Mir Ali Seyed Naqavi; Niloufar Mozafari
Abstract
Despite theoretical advancements in strategic human resource management (SHRM) over recent decades, a persistent gap between theory and practice has emerged as a central challenge. This gap necessitates a re-evaluation of traditional models and a focus on emergent concepts that can bridge the divide ...
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Despite theoretical advancements in strategic human resource management (SHRM) over recent decades, a persistent gap between theory and practice has emerged as a central challenge. This gap necessitates a re-evaluation of traditional models and a focus on emergent concepts that can bridge the divide between theoretical ideals and organizational realities. The present study aims to analyze and formulate the concept of "strategic human capabilities (SHRC)" as an integrative framework, employing a qualitative meta-synthesis methodology. We systematically reviewed 21 reputable articles and sources, from which we extracted and analyzed four key themes: the conceptual position, constituent dimensions, activation mechanisms, and outcomes of SHRC. Our findings indicate that SHRC is a dynamic, multi-layered construct formed at the intersection of resource-based, knowledge-based, and dynamic capabilities views. This capability comprises eight complementary clusters: human capital, organizational learning, social capital, HR architecture, leadership, agility, innovation, and knowledge-technology infrastructure. It is activated through complex mechanisms such as alignment, reconfiguration, and technology leveraging. The outcomes of SHRC extend beyond financial and market results to encompass critical dimensions like organizational innovation, agility, and resilience. This research highlights the pivotal role of SHRC as the "missing link" and a "proximal antecedent of performance" that translates human resource practices into a sustainable competitive advantage. The findings offer valuable guidance for HR managers and organizational policymakers to effectively narrow the theory-practice gap by adopting a human-centric and phenomenon-centric approach.
heidar Najafi Rastaghi; mohammad mahdi zolfagharzadeh; aliasghar Pourezzat
Abstract
Public sector innovation serves as a driver for transformation and improving the performance of public administration and governance, playing a decisive role in addressing complex societal needs and enhancing the quality of public services. This research aims to identify the challenges and solutions ...
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Public sector innovation serves as a driver for transformation and improving the performance of public administration and governance, playing a decisive role in addressing complex societal needs and enhancing the quality of public services. This research aims to identify the challenges and solutions for realizing public sector innovation in Iran within the framework of the Seventh Development Plan, based on the fourfold OECD model. Accordingly, using thematic analysis, the most significant challenges and solutions for achieving public sector innovation have been identified across four types: mission-oriented innovation, capability-driven innovation, adaptive innovation, and anticipatory innovation were extracted from the thematic analysis of the Seventh Development Plan Law of the Islamic Republic of Iran and the opinions of 15 experts in this field.. The research findings indicate that the Seventh Development Plan, by considering a comprehensive innovation framework, holds significant potential for transforming public governance. However, realizing this potential depends on the coordinated and systematic implementation of all components of this framework. In this regard, the most critical policy recommendations include regulatory measures and coordination among innovation-related institutions; establishing a national data governance system in the field of innovation; developing a public-private partnership governance framework with transparent mechanisms and equitable benefit-sharing in innovation; implementing an impact assessment system for innovation policies; and creating a local innovation governance network with a regional approach and delegated authority.
Roholah Hosseini; Fereshteh Nezarat
Abstract
Introduction: Organizational commitment is an essential element in achieving organizational goals, and committed employees contribute to significant improvements in organizational results and goals. In this regard, the present study was conducted with the aim of identifying and ranking ...
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Introduction: Organizational commitment is an essential element in achieving organizational goals, and committed employees contribute to significant improvements in organizational results and goals. In this regard, the present study was conducted with the aim of identifying and ranking the factors affecting the organizational commitment of teachers and principals from the perspective of experts.Research Methodology: The research is applied in terms of purpose and descriptive-survey in terms of method. The statistical population of the study included all experts working in the Education Organization of the Central Province, 40 of whom were selected using a purposive non-probability sampling method. In the first step, the Delphi method was used in two rounds to confirm and screen the factors affecting organizational commitment. Then, the TOPSIS method was used to rank the factors affecting organizational commitment.Findings: According to the analysis of the data obtained in this study, improving performance is the most important criterion and, in a sense, the most important criterion, followed by work ethic, morale enhancement, absenteeism reduction, and organizational cohesion, respectively, as effective indicators in ranking the factors affecting the organizational commitment of teachers and principals. Ranking the factors with TOPSIS showed that recognition and reward are introduced as the most important factor among the factors affecting organizational commitment. Also, effective organizational culture is given the last priority.Conclusion: It seems that, according to the research findings, in order to improve the organizational commitment of teachers and education and training instructors, Recognition and rewards, as the most important factor among the factors affecting organizational commitment, should be considered by education and school managers and policymakers.
Amir Reza Narimani
Abstract
Recent social and technical advancements have introduced Generation Z (born between 1997 and 2012) into the workforce, posing challenges for enterprises. This generation, referred to as digital natives, is defined by principles including transparency, social justice, autonomy, and continuous education. ...
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Recent social and technical advancements have introduced Generation Z (born between 1997 and 2012) into the workforce, posing challenges for enterprises. This generation, referred to as digital natives, is defined by principles including transparency, social justice, autonomy, and continuous education. Although the private sector has somewhat adapted to these features, Iranian government entities continue to operate within bureaucratic and hierarchical structures. This mismatch has posed significant issues in attracting, keeping, and inspiring Generation Z personnel. The current research gap reveals that, despite rising attention to Generation Z's educational and learning characteristics, few studies in Iran have explored leadership styles appropriate for this generation in the public sector. The goal of this study is to identify leadership styles that correlate to Generation Z characteristics in governmental organizations and to create a contextually relevant conceptual model. The present study employed a qualitative method and thematic analysis. Semi-structured interviews with Generation Z managers and staff from the Ministry of Sports and Youth were used to gather data, and MAXQDA software was used for open, axial, and selective coding analysis. The research revealed that coaching, democratic, servant, and transformational leadership styles are most suited to Generation Z's demands and ideals, but conventional and authoritarian methods result in employee unhappiness and low motivation. The study's findings underline that leadership transition in Iranian government institutions is unavoidable and necessitates an indigenous model that, while relying on global theories, is also consistent with Iranian cultural values and bureaucratic structure. Such a model can give real assistance for government managers in addressing Generation Z's aspirations while also boosting government organization efficiency.
