Hasan Darvish; Alireza Moogali; Mohammad Moosavi; Belal panahi
Abstract
The aim of this study is to investigate human resource competencies in Iranian Petroleum Company. This study is a descriptive-analytical approach. In this research, we examined human resource competencies in six main categories including; credible activist, culture & change steward, talent manager/organizational ...
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The aim of this study is to investigate human resource competencies in Iranian Petroleum Company. This study is a descriptive-analytical approach. In this research, we examined human resource competencies in six main categories including; credible activist, culture & change steward, talent manager/organizational designer, strategy architect, operational executor, business ally, as well as 21 sub indicators. To collect data, we used a designed questionnaire with 60 items. The collected data were analyzed by T-Test and Confirmatory Factor Analysis tests. The results showed, all of human resource competencies recorded above average score. Also the results showed that strategy architect and business ally had the highest average and the culture & change steward had the lowest average. The research also revealed that strategy architect and credible activist have the lowest and highest correlation with Human resource competencies respectively.
According to the results, it is suggested that managers need to identify skills relevant to these competencies, and take necessary steps to learn and practice them.
Hassan Danaeefard; Belal Panahi
Abstract
Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s ...
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Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s opinions that are the engine generating organizational knowledge will be fossils. When the staff silence as a strategic investment of an organization, management must feel their major managerial risk. Data for this descriptive study was collected from 280 employees of a public organization by a standard questionnaire containing 28 questions to evaluate eleven original hypotheses. In this study, we first described the concept of organizational silence and silence behavior then the empirical relationships between silence climate and silence behavior in interaction with job attitudes in the public sector were discussed thoroughly. SPSS software was utilized to analyze research data using correlation tests and path analysis technique. The results showed that there is a significant relationship between silence climate dimensions (top management attitudes to silence, supervisor attitudes to silence and communication opportunities) and job attitudes with behavior silence employees. The findings showed a relatively strong positive correlation between top management attitude and supervisors’ attitude with silent behavior of employees. Furthermore, a relatively strong negative correlation was observed between communication opportunities and employees job attitudes with silence behavior employees