Management and Educational Perspective

Abstract Abstract
The purpose of this research is to identify the educational components of technology commercialization of universities with meta-composite method. This research is qualitative in terms of the method of data collection; and a meta-composite approach in terms of the research implementation method. The statistical population of this research includes 110 documented articles, which were adjusted to 86 and 30 during three stages of screening and refinement, and finally to 15 articles related to the educational components of commercialization of technology in universities, and were identified by the method of metacombining the components related to commercialization of technology of Universities. The findings of the research are based on 21 final reviewed articles out of 110 initial articles, which lead to the extraction of 20 concepts and open codes for the commercialization of universities' technology and 4 core codes including: 1- Hardware 2- Software 3- Brainware 4- Organization-software. At the end of the research, it is suggested that the authorities, with a more detailed understanding of the underlying conditions and factors of success in technology commercialization in universities, should formulate policies and design effective implementation plans.
Extended abstract
Introduction
Commercialization is a process that transforms ideas, research results or inventions from the academic sector into marketable products, services and processes. The nature of the commercialization process requires the participation of the academic sector and the industry sector in transforming research results into innovation in the market, and during this process, the results of research in different stages of its development are exchanged and transferred between these two sectors (Ghaffari & Hesami, 2017). Commercialization is an important part of the innovation process without which no product will successfully enter the market. Creating platforms for the supply of knowledge and technology, in addition to providing significant economic values ​​for organizations, leads to the economic and technological growth of society. One of the main reasons for the speed of technological progress and development in industrialized countries has been the attention to the commercialization process of those countries (Safari, 2018). Commercialization includes all the activities required to convert an idea, technical knowledge, work method, practice, process, product, service, organizational form, technology or a combination of any of these capitals into value-creating opportunities (Asadi et al. 2023). The process of development and commercialization of new technology is not a simple and linear process, but a very complex one that requires the role of different actors with different capabilities. The commercialization process requires skills such as: product development, market evaluation, market strategies, etc. (Musaei, 2008).
As knowledge storage bases, universities have paid special attention to the development of science, and senior managers have always thought about academic thinking. Economic progress based on knowledge must demand new innovation methods and new struggles. Beyond their traditional role as an educational institution, universities have always helped companies to reach developed industries (Kalar & Antoncic, 2015). Therefore, this research has identified the educational components of technology commercialization of universities, and as a result, the main question of the research is: what are the prominent, central, and common educational components that can be counted regarding the commercialization of technology of universities?
Theoretical framework
Commercialization of technology
Commercialization is the process of transforming science and technology, new research, or an invention into marketable products or industrial processes. This can be done by existing companies or by creating new companies. Successful commercialization leads to product innovation and process innovation. It follows from the above definitions that commercialization is the process that transforms the idea, research result or invention from the academic sector into marketable products, services and processes (Jameson & O'Donnell, 2015). Other experts consider commercialization as the process of transforming technology into economically successful products. Commercialization is the process of transferring and transforming knowledge produced in research centers into various commercial activities. Also, commercialization has been considered as the process of transforming science and technology, new research, and invention into a product or industrial process that can be presented to the market (Hashemnia et al, 2009).
Education
Education as one of the pillars of development is closely related to employment in the society. As a dynamic system, the university plays the role of guidance and leadership of people's intellectual participation in the administration of society (Archer et al, 2008).
Sufi et al, (2024) investigated the identification of factors affecting the commercialization of the products of knowledge-based companies based in science and technology parks and growth centers. The results of the research showed that the model designed with 14 indicators were identified including causal conditions (management factors, information factors, financial factors), background conditions (laws and regulations, technological capabilities), core category (market factors, product factors), strategies (strengthening interactions, marketing and sales capabilities), outcomes (economic development, knowledge-based economy, entrepreneurship development), intervening conditions (individual factors, cultural-social factors), explaining the components of commercialization of products of knowledge-based companies. Barzegari & Aghajani (2024) investigated the cultural barriers of knowledge commercialization in universities. Through the study and analysis of the conducted research, it was found that the most important obstacles to the commercialization of knowledge in universities can be found in having views and beliefs of: lack of trust, lack of commitment to change, not accepting the team group, and lack of exchange of ideas and information..
Research methodology
This research is qualitative in terms of the method of data collection; and a meta-composite approach in terms of the research implementation method. The statistical population of this research includes 110 documented articles, which were adjusted to 86 and 30 during three stages of screening and refinement, and finally to 15 articles related to the educational components of commercialization of technology in universities, and the components related to commercialization of technology of universities were identified by the method of metacombining.
Research findings
The data analysis is a meta-composite method, and the research findings are based on 21 final reviewed articles out of 110 primary articles, which lead to the extraction of 20 open concepts and codes for the commercialization of university technology and 4 core codes including: 1- hard Software 2- software 3- software 4- organization software. At the end of the research, it is suggested that the authorities, with a more detailed understanding of the underlying conditions and factors of success in technology commercialization in universities, should formulate policies and design effective implementation plans.
Conclusion
The current research was conducted with the aim of identifying the educational components of the commercialization of technology in universities with the meta-combination method. The results of this research corresponds with the results of Sufi et al, (2024), Barzegari & Aghajani (2024), Asadi et al, (2023), Davodi & Naderi Yeganeh (2022), Audretsch & Belitski (2021), Nawzad et al, (2019), Wynn & Jones (2017), and Rhoades & Stensaker (2017). Barzegari & Aghajani (2024) reached these results that the most important obstacles to the commercialization of knowledge in universities can be found in having views and beliefs of: lack of trust, lack of commitment to change, not accepting the team group, lack of exchange of ideas and information.
According to the results of the research, the following proposal is presented:
Establishing a technology and commercialization service center with the aim of providing technological and innovative services to opinionated students and professors and companies inside and outside the university can be the first step towards the commercialization of university technology. Effective communication in the workplace
Increasing educational skills and developing creativity and innovation

Abstract Abstract
The purpose of this research is the effective factors on the design of the management dashboard framework with an emphasis on the components of human resources productivity. The research method is applicable in terms of purpose, qualitative in terms of execution method, and cross-sectional survey in terms of nature. The statistical population of the research includes 15 senior managers of Mapna Company and knowledgeable academic staff members in the field of research; and the interviews continued until reaching theoretical saturation. Semi-structured interviews were used to collect information. Delphi method was used to analyze the data. The findings of the research showed that after collecting data and conducting interviews and conducting the Delphi method, 15 dimensions and 53 indicators were counted in the final model in 4 main components. Among these, group dynamics and team spirit, success motivation and talent assessment and completion of talent banks of employees, documentation and continuity in learning, creating motivation and success among employees with a weighted average of 4.9 are among the most important factors identified.
Extended abstract
Introduction
Today, fierce competition has prevailed in various jobs. Senior managers and middle managers in organizations must make decisions faster and more accurately than before. It is obvious that obtaining quick and accurate knowledge is necessary for decision-making, and as a result, effective tools such as management dashboards are included in the information technology roadmap of companies. Dashboards can easily be used as a tool to help evaluate performance and support efficient decision-making by identifying trends, patterns and anomalies in information (Vagzgo et al, 2020). It collects information gathered from all departments of the organization, which contains various sources related to various business functions. This information is combined and replicated by providing a user interface in the form of graphs, reports, visual indicators and alerting mechanisms. (Lin et al., 2023). Management dashboards are a subset of business intelligence systems, actually a new software system that help organizations achieve goals by enriching information and analyzing them. Dashboard is a set of applications such as strategy map, balanced scorecard and business intelligence to manage the performance of organizations that provides information in a specific format to decision makers (Salgado et al, 2022). In this regard, the main research question is: What are the factors influencing the design of the management dashboard framework with an emphasis on the components of human resources productivity?
Theoretical framework
Definition of productivity
In an article on the three concepts of power, production and income published in the Journal of Political Economy, productivity is defined as the concept of the relationship between the amount of product obtained in a certain period of time and the amount of factors consumed during the production of that product (Otoo, 2019).
The role and importance of manpower productivity
Measuring and evaluating productivity is a useful tool for analyzing changes in productivity over time and the causes of those changes. By measuring productivity, a producer will understand which sector or part is reducing or increasing productivity, and a country can thus compare changes in different sectors and industries. Using productivity as a standard is useful for calculating efficiency, and can guide efforts to allocate resources optimally. In this way, productivity can act as a variable in forecasting and planning. For example, it is possible to predict the total output in the future by planning the growth of the labor force and the productivity of the labor force. By comparing the productivity levels and trends with those of other countries, you can understand your success and plan to improve your position in the global market and industry. Of course, today, productivity is considered beyond a standard and as a culture and attitude to work and life, and according to economists and management thinkers, its improvement provides the main basis for economic development (Philip, 2017).
Definition of organizational dashboard
Organizational dashboards are very suitable tools for graphically displaying evaluations. Today, many softwares have been created to provide organizational dashboards that can communicate with various databases and display the results of information graphically while performing computational operations (Su, 2020). Dashboards help managers to identify trends, patterns, and visual anomalies about the business, which is important for visual information design. Several different goals are expected from the dashboard, which include consistency and stability, planning monitoring and control, and communication (Paul, 2021).
Akbari & Nazari (2023) investigated the design and validation of the model of the factors affecting the productivity of human resources with a mixed approach. The productivity of human resources was considered as the main theme, and the organizing themes and the basic themes related to the factors were also identified, and the relationships between them were shown. The path analysis test also confirmed the relationship between these factors. Human resource managers can increase the level of productivity of their human resources by identifying organizing themes and strengthening basic themes.
Lin et al, (2023) conducted a research titled management dashboard and identification of key performance indicators in the field of human resources. It resulted to counting 40 indicators in 4 areas of human resources of the General Department of Education, Human Resource Planning and Administrative Transformation (management training and development, human resource planning, human resource supply, and human resource research) and how to calculate them.
Research methodology
The research method is applicable in terms of purpose, qualitative in terms of execution method, and cross-sectional survey in terms of nature. The statistical population of the research includes 15 senior managers of Mapna Company and knowledgeable academic staff members in the field of research; and the interviews continued until reaching theoretical saturation. Semi-structured interviews were used to collect information.
Research findings
Delphi method was used to analyze the data. The findings of the research showed that after collecting data and conducting interviews and conducting the Delphi method, 15 dimensions and 53 indicators were counted in the final model in 4 main components. Among these, group dynamics and team spirit, success motivation and talent assessment and completion of talent banks of employees, documentation and continuity in learning, creating motivation and success among employees with a weighted average of 4.9 are among the most important factors identified.
Conclusion
The current research was conducted with the aim of the effective factors on the design of the management dashboard framework with an emphasis on the components of human resources productivity. The results of this research are in agreement with those of Abidi et al, (2024), Akbari & Nazari (2023), Lin et al, (2023), Salgado et al, (2022), Noori & Motadel (2022), Nikkhah (2022), Abbasi (2020), Hashemi et al, (2019), Hashemi et al, (2018), Shirdel (2013), Wagesgo et al, (2020), Bach et al, (2019), and Monte et al, (2019). Bach et al, (2019) showed that there is a significant difference between managers' willingness to take risks before and after the implementation of the management dashboard. In other words, the challenge of information overload can be managed by using management dashboards.
According to the research results, the following suggestions were made:
Recognizing and rewarding powerful employees and thereby motivating them to improve their own and other employees' performance is one of the main reasons for performance appraisal.
In job development, by removing the slowness of tasks and repetitive operations, it is tried to give more variety to the job. Personal or career development is an ongoing process of assessing the educational needs of each individual and planning to meet these needs. This process helps employees to reflect on their knowledge, performance or success; and to plan their personal and educational development.

Abstract Abstract
The aim of the current research is to identify and rank the antecedents affecting moral-emotional acting in education. This research was applicable in terms of its purpose, and was carried out with a quantitative approach with an exploratory design. The research method was descriptive-survey. The statistical population in the quantitative section included education managers of Golestan province; by stratified random sampling method, as many as 270 people. The research data collection tool included a researcher-made questionnaire, and data analysis was done through exploratory and confirmatory factor analysis in SPSS21 and PLS software. The results showed that the antecedents affecting moral-emotional acting have 2 dimensions: "individual antecedents and organizational antecedents". Individual antecedents have 3 components: "knowledge and information, personality traits, and motivation", and organizational antecedents have 4 components: "organizational culture, ethical atmosphere of the organization, organizational structure, and leadership and management". Considering the factors affecting moral-emotional acting, we can observe the growth of positive organizational behaviors and the institutionalization of ethics in the organization. According to the obtained model, there is a relationship between the exogenous variables of antecedents affecting emotional acting and the endogenous variable of emotional acting, based on the factorial path coefficients of 0.680; also according to the t-value, the effect of antecedents affecting emotional acting has become significant; therefore, there is a positive and significant relationship between the antecedent variables affecting emotional acting and emotional acting. Thus, it can be concluded that; the effect of effective antecedents on emotional acting is positive and meaningful.
Extended abstract
Introduction
The present age is the age of organizations, and the custodians of these organizations are human beings; on the other hand, emotional acting is inevitable in work environments and people in jobs whose careers depend on high social interactions are forced to hide their real feelings in some cases, and reveal the expected feelings in the profession (Lu & Guy, 2018). Research has also shown that all kinds of emotional acting strategies can increase the psychological stress of employees and this stress can lead to negative results such as job dissatisfaction and burnout. Many researchers have confirmed the role of emotional acting strategies in the occurrence of job burnout. On the other hand, emotional acting is related to job satisfaction. Noting that educational centers are one of the most important custodians of learning in the country's educational system, it is necessary for these centers to have the category of antecedents affecting emotional acting, which refers to the management and expression of feelings and emotions in the workplace. Considering the essential importance and necessity of emotional acting, goals and strategies; the targeting and development of this in educational affairs can have an impact on the ever-increasing and all-round development, and should be operationalized in the form of an efficient and practical model (Nixon et al, 2020). Now, based on the research done and considering the importance of the effect of emotional acting on many variables in the work environment, it becomes necessary to examine the factors affecting emotional acting; and on the other hand, considering the lack of previous research related to the subject and such research necessity in educational organizations increases the importance of doing this research. Since one of the most important, most effective and most extensive social organizations responsible for selecting and transferring cultural elements to the new generation of society is the education organization of each country (Ensafdaran et al, 2017); this organization is a device that is also considered as the general model of the official institutions and organizations of the society, and has played a constructive and essential role in the survival and continuity of human culture and civilization since a long time ago. The education organization is very important from the social, cultural, and economic point of view as well as providing the basis for human development and growth. From a social point of view, sociologists define education as a means of managing and controlling society, and consider it the factor of survival and durability of civilizations, and believe that human skills have increased to an unimaginable extent of the collection of knowledge, and human communication has become more complicated (Kang & Jang, 2022). Therefore, taking into account that emotional acting is the behavior derived from the goals of the organization in order to express the appropriate emotions of employees during work; as a result, it is necessary to address the category of emotional acting in education and finally, this research can be a model for similar researches in other organizations and industries. Also, each research, while being based on previous studies, can in turn contain new findings and data and be a prelude to conducting subsequent studies.
Considering the above, this research has tried to find out the main components of emotional acting by examining the characteristics of emotional acting through semi-structured interviews. Therefore, achieving this goal requires developed human resources in the future. Thus, in order to realize this ideal goal, education requires the training of human resources according to the needs of the society; human resources that can express appropriate emotions while working according to the goals of the organization. Therefore, in this research, we tried to answer this question: What is the appropriate model of antecedents affecting emotional acting in education in Golestan province?
Theoretical literature
- Antecedents affecting emotional acting: includes factors affecting management and planning to control and develop skills to express emotions according to the rules of the organization (Ensafdaran et al, 2017).
- Education: It is an educational organization responsible for the education of children and teenagers as well as the training of teachers (Hyati et al, 2023).
Kang & Jang (2022) conducted a research titled emotional labor of frontline employees towards their colleagues: the mediating role of team members' exchanges. In this research, the relationship between emotional labor of employees towards their colleagues and turnover intention was investigated by mediating the exchanges and supervisory listening, and the results showed that the relationship between employees' emotional labor towards their colleagues and the intention to leave the job is moderated by team member exchange, but the moderating effect of supervisory listening was found between surface action towards colleagues and team member exchange.
Nixon et al, (2020) in a research aimed at investigating the effect of collective values ​​(culture) at the national and individual level on emotional acting strategies and employee pressure, emotional stress, turnover goals, job satisfaction and organizational commitment showed that collective values (culture) directly and reciprocally affect the emotional acting process model. Collective values ​​(culture) were associated with higher emotional actor engagement and lower employee pressures.
Research methodology
The method of the present research is applicable in terms of its purpose, and quantitative in terms of the method of data collection. In the first stage, through a qualitative study, the indicators of moral-emotional acting were identified.
The statistical population of the research in the quantitative stage includes all education managers of Golestan province, including the heads of the general administration and their deputies, the heads of departments and their deputies, and the school principals and deputies, whose number was 902; using the method A stratified random sample, 266 people was selected for investigation.
The research data collection tool was a researcher-made questionnaire included 51 closed-ended items based on a five-point Likert scale. It measures 2 dimensions: "individual antecedents and organizational antecedents", and 7 components: knowledge and information, personality traits, motivation, organizational culture, organizational ethical climate, organizational structure, and leadership and evaluates management. Data analysis was done in the quantitative section using exploratory and confirmatory factor analysis in SPSS22 and PLS statistical software.
Research findings
In the quantitative part, exploratory factor analysis was used to identify antecedents. Kaiser-Meyer-Elkin and Bartlett proportionality tests were used to determine the adequacy and necessary conditions of the data to perform factor analysis. The findings showed that at the confidence level of 95% and the measurement error of α = 5%, the value of the KMO statistic was calculated to be more than 0.7.
According to the special values, 3 factors are extracted; because they have special values ​​greater than one. The percentage of explained variance in the last column shows that if 3 factors are extracted, 83.838% of the changes in the questions can be explained by the extracted factors.
Based on the results, it was determined that; the dimension of personal antecedents has 3 components: "knowledge and information, personality trait, and motivation", which the highest factor loading (0.928) related to question 19, and the lowest factor loading (0.699) related to question 3.
According to the special values, 4 factors are extracted; because they have special values ​​greater than one. The percentage of explained variance in the last column shows that if 4 factors are extracted, 77.537% of the changes in the questions can be explained by the extracted factors.
Based on the results, it was determined that; the dimension of organizational antecedents has 4 dimensions "organizational culture, organizational moral atmosphere, organizational structure, and leadership and management"; which the highest factor load of 0.893 related to question 28, and the lowest factor load of 0.728 related to question 7.
Discussion and conclusion
The general results of the research showed that the antecedents affecting moral-emotional acting have 2 dimensions "individual antecedents and organizational antecedents". Individual antecedents have 3 components "knowledge and information, personality traits and motivation", and organizational antecedents have 4 components "organizational culture, ethical atmosphere of the organization, organizational structure and leadership and management". It can be said that the education system needs managers who are effective actors in the direction of excellence in the management of the education system, and the tendency of the education system should be to employ such people. Ethical-emotional acting has significant effects on various organizational processes. It should be mentioned that when organizations are designed, sometimes people are ignored and most of the focus and attention is placed on its structure and design; while organizations need to design a proper structure as much as they need to achieve the set goals, they also need the moral-emotional acting of their employees. Considering that the education organization is the largest social organization in the heart of the society, which uses huge human and financial resources for the education of students every year, it should use efficient human resources to show appropriate behavior and feelings, and respect the ethics of behavior with others who can provide the highest quality services according to the dignity of people.

Abstract Abstract
The purpose of this research is to provide a model of merit service compensation system for veterans in sports. The current research is applicable-developmental and survey-type in terms of purpose. The statistical population of the present study includes all deputy ministers, directors of the general staff of the respective ministries, federations' heads and secretaries, heads and members of the directorate of federations, official members of committees such as members of the National Olympic and Paralympic Committees, the Supreme Council of Sports and heads, directors and deputies of general departments of sports and the youth of the provinces and their peers along with coaches, referees and prominent players in the field of sports are 3560 people, which was considered to be 250 people using Cochran's formula, and multi-stage stratified sampling method was used. The collection tool in this research includes a researcher-made questionnaire derived from the qualitative method. The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. Lisrel software was used to fit the conceptual model of the research. In order to confirm the final research model, confirmatory factor analysis was performed. The findings of the research showed that the research model has a good fit with the collected data. Also, in order to improve the fit indices of the model, the terms suggested in accordance with the research literature were used and finally the research model was confirmed, and the GOF value is equal to 0.62 which shows a strong fit to the model.
Extended abstract
Introduction
The importance of world's current developments such as economic competition and the increasing growth of global competition (Yazdani et al, 2020), the emergence of conflict and tension between governments (Goby et al, 2015), and the consequences of critical events obliged many governments and organizations in the last decade to reform their human resource management systems, which necessitates adopting new approaches and changing the mentality of senior government managers in human resource management policies such as reward and compensation, recruitment, selection and promotion (Noti Zahi et al., 2022).
Service compensation is one of the main elements of the employment relationship between individuals and organizations, and in addition to being the largest operational cost for many organizations, it is considered as a tool to increase organizational performance and sustainable competition (Ivana et al, 2019). A proper compensation management system helps business owners and managers to significantly boost employee performance by having a more active and motivated workforce (Mabaso, 2018). Service compensation has one of the most vital effects on the quality of work and the effectiveness of human capital. Compensation for services depends on the characteristics of the people who are employed. The degree of competence and expertise of the people who are hired affects the likelihood of accepting a job, the level of motivation and performance of the workforce, and the characteristics of those who stay in the organization (Bazrafshan et al, 2020).
 (Mohebbi et al., 2022). An organization interested in participating in a competitive market should prioritize meritocracy in its programs and try to continuously improve the competence of experts and managers. Neglecting the culture of meritocracy in the organization and not providing a suitable platform for cultivating worthy people, lack of specific criteria and legal methods in recruitment systems, appointment and promotion, and non-compliance with existing laws are among the most important factors preventing the establishment of a meritocracy system and the lack of development of a culture of meritocracy in organizations that causes discouragement and job dissatisfaction in employees (Sina & Sadati tile bani, 2022). Therefore, the researcher is trying to answer the question: what is the model of merit service compensation system for veterans in sports?
Theoretical Framework
Service compensation
Everything that the organization pays to employees in return for performing duties, which includes varied payment wages or allowances and in general any material and moral privileges, is called service compensation (Mohammadbagheri et al, 2022).
Meritocracy
Meritocracy is a management philosophy and attitude in which human resources are positioned and developed according to their efforts and inherent abilities. Meritocracy is the concept of giving a position based on merit, and not giving a position based on being the apple of somebody's eye or having a social class (Alizadeh, 2015).
Erika & Gianmarco (2022) investigated promotions and productivity: the role of meritocracy and advancement. The results of the study showed that meritocratic promotions lead to higher productivity, and more so when workers expect a large increase in wages. However, when promotions are not meritocratic, increasing wage gradients reduce productivity through negative morale effects. The findings highlight the importance of considering interactions between different personnel policy instruments.
Djaelani et al, (2022) investigated the impact of supervision, service compensation systems and organizational commitment on employee performance in construction service companies. The results of this research show that three independent variables partially and simultaneously have a significant effect on the performance of employees.
Research methodology
The current research is applicable-developmental and survey-type in terms of purpose. The statistical population of the present study includes all deputy ministers, directors of the general staff of the respective ministries, heads and secretaries of federations, heads and members of the directorate of federations, official members of committees such as members of the National Olympic and Paralympic Committees, the Supreme Council of Sports and heads, directors and deputies of general departments of sports and the youth of the provinces and their peers along with coaches, referees and prominent players in the field of sports are 3560 people, which was considered to be 250 people using Cochran's formula, and multi-stage stratified sampling method was used. The collection tool in this research includes a researcher-made questionnaire derived from the qualitative method.
Research findings
SPSS software was used for data analysis, and Lisrel software was used to fit the research conceptual model. In order to confirm the final research model, confirmatory factor analysis was performed. The findings of the research showed that the research model has a good fit with the collected data. Also, in order to improve the fit indices of the model, the terms suggested in accordance with the research literature were used and finally the research model was confirmed and the GOF value is equal to 0.62, which shows a strong fit to the model.
Conclusion
The current research was conducted with the aim of presenting a merit-based service compensation system model for veterans in sports. This research is consistent with the results of Erika & Gianmarco (2022), Djaelani et al, (2022), Alison et al, (2021), Sina & Sadati tile bani (2022), Mohebi et al, (2022), Moradzadeh et al, (2022), Moghimi Firoozabad & Hamdollahi (2022), Fani et al, (2021), Maleki et al, (2019), and Zarei et al, (2020).
Erika & Gianmarco (2022) showed that meritocratic promotions lead to higher productivity, and more so when workers expect a large increase in wages. However, when promotions are not meritocratic, increasing wage gradients reduce productivity through negative morale effects. The findings highlight the importance of considering interactions between different personnel policy instruments.
Based on the results of the research, it is suggested that sports programs with a detailed planning and using veterans in sports help the education and development of these sports in their province. Another activity that sports programs can do is to help the interaction of cities that have social divergence. Therefore, if the sports programs of the province help to organize friendly games between these cities or express the common cultural and sports points of these cities, then they will help the interaction of these cities a lot.

Abstract Abstract
The purpose of this research is to model the relationship between the moral code derived from Islamic teachings and performance with the mediating variable of employees' perception. The current research is applicable in terms of purpose, and survey type in terms of nature and method. The statistical population of the present study includes the employees of Sistan and Baluchistan province as many as 48011 thousand people. The collection tool in the current research includes the organizational equality perception questionnaire by Astron (2015). The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. AMOS software was used to fit the conceptual model of the research. The results of the exploratory analysis confirmed the mediating role of employees' perception in the effect of the moral charter derived from Islamic teachings on organizational performance. The results show that the code of ethics derived from Islamic teachings has a positive and significant effect on organizational performance (β=0.247, p-value<0.05), and the (partial) mediating role of employees' perception on the relationship between moral code derived from Islamic teachings and organizational performance was confirmed.
Extended abstract
Introduction
Professional ethics is one of the fields that have a close relationship with value and belief bases. Man is the fundamental factor of movement and transformation in the organization/department, and attention to this important and strategic factor in the work environment and activities will lead to a series of growth and excellence. Therefore, professional ethics will play an important role in this field with regard to the solutions to improve intra-organizational communication (Mehdizadeh Rostam et al, 2020). Based on this, professional ethics can be seen as the supervisor's behavior and attitude towards other workers within the organization and even with people outside the organization (Hebenstreit et al, 2018). In the 1990s, a wave of voluntary corporate codes emerged, activated by efforts to improve reputation and avoidance of companies from scandals and unethical scandals (Kaptein, 2004). Lack of commitment to ethical and Islamic principles has a positive effect on the initiation, facilitation and expansion of administrative corruption (Morre, 2008). One of the most common employee problems and issues that the management is widely faced with is dishonesty and fraud at work. Research shows that 90% of employees are dismissed due to theft and 88% of them are dismissed due to lying. These cases show the deepening of work ethic norms within organizations (Javadin & Jalilian, 2021). For the proper movement of any organization, it needs to understand and manage the ethical and professional attitude of its employees (Yaqoubi et al, 2020). In Islamic societies, morals and religious values ​​are considered as an essential part of people's culture and identity. Examining the effect of the code of ethics on the performance of employees based on Islamic teachings helps to gain a better understanding of the impact of religious values ​​on individual and organizational behavior and performance, and defines the performance of employees as a standard of progress, overtime, reward, punishment, revision and salary changes. This research seeks to answer the question: "What is the relationship between the code of ethics derived from Islamic teachings and organizational performance, and does the employees' perception of this code of ethics play a role in this relationship?"
Theoretical Framework
Code of ethics in Islam
Islam is the last and most complete heavenly religion that addresses all aspects of human life (Fayaz, Mehrabani, 2016). Institutions and business organizations are more inclined to acknowledge consequential ethics than statutory ethics, and the reason is partly due to the persuasive arguments of Adam Smith, the Scottish political economist and moral philosopher. He believed that the personal benefit of a human kind is the providence of God, not the will of the state. Smith presented the fourth philosophy of natural liberty, which represents the classical argument for open market competition and free trade. In this framework, people should be allowed to pursue work that is of personal and economic benefit to them, and the natural efficiency of the labor market serves the improvement of society. Another part of those ideas is presented through spiritual ethics. Theories of ethical writing emphasize the character of the individual and the intention of the actor, as opposed to the character of the action itself or the consequences of the action. These theories emphasize the ethics of piety and are based on Aristotle's approach to character. Robert Solomon is one of the most famous proponents of this Aristotelian approach to business ethics. He favors theories of business ethics that focus on individuals within companies, so he emphasizes both corporate roles and personal piety. The center of Aristotle's view for the inner character and piety of being a person on the behavior or actions of a person; so, a good person who has acted rightly through piety is a person with perfection, and eventually has good moral standards (Nelson et al, 2011).
Kozáková et al, (2021) investigated factors affecting the prevalence of ethical codes: evidence from Slovakia. Their findings showed that first, companies with less ethical codes use general terms. When they want to specialize in ethical issues, the scope should be wider. Second, companies with fewer employees do not need extensive codes of conduct because of the clear rules that are directly known to the owners. In multinational companies, the communication of ethical rules is realized through ethical codes with specific objectives, because a direct way is impossible. Third, foreign-owned companies use different management approaches and therefore codes of ethics differ in terms of extent and content.
Fallahi (2021) investigated a research entitled professional ethics in education and training centers, emphasizing the statement of the second step of the Islamic revolution. 5 categories of professional ethics; individual, social, training, education, education and training centers are important, as well as the values ​​of professional ethics will lead to self-improvement in the first degree, and in the second degree, to community building, and in the third degree, to civilization.
Research methodology
The current research is applicable in terms of purpose, and survey type in terms of nature and method. The statistical population of the present study includes the employees of Sistan and Baluchistan province in the number of 48011 thousand people, due to the large sample size, 384 employees in the cities of Zabul, Zahedan and Khash were considered as sample, using the Morgan Karjesi table. The collection tool in the current research includes the organizational equality perception questionnaire by Astron (2015).
Research findings
SPSS and AMOS software were used to analyze the data. The results of the exploratory analysis confirmed the mediating role of employees' perception in the effect of the moral charter derived from Islamic teachings on organizational performance. The results show that the code of ethics derived from Islamic teachings has a positive and significant effect on organizational performance (β=0.247, p-value<0.05), and the (partial) mediating role of employees' perception on the relationship between moral code derived from Islamic teachings and organizational performance was confirmed.
Conclusion
The current research was conducted with the aim of modeling the relationship between the moral code derived from Islamic teachings and performance with the mediating variable of employees' perception. The results of this research are in agreement with the research results of Kozáková et al, (2021), Fallahi (2021), Mehdizadeh Rostam et al, (2020), Yaghubi et al, (2020), Rezaei Kilidbari et al, (2020), Atak & S1k (2019), and Sagheb Esmaeelpour et al, (2019). (Sagheb Esmaeelpour et al, 2019) conducted a research on mentioned topic. The results showed that there is a significant positive relationship between work ethic and its dimensions with the job performance of employees. Considering the direct relationship between work ethics and job performance, it can be said that the promotion of employees' work ethics is associated with the increase of employees' performance; therefore, it is suggested to improve the status of work ethics and job performance of employees. More attention should be paid to work ethics in various dimensions of cognitive programs and organizational learning so as to increase the performance and active participation of employees in organizational affairs and to fulfill individual responsibilities; and the managers of universities and subordinate centers should pay serious attention to the various ethical dimensions of administrative therapy employees in order to increase the level of their employees' job performance and try to improve the moral level of employees by holding training workshops, forming problem solving teams and encouraging their employees.
According to the results of the research, the following suggestions are presented:
According to the Islamic teachings, the moral charter can become a program to transform the global threat into a global opportunity for the advancement of human culture and the excellence of human life. With the rich culture of Islam and the useful experiences of the ancient Iranian civilization, Iranian business organizations can play an important role in promoting global ethics in business; the Islamic code of ethics makes organizations better deal with economic, political and cultural crisis; ethical organizations in Islamic business insist on respecting the rights of employees in addition to the rights of customers, and based on their rights, they begin to formulate their ethical duties. Finally, it helps the organizational personnel to achieve organizational goals by simplifying their work with greater effectiveness.

Abstract Abstract The purpose of the current research is to identify the factors affecting the growth of the employees of the country's property and document registration organization. The research method is applicable in terms of purpose, and qualitative in terms of its implementation. The statistical population of this research included 15 experts in the field of employee growth and development. The sampling method is purposeful. A semi-structured interview was used to collect information. Data analysis was done using open and axial coding method. The results showed that two general categories of components were identified. Individual growth includes scientific background, responsibility, and professional commitment; and organizational growth includes livelihood, management, codified and comprehensive educational program, motivational programs, career evaluation and promotion system, improvement and modernization of human resources and work environment, comprehensive program of updating and improvement of work processes, and mental health of the work environment. Factors, indicators and the final research model were designed based on the results of the qualitative interview. The designed model can be the basis for better decision-making and managers' planning to enhance the growth of employees. Extended abstract Introduction The main factor determining the growth of the society in the current changing conditions of the world is the availability of efficient and creative human resources, which depends on the availability of knowledge, education, and research. The superiority of a country depends on the degree of benefit of that country from science and technology, which is the result of scientific development, rather than relying on natural resources (Abdollahi et al, 2022). The development of employees means the formation of all the capacities necessary in learning knowledge, information, and specialized professions in human resources; to enable them to create a position of quality and value-creating services in the organization, and perform optimally the duties and responsibilities that they are committed to in the organization, associated with efficiency and effectiveness (Doroudi & Kangeroudi, 2014). Therefore, the growth of employees plays an important role in the success of organizations; and today, without a doubt, what distinguishes successful, developed and advanced organizations and companies from others is their human resources. Today, human resources is the only resource with a high impact factor, the enrichment of which creates significant added value for the organization, and the modern and scientific management of employee performance can provide the grounds for organizational growth and employee growth, and contribute significantly to create and maintain a competitive advantage, the desired improvement and transformation of the organization, and the realization of the organizational performance (Nowrozi Fard & Zamani, 2016). Based on this, the current research is looking for an answer to this question: What are the factors affecting the growth of the employees of the country's property and document registration organization? Theoretical Framework Organizational growth and employees Growth means planned efforts to create and produce some kind of transformations, the purpose of which is to help all the personnel of organizations to have the ability and power to do the work they are responsible for in a more efficient and effective way than before. It should be said that growth is a tool for updating departments and information, and rapid development and expansion of the organization (Sobhani et al, 2018). Organizational growth is an informed and planned science of change jointly by managers, change specialists, and employees to solve problems. At the heart of this action is change; achieving organizational efficiency with an emphasis on humanity and popular principles. In other words, organizational growth focuses on human behavior. Mainly, organizational growth is ensuring the organization achieves its goals through improvement of individual and group performance (Karakaya & Yelmaz, 2016). Personal growth is an individual and internal thing, where personal factors and priorities are the most important (Seyed Hatami et al, 2023). Through the personal growth, the employees begin to create a friendly relationship with colleagues, participation and interaction with them; also help their colleagues and their health and well-being, and try to establish a friendly relationship with organizational managers and raise the threshold of their work tolerance; but in the dimension of professional growth, they often focus on the place of activities of service, education, learning, and professional growth. In order to achieve growth and development in this dimension, personnel are more interested in studying and increasing their scientific knowledge, and become members in Organizational teams and participate in training, specialized, and in-service courses (Rezaian et al, 2014).  Seyed Hatami et al, (2023) in a research conducted with the aim of compiling the growth pattern of faculty members at Farhangian University, used semi-structured interviews to collect data. The research findings of these researchers showed that the basic categories of growth are based on antecedents, processes and outcomes. The results of the research emphasized on the attention to the extractive categories of the model in university policy making. Jabbarimaraghosh et al, (2022) concluded from their research that there is a positive and meaningful relationship between spiritual leadership and entrepreneurship and growth; and according to the research findings, the effect of spiritual leadership on growth is 0.37. The above research is of descriptive type, and correlative in terms of method, of causal modeling type. Research methodology The research method is applicable in terms of purpose, and qualitative in terms of its implementation. The statistical population of this research included 15 experts in the field of employee growth and development. The sampling method is purposeful. A semi-structured interview was used to collect information. Research findings Data analysis was done using open and axial coding method. The results showed that two general categories of components were identified. Individual growth includes scientific background, responsibility, and professional commitment; and organizational growth includes livelihood, management, codified and comprehensive educational program, motivational programs, career evaluation and promotion system, improvement and modernization of human resources and work environment, comprehensive program of updating and improvement of work processes, and mental health of the work environment. Factors, indicators and the final research model were designed based on the results of the qualitative interview. The designed model can be the basis for better decision-making and managers' planning to enhance the growth of employees. Conclusion The current research was conducted with the aim of identifying the factors affecting the growth of the employees of the country's property and document registration organization. The results of this research are in agreement with the results of Seyed Hatami et al, (2023), jabbarimaraghosh et al, (2022), Abdollahi et al, (2022), Younessi et al, (2022), Kanjanakan et al, (2023), Saberi Nasrabad Sefali et al, (2022), Oncioiu Ionica et al, (2021), Hejazi (2020), Mohammadkhani et al, (2019), Shabani bahar et al, (2020), and Hosseini Kuhsari et al, (2021). Saberi Nasrabad Sefali et al, (2022) showed that the components of employee growth (leadership actions, employee participation, accessibility, and training of employees and learning capacity) have a positive and significant relationship with employee productivity; therefore, the management of the university should make more efforts and activities to increase the productivity of the employees in order to improve the growth components of the employees. According to the identification of the components of employee growth in this research, in order to facilitate and provide the conditions for employee growth, it is suggested to pay special attention to the salaries and wages and improve the livelihood of employees; to use the management raised from among the employees who have sufficient mastery and knowledge of the organization; to use training methods appropriate to the organization of documents and real estate registration; needs assessment and motivational programs should be designed in order to strengthen the motivation of employees; equal opportunities for promotion and fair evaluation of employee performance should be carried out; recruiting and maintaining human resources should be expertized; information technology should be used to improve work processes; legal and lawful support programs should be designed for employees; recruitment of employees should be based on specialized interviews; employees with morals should be appreciated materially and spiritually; and establishment of direct and reciprocal communication between employees and managers is suggested.

Abstract Abstract The purpose of this research is to use the fuzzy hierarchy analysis method to identify the effective factors on the professional development of newly graduated teachers from Farhangian University. The research method is applicable in terms of purpose, and descriptive-survey based on the method of data collection. The statistical population of the research includes 15 experts, academic specialists, professors, elites and educational science experts who are proficient in the subject of the research, and sampling was done in a targeted manner. The information and data needed for the research were collected through a questionnaire. To analyze the data, two methods of factor analysis and analysis hierarchy technique (AHP) were used for ranking. The results showed: each of the identified effective factors had different weight and importance. The first factor is knowledge acquisition and creation (A), the second factor is knowledge organization (B), the third factor is knowledge exchange and sharing (C), the fourth factor is knowledge application (D), the fifth factor is staying up-to-date (E), and the sixth factor is experience orientation and reflective action (F), the seventh factor of change in the way of doing work (G), the eighth factor of learner and learning (H), the ninth factor of content knowledge (I), the tenth factor of educational practice (J), and the eleventh factor of professional responsibility (K). Extended abstract Introduction Educational systems are the most effective institutions on the state of national growth and development. They refer to it as the key to the growth and development of modern society, and the success and failure in international competitions and the difference in the level of national development of countries are related to the strength and weakness of the educational system; and one of the most important and influential organizations of the country is the Education Organization. In the new era, this organization is more than ever considered as the main pillar of the social, cultural and economic development of the society, and it is the most powerful tool for shaping the future and a way to understand and master the changes, stability, and continuity of history and culture; which has a central role in increasing the capacity and productive power of society (Navasir & Navasir, 2022). This issue is well accepted for dynamic societies that want fundamental changes. But in examining and looking at the educational system, while having a systematic attitude, the role of the teacher can be considered important (Diodel et al, 2021). The requirement for continuous professional development of teachers is to have professional qualifications. Teacher competencies are a set of knowledge, tendencies and skills that a teacher can acquire to help the physical, mental, emotional, social and spiritual growth of learners during education. Teacher competencies can be classified in three areas: cognitive, emotional, and skill (Kumar et al, 2020). Cognitive skills are a set of knowledge and mental skills that enable a teacher to recognize and analyze issues related to education. Emotional competencies are the set of tendencies and interests of the teacher towards issues and topics related to education and training, and skill competencies are related to the teacher's scientific skills and abilities in the learning process. From the set of three competencies, a competency is obtained that affects the student (Park et al, 2020). Based on this, the current research is looking for an answer to this question: How is the use of the fuzzy hierarchy analysis method to identify factors affecting the professional development of new teachers graduated from Farhangian University? Theoretical Framework Professional development Professional development is formal and informal support and activities designed to help teachers, and includes school-based training and education and activities such as coaching, consulting, self-study, and research (Coldwell, 2017). Professional development includes intellectual and personal efforts that lead to collaborative interaction and the creation of new ideas in education (Girvan et al, 2016). New Teachers A new teacher is a teacher who has less than five years of teaching experience. The beginning of the teaching period is usually challenging for teachers of different subjects. Teachers play an important role in the lives of their students; they become a role model and lead in improving the quality of education of their students because they directly interact with them in the classroom. In the literature related to the subject of new teachers, the first years of teaching are usually interpreted as drowning or swimming (Irannezhad et al, 2020). Salmerón Aroca (2023) also in his book titled "Professional development of teachers and smart ways to deal with it" found a systematic review in primary and secondary education and a qualitative approach in Switzerland: majority of research is focused on beginning teachers, and the qualitative methodology is dominant, although this is limited to some countries and specialized publications. However, generational differences were observed. While younger teachers are more trained in ICT, older teachers have a higher level of process and relational competence in the classroom. In conclusion, it should be noted that teacher training related to professional development has an impact on school improvement, especially if it is done from the perspective of intergenerational collaboration and acquisition of new skills. Sims (2023), under the title of effective teacher professional development, conducted according to the new theory and meta-analytical test. The result was: researchers are not in the way of advice for those tasked with designing or implementing better PD. The research aims to solve this problem by creating a new theory of effective PD based on a combination of active causal components that aims to develop teachers' insights, goals, techniques, and practice. Research Methodology The research method is applicable in terms of purpose, and descriptive-survey based on the method of data collection. The statistical population of the research includes 15 experts, academic specialists, professors, elites and educational science experts who are proficient in the subject of the research, and sampling was done in a targeted manner. The information and data needed for the research were collected through a questionnaire.   Research findings To analyze the data, two methods of factor analysis and analysis hierarchy technique (AHP) were used for ranking. The results showed: each of the identified effective factors had different weight and importance. The first factor is knowledge acquisition and creation (A), the second factor is knowledge organization (B), the third factor is knowledge exchange and sharing (C), the fourth factor is knowledge application (D), the fifth factor is staying up-to-date (E), and the sixth factor is experience orientation and reflective action (F), the seventh factor of change in the way of doing work (G), the eighth factor of learner and learning (H), the ninth factor of content knowledge (I), the tenth factor of educational practice (J), and the eleventh factor of professional responsibility ( K). Conclusion The present research was conducted with the purpose of applying the fuzzy hierarchy analysis method to identify the effective factors on the professional development of newly graduated teachers from Farhangian University. The results of this research are aligned with the results of Salmerón Aroca (2023), Sims (2023), Singha Kumar (2022), Taheri (2022), Jalali Bostanabad et al, (2021), Ghasemi (2022), Esmaili Mahani et al., (2022), Shirbagi & Nasiri Nia (2020), and Fazali (2019). Taheri (2022), stated: Lesson research is one of the most effective processes of empowering teachers to help themselves and their colleagues to "learn by doing", overcome the fear of change, promote creativity and critical thinking, and test mental assumptions. Hence, it can be said that lesson study has an irreplaceable role in creating a learning organization and building its culture; because teachers are constantly learning, making hypotheses, and testing hypotheses. What is very important here is the professional growth and development of the teacher as a result of the activity in the study groups and the effort to rebuild and improve. Professional development is a process for deepening the teacher's awareness, skills and attitude; done formally or informally, which is one of the effects of the economic and social cooperation development organization. According to the research results, the following suggestions were made: Pre-service training for new teachers; tension and anxiety at the beginning of service, lack of support and feeling of isolation, how to adapt to colleagues; professional challenges include classroom management, content mastery and effective teaching, student evaluation, meeting students' needs, gaining trust and compatibility with parents; and organizational challenges include getting to know the school, getting to know the school's procedures natural in the early career of new teachers; therefore, with pre-service training, these challenges and anxieties are reduced. Participation in study groups; participating in study groups creates a desire to negotiate and cooperate in the teacher. Following these, the teacher gets inner satisfaction and his interest and motivation increases. This is why it is recommended to all teachers to participate in these groups to achieve professional development.

Abstract Abstract The purpose of this research is the effect of the perception of the hidden curriculum on the tendency to entrepreneurship with the mediation of goal orientation. This research is applicable in terms of purpose, and descriptive-correlative in terms of data collection method. The statistical population of the research includes all the students of Payam Noor University in the center of Khoi in the academic year of 2012-2013, in the number of 2178 people, and the statistical sample size was 327 people through Morgan's table and using stratified random sampling method. The research data collection tools are Taqvai et al., (2013), Middleton and Migli (1997), and Mirza Safi (2009) questionnaires. Data analysis was done using SPSS and AMOS software. The results of the research showed that the perception of the hidden curriculum positively and significantly predicts goal orientation (β=0.61, p<0.001) and entrepreneurship (p < 0.043, β=0.046). Also, goal orientation positively and significantly predicted entrepreneurial orientation (p<0.023, β= 0.062). Therefore, the hypotheses of the research based on the direct effect of the perception of the hidden curriculum on the goal orientation and tendency to entrepreneurship were confirmed. Extended abstract Introduction Today, trying to deal with the challenges facing organizations has led to the formation of the concept of organizational entrepreneurship (Karimi et al, 2019). Entrepreneurship is a management attitude that gives meaning to concepts such as innovation, flexibility and accountability in the shadow of understanding environmental opportunities. Organizational entrepreneurship occurs when an organization relies on the growth and use of new opportunities of internal and external factors of its organization (Darabi et al, 2019). Regarding the importance of entrepreneurship, it is enough that today the great universities of the world have put the education and development of entrepreneurial thinking on their agenda, and the best reason for this is the "Summary of the Global Declaration on University Education" which was issued in October 1998 under the supervision of UNESCO in Paris. It was said that "the development of entrepreneurial skills and initiatives should be among the major concerns of university education" (Khosravipor et al, 2023). The motivational beliefs of the learners are one of the most effective variables of entrepreneurial conversions. Motivational beliefs are a type of personal and social criteria that people refer to perform or avoid an action. Motivational beliefs as a motivational category are of fundamental importance. According to Dai et al, (1998), motivational belief as an internal mediator provides salient mental structures for cognition, emotion, and behavior. These beliefs include a wide range of literature on the subject. Self-efficacy, academic self-efficacy, task value, and goal orientation are among the motivational beliefs, the latter of which is considered in this research. Goal orientation is based on the assumption that human behavior is purposeful and guided by individual goals. Goal orientation refers to a set of behavioral intentions that explain a person's attitude to participate in learning activities. In other words, goal orientation expresses a coherent pattern of a person's beliefs, which causes a person to approach situations in different ways, engage in activities in that field, and finally provide an answer (Ames, 1992). One of the topics that is unfortunately neglected in the research related to entrepreneurial tendencies is the study of the role of students' perceptions of the hidden curricula of academic environments. The hidden curriculum is the learning that students learn during their time in the institution outside of the official curriculum and from the behaviors and attitudes of their professors (Lalezari & Kakamanshadi, 2023). Since perhaps the biggest challenge of Iran's economy right now is the issue of employment, and research shows that schools are the best place to find the source of entrepreneurial problems; in response to this problem of unemployment, the bodies responsible for the planning of educational centers are encouraging them to take steps towards self-employment and entrepreneurship (Heidari, 2023). Theoretical Framework The main issue was whether Payam Noor University students' perceptions of different aspects of the university's hidden curriculum with the mediating influence of goal orientation have an effect on their entrepreneurial tendencies or not. Literature The hidden curriculum The hidden curriculum in the form of methods that are organized in the university environment affects attitudes, feelings, sensitivities, and what learners see in the world and how they communicate with it (Goodarzi & Jamahi, 2018). Tendency to entrepreneurship Tendency to entrepreneurship is a different concept from the concept of entrepreneurship. Entrepreneurship refers to creating a business or a new organization; it emphasizes the content and answers the question of what kind of business we should enter. But entrepreneurial orientation emphasizes the process and explains what we should do in the process (Ermita et al, 2021). Tendency to entrepreneurship is considered as the process of creating entrepreneurial strategy by which the key-decision makers show the organizational goals, maintaining vision, and creating competitive advantage (Bohlouli et al, 2018). Goal orientation Goal orientation in the educational situation expresses the individual's motivation to study, and affects the individual's responses in learning situations. In fact, goal orientation directs academic behavior and is able to explain the relationship between student beliefs about academic success and involvement and persistence in learning tasks (Bahmaei et al, 2023). Salimi et al, (2023) investigated the effect of the hidden curriculum in the citizenship education of elementary school students in Kerman Shah city. The findings of the research showed that the five dimensions of the physical structure of the school, the social atmosphere of the school, the relationships at school, information and communication technology, and the mechanism of encourage and punishment have an effect on the citizenship education of elementary school students in Kerman Shah city. Lalezari & Kakamanshadi (2023) investigated the relationship between the hidden curriculum of information and communication technology and the social intelligence of student teachers. The results of the study showed that there is a positive and significant relationship between the predictive variable of hidden curriculum of information and communication technology with the variable of social intelligence criterion. Also, the results of statistical analysis showed that among the three components of social intelligence, only the component of social information processing has a significant relationship with this curriculum.   Research methodology This research is applicable in terms of purpose, and descriptive-correlative in terms of data collection method. The statistical population of the research includes all the students of Payam Noor University in the center of Khoi in the academic year of 2012-2013, in the number of 2178 people, and the statistical sample size was 327 people through Morgan's table and using stratified random sampling method. The research data collection tools are Taqvai et al., (2013), Middleton and Migli (1997), and Mirza Safi (2009) questionnaires.   Research findings Data analysis was done using SPSS and AMOS software. The results of the research showed that the perception of the hidden curriculum positively and significantly predicts goal orientation (β = 0.61, p < 0.001) and entrepreneurship (p < 0.043, β = 0.046). Also, goal orientation positively and significantly predicted entrepreneurial orientation (p < 0.023, β = 0.062). Therefore, the hypotheses of the research based on the direct effect of the perception of the hidden curriculum on the goal orientation and tendency to entrepreneurship were confirmed. Conclusion The present study was conducted with the aim of the effect of perception of hidden curriculum on the tendency to entrepreneurship with the mediation of goal orientation. The results of this research are in agreement with the results of Mohammadi & Bageri (2020), Mokhtari et al, (2019), Loan et al, (2021), Goodarzi & Jamahi (2019), Yazdani & Balazadeh (2019), Husabo et al, (2020), Kuncoro & Rusdianto (2016), Salimi et al, (2023), Lalezari & Kakamanshadi (2023), Mohammadi & Bageri (2020), Kian et al, (2020), Rahimzadeh et al, (2018), Yazdani & Balazadeh (2019), and Agha hossieyni et al, (2018). Yu et al, (2020) showed that the interaction of students with each other and with professors, which leads to an increase in positive excitement in them, has a positive effect on the sustainability of their learning. According to the results of the research, it is suggested that during the current era that many universities, especially the universities of the country, are oriented towards the third and fourth generation, they should pay serious attention to the implicit effects of the hidden curriculum align with the open curriculum in order to obtain better and more results from their desired policies and goals in educational programs.

Abstract Abstract The aim of this research is to investigate the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students; with the mediating role of critical thinking. The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study. SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking. Extended abstract Introduction One of the most important and central issues in the fields of scientific education is understanding the nature of science. This understanding plays a significant role in understanding the philosophy and goals of scientific education, the content of textbooks, teaching strategies, teacher preparation (with its characteristics), and also evaluating the results of teaching and learning; because understanding the nature of science helps teachers to design appropriate strategies for teaching. For example, the more the teacher's understanding and recognition of the nature of science increases, the more the teacher's method of using effective teaching methods increases. These methods make the student the center of the educational process. This process emphasizes understanding the spirit of science, styles, and methods. Also, if the professor is aware of the nature of science, it has positive effects on the quality of question design and its applications (Hamilton & Hamilton, 2018). Therefore, the most important task and goal of the lesson is to increase the understanding of the teacher and student about the nature of science (Stonebraker & Howard, 2018). Science is not just an accumulated collection of scientific information and facts that are categorized in various disciplines. Rather, it is a physical body of regular scientific knowledge that can be achieved by applying the scientific method. By scientific method, we mean a method that is based on discussion and research in natural phenomena. In other words, the scientific method is an inseparable part of science itself. Also, the understanding of science guides us to determine the concept of science as a process or method that leads us to a scientific knowledge that can reach the concept of the same science (Paloș et al, 2019). Academic progress is one of the most fundamental issues of any educational system; so that the level of academic progress of students is one of the basic indicators of evaluating an educational system and the level of success in its scientific activities. According to the issues raised, this research tries to examine the question of whether there is a significant relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of physics students at Babol University with the mediating role of critical thinking. Theoretical Framework Cognitive dissonance Cognitive dissonance is a psychological model that refers to specific ideologies and mental processes that manifest the fundamental empirical structures of goal reliance and emphasis on balance (Li et al, 2022).   Scientific arguement A scientific argument is an attempt to prove a fact, which usually includes a claim that may be supported by data, judgments, hypotheses, or descriptors (Saberi, 2018). Systematic thinking Systemic thinking in the general sense includes a large and countless set of methods, tools and principles, all of which focus on the mutual relationships between forces and seeing them in the heart of a single process (Rahmatollahi, 2020). Critical Thinking Critical thinking enables a person to investigate the truth during the confusion of events and information and achieve his goal, which is to reach the most complete understanding possible (Razavi & Nematifar, 2018). Academic progress The academic progress of the learners of any educational system indicates the success and efficiency of that system in realizing its goals and plans (Watson et al, 2021). Sabih Mahdi & Ghalavandi (2024) investigated the effect of learning and motivational strategies on the self-efficacy of physical education and sports science students with the mediating role of academic progress and enthusiasm. The results showed that the effect of learning and motivational strategies, academic achievement goals and academic enthusiasm on students' academic self-efficacy was positive and significant; it was also found that the mediating role of academic achievement goals and academic enthusiasm in the effect of learning and motivational strategies on academic self-efficacy was positive and significant.  Li & Zhang (2023) investigated the cognitive/emotional dissonance of English language learners in content-based foreign language teaching: an ecological perspective. It was found that the cognitive/emotional inconsistency of English language learners in content-based foreign language education leads to learning decline and academic failure. Research methodology The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study. Research findings SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking. Conclusion The present study was conducted with the aim of investigating the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students with the mediating role of critical thinking. The findings are in line with the results of Vashani et al., (2019), Schuessler et al., (2016), Pouratashi & Zamani (2017), Shafiei et al., (2018), Chen & Ji (2021), Vashani et al., (2019), Mohammadi et al., (2016), Schuessler et al., (2016), Zyhier (2023), Yazdanbakhsh (2017), Vashani et al., (2019), and Shafiei et al., (2018). Zyhier (2023) showed that the effect of cognitive retention on critical thinking is positive and significant. In line with the obtained results, the following suggestions are presented: 1- It is suggested to provide an environment for students to plan their learning activities and have self-direction in learning, as well as to have a flexible learning environment so that students can have cognitive order and to reduce cognitive dissonance. 2- Strengthening inference and analysis skills in order to strengthen the spirit of criticism and questioning among students.

Abstract Abstract
The aim of this research is to investigate the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students; with the mediating role of critical thinking. The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study. SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking.
Extended abstract
Introduction
One of the most important and central issues in the fields of scientific education is understanding the nature of science. This understanding plays a significant role in understanding the philosophy and goals of scientific education, the content of textbooks, teaching strategies, teacher preparation (with its characteristics), and also evaluating the results of teaching and learning; because understanding the nature of science helps teachers to design appropriate strategies for teaching. For example, the more the teacher's understanding and recognition of the nature of science increases, the more the teacher's method of using effective teaching methods increases. These methods make the student the center of the educational process. This process emphasizes understanding the spirit of science, styles, and methods. Also, if the professor is aware of the nature of science, it has positive effects on the quality of question design and its applications (Hamilton & Hamilton, 2018). Therefore, the most important task and goal of the lesson is to increase the understanding of the teacher and student about the nature of science (Stonebraker & Howard, 2018). Science is not just an accumulated collection of scientific information and facts that are categorized in various disciplines. Rather, it is a physical body of regular scientific knowledge that can be achieved by applying the scientific method. By scientific method, we mean a method that is based on discussion and research in natural phenomena. In other words, the scientific method is an inseparable part of science itself. Also, the understanding of science guides us to determine the concept of science as a process or method that leads us to a scientific knowledge that can reach the concept of the same science (Paloș et al, 2019). Academic progress is one of the most fundamental issues of any educational system; so that the level of academic progress of students is one of the basic indicators of evaluating an educational system and the level of success in its scientific activities. According to the issues raised, this research tries to examine the question of whether there is a significant relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of physics students at Babol University with the mediating role of critical thinking.
Theoretical Framework
Cognitive dissonance
Cognitive dissonance is a psychological model that refers to specific ideologies and mental processes that manifest the fundamental empirical structures of goal reliance and emphasis on balance (Li et al, 2022).
Scientific arguement
A scientific argument is an attempt to prove a fact, which usually includes a claim that may be supported by data, judgments, hypotheses, or descriptors (Saberi, 2018).
 
Systematic thinking
Systemic thinking in the general sense includes a large and countless set of methods, tools and principles, all of which focus on the mutual relationships between forces and seeing them in the heart of a single process (Rahmatollahi, 2020).
Critical Thinking
Critical thinking enables a person to investigate the truth during the confusion of events and information and achieve his goal, which is to reach the most complete understanding possible (Razavi & Nematifar, 2018).
Academic progress
The academic progress of the learners of any educational system indicates the success and efficiency of that system in realizing its goals and plans (Watson et al, 2021).
Sabih Mahdi & Ghalavandi (2024) investigated the effect of learning and motivational strategies on the self-efficacy of physical education and sports science students with the mediating role of academic progress and enthusiasm. The results showed that the effect of learning and motivational strategies, academic achievement goals and academic enthusiasm on students' academic self-efficacy was positive and significant; it was also found that the mediating role of academic achievement goals and academic enthusiasm in the effect of learning and motivational strategies on academic self-efficacy was positive and significant.
 Li & Zhang (2023) investigated the cognitive/emotional dissonance of English language learners in content-based foreign language teaching: an ecological perspective. It was found that the cognitive/emotional inconsistency of English language learners in content-based foreign language education leads to learning decline and academic failure.
Research methodology
The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study.
 
Research findings
SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking.
Conclusion
The present study was conducted with the aim of investigating the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students with the mediating role of critical thinking. The findings are in line with the results of Vashani et al., (2019), Schuessler et al., (2016), Pouratashi & Zamani (2017), Shafiei et al., (2018), Chen & Ji (2021), Vashani et al., (2019), Mohammadi et al., (2016), Schuessler et al., (2016), Zyhier (2023), Yazdanbakhsh (2017), Vashani et al., (2019), and Shafiei et al., (2018). Zyhier (2023) showed that the effect of cognitive retention on critical thinking is positive and significant.
In line with the obtained results, the following suggestions are presented:
1- It is suggested to provide an environment for students to plan their learning activities and have self-direction in learning, as well as to have a flexible learning environment so that students can have cognitive order and to reduce cognitive dissonance.
2- Strengthening inference and analysis skills in order to strengthen the spirit of criticism and questioning among students.

Abstract Abstract The aim of the current research is to present the entrepreneurial school model. The research method is applicable in terms of purpose, and quantitative in terms of implementation. The statistical population includes 102 experts and specialists and professors of Iranian universities in the field of entrepreneurship, and the purposeful sampling method was used for sampling. Data collection is done using a researcher-made questionnaire. Data analysis was done using SPSS and PLS software. The results of the research showed that the components obtained from the qualitative part for the category of "entrepreneurial school" have 8 dimensions and 60 themes. The dimensions are: causal factors: (1- management), strategies: (2- teaching-learning strategies), consequences: (3- goals), contextual factors: (4- educational tools), 5- entrepreneurial content, 6- contextual conditions), intervening factors: (7- evaluation, 8- quality of professors). Also, the GOF value is equal to 0.645, which indicates a strong model fit. Extended abstract Introduction Today, economic and social changes and developments have made the need for effective education necessary. Therefore, schools have a special place and importance at the top of the education system as an institution for educating students with entrepreneurial and innovative thinking who can create value in the society. On the one hand, according to the researches, entrepreneurial opportunities in developing countries such as Iran are seven times more than that of developed countries; and on the other hand, the inefficiency of formal education for reasons such as low quality and inflexibility of the country's education system according to the current needs of the community and the increase in unemployment of graduates due to the lack of skill-oriented empowerment, doubles the movement towards the generation of entrepreneurial schools (Fathy karkaragh et al, 2021). The entrepreneur school is one of the structural changes of the emerging phenomenon at the level of public education, which is proposed with the aim of training students to play an entrepreneurial role in the society. In such schools, the roles and responsibilities of all school stakeholders, including the principal, teacher, and student, as well as the nature of the curriculum and even the expectations of parents and the larger society, require redefinition (Haji Aghaee & Khalkhali, 2021). The entrepreneur school is a school that, in addition to theoretical training, teaches social abilities, communication skills, creative approaches, etc. by holding various classes and workshops. Such a school supports teachers and guides them to improve their performance. In addition to influencing the bosses, the manager has independence in his thoughts and actions. In a healthy school, students participate in scientific activities with high motivation, educational tools and educational assistance are available to them, and finally, teachers love each other, trust each other, and are compassionate in their work (Moradian et al, 2021). Therefore, based on the said material, the researcher is trying to answer the question: what is the design of the entrepreneurial school model? Theoretical Framework Entrepreneurial schools Entrepreneurial schools are established with the aim of producing knowledge and applying it to the development of different sectors of society through research, education and production. Entrepreneurial schools emphasize the opportunities for innovation, growth and development. In these schools, creativity is encouraged and strengthened throughout the organization to maintain the entrepreneurial culture (Deveci & Seikkula-Leino, 2018). Entrepreneurial schools, by creating a culture of improvement in the school and collaboration culture among employees, focus on better learning to achieve learning goals through creative and innovative learning methods, focusing on entrepreneurship goals related to national strategies and action plans, local curriculum in entrepreneurship, future vision of students, vision of student identity and vision Students on learning (Ghafrani et al, 2022). Entrepreneurship Entrepreneurship is a word that has really attracted the attention of researchers since 1960. In the early definitions of economists, they focused on providing functional definitions and dimensions of economic growth and profitability, and then psychologists studied the individual psychological characteristics of entrepreneurship. And finally, sociologists, believing that the inner motivation of entrepreneurship is its driving force, which is strengthened from childhood by being influenced by the surrounding environment, investigated the dimensions and social consequences of entrepreneurship (Ahmadpour Dariani, 2018). Mashrouhi Fard et al, (2023) investigated the modeling of factors influencing the creation of an entrepreneurial school in elementary school. The results of the qualitative part showed that the model of creating entrepreneurial schools in the elementary school included 8 factors. Based on the results of the confirmatory factor analysis, two indicators were removed from the total of 58 components that were categorized into 8 main factors, and 56 indicators were confirmed. Therefore, the entrepreneurial school model was obtained in the elementary school with 56 components that were categorized into 8 main factors. In recent years, the development of entrepreneurship in schools has been placed on the agenda of education. The results of this study can help policymakers and education professionals in the development of entrepreneurial schools. Ghafrani et al, (2022) investigated the design of entrepreneurial schools model focusing on the development of entrepreneurial skills of secondary school students. The resulting paradigm model was formed based on the central phenomenon (entrepreneurial competence) affected by causal conditions, background conditions and intervening variables along with action and reaction strategies and the consequences of creating entrepreneurial schools in the secondary level. Research methodology The research method is applicable in terms of purpose, and quantitative in terms of implementation. The statistical population includes 102 experts and specialists and professors of Iranian universities in the field of entrepreneurship, and the purposeful sampling method was used for sampling. Data collection is done using a researcher-made questionnaire. Research findings Data analysis was done using SPSS and PLS software. The results of the research showed that the components obtained from the qualitative part for the category of "entrepreneurial school" have 8 dimensions and 60 themes. The dimensions are: causal factors: (1- management), strategies: (2- teaching-learning strategies), consequences: (3- goals), contextual factors: (4- educational tools), 5- entrepreneurial content, 6- contextual conditions), intervening factors: (7- evaluation, 8- quality of professors). Also, the GOF value is equal to 0.645, which indicates a strong model fit. Conclusion The present research was conducted with the aim of presenting the entrepreneurial school model. These results of this research are in agreement with the results of Mashrouhi Fard et al, (2023), Ghafrani et al, (2022), Nasiri et al, (2022), Fathy karkaragh et al, (2021), Haji Aghaee & Khalkhali (2021), Nasiri Valikbani & Ghaderi sheykheeabadi (2021), Samkange (2020), Tshehla (2019), Ristovska & Stankovska (2019), and Kirkley (2017). Samkange (2020) showed that teachers still rely on traditional teaching methods and do not develop innovative thinking that is critical in developing entrepreneurial skills. It was also pointed out that schools lacked programs that could be described as entrepreneurship education. He believed that entrepreneurship education should be designed as a subject in the school curriculum. According to the results of this research, it is suggested: Since one of the dimensions of entrepreneurship education is teaching-learning strategies, various educational methods such as writing business plans and practical projects, educational workshops, storytelling, games at pre-primary and elementary school levels, and scientific visits should be used according to the needs and interests of the learners. Education and training and professional development of entrepreneurial teachers and professors, who have a positive attitude and are committed to the development of entrepreneurship and have the necessary scientific ability, knowledge and skills, should be taken into consideration in the centers related to the recruitment, cultivation and evaluation of entrepreneurial human resources.

Abstract Abstract
The present research was conducted with the aim of providing a local model of organizational self-leadership with an emphasis on training in non-governmental organizations, with the approach of data-based theory, in Moalem Insurance Company. This research is of a mixed type. Participants in the qualitative part are 32 people (7 women and 25 men). In the quantitative part, the statistical population is 720 employees, and the sample size was determined by using Morgan's table to be 251 people. Next, using the snowball sampling method and reaching theoretical saturation, a semi-structured interview was conducted with 18 experts from Moalem Insurance Company. In the quantitative part of the research, a questionnaire was compiled from the output of the three stages of coding and the calculated components. Content validity method was used to evaluate its validity and reliability. To analyze the quantitative data of the questionnaire; structural equation modeling method with PLS approach and Smart_PLS software were used. Based on the obtained results, the native model of organizational self-leadership was calculated.
Extended abstract
Introduction
Organizations are organized societies whose leaders are an elite class of that society (Eacott, 2018) and these elites are the creators of wealth in organizations. The biggest challenge of organizations in the 21^st century is competition based on expensive resources, which determines the survival and growth of organizations. Among these sources, organizational leadership and human resources development have a special position and importance. In today's era, human resources have found a central position in organizations in such a way that the employees of any organization are considered the most valuable productive resource of that organization (Nazifkar et al., 2023), and the type of their leadership and guidance is a fundamental and determining factor for the management of organizations. Furthermore, paying attention to the human capital has important organizational and social consequences. Self-development approach is one of the most important new approaches to the development of human capital; and one of the most important and fundamental development mechanisms of this approach is self-leadership and self-management (Abili, Mazari, 2015). Based on this, awareness of the concept of self-leadership and the factors affecting it can have significant effects on organizations and the desired performance of individuals in line with the organizational vision.
What is organizational leadership? What should be done to train efficient leaders in organizations? What is the mechanism of leadership development in organizations? Can the phenomenon of self-leadership and its effective training be useful in training effective leaders? These questions and such questions are the basic and important concerns of today's organizations, because the excellence of people, as the main assets of organizations, is one of the key duties and roles of leadership in organizations.
Theoretical framework
Leadership
Leaders are the rarest basic resource of all organizations, and the effectiveness of organizations in today's complex world, which is characterized by the emergence of new changes, implies the existence of competent leaders (Mohtaram, Pakbaz, 2023). On this basis, organizations are continuously searching for effective leaders; leaders who are focused, motivated and inspiring in the face of adversity (Mutsoli, Oginde, 2023). It is very clear that the concept of leadership has a dynamic nature like any other phenomenon, so it is not a matter of discovery but a skill that can be learned. 
Self-leadership
The term self-leadership was first proposed by Charles Manz (1986). The concept of self-leadership is the process of influencing oneself to move oneself in order to achieve the expected result (Manz, & Neck, 2009). In other words, self-leadership is a conscious exercise to control thoughts, behavior and inner feelings; and helps a person to achieve life goals. One of the most obvious abilities that can be developed in human resources is the ability of self-leadership, because self-leadership can potentially lead to creativity and innovation (Najafi Nezhad et al., 2021) as well as the career success of the organization's employees. On the other hand, in the explanation and preparation of the self-developing organization, self-leadership training can provide the sustainable development of human resources and capital and the continuous enjoyment of agile and growing human capital in the organization.
 
NGO
An organization is a purposeful group that follows a system, and has clear boundaries that separate it from its surrounding environment (Douma & Schreuder, 2017). Accordingly, a non-governmental organization is an organization that is not directly considered a part of the government structure and is established and managed with the personal funds of individuals and written articles of association. These organizations act based on their goals and vision in recruiting and cultivating human resources.
Model
A model is a representation of a system using constituent factors and a pattern of causal relationships between factors. In other words, a model is a representation of realities in which systems continuously behave in different and sometimes complex ways due to the internal interaction of components with each other and their external interaction with the environment. This diversity and complexity of the behaviors of a system prompts researchers in this field to design models and check the results by applying and making changes in it based on the desired variables and parameters to understand the complexity and describe or predict these behaviors. The first person who designed the self-leadership model was Manz (1986). Based on this model, he described self-leadership as a journey to self-discovery, a method of self-influence, a technique for self-efficacy, a source of behavioral control, and even a process of self-sufficiency.
In a research titled investigating the role of self-leadership strategies on employee creativity as a mediator of career success, Shamkhani, Kazemi Laegh (2023) finally concluded that self-leadership strategy has a positive and significant effect on creativity with a role as a mediator of employee career success.
In a research titled Self-Leadership as a Support for Empowerment, Klosel (2022) concluded that leadership empowerment should not only be considered as granting freedom of action in decision-making and action, but also the role of support in the development and performance of a role model of leaders should consciously be used; for this purpose, their self-leadership skills should also be continuously developed.
In a research titled investigating the effect of self-leadership strategies on general self-efficacy beliefs, Proios et al., (2020) concluded that self-leadership strategies help to improve the general self-efficacy of participants in organizational activities. Self-goal setting, self-reward, self-punishment, and nature reward were found to be stronger predictors.
 In a study titled Why Self-Leadership Matters, Brownin (2018) concluded that organizational leaders are more sensitive to issues internal to their organization, such as diversity and talent management. These leaders must be able to reflect on their strengths and weaknesses and turn them into learning opportunities.
Research methodology
The strategy used in the current research is Data-based (Strauss and Corbin). The community of participants (qualitative part) is 32 people and the statistical community (quantitative part) is 720 people. The data collection tool in the qualitative part of the research was a semi-structured interview, which was conducted using the snowball sampling method with 18 experts until reaching theoretical saturation. Also, in order to collect information in the quantitative part of the research, a questionnaire was compiled and made available online to the statistical community of the quantitative part of the research. To analyze the data, the information went through the three steps of coding in such a way that the researcher selected the components while converting them into categories and aggregating and explaining the interrelationship of the categories, finalized the process of achieving a systematic theory by putting these categories together around one central category. In order to analyze the data in the quantitative part of the research, model fitting based on the structural equation model was used through Smart-PLS software.
Research findings
In the qualitative part, the central phenomenon of the research was determined; the category of organizational self-leadership with an emphasis on training in non-governmental organizations. Also, causal conditions with 7 categories, intervening conditions with 9 categories, background conditions with 7 categories, strategies with 9 categories and finally consequences with 5 categories were counted.
In the quantitative part of the research, all categories have a factor loading above 0.50 at the confidence level of 0.95. On the other hand, the basis of significance of the items is that the significant number is greater than the value of ±1.96, which indicates the significance of factor loadings. In the model fitting output, CMIN/DF index was obtained equal to 1.515. The comparative fit indices are more than 90% and the economic indices are also greater than 0.5. Also, the RMSEA index was 0.043, which is less than 0.05. Therefore, the structural model of the research was confirmed.
Discussion and conclusion
The current research was conducted with the aim of presenting the indigenous model of organizational self-leadership with an emphasis on training in non-governmental organizations. Based on the findings of this research, the main category of statistics is self-leadership training at the individual and organizational level. The results calculated in this study are consistent with the results obtained in the following studies; Manz (1986), Browning (2018), Shamkhani & Kazemi Laegh (2023), Abdolmaleki & Khorasani (2019), Muller & Niessen (2019), Daud (2020), Proios et al., (2020), Liu et al., (2023), and Mousavi et al., (2020).
Since self-leadership is a set of thinking, speaking, and acting skills that increase individual performance, improve performance efficiency, creativity and innovation and individual effectiveness; therefore it can be taught. In order to achieve this goal, including the subject of self-leadership skills in elementary school and high school courses; and further, expanding its education in the higher education system can play an essential role in the generation of self-leadership in the society. It is also very clear that training self-leadership skills at the organizational level also leads to self-responsibility, job satisfaction, entrepreneurship, a sense of trust between the members of the organization, better communication in the group, and ultimately more correct group decisions.

Abstract Abstract The aim of the current research is to explain and design mentoring in order to improve human resources activities in the National Company of Southern Oil Regions. The current research is of mixed type (qualitative-quantitative). In the qualitative part, the necessary factors and infrastructures of the model were identified through interviews with 11 experts who were selected using the snowball sampling method; and in the quantitative part, the community consisted of 105 experts and human resource managers of the southern National Petroleum Regions Company, and stratified random sampling method was used. In the qualitative stage, the theme analysis method is used. Experts' opinions were used to check the validity of the qualitative data collection tool, and thematic analysis was uded to check the reliability of the findings. MAXQDA 10 software was used to analyze the qualitative data; and in the quantitative stage, data analysis has been done through questionnaires and structural equations using SPSS, SmartPLS software. Based on the results of the research, 16 themes and in fact the necessary infrastructures for the design of the model were obtained, which are: organizational communication, mentoring evaluation, organizational trust, organizational training, employee development, organizational commitment, employee empowerment, employee socialization, organizational structure, organizational factors, knowledge management, career path management, human resources management, organizational implementation barriers, organizational performance results, and mentor's individual characteristics. Finally, based on the obtained results, the mentoring model was designed in order to improve human resources activities. Extended abstract Introduction Today, organizations have well understood that in order to succeed in the complicated global economy and to survive in the competitive business environment, they need to have the best talents. At the same time as understanding the need to recruit, develop and maintain talents; organizations have realized that talents are critical resources (Abadeh et al, 2023). Today, at least half of the top 1000 leading companies in the world provide mentoring in various forms to their employees. Organizations such as NASA, Vodafone, Coca-Cola, etc. are among the organizations that have included mentoring in their human resources training activities. Even associations and institutions active in the field of training and improvement, such as the American Training and Improvement Association, the Personnel and Improvement Association, the American Management Association, or the International Federation of Coaches, carry out extensive activities in the field of mentoring (Kosariye et al., 2020). Official mentoring programs in organizations are implemented with a special focus on organizational development. Organizational development and culture change; Mentoring can help establish a connection between the organization's values, mission and duty. One-to-one communication helps employees understand the organizational culture and implement any necessary changes. Educational support; the mentoring method helps fill the gap between theory and practice through more transfer of knowledge and learning. Formal education and learning is completed by the practical knowledge and experience of a professional and skilled worker. Retention and maintenance of employees; The mentoring method creates a motivated and encouraging environment through interactions, training and role modeling that facilitates the internal progress of the organization and increases the welfare of employees. Mentors increase success, satisfaction, promotion and job opportunity (Tyler & MMckenzie, 2011). Therefore, the current research is looking for the answer of following question: How is the explanation and design of mentoring in order to promote human resources activities in the National Company of Southern Oil Regions? Theoretical Framework Human resources Human resources are a valuable intangible asset in an organization. Their wants and needs are different and difficult to understand. Due to the increase in the size of the industry and the complexity related to its operations and human factors, a number of organizations have used mentoring programs. Mentoring helps to increase the morale of employees and motivates them to achieve the goals of the organization. Through mentoring, organizations see their employees as better people and gain knowledge about the work needs and personal needs of employees. Just like a discipline that integrates organizational goals and personal goals, organizations gain many benefits through mentoring (Daneshmandi et al, 2018). Mentoring Mentoring is a type of learning process in which individual and mutual helping relationships are achieved through a focus on success (Rajabpor et al, 2015). In this type of learning, emotional support is a key component (Haran & Jeyaraj, 2019). In the mentoring relationship, the mentee learns and grows through conversations with experienced mentors who share their knowledge and experience, and this Learning is integrated with their thinking and action (Rajabpor, 2020). Abdollahi & Heshmati Navabi (2023) investigated coaching as an appropriate strategy for the development of medical faculty members in higher education: a systematic review. The results showed that the mentoring program consists of three stages: "targeting and familiarization with the implementation of the mentoring program", "implementing the mentoring program" and "evaluating the mentoring program." Implementation approaches included a traditional one-on-one coaching program, a peer coaching program, and a distance learning coaching program. By identifying the stages and types of mentoring programs, this study showed that their use, especially the distance education guidance program, has led to the advancement of faculty members in various fields. A mixed approach to program evaluation can provide more appropriate views of the effects of these programs. Gholipur et al, (2022) investigated the presentation of the mentoring model and analyzed the factors affecting its successful implementation in the Hamrah-e Avval company. The results of the interviews were analyzed by theme analysis and using Brown and Clark's approach. Factors affecting the implementation of the mentoring process in 17 sub-categories and 3 main categories; included planning, implementation and evaluation and feedback. Then, in the quantitative phase of the research, the main and subcategories were evaluated using the fuzzy hierarchical analysis technique. The results in the second step of the research showed that the category of implementation is the most important among the three main categories of implementing the mentoring process in the Hamrah-e Avval Company; and after that, the categories of "planning" and "evaluation and feedback" are in the second and third ranks. Research methodology The current research is of mixed type (qualitative-quantitative). In the qualitative part, the necessary factors and infrastructures of the model were identified through interviews with 11 experts who were selected using the snowball sampling method; and in the quantitative part, the community consisted of 105 experts and human resource managers of the Southern National Petroleum Regions Company, and stratified random sampling method was used. Research findings The Max Kyuda software was used to analyze the qualitative data, and in the quantitative stage, the data analysis was done through questionnaires and structural equations using (SPSS, SmartPLS) software. Based on the results of the research, 16 themes and in fact the necessary infrastructures for the design of the model were obtained, which are: organizational communication, mentoring evaluation, organizational trust, organizational training, employee development, organizational commitment, employee empowerment, employee socialization, organizational structure, organizational factors, knowledge management, career path management, human resources management, organizational implementation barriers, organizational performance results, and mentor's individual characteristics. Finally, based on the obtained results, the mentoring model was designed in order to improve human resources activities. Conclusion The current research has been carried out with the aim of explaining and designing mentoring in order to improve human resources activities in the National Company of Southern Oil Regions. The results of this research corresponds with the results of Derex (2021), Bas et al, (2018), Ebrahimpour et al, (2021), Perasad et al, (2019), Mendez et al, (2017), Safdari & ghrone (2022), Deipite & Shalin (2017), Zarabi et al, (2018), Maghboli et al, (2019), Perasad et al, (2019), Safdari & Ghoroneh (2022), Daneshmand et al, (2018), Bass et al, (2018), Pourhossein (2018), Safdari & ghrone (2022), and Deipite & Shalin (2017). From the review of researchers' opinions, it is concluded that the necessary factors and infrastructures for the implementation of mentoring are: The structure of mentoring, determining the supervisor of mentoring implementation, training, creating a mentoring culture, mentoring evaluation, and service compensation. It can be concluded that, according to the background of the research and by studying the opinion of the researchers and by studying the researches, mentoring improves the activities of Human resources include: socialization of training and development, performance management, career path and succession, and preservation and maintenance of human resources. According to the findings of the research, for the optimal use of human resources in planning in the field of mentoring evaluation, it is suggested: - Due to the fact that the human resources activities in the National Company of Southern Oil-bearing Regions need to be improved and the use of management systems and attention to these activities will improve the human resources activities, and if human resource activities are performed well; the performance of human forces and human resources of the organization will improve, and the achievement of the organization's goals depends on the performance of its human resources, and the proper performance of the organization's human resources will make the organization's goals effective and efficient. It is recommended to use mentoring system in order to improve human resource activities.

Abstract Abstract
The purpose of this research is to identify indicators and effective factors in the maintenance of expert human resources in deprived and less developed areas and their ranking, as well as to draw a model of maintenance with an ecological approach, centered on the government organizations of Sistan and Baluchistan province, which is applicable in terms of purpose; and Regarding the implementation method, it is survey based on structural equation modeling. The statistical population included 181 managers and experts of government organizations in Sistan and Baluchistan province, from which 123 people were selected as a sample using Cochran's method. The data of this research was collected through a questionnaire created by the researcher, and validity and construct validity were used in order to evaluate the validity of the final questionnaire. Structural equation technique and Smartpls software were used to analyze the data. The results show that in this research, the dimensions of maintaining expert human resources include: behavioral, structural, contextual, and normative/attitudinal factors; and 31 components, based on the output of structural equation analysis and path analysis technique, the path coefficient of behavioral factors is 0.901, structural factors 0.886, contextual 0.821, and normative/attitudinal 0.840, in which the behavioral factors have the greatest impact and the job satisfaction component with a significant number obtained from the T-test equals 24.004 and the path coefficient 0.901 has played the greatest role in maintaining expert human resources in the government organizations of Sistan and Baluchistan province
Extended abstract
Introduction
Human capital is considered the most complex and valuable capital in any organization, which plays the main role in realizing the organization's goals. If we carefully study the national wealth of a society, we come across two types of capital resources: material capital and human capital, meanwhile, it is the existence of trained and expert human capital that uses material capital, and its lack and deficiency is the reason for the loss and stagnation of the national capital and the decline of production and reproduction (Armestrang, 2018). For this purpose, most of the organizations consider the issue of maintaining the human resources of the organization as important and fundamental, and plan for it and spend a lot of money on it. One of the basic missions of human resources management of organizations is to maintain capable employees. Because maintenance measures are complementary to other human resource management measures and processes; even if the recruitment, selection, appointment and improvement operations are done properly, the results of management actions will not be very impressive without paying enough attention to maintenance. In many businesses, employee retention has become a major concern. The longer a person stays in the organization, the more skills he acquires; so ideally, employees should stay for a long time so that the organization achieves consistent success (Chawla. 2021). Therefore, maintaining human resources and preventing the loss of workforce in leading organizations has become one of the most important concerns of human resource management. In fact, leaving a job is a kind of work challenge that is associated with a decrease in the amount of physical and mental energy in employees. Today, leaving a job has attracted a lot of attention from researchers and organizational leaders, which is mainly related to important organizational and individual consequences such as job performance, organizational behavior, job attitudes, and negative psychological consequences. In the event of a drop in specialized forces, the movement of the organization will be affected and it will appear as a problem for the managers of the organizations who seek to preserve, maintain, improve and improve the productivity of their human resources, which can bring irreparable consequences for the organization (Khalili Tabar et al., 2020).
The basis of every organization is development and movement, and this is possible through specialized and efficient human resources. Currently, attracting and maintaining specialized human resources, especially in less developed and deprived areas, is one of the most important strategies in the field of strategic human resources management, and on the other hand, it is one of the most serious problems of organizations in the modern era, which today, in completely changing conditions governing organizations, The increase in competition and the necessity of its effectiveness in such conditions reveals their need for a valuable generation of employees who are referred to as organizational soldiers, the national wealth of the land, and drivers of development. Therefore, the strategic and economic advantage in the future will be given to organizations that attract, cultivate and maintain this best and brightest human capital better than others. Undoubtedly, this will be an important characteristic of effective organizations; therefore, the purpose of this research is to design a model for the feasibility and establishment of maintaining expert human resources in government organizations of Sistan and Baluchistan province.
Theoretical literature
Human resource retention: The term human resource retention can be defined as an effort to create and improve an environment over a long period of time that continues to encourage employees to work while implementing policies and practices that suit their various needs.
Talent management: Talent management is the strategic management of the flow of talents in the organization, and its goal is to create an available source of talent to match the right people with the right jobs at the right time based on the strategic goals of the business. Also, talent management can be defined as the management of the supply, demand and flow of talented people through the engine of human capital (Roknabadi & Adibzadeh, 2023).
Suman (2024) in a research titled Employee Retirement and Planning for Retention in the Public and private Sectors in the United Kingdom, using a mixed method and combining quantitative and qualitative techniques, investigated the correlation between employee interaction and their retention. The data showed that employee turnover rates varied significantly across UK industries.
Roknabadi & Adibzadeh (2023), in a research titled identifying and prioritizing the factors affecting human resources maintenance in Islamic Azad University, came to the conclusion that maintaining expert staff in Islamic Azad University first requires attracting efficient, committed and specialized staff.
Research methodology
The current research is applicable in terms of its purpose, and survey in terms of the execution method, and is based on structural equation modeling. The statistical population included 181 managers and experts of government organizations in Sistan and Baluchistan province, from which 123 people were selected as a sample using Cochran's method. The data of this research was collected through a researcher-made questionnaire.
In order to analyze the data, the structural equation modeling method, the path analysis technique, and the Smartpls software were used to determine the factor load of the manifest and hidden variables. In order to conduct the research, the final questionnaire was provided to the experts, and by applying their expert opinions, corrections were made and the formal and content validity was confirmed.
Research findings
In this research, by using covariance and correlation between independent and dependent variables, loading factors and variances of hidden variables can be estimated, and it can be used for confirmatory factor analysis and also structural equation modeling (casual construction with hidden variables), and the results of the factor loadings of the research variables were presented in the form of graphs. Values ​​of factor loadings greater than 0.7 were kept and the rest (q3, q5 and q9) were removed. The results showed the alignment of the questionnaire questions (except for the aforementioned indicators) to measure the concepts. The above results showed that the relationships between constructs or hidden variables can be cited. At the end, q5, q3, q9 indicators (because all their indicators have a factor load of less than 0.7) were removed and the modified model in the form of a diagram (1 and 2) was re-implemented.
Evaluation criteria of the measurement model (outer model)
With the help of Average Variance Extracted (AVE) index, it was found that all the studied constructs have an extracted average variance higher than 0.5; that is, the validity of the divergence of the research variables is confirmed. Combined reliability indices (CR), Cronbach's alpha and Rho coefficient are used to check the reliability of the questionnaire, and it is necessary to confirm the reliability of these indices higher than 0.7. All these coefficients are higher than 0.7 and show the reliability of the measurement tool.
Divergent validity is a measure of the fit of measurement patterns and is checked through the HTMT coefficient. According to the researchers, this coefficient is the most reliable way to comment on the divergent validity, and it is based on the Monte Carlo simulation method. If this coefficient is below 0.9, there is divergent validity between the two constructs.
Evaluation of structural model criteria (inner model)
With the path coefficient of 0.886 and also the t-statistic of 25.539 obtained from the partial least squares method; at the 99% confidence level (given that the t-statistic is more than 2.57), structural factors are one of the factors of maintaining human resources.
Discussion and conclusion
In explaining these findings, it can be said that job satisfaction is the result of a wide range of factors and elements that are effective on the quality of work life, and can even play a role as an independent factor in maintaining expert human resources. Existence of rich jobs with a meaningful and challenging and independent identity and nature with multiple tasks and responsibilities, leadership and management style based on value systems, trust in employees, conflict of opinions in decision-making and strategic areas, a dynamic, active and growing environment and the supporter of the elites and the culture of the organization in which they prominently witness the rule of transcendent social values, values ​​that have become social norms and are practically seen in the behavior and style of most social agents, some of which include central justice instead of unfair discrimination, criteria-based instead of relationalism, merit selection instead of dynasticism and work politics, etc., providing such a social environment helps to feel safe and calm, and experiencing such an environment will be the basis for the permanence of the organization's elites.
According to the results of the research, it is suggested that the extraordinary payment of operational and war zones for specialist employees working in border and underprivileged areas should be put on the agenda in the seventh development plan. It is suggested that the duration of the official trial period of Article 46 be reduced from three years to two or one year in case of employment in the target areas.

Abstract Abstract The purpose of this research is to provide a model of digital human resources management with a data-based approach. The current research is applicable-developmental in terms of purpose, descriptive in terms of information gathering, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. Sampling in this research was snowball type. Based on the subject of the desired data; through preliminary studies, semi-structured interviews, collection, and sampling continued until reaching theoretical saturation. The obtained information was analyzed with MAXQDA2020 software. The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human, and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural, and organizational), which is necessary, according to the mentioned model, while paying attention to the multiplicity, to provide the ground for the implementation of the desired situation. Extended abstract Introduction Globalization and the rapid growth of information and communication technology have faced a fundamental change in the process of human resources management; and the role and function of human resources has been marginalized with the colorful presence of information and communication technology, and it is even feared that one day human resource management will be without role-playing. Man should be realized in all fields and organizational dimensions. Planning, organizing, directing and controlling intelligent and digitized human capital and virtual space accelerates and facilitates its processes (Momeni Mehmoui, 2024). The process of digital transformation is one of the new tricks in the field of human resources management, which has recently gained double importance with the spread of the corona virus in our country and among some government organizations and businesses in the field of digital and technology. Due to the fact that the corona situation has brought an unprecedented crisis to the world undergoing digital transformation, millions of people have started to work remotely to prevent the spread of the disease and maintain the continuity of business, and the development of virtual human resources and alternative work strategies helped organizations to adapt to the current challenges and to prepare for future disruptions. Therefore, one should seek to analyze the role of human resources development in the crisis and transition to a new period, so that in case of disruption and change, one can always help one's organizations not only to survive this crisis, but also in a new period of work transformed by technology, progress, and increase their performance (Bennett et al, 2021). Despite the fact that the importance of digital human resources in advancing the goals of the organization has been established, very few studies have been done in this field so far, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that by presenting a comprehensive model, this research can pave the way for a smooth path during the successful entry and movement of the banking sector and other organizations towards digital transformations. According to what has been said, the gig economy has imposed new requirements in all fields, especially human resource management, on the government sector, among which digitalization can be pointed to, which deserves to be given a suitable transformative response. Therefore, the digital management of human resources can be considered as a requirement for the government sector for a major transformation in the gig economy (Vrontis et al, 2021). For this purpose, this research tries to provide a digital model of human resources management in the banking network of Iran in line with this necessity and specify what features this model should have and how it should be designed and implemented (Malekzadeh & Sadeghi, 2016). In order to achieve this purpose, in the research process using the qualitative method and also having the opinions of experts, an attempt is made to answer the question: how the model of digital human resources management is with the data-based approach and how reliable it is? Theoretical literature Concepts such as "digitalization", "digital transformation" or "digital disruption" are currently discussed among the most prominent researches. In general, such concepts indicate the increasing use of technology and related fundamental changes in many areas of business and society, which is also true (Martins, 2022). Digital human resources management is a way of thinking that continuously provides digital technologies for more productivity of employees and building a better work experience for them (Ghader & Shami Zanjani, 2019). Research background Hosseinpour & HamzeNouripour (2023) in a research titled human resource management without humans, functions of digital transformation, challenges and solutions (a transformational approach to human resource management in the age of information and communication technology), have shown that although modern tools such as analysis big data will overshadow the way human resources are managed, it will not replace the insight of managers. Technology can help fill the gaps in the field of using human resources properly as a competitive advantage in business. Rastgar et al, (2022) in a research with the aim of intelligent human resources management: explaining the requirements and technology-oriented platforms in knowledge-based companies reported that intelligent strategic management has the highest degree of centrality among the variables and after that intelligent leadership has the highest centrality, and regarding the highest degree of output as the most influential variable on the modeling done, we can point to the intelligent strategic management. Research methodology The current research method is data-based analysis. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. The researcher first examined the research topic qualitatively with limited participants and then, based on the qualitative findings, he proceeded to build the desired tool. The technique used in sampling in this research was snowball type. Based on the topic of data and information through preliminary studies, the semi-structured interviews were collected, and sampling continued until reaching the theoretical saturation and sufficiency, and after conducting 15 interviews, the data analysis indicated that no new data was added to the previous data, because high percentage of the data extracted from the last interviews were repetitive; therefore, after conducting 15 interviews and reaching theoretical saturation, the interviews were ended. According to the data-based strategy, a list of concepts and categories was collected and a model related to the topic was compiled in three open, central and selective coding techniques. The full text of the interviews was conducted with MAXQDA software and three experts outside the research were consulted to ensure the transferability of the research findings. Research findings The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural and organizational). Discussion and conclusion The purpose of this research was to present a model of digital human resources management with the data-based approach. The findings of the research showed that the human resource management model includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, individual platform), intervening factors (cultural factors and creation of new platforms), strategies (organizational and management), and consequences (individual, cultural and organizational). These findings are in line with the results of Tijan et al, (2021), (Vallicelli et al, (2018), Vrontis et al, (2021), and Malekzadeh & Sadeghi (2016). Based on the model obtained from the digital human resources management with the data-based approach and its dimensions, the implementation of the digital human resources management depends on the correct understanding of the causal conditions. In the explanation of these results, it can be said that if the causal conditions are not properly identified in an organization and are not paid attention to, all the strategies presented are prescriptive and lose their ability and efficiency over time. In the presented model of the current research; among the causal factors, organizational (clarity of the information structure in the organization) and human (human factors) components have been given more attention in this section. Based on the presented model, background conditions have also been observed along with the causal factors in digital human resources management with the effective data-based approach. Among these factors, components such as the material and spiritual support of the government, the suitability of the society's culture with the individual's culture, and the degree of integration of digital human resources stakeholders have received the attention of the interviewees. In explaining these results, we can mention the impact of the context and environment in which an organization plays a role, which is more important in relation to private sectors. Another dimension in this model is the dimension of consequences based on the opinion of the interviewees in the management of digital human resources with the data-based approach; based on which, cultural consequences (proper training of human resources employees) and organizational consequences (human resources department, in creating and maintaining a positive image of digital systems) has received more attention. In terms of the strategic dimension, the interviewees paid the most attention to organizational strategy (strategic system of communication with clients and individual perspective of human resources management) in digital human resources management with a data-based approach. In this model, this category is of the type of action and solution and does not have the aspect of a process, and from this point of view, paying attention to these factors in the strategy of digital human resources management can be helpful. In terms of the intervening conditions, the interviewees were more focused on creating new (digital) platforms (independence of managers and having new ideas), which can play an effective role in providing a successful model in terms of digital human resources management with the data-based approach. In terms of the central phenomenon, the interviewees focused on the category of digital learning and paid less attention to other assumed components, which are among the factors that should be considered in order not to create a disturbance in the selection of effective solutions for digital human resource management with the data-based approach.

Abstract Abstract The goal is designing a security-oriented leadership model of Mazandaran University of Medical Sciences, which is a fundamental study in terms of research orientation, and a mixed exploratory one in terms of data analysis method. The statistical population of the research includes professors and knowledgeable experts in the field of human resources management and members of the faculty of Mazandaran University of Medical Sciences. Sampling in this study was available. Based on the topic of data and information through preliminary studies, the semi-structured interviews of collection and sampling continued until reaching the theoretical saturation level, and after conducting 8 interviews and reaching the theoretical saturation level, the interviews were ended. The acquired information was analyzed by MAXQDA2020 software. The results have shown that in the model presented regarding the safety-oriented leadership model of Mazandaran University of Medical Sciences, among the causal factors (components of acceptability and respect for values), the core categories (providing exploration through emphasizing on growth and handling tasks and situations through a positive method), background conditions (employee support), intervention (attention to the organization's policies), strategic factors (influencing subordinates' thoughts) and consequences (creating morale and motivation in employees) has received more attention. Extended abstract Introduction One of the most important elements in any organization is its management, which causes coherence and order in affairs. In order to achieve an efficient organization, the manager is obliged to act according to his professional duties and with proper and appropriate use of the facilities so as to obtain the best and most effective results. In order to achieve this, managers must be familiar with the basics of power and leadership in organizations and methods of influencing subordinates. Security-oriented leadership, used by leaders, is a process to influence the desired success of the vision and is accompanied by influencing the organizational culture, allocation of resources, guidance through policy-making and consensus on a complex, ambiguous, unreliable and transient global environment characterized by opportunities and threats. In the definition of security-oriented leadership, it can be stated that this type of leadership is mostly considered as a safe base that covers the generality of its organization well. This style of leadership can facilitate the possibility of efficient and productive intra-organizational cooperation, because in such organizations, communication flows parallel to trust. It is no secret that most of today's organizations struggle with various issues, including technological developments, resource limitations, energy problems, etc. (Obeydi et al, 2023). Naturally, in such a situation, organizations are looking for frameworks to maintain and improve their competitive advantage and ultimately lead to their continued survival in the global competitive environment. All these factors work hand in hand and will make the organization progress compared to competing organizations. In the meantime, having a productive, committed and effective workforce requires strong leadership in organizations. The organizational environment can influence the behavior of employees and strong management principles can improve the performance of employees and ultimately lead to organizational excellence. One of the responsibilities placed on the shoulders of every management is to create enough motivation among the employees to perform their duties well and as they were told. The topic of leadership and management is one that has attracted the attention of many researchers and management science researchers (Sadeghi, 2021). Considering that universities of medical sciences play an essential role in promoting the health of the society, it is recommended that in order to evaluate the sustainability in the university, careful planning should be done by the managers and practitioners of the higher health education system. In this context, the transformation and innovation package in medical science education has been implemented by the Ministry of Health, Treatment and Medical Education, one of the packages discusses the movement towards leadership systems and the role of management in influencing employees, which oversees three general policies of institutionalization of the management approach in the health system, being present in regional and global educational arenas, and producing and localizing valid scientific evidence for the promotion of higher health education (Obeydi et al, 2023). Since the development of the University of Medical Sciences and the achievement of its educational goals is through the style and type of management and leadership in its employees, it is very important in the direction of competitive advantage in the present era; therefore, in view of the fact that it plays an important role in the health of the society, universities of medical sciences should try to promote all-round development; and from one point of view, there is very little information about the type of security-oriented leadership style in the university, as a style that has more influence on employees, and no research has been done about the presentation of the model in the universities of medical sciences, so with regard to the presented materials, the main question of the present research is: how is the development model of the security-oriented leadership style at Mazandaran University of Medical Sciences? Theoretical literature Security: Security means predicting and providing government assistance to meet people's needs in times such as illness, unemployment, old age, being immune and free from threats or illegal actions (Sadeghi, 2021). Security-oriented leadership: In the definition of security-oriented leadership, it can be stated that this type of leadership is considered more as a safe base that well covers the generality of its organization (Obeydi et al, 2023). Moqar et al, (2023) conducted a research titled "The effect of security-oriented leadership on nurses' ethical behaviors: explaining the moderating role of individual resilience". The research method was descriptive-correlative. The statistical population of the research was made up of nurses of public hospitals in Mazandaran province. Sampling method was available. The results showed that safety-oriented leadership has a positive and significant effect on nurses' ethical behaviors. Also, the moderating role of the individual resilience variable in the relationship between the impact of security-oriented leadership on nurses' ethical behaviors was also confirmed. Hosseini et al, (2021) in a study titled predicting the organizational voice of teachers based on the security-oriented leadership of school principals, showed that there is a positive and significant relationship between the security-oriented leadership style and the organizational voice of teachers. The results of multiple regression analysis indicate that among the components of security-oriented leadership style of school principals, two components of observing the potential and investigating had the ability to predict the organizational voice of teachers. Research methodology The current study is a fundamental study in terms of research orientation, and an exploratory mix in terms of data analysis method. The statistical population of the research includes professors and knowledgeable experts in the field of human resources management and members of the faculty of Mazandaran University of Medical Sciences in the human resources department. The technique used in sampling in this research was non-random snowball sampling. Based on the topic of data and information through preliminary studies, semi-structured interviews were collected and sampled until reaching the theoretical saturation limit, and after conducting 8 interviews and reaching the theoretical saturation limit, the interviews were ended. The opinions of the present experts were analyzed in the form of a qualitative interview, using the theoretical coding approach based on grounded theory methodology (identification of open codes, categories and concepts) and using MAXQDA software. Research findings In the model presented regarding the safety-oriented leadership model of Mazandaran University of Medical Sciences; among the causal factors, the components of acceptability and respect for values according to the point of view of the interviewees have received more attention in this section. Based on the presented model, the central category of components such as providing exploration by emphasizing growth and handling tasks and situations through a positive method have been noticed by the interviewees. Another influential dimension in this model is the context dimension, which according to the opinion of the interviewees in the safety-oriented leadership model of Mazandaran University of Medical Sciences; support for employees, fairness and maintaining peace and deep emotional connection received more attention. From the point of view of the intervenor, the interviewees paid attention to the organization's policies, the culture of trust and creating an atmosphere full of peace in the security-oriented leadership model of Mazandaran University of Medical Sciences. In terms of strategic factors, the interviewees were more focused on influencing subordinates' thoughts, using others' potential, and creating opportunities for subordinates. Regarding the consequences aspect, the interviewees focused on creating morale and motivation in employees and positive organizational development and change, creating creativity and innovation, learning organization and creating job satisfaction; and other components assumed less attention. Discussion and conclusion In the model presented regarding the safety-oriented leadership model of Mazandaran University of Medical Sciences; according to the interviewees, the components of acceptability (the acceptability of leadership in an ambiguous and complex environment) and respect for values ​​(the manager's speech about the organization's basic beliefs and values ​​and leadership of people's thought, speech and behavior) among the causal factors are paid more attention in this section. Based on the presented model, the central category, along with causal factors, has been observed to be effective in the security-oriented leadership model of Mazandaran University of Medical Sciences. Among these factors are components such as providing exploration by emphasizing growth (development and potential and exploring) and handling tasks and situations through a positive method (prioritizing tasks in time management) have been noticed by the interviewees. Another influential dimension in this model is the context dimension, which according to the opinion of the interviewees in the safety-oriented leadership model of Mazandaran University of Medical Sciences; support for employees (high standards of ethical behavior with employees), fairness and maintaining peace ( having harmony, emotional health) and deep emotional connection (emotional and mental relationships in the work environment) have been more important. From the perspective of the interventionist, the interviewees paid attention to the organization's policies (challenges of power sharing and conscious measures of influence), the culture of trust (enhancement of participation) and the creation of an atmosphere full of peace (preventing feelings of inferiority) in the security-oriented leadership model of Mazandaran University of Medicine Sciences. In terms of strategic factors, the interviewees are more focused on exerting influence on the thoughts of subordinates (managers' independence), using the potential of others (growing and developing the talents of employees) and creating opportunities for subordinates (providing solutions for the organization's problems with the motive of profiting them and carefully planning). In terms of the results aspect, the interviewees were interested in creating morale and motivation in employees (increasing employee self-confidence), positive organizational development and change (developing and expanding employees' abilities), creating creativity and innovation (creating innovative ideas), the learning organization (the importance of having a sense of group cooperation about the mission) and creating job satisfaction (satisfaction with salaries and benefits and satisfaction with the supervisor) has been focused, and less attention has been paid to other assumed components.

Abstract Abstract The purpose of this research is to design the organizational agility model in order to improve the productivity of human resources in Shomal Drilling Company. In terms of purpose, the current research is applicable in the quantitative part, fundamental-exploratory in the qualitative part, and mixed (qualitative-quantitative) in terms of implementation. The statistical population of the research in the qualitative part includes 10 academic specialists, professors and senior managers in the field of human resources and experts in the field of organizational behavior, and sampling was carried out by the theoretical saturation method; and in the quantitative part it includes 2500 people from all employees of Shomal Drilling Company, 333 of whom were selected through the Cochran formula by stratified random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Data in the qualitative part analyzed by the coding method and MAXQDA software, and in the quantitative part by SPSS and PLS software. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1-causal factors (human and organizational factors); 2- the central phenomenon (organizational agility); 3- strategies (agility strategy); 4- context and facilitator (agility drivers); 5- Obstacles (challenges of human resource management); and 6- Consequences (productivity of human resources). The results in the quantitative part showed that human and organizational factors have an effect on organizational agility, and in this way, it increases the level of the organization's agility strategy and, as a result, the productivity of employees. Also, the results showed that agility drivers and existing challenges in human resource management affect productivity through agility strategy. Extended abstract Introduction Today, productivity and increasing organizational excellence has become one of the most important components of management in large and small organizations. Experienced managers in organizations have now realized that in order to achieve success in the arena of global competition and increase profitability, considering the components related to human and work productivity is very valuable and should always be taken into account (Hojjati & Nasiri, 2020). Today's business environment is full of organizational competition and the smallest slip can lead to the decline of an organization (Hashemzadeh, 2017). In today's competitive world, in order to face the new changes that occur in today's competitive world, organizations should think about adapting to changes (Khakivatan et al, 2021) and seek to take advantage of potential opportunities. One of the parameters proposed to increase flexibility, speed of action, and quality; is organizational agility. Organizational agility is the concept of high adaptability without the need to change. In fact, the organization can create a capacity in its structure and operational methods to create flexibility, change and adaptation to changing conditions without the need to make a series of permanent, mandatory and fundamental changes (Sadiq et al, 2020). Organizational agility refers to an organization's ability to respond quickly and effectively to environmental changes and internal conflicts (Ali Sofi & Salami, 2023). Organizational agility is an organizational capability that must be considered by the managers of educational organizations in order to achieve organizational goals, and has the components of innovation, responsibility, speed in work, low complexity, high quality, flexibility, and readiness to respond to environmental changes, and also is very resistant to environmental problems and challenges (Abolghasem et al., 2018). Therefore, this research seeks to investigate the issue: what model can be designed to make the organization agile in order to improve the productivity of human resources in Shomal Drilling Company? Theoretical framework Organizational agility Agility can be described as a management concept around responding to the turbulent and dynamic market and customer demand, and is not only a solution for the survival of the organization but also an opportunity to achieve sustainable advantage (Tavakoli et al, 2019). Productivity of human resources Productivity means an intellectual point of view and the concept of working and acting intelligently. Productivity can be considered in human resources or capital, and the main and important indicator in this field is undoubtedly human resources and factors affecting it (Rosenzweig, 2020). Kadivar Zinkanloo et al, (2024) investigated the design of organizational resilience development model based on organizational agility components (case study of Sepeh Bank branches in North Khorasan province). The findings of the research show the types of causal factors, phenomenon-oriented, strategies, intervening, contextual and consequences; which according to the research approach, research model at the level of dimensions and components examined and validated in the qualitative stage. Causal factors include flexible organizational culture; central factors include the development of organizational resilience based on organizational agility components; strategic factors include the development of strategies; intervening factors include the change process; background factors include the improvement of processes and communications in the organization; and the outcome includes agility. Ali sofi & Salami (2023) investigated the effect of quantum management skills on susceptibility to change with the mediating role of organizational agility. The findings obtained from the structural equation model showed that the standard coefficient between quantum management was significant on readiness for change (0.19), quantum management on organizational agility (0.58), as well as susceptibility for change and organizational agility (0.64), and the indirect effect of quantum management on change readiness (0.47). Research methodology In terms of purpose, the current research is applicable in the quantitative part, fundamental-exploratory in the qualitative part, and mixed (qualitative-quantitative) in terms of implementation. The statistical population of the research in the qualitative part includes 10 academic specialists, professors and senior managers in the field of human resources and experts in the field of organizational behavior, and sampling was carried out by the theoretical saturation method; and in the quantitative part it includes 2500 people from all employees of Shomal Drilling Company, 333 of whom were selected through the Cochran formula by stratified random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Research findings Data in the qualitative part analyzed by the coding method and MAXQDA software, and in the quantitative part by SPSS and PLS software. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1-causal factors (human and organizational factors); 2- the central phenomenon (organizational agility); 3- strategies (agility strategy); 4- context and facilitator (agility drivers); 5- Obstacles (challenges of human resource management); and 6- Consequences (productivity of human resources). The results in the quantitative part showed that human and organizational factors have an effect on organizational agility, and in this way, it increases the level of the organization's agility strategy and, as a result, the productivity of employees. Also, the results showed that agility drivers and existing challenges in human resource management affect productivity through agility strategy. Conclusion The current research was conducted with the aim of designing an organizational agility model in order to improve the productivity of human resources in the Northern Drilling Company. The results of this research are in agreement with the results of Kadivar Zinkanloo et al, (2024), Ali sofi & Salami (2023), Ardian et al, (2023), AlNawafleh et al, (2022), Nikkhah (2022), Tashakori et al, (2021), Dehghani Soltani & Shahabipour (2021), Subramony et al, (2021), Khosravipour & Pourjavid (2020), and Moghali & Talebi (2018). Tashakori et al, (2021) showed that "increasing the speed of work-doing", "improving flexibility", "improving organizational competence", and "improving accountability" are requirements for organizational excellence that directly affect organizational agility. According to the results of the research, the following suggestions are presented: 1- Researching and developing by allocating the required resources, creating organizational innovation, using the knowledge management process, empowering employees, and also by recruiting and hiring skilled and specialized personnel, specialized training of employees, creating a strategic vision of the organization and adopting appropriate human resources strategies for the flexibility of employees, creating a culture of change in employees, creating a flexible organizational structure and speed of action in responding to needs, as well as the use of modern technology, agility of organizational processes, and communication with international customers. 2- Paying attention to increasing the speed of work-doing and improving the level of organizational competence of employees, as well as by gaining experience and skills to the flexibility of employees, creating a culture of change in employees, creating a flexible organizational structure and speed of action in responding, as well as the agility of organizational processes and communication with International customers.

Abstract Abstract The purpose of this research is to examine the presentation of the curriculum model of work and technology in secondary schools of Fars province. The current research is applicable in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population of this research includes 450 people from all secondary school teachers who teach in the field of work and technology, and 210 people were selected as a sample using Morgan's table. The collection tool in the current research includes a researcher-made questionnaire derived from the qualitative method, which has 4 dimensions: goals (oriented to the educational system, attention to needs assessment, mental ability of the learner, learning time); content (curiosity, meaningful learning, learner characteristics, functional ability); teaching method (problem solving method, work unit (project), small groups, demonstration method); and evaluation (increasing skills, academic progress, increasing job skills, communication skills). The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. Lisrel software was used to fit the conceptual model of the research. The research findings showed that according to the values ​​of standard coefficients and significant t coefficients, it can be said that the goals and content component (β = 0.63) has a significant role in the model, and the teaching and evaluation method component (β = 0.22) has a significant role in the program model of curriculum work and technology in secondary school. All the indicators are very favorable, and the model has a good fit with the data, indicating that there is a linear relationship between the variables. Extended abstract Introduction Since the communication networks of various markets have connected the production and supply of services at the national, regional, and global levels, and considered competitiveness to be the key to entering the global markets, it is obvious that in this global competition, not only countries, but all institutions and people should constantly increase their competitiveness and adaptability (Klofsten et al, 2019). Meanwhile, the attention of many policymakers and political decision makers has been focused on the potential role of entrepreneurs. Entrepreneurship is a process that is known as the key factor of economic growth and development in the modern era, and at the center of international competition are entrepreneurial companies whose competitive edge is focused on organizational flexibility and the strategy of continuous change in processes, products and plans (Tehrani) et al., 2021). To achieve this goal, it seems necessary to cultivate creative ideas and entrepreneurs who can adapt themselves to the new world. The phenomenon of growth and development is serious in the societies that are dynamic and alive with educational and research centers and have a two-way relationship with them and there is movement, innovation and innovation in them. Of course, the real position of education is determined when its role in all-round development such as cultural, social, economic, and political development is also considered (Kalali & Zarkani, 2019). The idea of ​​paying attention to work and technology education has created a lot of enthusiasm in the last few decades, and many effects have been mentioned for this attention, among the most important of which results such as economic growth, job creation, individual growth, increased participation of school in providing services, improving the quality of services and activities can be mentioned (Aslani, 2023). Education of work and technology in schools helps students find an entrepreneurial mindset and expand the knowledge and skills necessary to develop the culture of work and technology in the society. Therefore, the researcher is trying to answer the question: what is the model of work and technology curriculum in secondary schools of Fars province? Theoretical Framework Curriculum Curriculum is actually the proposed educational program that shows how to lead the learner in the direction that is preferred for his growth, and relies on the value system, and the curriculum is a tool to achieve the ideals, realize goals, and fulfill educational objectives. The curriculum deals with the learning outcomes and not only with the predetermined goals but also with the results because the results - in the evaluation position - can include things other than the intended goals and results, and different people may be affected by the set of predetermined measures in different ways (Gholami et al, 2019). Work and technology education in curriculum planning Vocational training can be the main part of the curriculum with a part of the graduation course or a part of other courses. This type of education should be an integral part of all stages of education and training and should be provided through an organized and graded program. (Hashemi et al, 2019). The purpose of teaching work and technology in schools is not only to set up business and work and technology for profit; rather, work and technology is a way of life that is used in all aspects of a person's personal, organizational and social life. Students are the employees, officials, managers and entrepreneurs in the future of the country; if they become familiar with these topics, they will act better at making life and career decisions for themselves, dealing with entrepreneurs and solving their problems. Teacher-oriented education is replaced with Practice-oriented activists of work and technology; so that students become familiar with work and technology through activities and involvement (Fereydun Nezhad, 2023). Zanganeh et al, (2024) investigated the design of the curriculum model of virtual schools in the second period of secondary school in Khaf city. The results showed that school curriculum design includes 6 components: curriculum goals, curriculum content, curriculum evaluation, curriculum learning-teaching flows, curriculum strategies, degree of curriculum suitability; and the results of model fit statistics show that the obtained values for each of the indicators shows a very good fit of the model. Mortazavi Amiri et al, (2023) investigated the design of a dynamic professional learning environment based on an interdisciplinary curriculum with the approach of the effectiveness of knowledge creators in order to provide a model. The results showed that all the components of the dynamic professional learning environment in the field of interdisciplinary lesson planning were identified, and their meaningful dimension was confirmed in the research, and the model of the dynamic professional learning environment was explained based on interdisciplinary lesson planning with an effective approach of knowledge creation by examining the themes, concepts and quantitative and qualitative research. Research methodology The current research is applicable in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population of this research includes 450 people from all secondary school teachers who teach in the field of work and technology, and 210 people were selected as a sample using Morgan's table. The collection tool in the current research includes a researcher-made questionnaire derived from the qualitative method, which has 4 dimensions: goals (oriented to the educational system, attention to needs assessment, mental ability of the learner, learning time); content (curiosity, meaningful learning, learner characteristics, functional ability); teaching method (problem solving method, work unit (project), small groups, demonstration method); and evaluation (increasing skills, academic progress, increasing job skills, communication skills). Research findings The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. Lisrel software was used to fit the conceptual model of the research. The research findings showed that according to the values ​​of standard coefficients and significant t coefficients, it can be said that the goals and content component (β = 0.63) has a significant role in the model, and the teaching and evaluation method component (β = 0.22) has a significant role in the program model of curriculum work and technology in secondary school. All the indicators are very favorable, and the model has a good fit with the data, indicating that there is a linear relationship between the variables. Conclusion The present study was conducted with the aim of investigating the presentation of the curriculum model of work and technology in secondary schools of Fars province. The results of this research are in agreement with the results of Zanganeh et al, (2024), Mortazavi amiri et al, (2023), Mastali et al, (2023), Rajaei (2023), Eisner (2022), Gholamiyan & Farashbandi (2022), Aslan et al, (2021), and Kusumaningtyas et al, (2018). Mortazavi amiri et al, (2023) showed that all the components of the dynamic professional learning environment in the field of interdisciplinary curriculum planning were identified, and the model of the dynamic professional learning environment was explained based on interdisciplinary lesson planning with an effective approach of knowledge creation by examining the themes, concepts and quantitative and qualitative research. According to the present research, the following suggestions are presented: - Teachers ask students to express their experiences in different issues and share them. For this purpose, some parts of the class's time should be allocated to share the experiences and opinions of the students. - Teachers' theoretical and specialized knowledge should be evaluated, and sufficient and complete reports should be provided to school principals and assistants every semester. This should be done by internal evaluators in schools.

Abstract Abstract The purpose of this research is to design a general management model of employees with an emphasis on performance management. The current research is applicable in terms of purpose, mixed in terms of implementation (qualitative-quantitative), and descriptive-survey in terms of nature. The participants in the qualitative part include 13 professors and experts in educational management and education managers, sampling by a targeted method, and the statistical population in the quantitative part includes 300 people from all the education and training staff of district one of Kerman, 187 of whom were selected through the Cochran formula by simple random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. To analyze the data in the qualitative part, the data-based method was used; and in the quantitative part, SPSS and PLS software were used. The data were analyzed in the qualitative part by open, central, and selective coding; 111 open codes (concepts), 19 central codes (dimensions and components), and 6 selective codes (main categories) were counted. The findings of the qualitative section showed that the main and core categories in the form of six dimensions of causal conditions, central phenomenon, contextual conditions, intervening conditions, strategies, and consequences were upgraded to a higher abstract level and finally the research paradigm model was presented. In the quantitative section, the general management model was approved. Extended abstract Introduction Today, due to the fierce competition in the economy and the development of people's and organizations' awareness of finance and investment, capital markets have received more attention. On the other hand, some people are looking for the satisfaction of investors, and for this reason, they try to provide high quality products and services with low costs to the market. Based on this, performance review with emphasis on acceptable and diverse financial indicators as well as their classification based on priority can be of particular benefit to investors (Zolfaghari, 2015). Performance management is one of the most important topics emphasized by shareholders, managers and creditors; considering the development of capital markets, investors always want to know the success rate of managers in using their capital. Accordingly, financial ratios are the most important indicators that inform them about the company's financial status (Lin et al, 2020). One of the indicators of today's success is the existence of an efficient performance management system that continuously provides performance feedback to different levels of company management (Almatrooshi et al, 2016). With increasing competition in the field of production and services, organizations need to identify effective factors to improve their performance management (Liu et al, 2018). Performance management, in its new concept, is a cycle that helps managers, after setting goals and planning about the performance and behavior of employees under their supervision at the beginning of the evaluation period, to evaluate the amount and quality of program implementation and the achievement of goals at the end of evaluation period, and through rooting and analysis of satisfactory and unsatisfactory behaviors and performances and continuous application of this cycle, provide the basis for improving the performance and upgrading the behavior of employees (Abolalaei, 2010). Therefore, this research seeks to investigate the issue: what model can be designed for the general management of employees with an emphasis on performance management? Theoretical framework Employee performance management Performance management consists of two words: management and performance. Management has always been defined as doing work with others, promoting things through others, the process of planning, organizing, leading and controlling. Performance is also, in Mo'in Persian Glossory, synonymous with the result of work, amount of work, result or product. In the official definition of performance management, Daniels says: it is a practical data-oriented management system that consists of 3 main elements: measurement, feedback, and positive reinforcement. One of the common and constant demands of all managers is to improve the performance and continuous improvement of employees' behavior. When employees behave appropriately, and have desired and satisfactory performances: managers are also successful and run their organizations successfully. Performance management means measuring performance, but with the aim of simultaneously developing and improving employees and the organization in such a way that increasing the productivity of employees and work groups by acquiring skills and increasing their commitment and motivation leads to the development and growth of the organization (Khoshvaghti, 2016). The management style of martyr Haj Qassem Soleimani The first indicator of Haj Qassem Soleimani's management model is expertise. We have a duality called expertise and commitment. These are also complementary. There have been many debates. These are not opposites. It is even in quotes and hadiths. Expertise means professional knowledge and skill. Haj Qassem Soleimani was an expert in the field of military and security. In addition to being a scientist and at the same time, he was a skilled person in the field of security and military. He was even a professional diplomat. This is an important indicator. All managers of the country should have this. The second indicator is commitment. In our Islamic Republic, our emphasis is on heart and practical faith in the holy ideals of the system, governorship, and commitment to sacred religious laws. All these were perfectly present in Haj Qasim Soleimani. He never fell short of these ideals. He was a soldier of Islam. This means the peak of commitment. The third indicator is that he was tireless and hardworking. This should be of concern to managers. Farhadi et al, (2022) conducted a research under the title of the components of the management of the individual performance of the prevention police. Based on the research conducted for the management of individual performance, 6 components (self-evaluation, individual improvement, individual characteristics, individual spirituality, familiarity with expectations from employees, and professionalism), and 30 indicators were identified. Ahmadnejad (2022) conducted a research under the title of explaining the leadership model of martyr Qassem Soleimani. The result of the research showed that the model obtained from the analysis of the data is based on the personality traits of Martyr Soleimani as follows: Personality traits: faith in God, ethics, sacrifice and self-sacrifice, self-mastery. Functional characteristics: sociability, political man, expertise and commitment to work; which summarizes the results obtained about the basic themes. Research methodology The current research is applicable in terms of purpose, mixed in terms of implementation (qualitative-quantitative), and descriptive-survey in terms of nature. The participants in the qualitative part include 13 professors and experts in educational management and education managers, sampling by a targeted method, and the statistical population in the quantitative part includes 300 people from all the education and training staff of district one of Kerman, 187 of whom were selected through the Cochran formula by simple random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Research findings To analyze the data in the qualitative part, the data-based method was used; and in the quantitative part, SPSS and PLS software were used. The data were analyzed in the qualitative part by open, central, and selective coding; 111 open codes (concepts), 19 central codes (dimensions and components), and 6 selective codes (main categories) were counted. The findings of the qualitative section showed that the main and core categories in the form of six dimensions of causal conditions, central phenomenon, contextual conditions, intervening conditions, strategies, and consequences were upgraded to a higher abstract level and finally the research paradigm model was presented. In the quantitative section, the general management model was approved. Conclusion The current research was conducted with the aim of designing a general management model of employees with an emphasis on performance management. The results of this research is aligned with the results of Farhadi et al, (2022), Ahmadnejad (2022), Karimi Giglo (2021), Fuladi (2021), Udhayanan et al, (2021), Leviäkangas (2020), Liu et al, (2020), Mohammad Zaheri (2020), Yap et al, (2022), Alavian (2022), and Audenaert et al, (2021). Ghasemi (Ghasemi, 2022) confirmed the impact of performance management on job performance and job attachment at the individual level (Yap et al, 2022). The consequence of the existence of good performance management is loyalty and maximum use of employees' knowledge. According to the results of the research, the following suggestions are provided: Due to the importance of performance management leadership in the planning structure of the education system, it is suggested that a fixed performance evaluation center be established in the Ministry of Education in order to investigate this area. It is suggested that the objectives and the short and medium term programs of the education system be introduced through different platforms to the employees so that a common perspective is formed for the purpose of knowledge exchange among them.

Abstract Abstract The present study was conducted with the aim of providing a structural model of the impact of strategic leadership and innovative organizational climate on the voice of employees with the mediating role of work ethic maturity in vocational universities of West Azerbaijan province. This research is applicable in terms of purpose, and descriptive-correlative in terms of method. The statistical population of the research includes 156 employees of vocational universities of West Azerbaijan province, of which 111 people were selected as a statistical sample based on Cochran's formula by stratified random sampling. The data collection tool in this research includes 4 standard questionnaires. In order to ensure the existence or non-existence of a causal relationship between the research variables and to check the suitability of the observed data with the conceptual model of the research, the research hypotheses were tested using the structural equation model and the partial least squares method (PLS3). The findings of the research showed that strategic leadership has a significant effect on the voice of employees and the maturity of work ethics; and innovative organizational climate has a significant effect on the voice of employees and the maturity of work ethics. In addition, at the 99% confidence level, work ethic maturity plays a mediating role in the impact of strategic leadership and innovative organizational climate on employee voice. Extended abstract Introduction In today's competitive environment, managing organizations by means of a strategic leadership approach is not only a good idea, but a requirement for success and sustainability in the performance of any organization (Rezaei Manesh et al, 2023). Strategic leadership involves the use of strategies. Strategic leaders can influence organizational outcomes through their personal choices (Poursadeq & Qaraei Ashtiani, 2023). On the other hand, one of the organizational factors that can make strategic leadership effective is the innovative organizational climate. Organizational atmosphere is very effective in creating dynamism and creativity of an organization, especially educational organizations that deal with people. As a result, when there is a suitable atmosphere in the organization, people are more motivated to innovate because they work in an organization that accepts creativity and innovation by facilitating a suitable and dynamic atmosphere (Roudgarnezhad, 2023). In today's business environment, employee voice is a key component for increasing organizational competitiveness because it drives innovative ideas, enables error correction, and improves competitive advantage. In addition to organizational benefits, employee voice behavior also leads to higher performance evaluations and has a positive result in professional growth (Poorghafari et al, 2023). On the other hand, in analyzing the behavior of organizations, dealing with ethics and moral values ​​is one of the requirements. The external symbol of organizations is formed by their ethical behaviors, which itself is the sum of various values ​​of moral maturity (Jafari & Ghayor Baghban, 2024). Therefore, the main question of the current research is: whether strategic leadership and innovative organizational climate are effective on the voice of employees with emphasizing the mediating role of work ethic maturity in vocational universities of West Azerbaijan province. Theoretical framework Strategic leadership: Strategic leadership is a type of leadership style that explains the behavior of top managers and includes combining strategic thinking with strategic action and transferring this achievement to a strategic path and making strategic change (Poursadeq & Qaraei Ashtiani, 2023). Innovative organizational climate: Innovative organizational climate is an atmosphere that keeps the ability to accept an opinion or behavior new to the industry, market or general environment of the organization, grow and expand creative and innovative efforts in organizations, and facilitate learning (Roudgarnezhad, 2023). Employee voice: Although the argumentative background of employee voice can be traced back to two centuries ago, the initial concept of employee voice was developed in Harishman's (1970) theory of "exit, protest, and loyalty". He stated that employees react to unpleasant situations by leaving the organization or expressing their dissatisfaction (Poorghafari et al, 2022). Maturity of work ethics: Maturity of work ethics in the organization is the key to the ethical behavior of employees. In organizations that emphasize the maturity of work ethics, employees can work professionally (Ichsan et al, 2022). Methodology The current research is applicable in terms of purpose, and descriptive-correlative in terms of method. The statistical population of the research was 156 employees of vocational universities of West Azerbaijan province. The size of the statistical sample was estimated to be 111 people based on stratified random sampling and according to Cochran's formula. The data collection tool in this research includes 4 questionnaires. The data analysis of the current research was done using the structural equation modeling method based on PLS3 software, the results of which are presented in the research findings section. Face validity was used to calculate the validity of the research tool, which was approved by professors and experts. Cronbach's alpha coefficient has been used in order to analyze the reliability of the research tool. Discussion and Results The results of data analysis showed that the path coefficient between the two variables of strategic leadership and employee voice is β=0.942; and the significant coefficients between these two variables are p=0.000 and t=29.699, which shows that strategic leadership has an effect on the voice of employees, and therefore the first hypothesis is confirmed. The path coefficient between the two variables of strategic leadership and work ethic maturity is β=0.118; and the significant coefficients between these two variables are p=0.001 and t=5.834, which shows that strategic leadership has an effect on the maturity of work ethics, and therefore the second hypothesis is confirmed. The path coefficient between the two variables of innovative organizational climate and employees' voice is β=0.168; and the significant coefficients of these two variables are p=0.000 and t=2.674, which shows that the innovative organizational climate has an effect on the voice of employees, and therefore the third hypothesis is also confirmed. The path coefficient between the two variables of innovative organizational climate and work ethic maturity is β=0.732; and the significant coefficients between these two variables are p=0.000 and t=12.449, which shows that the innovative organizational climate has an effect on the maturity of work ethics, and therefore the fourth hypothesis is confirmed. The path coefficient between the two variables of work ethic maturity and employees' voice is β=0.849; and the significant coefficients between these two variables are p=0.002 and t=4.153, which shows that the maturity of work ethics has an effect on the voice of employees, and therefore the fifth hypothesis is confirmed. Also, the results indicated that the z-value of the Sobel test in the sixth and seventh hypotheses is equal to 2.673 and 3.250, respectively, which is more than 1.96; so at the confidence level of 99%, the maturity of work ethics plays a mediating role in the influence of strategic leadership and innovative organizational climate on the voice of employees. Conclusion This research was conducted with the aim of providing a structural model of the impact of strategic leadership and innovative organizational climate on the voice of employees with the mediating role of work ethic maturity in vocational universities of West Azerbaijan province. Statistical analysis and experiment and data analysis of the current research were done at two descriptive and inferential levels and with SPSS and PLS3 statistical software; and detailed outputs were analyzed and documented based on related figures and tables. According to the findings of the research, strategic leadership has a positive effect on the voice of employees, and also the positive effect of strategic leadership on the maturity of work ethics was confirmed. On the other hand, the results of the research showed that the innovative organizational climate has a positive effect on the voice of employees. Also, the positive effect of innovative organizational climate on maturity of work ethics was confirmed. Another result of the research was that the maturity of work ethics plays a mediating role in the influence of strategic leadership and innovative organizational climate on the voice of employees. Therefore, it can be said that strategic leadership, innovative organizational climate, organizational voice, and work ethics interact together and can jointly help improve organizational performance, increase employee job satisfaction, and create a positive organizational culture. In fact, strategic leaders can strengthen the work ethics culture in the organization by formulating and promoting ethical principles and organizational values. These leaders create a good role model for employees by demonstrating ethical and responsible behaviors. On the other hand, an innovative organizational climate can lead to an increase in organizational voice, because employees in an environment that values ​​innovation and creativity are more inclined to express their opinions and ideas and adhere to more ethical behaviors.