which is above 0.6, indicating a strong and positive relationship.
Overall, the results confirm that there is a significant relationship between TQM and organizational performance with the mediating role of organizational learning in the Water and Wastewater Department of Sirjan.
Discussion and Conclusion:
The purpose of this study was to examine the relationship between Total Quality Management (TQM) and organizational performance with the mediating role of organizational learning in the Water and Wastewater Department of Sirjan. The results indicated that TQM has a positive and significant effect on human resource productivity, considering the mediating role of organizational learning. TQM can improve organizational performance through the enhancement of organizational learning. In other words, as the numerical value of TQM increases, organizational learning also increases, which in turn leads to improved organizational performance.
These findings are consistent with the results of previous studies, including Peighan et al. (2020), Masoudi (2021), and Pokharel & Choi (2015), thereby confirming the outcomes of the present research.
Based on the findings of this study, it is recommended at the practical level that an integrated and comprehensive TQM system be implemented with a focus on continuous improvement, customer orientation, and employee participation. Simultaneously, organizational learning should be strengthened by creating a platform for knowledge sharing, conducting training programs, and fostering a culture of innovation and problem‑solving.
Key performance indicators (KPIs) related to both TQM and organizational learning should be clearly defined and carefully monitored so that the impact of these activities on overall organizational performance becomes measurable. Finally, continuous evaluation and revision of the TQM system and organizational learning initiatives are necessary to ensure alignment with organizational goals and sustained performance improvement.

Abstract Abstract The aim of this research is to design a talent-based succession model with a meritocracy approach in the Cooperative, Labor and Social Welfare Organization of East Azerbaijan Province. The research method was conducted as an exploratory mixed method. In the qualitative part, data were collected through 15 semi-structured interviews with experts in the fields of human resources, public administration and human capital development, and were examined using the Brown and Clark content analysis method. In the quantitative part, data from 177 questionnaires completed by employees and managers of the organization were used to test the model. The content analysis technique was used to analyze the data. The results of thematic analysis showed that talent-based succession planning includes eight main categories: ethical and professional commitment, organizational structure and processes, professional competencies, individual competencies, managerial competencies, leadership competencies, organizational culture, and talent management. Quantitative findings also indicated that “ethical commitment” and “individual competency” are most important, and “talent management” is least important. In addition, the results of structural equation modeling confirmed the appropriate fit of the proposed model. Finally, the designed model can serve as a scientific and indigenous framework to promote the succession planning system in public sector organizations and lead to improved organizational efficiency and sustainability by strengthening meritocracy and developing talents. Introduction In recent decades, extensive developments in the economic, social, and technological fields have led to the formation of a dynamic and complex environment for organizations. In such circumstances, the concept of a “knowledge-based economy” has become more important than ever, and the position of human resources as the most valuable asset of organizations has become more prominent. In order to survive and maintain a competitive advantage in this changing environment, organizations are forced to make maximum use of human resources capacities; for this reason, the traditional approach to human resource management has gradually given way to a strategic and forward-looking approach. In fact, the success and progress of organizations in the present era largely depends on their ability to identify, attract, develop and retain specialized, committed and talented employees; which has doubled the importance of “strategic succession planning” (Rothwell, 2010; Sanjideh et al., 2022; Bano et al., 2022; Toukali et al., 2024). Meanwhile, the increase in labor turnover and the desire of competent individuals to migrate or choose career paths that are commensurate with their competencies and talents have led organizations to continuously compete with each other to attract, develop, and retain elite human resources (Sanjideh et al., 2022). Experience shows that failure to identify, promote, and retain talented individuals can lead to the departure of these employees from the organization and disrupt the process of achieving macro goals. On the other hand, timely identification of competent replacements for key positions not only protects the organization from the consequences of retirement, resignation, transfer, or other reasons for leaving the service of key personnel, but also ensures the organization's dynamism, flexibility, and adaptability to environmental changes (Bano et al., 2022). In this regard, succession planning is considered a strategic tool to ensure the sustainability of the organization and the continuity of missions. A distinctive feature of modern succession planning is a meritocratic and talent-based approach to selecting and developing successors. According to this approach, organizations should have a written plan not only for senior management, but also for all risky job levels to prevent knowledge and operational gaps from emerging in times of crisis (Bano et al., 2022; Janahmadi et al., 2022). Meritocracy and talent-based are two essential components of this approach; because relying on the competence, capacity, and competence of individuals guarantees the quality and effectiveness of replacements in critical positions of the organization. Given that the process of identifying and selecting talents requires the use of precise and scientific tools and mechanisms, succession management is not simply an administrative procedure, but rather a dynamic, interactive, and multifaceted system that covers all dimensions and components of the organization's human capital with a systemic approach (Feyzi et al., 2021). In addition, the importance of succession planning has been repeatedly emphasized in published studies. Khodaparast et al. (2024) examined the dimensions and processes affecting succession planning in educational organizations in a study. A review of these studies shows that the issue of succession planning has also gained a prominent position in domestic literature and doubles the need to design indigenous and meritocratic models. Accordingly, the present study seeks to answer this question: How is the design of a succession planning model based on individual talent with a meritocratic approach in the Cooperative, Labor and Social Welfare Organization of East Azerbaijan Province? Theoretical Framework Succession Development Succession development is defined as a structured and strategic process in organizations that aims to identify, evaluate, and develop talented employees in order to prepare them to assume key positions in the future. (Phillips, 2020). Meritocracy The meritocracy perspective, which is rooted in social justice theories, emphasizes that the selection of individuals for organizational positions should be based on their actual qualifications, capabilities, and competencies (Young, 1958; Bano et al., 2022). Bahramzadeh (2025) conducted a study aimed at presenting a model of the effectiveness of succession development with a fourth-generation approach in universities in the central organization of Islamic Azad University. The findings showed that 32 factors were identified in four dimensions of personal competencies, professional competencies, specialized skills, and talent management. The results of confirmatory factor analysis indicated that all dimensions and components had appropriate validity and reliability and the proposed model can be used as a comprehensive model for succession planning in fourth-generation universities. Sarlak et al. (2023) designed a succession planning model with an emphasis on talent management in Semnan Water and Wastewater Company. The findings showed that the model includes causal conditions (support from senior management, organizational strategy), contextual conditions (organizational culture and structure), intervening conditions (laws and financial resources), strategies (identification and development of talents), and outcomes (performance improvement and risk reduction). Research methodology The research method was conducted as an exploratory mixed method. In the qualitative section, data were collected through 15 semi-structured interviews with experts in the fields of human resources, public administration, and human capital development and analyzed using the Brown and Clark content analysis method. In the quantitative part, data from 177 questionnaires completed by employees and managers of the organization were used to test the model. Research findings Thematic analysis technique was used to analyze the data. The results of the thematic analysis showed that talent-based succession planning includes eight main categories: ethical and professional commitment, organizational structure and processes, professional competencies, individual competencies, managerial competencies, leadership competencies, organizational culture, and talent management. The quantitative findings also indicated that "ethical commitment" and "individual competency" are most important, and "talent management" is least important. In addition, the results of structural equation modeling confirmed the appropriate fit of the proposed model. Finally, the designed model can be a scientific and indigenous framework to promote the succession planning system in public sector organizations and lead to improved organizational efficiency and sustainability by strengthening meritocracy and developing talents. Conclusion The present study aimed to design a talent-based succession model with a meritocracy approach in the Cooperative, Labor and Social Welfare Organization of East Azerbaijan Province. The results of this study are consistent with the results of Rothwell (2010), Bano et al. (2022), Tavakoli et al. (2024), Zayer Hojagan et al. (2022), Hudiyah et al. (2025), Clarke et al. (2024), Ebrahimi & Daneshnejad (2022), Idriss (2025), Coffie et al. (2024), Musale (2025), Najafi et al. (2021), Sarlak et al. (2023), and ScottMadden (2025). Based on the research results, the following suggestions are made: Establish a talent management unit and design a successor bank for key jobs. Utilize scientific tools such as assessment centers, competency tests, and 360-degree evaluations. Design and implement future leader development programs including specialized training, mentoring, and challenge projects

Abstract Abstract The aim of this study is to present a model for policy-making for employee empowerment at Payam Noor University with a data-based approach. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the study includes specialists and experts familiar with the issues of policy-making for employee empowerment. Sampling in this study was of the snowball type. Based on the subject of the desired data, semi-structured interviews were collected and sampling continued until theoretical sufficiency and saturation. The information obtained was analyzed with Nvivo software. The results showed that the employee empowerment policy-making model with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). Introduction Human resources, as the most valuable organizational resource, are the center of organizational approaches and activities and play a fundamental role in achieving the goals and ideals of the organization (Alirezaei &Babaei Meybodi, 2020). A prerequisite for a developed society is to have developed organizations, and developed organizations gain their strength and success through empowered human resources. Empowerment makes employees feel more responsible for better performance in the organization (Greasley, et al., 2008). Empowering employees allows managers to benefit from the knowledge, experience, energy, skills, and motivation of the organization's people (Dickson and Lorence, 2019). Since empowerment is a strategy, its prerequisites must be provided and practical strategies and actions must be used to implement it in the organization. Therefore, paying attention to organizational intelligence capabilities and interpersonal relationships in improving employee empowerment is considered vital (Miidom, et al., 2022). Despite the increasing interest in empowerment studies, there are still research gaps in the literature. First, given the dynamic nature of organizations and work groups, there is a need to understand what is happening and examine relationships from a dynamic and multi-level perspective. Second, the link between empowerment and the psychological contract, an implicit agreement exchange between an individual and an organization, is rarely understood; although empowerment has recently been used to explain the exchange of the employee-organization relationship. The last gap is the limited knowledge about the relationship between psychological empowerment and the quality of interpersonal interactions (Kanjanakan et al., 2023). Payam Noor University, as one of the largest higher education centers in the country, faces several challenges in the field of human resources. One of the most important of these challenges is the need to empower employees in order to increase productivity, improve the quality of services, and adapt to rapid changes in the field of education and technology. The absence of a comprehensive and integrated policy in the field of empowerment has led to the dispersion of efforts, the lack of alignment of programs, and ultimately, the failure to fully realize organizational goals. Payam Noor University lacks a comprehensive and localized model for empowering its employees, which leads to a lack of complete productivity, reduced job satisfaction, and a lack of compliance with the university's current needs. Paying attention to the specific structure of Payam Noor University (such as geographical dispersion and diversity of human resources), this research helps to increase productivity, improve the skills and motivation of employees, and ultimately achieve the university's goals. To achieve this goal, in the research process, using a qualitative method and also having the views of experts, an attempt is made to answer the question: What is the model of policy-making for empowering employees at Payam Noor University with a data-based approach? Theoretical foundations of the research Empowerment The history of the first definition of the term empowerment dates back to 1788, in which empowerment was understood as the delegation of authority in one's organizational role, which should be granted to the individual or seen in his organizational role. The word Empower in the Oxford Dictionary means "to strengthen, to authorize, to provide power, to be able to". In the specific sense, it means empowering and giving freedom of action to individuals to manage themselves, and in the organizational sense, it means changing the culture and courage in creating and leading an organizational environment. In other words, empowerment is the design and construction of the organization in such a way that individuals, while controlling themselves, are also prepared to accept more responsibilities (Abbasgholizadeh, & Alirezaei, 2020). Although the term empowerment has been used very widely in the management literature, there is no clear meaning of it and researchers have not provided a common definition for it. Empowerment means designing a structure in such a way that individuals, while controlling themselves, achieve sufficient growth to accept greater responsibilities in the future (Mirmohammadi et al., 2016). In the empowerment process, the manager helps employees to acquire the necessary capabilities for career maturity and self-leadership (Hamszare et al., 2017). Human resource empowerment is a new approach to intrinsic job motivation that, by releasing the internal forces of employees, causes the flourishing of individuals' talents and competencies (Shahravi, 2021). Research Background Sadeghi (2025) conducted a study to investigate the effect of organizational trust, employee empowerment, and organizational citizenship behavior on improving employee performance in Bandar Abbas Municipality. This study is descriptive-analytical and data were collected through a standard questionnaire. Confirmatory factor analysis-structural equation methods were used to analyze the data. The results of the study show that organizational trust and employee empowerment have a direct and significant effect on improving employee performance. However, organizational citizenship behavior did not show a significant effect on employee performance. The findings indicate that creating mutual trust between employees and managers and providing empowerment conditions can lead to increased productivity and better employee performance. Tretiakov et al. (2023) conducted a study titled “Investigating Employee Empowerment and Human Resource Flexibility in Small and Medium-Sized Information Technology Companies.” The results showed that employee empowerment has a significant impact on four dimensions of human resource flexibility (skill flexibility, communication flexibility, behavioral flexibility, and cognitive flexibility), and flexibility is an appropriate approach to responding to environmental uncertainty and is a capability to react or respond appropriately to environmental needs. Skill flexibility emphasizes the willingness and ability to adapt to changes, especially in how and when to do work. Communication and behavioral flexibility enable employees to manage and solve problems by understanding the differences between themselves and others. Cognitive flexibility causes a person to change their thinking from old situations to new situations, overcome common responses or thoughts, and adapt to new situations. Zarei et al. (2025) conducted a study entitled "Designing a Manager Empowerment Model in Tehran Municipality". The results showed that the variables of participation, leadership, goal setting, planning, organization, allocation of resources and facilities, creativity, having team competence and adequacy, having a sense of empathy and communication, technical and specialized skills, knowledge and awareness have a significant relationship with the empowerment of managers in the southwest Tehran Municipality. Empowering managers is one of the effective tools for increasing employee productivity and optimal use of their individual and group capacities and abilities in line with organizational goals. Research Methodology The present study is applicable-developmental in terms of the type of purpose, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the study includes specialists and experts familiar with employee empowerment policy issues. Sampling in this study was snowball type. Based on the subject of the desired data through preliminary studies, semi-structured interviews were collected and sampled until theoretical sufficiency and saturation were reached. After conducting 18 interviews, data analysis indicated that new data was not added to the previous data, because a high percentage of the data extracted from the last interviews was repetitive. Therefore, after conducting 18 interviews and reaching theoretical saturation, the interviews were ended and to ensure the transferability of the research findings, three experts outside the research were consulted. Research findings In the qualitative part of the research, taking into account the opinions of experts and experts, compiling and extracting all interviews and using the grounded theory approach (open coding, axial coding and selective coding) and based on the paradigmatic model (causal conditions, axial phenomenon, background conditions, mediating conditions and strategies), a model for setting a line and policy for employee empowerment was designed using the Nvivo qualitative analysis software. The results showed that the employee empowerment policy-making model with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowerment, optimizing and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). Discussion and Conclusion The aim of this study was to present a policy-making model for empowering employees at Payam Noor University. The results showed that the policy-making model for empowering employees with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowerment, optimizing and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). These findings are somewhat consistent with the results of Khalili Esnaki (2021) and confirm the results of this study. Based on the findings of the study, it is recommended: Focus on developing leadership competencies and creating a participatory organizational culture. Leaders should strengthen their leadership competencies and involve employees in decision-making by providing the necessary training and creating learning opportunities. Also, creating a fair and transparent reward and incentive system can increase employee motivation for progress and innovation. In addition, providing the necessary resources and facilities to perform tasks and providing career development opportunities helps employees improve their skills and work more effectively. Finally, creating open and transparent communications between employees and leaders helps build greater trust and cooperation and provides the basis for employee empowerment.

Abstract Abstract
The aim of this study is to validate the employee job enthusiasm model of the Petrochemical Terminals and Tanks Company. The present study is applicable in terms of its purpose and is a survey in terms of its nature and method. The statistical population of the present study includes employees of the Petrochemical Terminals and Tanks Company in the city of Asaluyeh, whose sample size was 205 people using the Cochran formula and simple sampling method. The collection tool in the present study is a researcher-made questionnaire. Confirmatory factor analysis using SPSS and LISREL software was used to analyze the findings. The findings showed that the "cognitive enthusiasm" dimension includes four subscales of professional development path, cognitive understanding, foresight, and resilience. The “emotional passion” dimension includes intrinsic motivation, positivity, effective financial incentives, and effective non-financial incentives; and the physical-psychological passion dimension includes managing job pressures, overcoming physical challenges in the workplace, and physical and mental balance; and the social passion dimension includes social approval, social interactions, and a supportive workplace; and the moral-value passion dimension includes approval of a sense of responsibility, moral impact, and the desire to do meaningful work.
Introduction
Today, due to economic issues and problems, employees face multiple work pressures and role conflicts in the organization, which often put a lot of work pressure on them. Therefore, the emphasis on promoting employee passion and enthusiasm is constantly increasing in workplaces (Ismaili, 2025). In recent years, researchers in the field of public administration have tested various job design methods such as job enrichment and job development methods, which clearly aim to identify the attitudinal and behavioral consequences of employees. This issue has gained particular importance in public administration discussions. The result of job design methods on human resources is the fact that often individual outcomes are considered, which is partly due to the nature of job designs. On one hand, in today's competitive market, most organizations face great challenges in retaining their valuable employees. Therefore, these employees face pressure and efforts from managers to stay in this job or profession (Tabaszewska & Sokołowska, 2019). On the other hand, job satisfaction is one of the key factors of job success that causes employees to show the best job performance. A high level of employee job satisfaction can lead to the growth of the company's economic situation, as employees will work hard for themselves and their company. Job satisfaction is a phenomenon that results from the level of happiness and satisfaction of employees with their work and its environment and leads to a high level of job engagement (Olsen, 2025).
Although employee engagement has many benefits, there is evidence that many employees in organizations do not have the necessary and sufficient engagement. Studies show that a high percentage of employees in workplaces suffer from burnout. For example, the results of a study conducted by Parker et al. (2023) showed that more than 60% of employees in some industries regularly experience symptoms of burnout. Studies show that many employees are not satisfied with their jobs. The results of a survey conducted by Gallup (2021) showed that only 15% of employees globally feel engaged, enthusiastic, and satisfied with their work. Employees who are less engaged are likely to be more likely to be absent from work. The results of a study conducted by Halbesleben (2010) showed that employees with low engagement are 37% more likely to be absent than employees with high engagement. According to the above, the main question of the present study is: how can the model of employee job engagement in a petrochemical terminal and storage company be validated?
Theoretical foundations
Job engagement
The concept of job engagement was proposed by Kahn (1990) and Li (2016). The term job engagement means the participation of employees in their work. The term job engagement may mean the connection of individuals with the body in which they work (Ali et al., 2021). The level of enthusiasm, attachment, and desired involvement with the job is job engagement. Job engagement means that employees are physically engaged, cognitively alert, and empathetically communicate with other people in the organization (Decuypere & Schaufeli, 2020).
Cheng (2024) examined the role of chain mediation of innovative self-efficacy and coordinated enthusiasm between reciprocal leadership and employee innovative behavior. Ambidextrous leadership is positively related to employee innovation behavior, while innovative self-efficacy and harmonious work engagement play a mediating role. Further analysis confirms that innovative self-efficacy and harmonious work engagement play a dual mediating role in the chain between ambidextrous leadership and employee innovation behavior, while Zhong-Yung thinking plays a moderating role between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work engagement.
Gerami & Malekshahi (2023) investigated the relationship between servant leadership style and employee performance and job engagement (case study: Mobarakeh Steel Company, Isfahan). They showed that job engagement plays a mediating role between job motivation and innovative behavior, as well as between servant leadership style and job performance. 
Research Methodology
The present study is applicable in terms of purpose and is of survey type in terms of nature and method. The statistical population of the present study includes employees of Petrochemical Terminals and Tanks Company in Assaluyeh city, whose sample size was 205 people using the Cochran formula and simple sampling method. The collection tool in the present study is a researcher-made questionnaire.
Research findings
Confirmatory factor analysis was used to analyze the findings using SPSS and LISREL software. The findings showed that the "cognitive enthusiasm" dimension includes four subscales of professional development path, cognitive understanding, foresight, and resilience. The "emotional passion" dimension includes intrinsic motivation, positivity, effective financial incentives, and effective non-financial incentives; and the physical-psychological passion dimension includes managing job pressures, overcoming physical challenges in the workplace, and physical and mental balance; and the social passion dimension includes social approval, social interactions, and a supportive workplace; and the moral-value passion dimension includes approving a sense of responsibility, moral impact, and the desire to do meaningful work.
Conclusion
The present study was conducted with the aim of validating the job passion model of the employees of the Petrochemical Terminals and Tanks Company. The findings of the present study are consistent with the results of Shao (2023), Dehghanpour Farashah et al. (2021), Tang & Li (2021), Yaghoubi et al (2022), Gerami & Malekshahi (2024), Keshavarz & Sadeghi (2023) and Hosseinian et al. 2025).
Based on the results of the study, the following suggestions were made:
It is suggested that the organization provide employees with opportunities to participate in projects with a medium to high level of difficulty in line with their interests and skills.
It is suggested that the organization define a multi-stage reward system that provides financial rewards for achieving certain levels of individual or team goals. Employees who perform well or play a key role in a particular project should be allowed to work with flexible working hours on some days or do part of their work remotely. For example, a graphic designer could complete a project at home at night and only be physically present for the final presentation. This type of flexibility greatly increases non-monetary motivation. When new employees first arrive, or when implementing organizational changes, people may experience psychological stress.

Abstract Abstract This study was conducted with the aim of investigating the analysis of the indigenous model of in-service training based on cultural needs assessment. The research method is applicable in terms of its purpose, quantitative in terms of implementation method, and descriptive-correlational in terms of nature and method. The statistical population in this study consists of employees of the Ministry of Culture and Islamic Guidance, as many as 1489 people. The sample size was determined as 305 people based on the Cochran formula. A standard questionnaire based on a 5-point Likert scale was used to collect research data. The content validity of the tool was confirmed by specialists and experts, and Cronbach's alpha and composite reliability were used to measure the reliability of the tool. By distributing the questionnaire, the validity of the tool was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all variables must be greater than 0.5. SPSS and PLS software were used to analyze the data. The research findings show that media literacy training plays a key role in the in-service training of the Ministry of Culture and Islamic Guidance. These findings emphasize that targeted and prioritized investment in training programs effectively increases organizational efficiency and capacity. Introduction Today, training and development are essential for organizations, because providing training is time-saving and cost-effective. Due to global and technological development, organizations are currently facing new challenges (Brière et al., 2024). Technological advances in industries have shaped the needs of competencies and capabilities required to perform a specific job (Yan & Hu, 2022). To face these changes and challenges, more effective and improved training sessions are needed by all companies. In this regard, human resource management focuses on four main tasks including attracting, retaining, developing and motivating employees (Tahtalioglu, 2026). Among these tasks, retaining employees as a key factor in their motivation and commitment to continue their activities, and also, developing human resources through training and continuous learning programs can help change employee behavior and improve their performance (Dortaj et al., 2024). Previously, few studies have been able to examine the impact of the interdependence between productivity, profitability and training. It is important for organizations to design useful training programs very effectively and carefully (Jong, Sim & Lew, 2019). The result of the study by Dearden et al. showed that there is a significant relationship between training and productivity. Hanson used the OLS difference approach to find the relationship between profitability and training, the results of many studies showed that training and development have a positive effect on various dimensions of company performance: product development, product quality, sales growth and market share (Elahi, Ahmad & Aamir, 2022). Muhammad et al. (2021) pointed out that training and development improves employee performance, which ultimately leads to project success in the organization. The findings of Farahmand's research also show that in-service training has had a significant impact on increasing employee knowledge and skills, but has not been effective in improving their job satisfaction (Sirghani et al., 2023). The Ministry of Culture and Islamic Guidance also needs a new human resource management model. Global pressures, cultural invasion, etc. have created problems related to the activities of the Ministry of Culture and Islamic Guidance, which have jeopardized the effectiveness of their performance. On the other hand, considering that the Ministry of Culture and Islamic Guidance has extensive access to human capital to create a competitive advantage, resorting to old methods of human resource management does not allow the use of all the potentials available in the organization, and therefore, new models of human resource management should be considered by the officials of the Ministry of Culture and Islamic Guidance. Hence, the intellectual concern of the researcher led to the question: how to analyze the indigenous model of in-service training based on cultural needs assessment?  Literary Foundations In-service Training In-service training, as one of the essential components of human resource development, plays an important role in improving the professional competencies of employees and improving organizational performance (Dolarmi et al., 2024). In today's world, where technological changes, the complexity of job tasks, and stakeholder expectations are rapidly increasing, pre-service training alone does not meet the professional needs of employees, and continuous learning in the form of in-service training has become an inevitable necessity (Motavaseli, Norouzi & Hassani, 2022). Researchers consider in-service training to be a systematic and continuous process that is implemented after hiring individuals and during the employment period with the aim of updating knowledge, improving skills, and modifying job attitudes and behaviors (Noe, 2020). Hossein et al. (2025) studied "The effect of developing in-service training on the job empowerment of Army Ground Force employees with the mediating role of motivation in line with the applicability of the Second Step of the Revolution Statement". The results showed that the development of in-service training has a positive and significant effect on the motivation and job empowerment of employees and motivation on the job empowerment of Army Ground Force employees. Finally, considering the mediating role of motivation, these 3 categories should be paid attention to simultaneously and with systemic thinking in line with organizational productivity. Beige et al. (2025) conducted a study entitled "Investigating the effect of in-service training on teachers' professional development: Analysis of components, contextual factors and patterns". The results of the study showed that the effectiveness of in-service training courses should not be limited solely to the field of teachers' professional knowledge, but these courses also have an impact on other aspects of teachers' professional development, including how to communicate with students and colleagues, as well as their practical skills and critical thinking, and will lead to its improvement. Research Method This research is applicable in terms of purpose, and descriptive-correlational in terms of method. The statistical population is all employees of the Ministry of Culture and Islamic Guidance, which are approximately 1489 people according to the information of the Ministry of Culture and Islamic Guidance system. The sample size was estimated to be 305 people based on the Cochran formula. To collect data, a researcher-made questionnaire on a five-point Likert scale was used. To examine the validity of the instrument, content validity (opinion from experts) was used and its validity was confirmed. Then, by distributing the questionnaire, the validity of the instrument was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all research variables must be greater than 0.5. In order to test the research hypotheses, structural equation modeling was used in the context of smart pls2 statistical software. Research findings The research findings showed that all components of cultural education and cultural crisis management have a positive and significant impact on improving in-service training. The components of media and digital literacy training, cultural diversity and pluralism management training, and cultural crisis management training have the greatest impact on organizational performance, while cultural standardization and indexing and professional ethics and responsibility training have had a lesser impact. Also, the components of mental health, innovation in cultural management, and training in Iranian-Islamic values ​​and national identity have had a significant impact. These results emphasize the necessity of designing practical, continuous, and prioritized training programs to improve the efficiency and organizational capacity of cultural institutions.  Conclusion and Discussion The research findings showed that teaching Iranian-Islamic values ​​and national identity plays a fundamental role in cultural cohesion and strengthening the sense of social belonging. This result is consistent with the studies of Avalos (2021), which emphasize that systematic teaching of cultural and identity values ​​can lead to the formation of sustainable attitudes and responsible behaviors in individuals. Also, the research of Armstrong & Taylor (2023) shows that neglecting indigenous identity in educational programs provides the basis for weakening cultural capital and increasing the identity gap; therefore, the emphasis of this study on targeted teaching of values ​​confirms and strengthens previous findings. Regarding cultural education techniques, the results indicate that participatory, experience-based, and social interaction-based methods are more effective than traditional methods. This finding is consistent with the literature on adult education and cultural learning, which considers active learning to be the main factor in the internalization of cultural concepts. Studies by Knowles et al. (2020) have also shown that the use of interactive and scenario-based activities increases cultural understanding and acceptance of values. In the context of education on laws and regulations in the field of culture, the results of the study show that cultural legal awareness increases responsibility and reduces deviant behavior. This result is consistent with research that considers legal education as a prerequisite for effective cultural governance and informed citizen participation (Armstrong & Taylor, 2023). Previous studies also emphasize that the lack of coherent legal education in the field of culture leads to subjective interpretations and cultural conflicts. Findings on cultural standardization and indexing showed that the existence of specific indicators allows for the evaluation, comparison, and improvement of cultural activities. This result is consistent with the views of Garavan et al. (2022), which emphasize data-driven and measurable. Research by Rahnavard et al. (2021) has shown that the lack of cultural indicators makes cultural decisions opaque and ineffective. The results show that cultural education will not be sustainable without a system of feedback and continuous correction. This finding is consistent with the studies of Ernst et al. (2023), which state that learning is valuable when it leads to behavior change and performance improvement. Regarding professional ethics and responsibility education, the results showed that this component plays an important role in promoting professional behaviors and social trust. This finding is consistent with the studies of Armstrong & Taylor (2023), in the field of mental health and resilience, the findings showed that cultural education can indirectly strengthen the psychological resilience of individuals. This result is in line with the new literature on socio-emotional education, which considers mental health as a prerequisite for sustainable cultural participation. Research by Avalos (2021) also emphasizes that ignoring mental health in cultural programs reduces the effectiveness of other education. Findings related to the economy of culture show that teaching the economic concepts of culture can create an instrumental-developmental attitude towards cultural activities. This result is in line with the studies of Garavan et al. (2022), which introduce culture as a source for sustainable development and job creation. In the innovation component in cultural management, the results showed that the use of technology and innovative approaches increases the effectiveness of cultural education. This finding is consistent with the findings of Armstrong & Taylor (2023). Regarding cultural crisis management education, the results indicate that scenario-based education and prior preparation increase the ability to face identity and media crises. This finding is consistent with the research of Abi (2020), which considers education to be the most effective tool for reducing cultural harm. In the field of media and digital literacy education, the results showed that this component plays a key role in strengthening critical thinking and reducing media harm. This result is consistent with the studies of Avalos (2021). Finally, the results related to diversity and cultural pluralism management education showed that education strengthens acceptance of differences, social cohesion and cultural coexistence. This finding is consistent with the results of Abi (2020).

Abstract Abstract The present study aims to identify and explain the legal and administrative factors affecting human resource retention in government organizations. The method of this research is applicable in terms of purpose, descriptive-survey in terms of nature and method, and mixed (qualitative-quantitative) in terms of implementation in an inductive-deductive approach. The statistical population in the qualitative section includes 14 professors of human resource management and law, and the sampling is purposeful. The statistical population in the quantitative section is middle and senior managers of government organizations in Tehran, which was determined using non-probability sampling to a sample size of 38 people. To collect information was a semi-structured interview in the qualitative section, and, a paired comparison questionnaire in the quantitative section. MAXQDA software was used to analyze the findings, and Fuzzy Delphi was used for ranking. The results of the study indicate that a fair payment system in laws, the right to legal promotion and advancement, job security based on the law, determining salaries and benefits based on a unified and approved government schedule, legal protections in critical situations, and equality and prohibition of legal discrimination were raised as the most important legal factors that organizational managers need to pay more attention to. Also, continuous professional development, career planning, use of technology to reduce bureaucracies, data-driven human resource management, and flexibility in working hours are among the most important administrative factors affecting human resource retention in government organizations. Introduction Today's organizations face major challenges in retaining their workforce, which is essential for continued employee participation and improving the organization's productivity, growth, and success (Bhasin, 2025). In this changing environment, employees look beyond salaries and benefits; they seek to chart a future for their organization. Factors such as HRM strategies, career development, training opportunities, benefits, networking, job titles, and external labor market conditions influence employees’ decision to stay with a company. Therefore, companies should develop HRM policies and practices that simultaneously support employee growth and organizational success. The long-term survival and growth of an organization depends significantly on maintaining a committed, focused, and innovative workforce (Mahmood et al., 2025). This is especially critical in the service sector (Urme, 2023). Recruiting and continuously training new employees is a challenge for HRM teams, especially when organizational effectiveness depends on employee loyalty. Employee retention is a major concern for businesses operating in a highly competitive landscape (Mohapatra & Nayak, 2017). With the constant need for skilled and experienced employees, companies must implement effective strategies to attract and retain talent (Çakıcı et al., 2015). Human resource retention refers to an organization’s ability to retain its workforce by implementing strategies that encourage employees to commit to the long term and ultimately support the company’s sustainable success (Li et al., 2025). Organizations with a stable workforce tend to perform better operationally, enhance their human capital, and increase their return on assets by reducing turnover rates (Luthans et al., 2024). The impact of various factors on human resource retention is well known. As shown by Lin et al. (2024), there is a significant relationship between human resource management strategies and human resource retention, and many companies consider human resource management activities essential for human resource retention. Previous research has shown that strategies such as competitive salaries, performance appraisals, and career development have a positive impact on employee retention (Huselid, 2018). Therefore, the main research question is: how can the legal and administrative factors affecting employee retention in public organizations be identified?  Theoretical Framework Employee Retention Employee retention is a critical aspect of organizational success. This includes strategies to encourage employees to stay with the organization for a long time (Setiawan & Hastuti, 2022; Krishnamoorthy & Aisha, 2022; Elsafty & Oraby, 2022). Employee retention refers to “various policies and practices that allow employees to stick with an organization for a longer period of time.” Intention to leave is the employee’s voluntary decision to leave the employment relationship (Arendt & Grabowski, 2022). Mehmood et al. (2025) investigated the impact of HRM practices on employee retention. The results show that HRM stewardship, reassuring teamwork, responsiveness, and supportive behavior significantly increase employee loyalty and retention. Furthermore, it was found that organizational citizenship behavior plays an important role in this dynamic by mediating to some extent the relationship between HRM practices and employee retention. Building on social exchange theory, these findings improve theoretical frameworks and real-world applications in similar socio-economic contexts by providing valuable insights for improving HRM strategies to better retain employees by fostering organizational citizenship behavior. The results of this study also provide useful information on how to improve HR practices to increase employee retention by encouraging organizational citizenship behavior, which increases our theoretical and practical knowledge about successful HR tactics in similar socio-economic environments. This study also seeks to provide practical suggestions for HR managers and corporate executives to create an environment that fosters social responsibility and teamwork, and increases human resource retention and long-term success. Shahriari et al. (2024) investigated the evaluation of strategic factors affecting employee retention policies in government organizations. The findings indicate that organizational commitment, job satisfaction, internal learning ability, and job commitment have a significant impact on administrative innovation in the judiciary. Finally, administrative innovation has an impact on the retention of employees in the judiciary. Research Methodology The method of this research is applicable in terms of purpose, descriptive-survey in terms of nature and method, and mixed (qualitative-quantitative) in terms of implementation in an inductive-deductive approach. The statistical population in the qualitative section includes 14 professors of human resource management and law, and sampling is purposeful. The statistical population of the quantitative part is middle and senior managers of government organizations in Tehran, which was determined using non-probability sampling to a sample size of 38 people. A semi-structured interview was used to collect information in the qualitative part, and a paired comparison questionnaire was used in the quantitative part. Research findings MAXQDA software was used to analyze the findings and Fuzzy Delphi was used for ranking. The research results indicate that a fair payment system in laws, the right to legal promotion and advancement, job security based on the law, determining salaries and benefits based on the approved and unified government table, legal protections in critical situations, and equality and prohibition of legal discrimination were raised as the most important legal factors that organizational managers need to pay more attention to. Also, continuous professional development, career planning, the use of technology to reduce bureaucracies, data-driven human resource management, and flexibility in working hours are among the most important administrative factors affecting human resource retention in government organizations. Conclusion The present study was conducted with the aim of identifying and explaining the legal and administrative factors affecting human resource retention in government organizations. The results of this study are consistent with Mehmood et al. (2025), Shahriari et al. (2024), Suprayitno (2024), Gelencser et al. (2023), Ghani et al. (2022), Chatzoudes & chatzoglou (2022), Kamalaveni et al. (2019), and Singh (2019). Mehmood et al. (2025) showed that HRM management prudence, reassuring teamwork, responsiveness, and supportive behavior significantly increase human resource loyalty and retention. In addition, it was found that organizational citizenship behavior plays an important role in this dynamic by mediating to some extent the relationship between HRM practices and human resource retention. Based on social exchange theory, these findings improve theoretical frameworks and real-world applications in similar socio-economic contexts by providing valuable insights for improving human resource management strategies for better employee retention by enhancing organizational citizenship behavior. Based on the research results, the following recommendations were made: • Implementation of integrated electronic systems is essential to reduce bureaucracy and expedite administrative matters, including automation of personnel file processes, online request registration systems, and transparent communication platforms that save time and reduce dissatisfaction caused by excessive administrative procedures. • Establishment of a continuous monitoring mechanism is essential to ensure fairness in payments at all organizational levels.