New Approaches in Management and Marketing

Abstract The purpose of this study is to validate a model for managers’ personal development based on coaching competencies within the Tadbir Energy Development Group. This research is applied in terms of objective and descriptive-correlational in nature. The statistical population consists of managers, heads, and supervisors of the Tadbir Energy Development Group, from which 95 individuals were selected using stratified random sampling based on Cochran’s formula. Data were collected using a 76-item researcher-made questionnaire. Findings were analyzed using structural equation modeling (SEM) with the Partial Least Squares (PLS) approach, utilizing SPSS and SmartPLS software. The results indicated that all structural relationships of the model are significant at the 95% confidence level. Specifically, causal conditions have a positive and significant effect on managers’ personal development based on coaching competencies (β=0.559; t=7.239); managers’ personal development positively impacts strategies (β=0.299; t=2.927); contextual factors influence strategies (β=0.399; t=3.122); intervening factors affect strategies (β=0.209; t=2.118); and strategies have a positive and significant effect on outcomes (β=0.750; t=18.813). Furthermore, the Goodness of Fit (GOF) index of 0.426 and positive Q² values for endogenous constructs indicate an appropriate model fit and favorable predictive power. Based on these findings, managers’ personal development based on coaching competencies is a multi-level process shaped by causal, contextual, and intervening conditions, which can lead to desirable outcomes at team and organizational levels through adaptation and creativity strategies. Consequently, simultaneous attention to the factors shaping personal development, facilitating and constraining conditions, and operational strategies can pave the way for strengthening managerial effectiveness and organizational development.

Abstract The purpose of the present study is to provide a comprehensive framework for work motivation in administrative work environments based on the development of Herzberg’s Two-Factor Theory using a meta-synthesis approach. In terms of purpose, this study is applied, and in terms of approach, it is qualitative. The statistical population comprised all articles published in reputable domestic and international databases between 2006 and 2026, which were searched using specialized keywords. A meta-synthesis method was employed to analyze the findings. Out of a total of 380 unique articles, after quality appraisal using the Critical Appraisal Skills Programme (CASP) checklist and the Glynn tool, 50 articles were selected as the final sample and analyzed through content analysis via open, axial, and selective coding.The findings revealed that the extended Herzberg’s Two-Factor model comprises 8 main dimensions, 16 components, and 70 indicators. The four traditional dimensions—including ‘intrinsic motivators,’ ‘social motivators,’ ‘material hygiene contexts,’ and ‘human hygiene contexts’—were identified as the core foundation of the model. Alongside these classic factors, emerging components such as ‘digital and organizational infrastructure,’ ‘psycho-social capital,’ ‘macro-environment,’ and ‘motivational outcomes’ have gained an essential place in the final model. The highest frequencies among the indicators were associated respectively with ‘compensation and benefits,’ ‘job satisfaction,’ ‘job security,’ ‘organizational culture,’ and ‘organizational commitment,’ highlighting the enduring importance of classic hygiene factors alongside the emergence of modern components such as digital transformation, mental health, psychological capital, and work-life balance. Organizational motivation programs must, in addition to traditional factors, pay heed to emerging components such as digital transformation, mental health, psychological capital, and macro-environmental factors.

Abstract The aim of the present research is to design a performance management model based on think tank network participation. In terms of objective, this research is exploratory, and in terms of implementation, it is qualitative. The statistical population consists of 19 university professors, managers, and public administration experts, who were selected using purposive sampling. The research instrument is a semi-structured interview. For data analysis, the coding method and MAXQDA software were used. The findings revealed that 543 initial codes were extracted, which were classified into 122 indicators, 32 components, and ultimately 13 dimensions. The model of ‘Government Performance Management Based on Think Tank Network Participation’ encompasses five key dimensions: first, ‘identifying and formulating the organization’s issue system’; second, ‘designing and validating the organization’s performance indicators’; third, ‘monitoring and measuring the organization’s performance’; fourth, ‘analyzing performance and providing feedback to the organization’; and fifth, ‘improving organizational performance and organizational learning’. Overall, government performance management based on think tank network participation represents a systematic response to the inefficiencies of traditional and linear approaches to governmental performance evaluation. From problem identification to organizational learning, this approach delineates a ‘participatory-feedback’ cycle in which think tanks and elite networks are no longer mere external observers or critics, but rather strategic partners of the government in the path toward transparency, intelligent monitoring, and continuous improvement. While compensating for structural weaknesses in the existing evaluation system, this approach provides a platform for learning-based, accountable, and problem-oriented governance

Abstract The purpose of this study is to identify the antecedents of positive organizational behavior within the General Directorate of Tax Affairs of Kerman Province. In terms of purpose, this research is applied-developmental, and regarding methodology, it is qualitative, conducted using the thematic analysis approach. The statistical population comprised 17 experts and managers from the General Directorate of Tax Affairs of Kerman Province, selected through purposive sampling based on the criteria of having at least 10 years of managerial experience in the tax administration and extensive expertise in this domain. Data collection tools consisted of two sections: a comprehensive review of the literature (desk research) and semi-structured interviews (fieldwork), which continued until theoretical saturation was reached. Data analysis was performed using thematic analysis (basic, organizing, and global themes) via MAXQDA 2020 software. The findings revealed that the antecedents of positive organizational behavior encompass four dimensions: individual factors, leadership and managerial factors, organizational factors, and environmental/extra-organizational factors. This finding highlights positive organizational behavior as a multi-level and systemic phenomenon in which employees’ psychological capacities, leadership quality, organizational attributes, and environmental conditions exert complementary influences on one another.

Abstract The aim of this research is to formulate a human resources development scenario for the traffic police with a foresight approach. This research was applicable-developmental in terms of purpose, and qualitative in terms of research method. The statistical population of the research includes 14 traffic police managers. Individuals were selected by a purposeful method based on at least 10 years of management experience and complete familiarity with this field. The MICMAC and Wizard Scenario methods were utilized to analyze the findings. The results showed that 11 drivers of new traffic police technologies, behavioral and social changes in drivers, traffic police economic policies, revision of traffic police laws, global convergence in traffic management, demographic and aging challenges, development of traffic culture, public demands on traffic police, management of traffic police emergencies, road traffic safety, and sustainable development of traffic management are effective in developing a human resources development scenario for the traffic police. Also, based on the results of Scenario Wizard, a total of eighty-five scenarios are presented to the traffic police. However, two scenarios of progress and development and awareness raising have been introduced as the most important and likely paths to achieving the goals, which have higher priority than others.
Introduction
Globalization and the rapid growth of information and communication technology have brought a fundamental change to the human resource management process, and the role and function of human resources have been marginalized by the strong presence of information and communication technology, and it is even feared that some day human resource management will be realized without the role of humans in all organizational areas and dimensions (Naji & Alirezaei, 2025). Human resources, as the most valuable organizational resource, are the main axis of the organization's approaches and activities and play a fundamental role in achieving the organization's goals and ideals (Babaei Meybodi & Alirezaei, 2020). Like many organizations, the police organization depends on efficient and capable human resources. The nature of police work and being in stressful situations requires efficient human resources (Parsay et al. 2020). Training and development are critical to the success of an organizational HRM strategy, yet there is abundant evidence that shows some organizations fail to achieve desired business outcomes through training interventions (Dixit & Sinha, 2020).
In general, several studies have argued that training and development are critical to the success of an organizational HRM strategy, yet there is abundant evidence that shows some organizations fail to achieve desired business outcomes through training interventions. According to estimates from the American Association for Training and Development, organizations in the United States spend more than $126 billion on employee training and development each year. This amount has increased to $135 billion by 2010 (Dixit & Sinha, 2020).
Employing a foresight approach and developing plausible scenarios can help identify trends, key uncertainties, and future skill needs and provide a basis for designing human resource development strategies in traffic police. Despite the importance of this issue, limited studies in the research literature have specifically addressed the scenario development of human resources in the traffic police with a foresight approach; therefore, this study seeks to identify possible scenarios for the development of human resources in the traffic police by utilizing foresight methods and provide a framework for strategic planning in this area. Considering what has been said, this study seeks to answer the question: how is the formulation of a scenario for the development of human resources in the traffic police with a foresight approach?
Theoretical framework
Human resource development
Human resource development is a set of programs, activities, components and systems designed and implemented to improve performance. Traditionally, improving the performance of the organization is facilitated through three broad areas including training and development, evaluation, program and development in the organization. It can be decisively stated that these fields are not just concepts of human resource development and only part of the human resource development literature (Abili et al. 2020).
Abdulkazem Helu Al Rakabi et al. (2025) conducted a research with the aim of providing a model for improving human resource management with an emphasis on technology-oriented education in the era of digital transformation. The research results showed that there is a 17-factor model with 88 indicators for improving human resource management in the age of digital transformation. This model includes seven causal factors, six background factors, two intervening factors and two strategies. The findings showed that there are significant relationships between all the factors of the model and its two strategies. Also, the presented model has a strong overall fit. This research can be useful for managers and policymakers by taking advantage of technology-based training to improve human resource management in their organizations in the era of digital transformation.
Rajabi Farjad et al. (2025) conducted a research with the aim of identifying and prioritizing the challenges of human resource management in the digital age. The research is applicable in terms of purpose, and descriptive in terms of method. The research method in the study is Delphi in the qualitative part and descriptive research in the quantitative part. Statistical population of the research consists of specialists in human resources management and information technology, Tehran's Asan-Pardakht company. The sample size in both sections (Delphi and TOPSIS Fuzzy), consists of 10 experts. The main tool for collecting information was a questionnaire based on theoretical foundations and conducting three rounds of the Delphi method, the validity of which was based on the technique of long-term engagement with long-term contact with the participants. Then, weighting was carried out by TOPSIS algorithm according to the opinions of experts. The findings of the research showed that the sub-indices of the need for a revolutionary change in society and organization, digital investment, promotion of value creation, information sharing and facilitating organizational changes were ranked first in the research. In addition, the sub-indices of understanding the need to change behavior, communication and interaction with the customer, human resources as a business partner, promoting innovation, the ability to work with tools in the digital field and designing organizational change processes are the factors that have the least impact on the challenges of human resource management in the digital era.
Research methodology
This research was applicable-developmental in terms of purpose, and qualitative in terms of research method. The statistical population of the research includes 14 traffic police managers. Individuals were selected by a purposeful method based on at least 10 years of management experience and complete familiarity with this field.
Research findings
MICMAC and Wizard Scenario methods were applied for the analysis. The results showed that 11 drivers of new traffic police technologies, behavioral and social changes of drivers, economic policies of traffic police, revision of traffic police laws, global convergence in traffic management, population and aging challenges, development of traffic culture, public demands from traffic police, management of emergency situations of traffic police, road traffic safety, sustainable evolution of traffic management are effective in formulating the development scenario of traffic police human resources. Also, based on the results of scenario wizard, a total of eighty-five scenarios are facing the traffic police. However, the two scenarios of progress and development and raising awareness have been introduced as the most important and most likely paths for achieving the goals, which have a higher priority than others.
Conclusion
The present study was conducted with the aim of formulating the human resources development scenario of the traffic police with a foresight approach.. The results of this research are somewhat in agreement with the findings of Abdulkazem Helu Al Rakabi et al. (2025), Rajabi Farjad et al. (2025), Lotfollahi Haqi et al. (2025), Reza Alizadeh et al. (2025), Mehraban et al. (2025), Shariati et al. (2025), Gheiravani et al. (2023), Banmairuroy et al. (2022), Nnadi et al. (2021), Vahabi et al. (2019), Taheri Damaneh et al. (2014), Vahabi et al. (2019), and Staller et al. (2023). Mehraban et al. (2025) showed that in order to maximize the effectiveness and efficiency of the organization's people, while familiarizing them with the environment and justifying them based on their needs, managers and officials should develop appropriate training courses for human resources in education and training.
In the end, based on the findings of the research, it is suggested that artificial intelligence be used to analyze historical data (accidents, weather, traffic) in order to identify accident-prone points and deploy agents proactively. Also, drones equipped with thermal cameras should be used to cover blind areas and monitor violations on inaccessible roads.

Acknowledgments
The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript.
Conflicts of Interest
The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work.
Data Availability Statement
The data supporting the findings of this study are available from the corresponding author upon reasonable request.
AI Use Statement
The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript.
Funding
The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript.
Ethics Approval
All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The purpose of this research is to design a competency enhancement model for managers focusing on spatial planning in the sports of Kerman Province. In terms of purpose, this study is applied-developmental, and in terms of approach, it was conducted qualitatively using the Strauss and Corbin grounded theory method. The participants of this study comprised 20 university professors, experts, and sports managers in Kerman Province; the selection of individuals was carried out through purposive sampling with the criterion of having at least 10 years of managerial experience and thorough familiarity in this field. Semi-structured interviews with the participants continued up to the stage of theoretical saturation. The data collection instruments included two parts: reviewing and examining the research literature in the desk/library section, and semi-structured interviews in the field section. The method of data analysis of the interviews was conducted using thematic analysis (basic, organizing, and global themes). The coding process and textual analysis of the interviews were carried out using MAXQDA 2020 qualitative data analysis software. The results demonstrated that the competency enhancement model for managers with a focus on spatial planning includes: core category (knowledge competencies, managerial competencies, strategic and spatial planning competencies, interactive and networking competencies), causal conditions (environmental transformations in sports, weaknesses in existing managerial capability, geographical inequality in facilities), contextual conditions (geographical and climatic characteristics, the managerial structure of provincial sports, socio-cultural capacities), intervening conditions (policies and laws, financial and human resources, data and technology infrastructure), strategies (empowering managers, regional planning, modifying managerial structures, developing network collaborations), and consequences (enhancing managerial performance, balanced development of sports, resource productivity, social participation)

Abstract The present study aimed to investigate the impact of Green Human Resource Management (GHRM) on green behavior, considering the mediating role of environmental awareness and the moderating role of managers’ green commitment in the food industry of Zahedan. In terms of its objective, the research is applicable; regarding its execution method, it is quantitative; and in terms of its nature and methodology, it is descriptive-correlational. Standard questionnaires based on a 5-point Likert scale were applied to collect research data. The content validity of the instrument was confirmed by specialists and experts, and Cronbach’s alpha and composite reliability were applied to assess the reliability of the instrument. Following the distribution of the questionnaires, the validity of the instrument was measured through three methods: construct validity (outer model), convergent validity (AVE), and discriminant validity. The Average Variance Extracted (AVE) value for all variables was estimated to be greater than 0.5. SPSS and SmartPLS 3 software were applied for data analysis. The results of structural equation modeling by SmartPLS software indicated that Green Human Resource Management, environmental awareness, and managers’ green commitment all play an effective role in strengthening employees’ green behaviors and advancing the organization’s environmental goals. Furthermore, environmental awareness as a mediating factor and managers’ green commitment as a moderating variable facilitate and reinforce the path toward institutionalizing environment-friendly behaviors and adopting a sustainable professional lifestyle.
Introduction
Today, environmental crises and social pressures have compelled organizations to think beyond economic goals and focus on sustainability. In this context, the food industry plays a decisive role in environmental health due to its high level of resource consumption, waste generation, and potential pollution (Jain et al., 2026). The first step toward achieving a sustainable environment is to identify the factors that threaten it and take action to reduce their impact. Accordingly, the environment has now emerged as a global issue for everyone, including organizations (Valor et al., 2025), to the extent that preventing environmental degradation and striving to improve environmental quality are among the major challenges facing organizations (Wang et al., 2025). Recently, employees’ green behavior in the workplace has become a central focus of organizational researchers, as evidence suggests that employees’ individual behavior can play a significant role in improving an organization’s environmental performance. Employees’ green behavior refers to sustainability-enhancing or sustainability-undermining behaviors displayed by employees, whether voluntarily or involuntarily, that are also measurable. To demonstrate green behavior, environmental awareness is the first step. Environmental awareness is a multidimensional concept and influences individuals’ information, knowledge, attitudes, tendencies, behaviors, intentions, actions, and practices. This awareness is linked to psychological factors and affects individuals’ willingness to engage in activities, form attitudes, and exhibit environmentally responsible behavior (Miah et al., 2025).
Since the foundation and infrastructure of any organization lie in its human resources, and given the importance of considering the reciprocal relationship between human beings and the environment, the integration of environmental management into human resource practices is known as Green Human Resource Management (GHRM), which aims to help organizations improve environmental performance by enhancing the positive role of employees and their environmentally related activities (Pazhouhan et al., 2026). To achieve this goal, having truly green employees—from recruitment and selection to performance appraisal—who can assist organizations in attaining this objective is essential. Therefore, a Green Human Resource Management system has become one of the fundamental principles of organizations. In recent years, human resource managers have joined organizational green movements. Since human resource management plays an important role in shaping organizational culture, structure, strategy, and policy development, it also has a key role in achieving sustainable development. Green Human Resource Management refers to all actions undertaken in the transformation, implementation, and continuation of a system so that an organization’s human resources remain conscious of environmental concerns in both their professional and personal lives. GHRM means implementing strategies to raise awareness of green practices in order to promote and sustain sustainable business activities, thereby helping organizations create a more environmentally friendly atmosphere (Samadi et al., 2025).
The mere existence of Green Human Resource Management policies—such as green training or green rewards—does not guarantee environmentally friendly behavior in the workplace. Many employees, despite the presence of such policies, may fail to understand the necessity of these actions due to insufficient environmental awareness, causing such programs to fail. In fact, the absence of a mediating mechanism capable of transforming employees’ environmental knowledge into action is one of the fundamental challenges facing organizations. Moreover, in industrial settings such as the food industry in Zahedan, the role of managers as behavioral role models is highly prominent. An issue often overlooked is that if employees observe a lack of green commitment among senior managers, they may lose motivation for green behavior even when their environmental awareness is high. The contradiction between organizational slogans and managerial practices can neutralize the effectiveness of green human resource strategies. In the food industry of Zahedan, given the region’s specific climatic conditions and the necessity of optimal resource management, this fundamental question arises: Does Green Human Resource Management affect green behavior through the mediating role of environmental awareness and the moderating role of managers’ green commitment?
Theoretical Framework
Green Human Resource Management and Green Behavior
Some studies have shown that Green Human Resource Management (GHRM) has a clear impact on employees’ green behaviors (Daud et al., 2026). The results indicate that employee training and involvement in GHRM practices are the primary factors driving commitment, green behaviors, and organizational citizenship behaviors toward the environment. This is while many environmental management researchers have investigated environmental management practices for green behaviors and waste minimization in various sectors (Arshad et al., 2025).
Green Human Resource Management and Environmental Awareness
Green Human Resource Management focuses on training employees in green practices and increasing their environmental awareness, environmental efficiency, environmental participation, and environmental performance (Wang et al., 2025). Some of the underlying strategies of GHRM include investing in employees who are concerned about environmental issues, making employees aware of organizational environmental processes, empowering them to participate in these processes, and creating an eco-friendly organizational culture (Sharif et al., 2026).
Kühner et al. (2026), in a study titled “Leveraging the Twin Transition: The Role of Workplace ICT Use on Employees’ Green Behavior,” found that the strategic use of technology in the workplace not only enhances operational efficiency but also acts as a key driver for strengthening employees’ green behavior.
Othami et al. (2025), in a study titled “Strategic Drivers of Employee Green Behavior: The Role of HRM Alignment, Culture, and Leadership,” demonstrated that a green organizational culture acts as a powerful motivator and, through the mediating variable of green self-efficacy, leads to the reinforcement of sustainable behaviors among employees.
Methodology
In terms of its objective, the study is applicable, and in terms of method, it is descriptive-correlational. The statistical population comprises all employees working in the food industries of Zahedan (Industrial Town, Mirjaveh Road) who are involved in the organization’s operational and executive processes. Given that the total population size was 800, the sample size was determined as 260 through Cochran’s formula for finite populations. The research sample was selected through simple random sampling.
The data collection instrument was a standard questionnaire. The results of Cronbach’s alpha and composite reliability tests, utilized to assess the reliability of the research instrument, are reported in the relevant tables. To examine the instrument’s validity, content validity (expert judgment) was employed and confirmed. Then, after distributing the questionnaire, the instrument’s validity was assessed by three approaches: construct validity (outer model), convergent validity (AVE), and discriminant validity. The AVE values for all research variables were greater than 0.5, indicating optimal validity. To test the research hypotheses, structural equation modeling was conducted through SmartPLS3 statistical software.
Research Findings
The analysis of the research model showed that Green Human Resource Management in the food industry of Zahedan is a key driver in institutionalizing employees’ environmental behaviors, and that this effect is facilitated through the development of green awareness as a mediating factor. The findings also confirmed that senior managers’ green commitment acts as an accelerator, strengthening the link between human resource tools and employees’ behaviors, and plays a decisive role in the effectiveness and sustainability of this behavioral model in the industry.
Discussion and Conclusion
The analysis of the research findings indicates, in the first step, that Green Human Resource Management (GHRM) has a positive and significant impact on employees’ green behavior. This profound link between organizational structure and individual action demonstrates that when human resource subsystems—from recruitment to rewards—are redesigned based on sustainability criteria, employees unconsciously align their behavioral patterns with the organization’s green expectations. This finding is consistent with the framework presented by Ghaemi et al. (2025) in their meta-synthesis model, as they also consider green processes to be the core pillar of forming environmental behaviors. In fact, as emphasized by Alem et al. (2022), Green Human Resource Management transforms green behavior from a marginal activity into an intrinsic duty by making sustainability a part of the professional identity.
In explaining why behavior changes, it must be noted that Green Human Resource Management also has a significant impact on environmental awareness. Organizations cannot succeed by relying solely on instructions; they must change the employee’s mindset. The findings of this research in this regard showed that green human resource practices enhance employees’ knowledge and understanding of ecological challenges. These results align with the perspective of Alirezaei et al. (2022), who believe that green training and participation in environmental projects transform individuals’ level of awareness from abstract concepts into applied knowledge. The importance of this knowledge enhancement becomes clear when we realize that environmental awareness, in turn, has a significant impact on green behavior. According to the findings of Rubel et al. (2025), awareness is an essential prerequisite for action; an employee who has become aware of the destructive consequences of human activities on the Earth moves toward protective behaviors, such as waste reduction and energy consumption optimization, with greater intrinsic motivation.
The results showed that environmental awareness plays a mediating role in the relationship between Green Human Resource Management and green behavior. This means that green human resources first sows the seeds of awareness in the minds of employees through training and participatory mechanisms, and it is then this awareness that acts as a psychological stimulus, leading to the emergence of sustainable green behaviors. This mediating role, which has also been confirmed in the research of Alirezaei et al. (2023), proves that without engaging employees’ perception and cognition, organizational green policies remain only at the surface level and do not lead to real behavioral change.
The findings showed that senior management’s green commitment has a direct impact on green behavior. According to the theory of green transformational leadership (Wang et al., 2025), when senior managers adhere to green values in practice beyond formal statements, they serve as behavioral role models for personnel.
Finally, the research findings indicated that senior management’s green commitment plays a moderating role in the relationship between Green Human Resource Management and green behavior. This finding is consistent with the view of Sharif et al. (2026) regarding the importance of the leader’s role in reinforcing green innovations. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The present research aims to design a dynamic model for Green Human Resource Management (GHRM) within organizations. In terms of purpose, this study is applied-developmental, and methodologically, it is a qualitative-exploratory research. The study population consists of 15 academic experts and senior human resource managers, selected through snowball sampling. Data were collected via semi-structured interviews and analyzed using thematic analysis with MAXQDA software, following the process of open, axial, and selective coding. The findings revealed that the dynamic GHRM model comprises six key dimensions: “Green Competencies,” “Environmental Organizational Culture,” “Green Management Support,” “Green Job Engagement,” “Sustainable Performance Feedback,” and “Structural Flexibility.” The analysis of themes and the network of codes indicate that these dimensions operate as a continuous learning-interactive cycle rather than a linear progression; they enhance organizational sustainability through feedback mechanisms, adaptive processes, and cultural institutionalization. By providing a qualitative and contextualized model, this research fills the existing theoretical gap in GHRM literature and offers a conceptual roadmap for the systematic, adaptive, and sustainable implementation of this approach in organizations within developing contexts.

Abstract The present study aims to develop a human resource sustainability scenario with a foresight approach. The research method is qualitative and applicable. The statistical population of the study includes 18 academic experts and human resource managers of government departments in Sirjan, selected through purposive sampling. The data collection tool is a semi-structured interview. The MICMAC and Wizard Scenario methods were used to analyze the findings. The results showed that among the eight components of "changes in the labor market, changes in technology, changes in employee values, changes in organizational structure, changes in employee expectations, psychological factors, economic factors, organizational culture and work environment", and changes in employee values ​​have the most impact and organizational culture and work environment have the most impact than other factors. Also, a total of eight scenarios with high compatibility for the future of human resource sustainability in the government sector are ahead. However, two scenarios of human resource excellence and stability (optimal and ideal scenario) and successful organizational transformation with a high standard (possible scenario, but with the risk of bureaucracy and forced persistence) have been introduced as the most important and likely paths to achieving goals, which have higher priority than others.
Introduction
Human resource is considered one of the important and fundamental resources of organizations, and organizations need specialized and committed human resources to achieve their goals (Babaei Meybodi & Alirezaei, 2020). Today, retaining competent employees is the main problem of government organizations; a problem that, if solved, will lead to greater profitability and effectiveness in the organization. On the other hand, losing employees is costly for the organization. It should also be noted that most organizations spend significant amounts of money every year to attract and retain their employees, while each organization is able to attract a number of other active employees of the organizations if appropriate methods are adopted, in addition to maintaining existing human resources. Undoubtedly, the current world is a world of organizations and the custodians of these organizations are humans; who breathe life into the body of the organization, set it in motion, and manage it (Roth et al., 2022). Research shows that human resource retention is influenced by many factors such as career development opportunities, work stress, financial and non-financial rewards, independence and autonomy, flexibility in work schedules, work-life balance, appropriateness of job roles and responsibilities, creating more responsible teams, ensuring a balance of human resource expectations with realistic job characteristics, social capital and support, human resource management practices and leadership (Matongolo et al., 2018; Jadon & Upadhyay, 2017; Kossivi & Kalgora, 2016). Today, retaining and maintaining human resources is the most difficult challenge for organizations in the public and private sectors. Human resource turnover in various fields is increasing rapidly, and the shortage of human resources in this sector in developing countries has been predicted by the World Health Organization to be 12.9 million people, which is a very high figure. Due to the shortage of skilled labor, employees expect more financial and non-financial benefits and are not willing to work under any conditions (Bharath et al., 2023). This research, using a foresight approach, is an attempt to predict and design scenarios for the sustainability of human resources, considering the upcoming social, economic, technological and organizational trends. The scientific contribution of the research is in the development of a theoretical and analytical framework that combines human resource management and futures studies, and from a scientific perspective, it can provide a strategic decision-making model in government human resources policies. On the other hand, its practical contribution to managers and planners of government organizations is in identifying key factors for retaining and motivating employees in the future horizons and helping to formulate effective recruitment and retention policies in Sirjan County. Therefore, an attempt is made to answer the question: how to formulate a human resource retention scenario with a foresight approach?
Theoretical Framework
Human Resource Retention
Human resource retention, especially active and specialized human resources, is one of the main and priority goals of organizations. Retaining and maintaining human resources means creating and maintaining a suitable and balanced work environment for employees, encouraging them to continue working with the organization, and improving their job satisfaction. This process includes measures such as providing financial and non-financial benefits, professional advancement, providing training and development opportunities, promoting positive organizational interactions and a healthy work culture, and solving problems and creating an organizational environment that is appropriate to the needs of employees (Adibzadeh et al., 2023).
Karami Moghaddam & Vishlaghi (2025) investigated the identification and explanation of legal and administrative factors affecting human resource retention using a mixed approach in government organizations. The results of the study indicate that a fair payment system in laws, the right to legal promotion and advancement, job security based on the law, determining salaries and benefits based on the approved and unified government table, legal protections in crisis situations, and equality and prohibition of legal discrimination were raised as the most important legal factors.
Hadian et al. (2025) investigated the identification of drivers affecting the retention of human resources in the government and non-government sectors of Sirjan city. The research findings showed that the drivers affecting the retention of human resources in the public and private sectors include: changes in the labor market (intense competition for talent, emergence of a new generation of workers, hybrid work), changes in technology (automation and artificial intelligence, need for new skills), changes in employee values ​​(meaningfulness of work, personal development, meritocracy, work-life balance), changes in organizational structure (flat organizations, teamwork, flexibility in job roles), changes in employee expectations (soft skills development, social responsibility, transparency and fairness), psychological factors (mental health, motivation and job satisfaction, sense of belonging), economic factors (salaries and benefits, job security), organizational culture and work environment (effective and positive leadership, transparent and open communication, supportive and positive culture, diversity management, balance between organizational culture and individual culture, fairness and equality).
Research Methodology
The research method is qualitative and applicable. The statistical population of the study includes 18 academic experts and human resource managers of government departments in Sirjan who were selected through purposive sampling. The data collection tool is a semi-structured interview.
Research findings
The MICMAC and Wizard Scenario methods were used to analyze the findings. The results showed that among the eight components of "changes in the labor market, changes in technology, changes in employee values, changes in organizational structure, changes in employee expectations, psychological factors, economic factors, organizational culture and work environment", changes in employee values ​​have the most impact and organizational culture and work environment have the most impact than other factors. Also, a total of eight scenarios with high adaptability are ahead for the future of human resource sustainability in the government sector. However, two scenarios of human resource excellence and stability (optimal and ideal scenario) and successful organizational transformation with high standards (possible scenario, but with the risk of bureaucracy and forced persistence) have been introduced as the most important and likely paths to achieving goals, which have higher priority than others.
Conclusion
The present study was conducted with the aim of developing a human resource persistence scenario with a foresight approach. The results showed that a fair payment system in laws, the right to legal promotion and advancement, job security based on the law, determining salaries and benefits based on the approved and unified government table, legal protections in critical situations, and equality and prohibition of legal discrimination were raised as the most important legal factors. The results of this study are consistent with the results of Karami Moghaddam & Vishlaghi (2025), Hadian et al. (2025), Isiaka (2025), Bamiri et al. (2025), Safarloo et al. (2024), Suryani & Syamsulbahri (2024), Butson et al. (2023), Bekhit et al. (2023), Adibzadeh & Roknabadi (2023), Karami Moghaddam & Vishlaghi (2025).
According to the research results, the following suggestions were made:
The organization should allocate a specific budget for training employees in new technologies (such as artificial intelligence, data analysis, and automation tools) and require employees to dedicate specific hours to this training to prevent skills from becoming obsolete.
In goal-setting sessions, ensure that each employee understands how his or her daily work contributes to achieving the organization's macro, social, or value goals (sense of meaningful work). Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The purpose of this study is to examine the relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions. This research is applicable in terms of purpose, and descriptive‑correlational in terms of method. The statistical population consisted of 600 employees of the Ports and Maritime Organization of Bushehr Province in 2025, of whom 234 individuals were selected as the sample through proportionate simple random sampling and Cochran’s formula.
For data collection, four questionnaires were used: Ahangar‑Pour’s Office Automation Questionnaire (2008), Zhang and Sharifi’s Organizational Agility Questionnaire (2000), Hoy and Feldman’s Organizational Health Questionnaire (1996), and Robbins’ Organizational Structure Questionnaire (1979). The office automation questionnaire consisted of 30 items with validity and reliability coefficients of 0.90 and 0.93, respectively. The organizational agility questionnaire contained 28 items with validity and reliability of 0.88 and 0.86, respectively. The organizational health questionnaire included 44 items with validity and reliability of 0.91 and 0.85, and the organizational structure questionnaire consisted of 24 items with validity and reliability of 0.87 and 0.93.
SPSS and LISREL software were applied to analyze the data. The results of data analysis indicate that there is a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions in the Ports and Maritime Organization of Bushehr Province.
Introduction
According to numerous experts, the business world has undergone significant transformation, and the main drivers of these changes include increasing market competition, diverse customer expectations, globalization, rapid technological advancements, cultural and social issues, shortages of skilled labor, and the growing influence of information technology. In today’s dynamic environments, organizations can no longer be managed by traditional approaches. To cope with emerging challenges, production‑oriented organizations must revise their production processes and systems. Achieving organizational agility is essential for responding effectively to change and leveraging resulting opportunities to gain competitive advantage (Derani et al., 2016).
Agile manufacturing in today’s competitive landscape equips organizations with the ability to respond quickly to market fluctuations (Lengnick‑Hall & Beck, 2016). Therefore, companies and organizations are inevitably moving toward agile production, which requires attention to multiple key factors—including the use of efficient office automation systems, achieving organizational health, and establishing a coherent and strong organizational structure (Civi, 2018).
Today, optimal utilization of human resources and the delivery of customer‑oriented services as sources of competitive advantage depend on maintaining organizational health. Major consequences of low organizational health include decreased employee satisfaction, workforce fragmentation, increased conflicts, reduced innovation, diminished cooperation, and lower work quality (Beikzad, 2023). An office automation system facilitates internal organizational communication as well as communication with external entities, contributing to improved coordination and enhanced work quality. Consequently, the Ports and Maritime Organization can leverage an effective office automation system to evolve into an agile organization, maintain a healthy organizational environment, and establish a strong structural foundation among competing organizations (Behnamfar, 2023).
Furthermore, the complexity of modern organizations presents significant challenges to organizational growth and development. Addressing these challenges requires flexibility and readiness to adapt to new conditions—an unavoidable necessity for today’s managers. Accordingly, this study seeks to answer the following question: Is there a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions?
Theoretical Framework
Office Automation
Office automation encompasses all electronic systems that establish or facilitate various forms of internal and external organizational communication (Kim, 2016).
Organizational Agility
Organizational agility refers to an organization’s ability to respond quickly and effectively to environmental changes and internal challenges (Baraei & Mirzaei, 2019).
Organizational Health
Organizational health is the capability of an organization to function effectively, adapt adequately, undergo appropriate change, and grow. Similar to individual health, it can vary across different levels, ranging from minimal to optimal (Sarmasti & Shah Taheri, 2021).
Organizational Structure
Organizational structure is the framework that governs the relationships among jobs, systems, operational processes, individuals, and groups working toward achieving organizational goals. It represents the set of mechanisms through which work is divided into specific tasks and coordinated among them (Rahimi et al., 2017).
Emamdoust Haredasht et al. (2025) examined the modeling of human capital strategies in Bank Sepah of Iran with an emphasis on organizational structure modification. The findings showed that in the training and development subsystem, attention must be paid to training needs, training effectiveness, and career advancement pathways. In the compensation and reward subsystem, emphasis should be placed on strategies and policies related to payment and welfare plans, innovative reward and compensation methods, and rewards aligned with organizational goals. In the employee relations subsystem, focus should be directed toward employee relations strategies, employee interaction and participation, and effective design of structural change. Quantitative results demonstrated that the most important components were competence in the training and development subsystem (standard coefficient = 0.82), innovative compensation and reward strategies in the compensation subsystem (standard coefficient = 0.94), and employee relations strategies in the employee relations subsystem (standard coefficient = 0.84).
Kadivar Zinkanloo et al. (2024) investigated the design of a model for developing organizational resilience based on components of organizational agility (case study: Bank Sepah branches in North Khorasan Province). The findings indicated several categories of causal factors, central phenomena, strategies, intervening conditions, contextual conditions, and consequences. Causal factors included flexible organizational culture; central phenomena involved developing organizational resilience based on agility components; strategic factors included strategy development; intervening conditions were related to the change process; contextual factors included process improvement and communication within the organization; and the main consequence identified was organizational agility.
Research Methodology
This study is applicable in terms of purpose, and descriptive–correlational in terms of research design. The statistical population consisted of 600 employees of the General Directorate of Ports and Maritime Affairs of Bushehr Province in 2025. 234 individuals out of this population were selected as the sample through proportionate simple random sampling and based on Cochran’s formula.
To collect data, four questionnaires were used: Ahangar‑Pour’s Office Automation Questionnaire (2008), Zhang and Sharifi’s Organizational Agility Questionnaire (2000), Hoy and Feldman’s Organizational Health Questionnaire (1996), and Robbins’ Organizational Structure Questionnaire (1979). The office automation questionnaire consisted of 30 items with validity and reliability coefficients of 0.90 and 0.93, respectively. The organizational agility questionnaire contained 28 items with validity and reliability coefficients of 0.88 and 0.86, respectively. The organizational health questionnaire included 44 items with validity and reliability coefficients of 0.91 and 0.85, while the organizational structure questionnaire consisted of 24 items with validity and reliability coefficients of 0.87 and 0.93.
Research Findings
SPSS and LISREL software were used to analyze the research data. The results indicate that there is a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions in the General Directorate of Ports and Maritime Affairs of Bushehr Province.
Conclusion
The present study aimed to examine the relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions. The results are consistent with the findings of Emamdoust Haredasht et al. (2025), Kadivar Zinkanloo et al. (2024), Zafari et al. (2019), Hoseini Pozveh et al. (2021), Ameri (2021), and Asgarpour and Matrudi (2023). Given that environmental changes affect many aspects of organizations; appropriate strategies must be employed to dynamically adapt to these changes in order to ensure their survival. One of the most effective approaches for addressing environmental changes is directing organizations toward agility. The most essential tool for achieving this goal is the office automation system, which must receive continuous and serious attention from decision‑makers to safeguard the future of organizations and companies—particularly the General Directorate of Ports and Maritime Affairs of Bushehr Province.
Based on the findings, it is recommended that organizations utilize office automation systems effectively to enhance decision‑making quality, improve the analysis of organizational information, benefit from innovative ideas, increase responsiveness to clients, accelerate work processes, and streamline workflow procedures. Such measures can significantly contribute to improving organizational agility and health, thereby strengthening organizational structures. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The present study aimed to identify and explain the factors affecting the implementation of sustainable green human resource management practices from the perspective of employees and managers, using artificial intelligence and a green accounting approach. This applicable and qualitative study was designed with a grounded theory approach using MAXQDA software. Data were collected through semi-structured interviews with 15 human resource managers, information technology experts, faculty members, and employees with experience interacting with artificial intelligence systems. Data analysis was conducted in three stages of open, axial, and selective coding. The findings showed that causal factors such as green leadership and manager support, innovation culture and technology acceptance, and the use of artificial intelligence in management processes play a key role in the success of implementing sustainable practices. Also, contextual factors such as organizational resources, technological infrastructure, specialized training, and the use of green accounting indicators provide the necessary context for effective interaction with artificial intelligence systems and the implementation of green processes. Effective strategies include applicable training, process transparency, employee participation in decision-making, and environmental performance monitoring based on green accounting data. The resulting outcomes also include increased productivity, improved efficiency, improved focus on key tasks, and improved environmental performance of the organization. Finally, this research provides a theoretical-practical framework that organizations can use to effectively and efficiently implement sustainable green human resource management practices by integrating artificial intelligence and green accounting.
Introduction
In recent decades, attention to environmental sustainability and social responsibilities of organizations has increased significantly. Organizations cannot maintain their position in the competitive market by focusing only on economic profitability; rather, they should also pay attention to environmental, social, and economic issues to both increase productivity and reduce negative impacts on the environment (Ghaemi et al., 2023).
One area that plays an important role in achieving organizational sustainability goals is green human resource management. This area includes a set of practices and policies that are designed to improve employee environmental behaviors, reduce the environmental impacts of organizational activities, and create a sustainable culture in the workplace (Singh et al., 2020).
Sustainable green human resource management practices are an emerging area in human resource and management studies that, given organizational complexities, require in-depth analysis and qualitative approaches (Alirezaei et al., 2022). These practices include recruiting and selecting employees with environmental attitudes, training and developing green skills, motivating and evaluating performance based on environmental criteria, and creating a sustainable organizational culture (Soleimani et al., 2022).
With the increasing growth of artificial intelligence technologies, including chatbots, virtual assistants, and predictive analytics, the application of this technology in human resource management has become an undeniable reality (Tschang & Almirall, 2021). Artificial intelligence enables the automation of repetitive tasks, analyzes vast data, and facilitates complex decision-making, but at the same time raises concerns such as fear of job replacement, reduced human control, and cultural resistance (Huang & Rust, 2021).
In the meantime, green accounting has gained particular importance as a complementary approach. Green accounting allows organizations to quantitatively assess and monitor the environmental impacts of human resource activities and processes and make strategic decisions based on real data and financial-environmental metrics. The integration of green human resource management, artificial intelligence, and green accounting provides an unprecedented opportunity to improve organizational performance and achieve sustainability goals (Akbari et al., 2023; Jalalniya et al., 2024).
The perspectives of employees and managers, as the main sources of internal information in the organization, can provide a practical and applicable look at the effectiveness of green practices, the capabilities of artificial intelligence, and the role of green accounting in improving performance. The use of qualitative methods, especially the GRADE approach, in this research allows for the extraction of a theory that is consistent with organizational realities and is based on empirical data and direct perspectives of stakeholders. Therefore, the present study answers this fundamental question: What are the sustainable practices of green human resource management from the perspective of employees and managers using artificial intelligence and a green accounting approach?
Theoretical Framework
Technological Infrastructure, Productivity, and Green Accounting in Green Human Resource Practices
Technological infrastructure includes hardware and software equipment, access to smart systems, and digital tools that enable the effective use of new technologies such as artificial intelligence (Wang et al., 2025). Research shows that the existence of appropriate infrastructure is a prerequisite for the successful implementation of sustainable green human resource management practices and has a direct impact on organizational productivity (Yu et al., 2020).
In organizations with complete and up-to-date technological infrastructure, employees can perform daily tasks and green human resource processes faster and more accurately, errors are reduced, and more time is left to focus on creative and developmental activities (Choung et al., 2022). Without proper infrastructure, even with high employee motivation and readiness, productivity in green practices cannot be fully realized (Xu et al., 2021).
On the other hand, green accounting, by providing quantitative tools and environmental indicators, enables monitoring and evaluation of the performance of green human resources and organizational processes. Efficient technological infrastructure also paves the way for the implementation of green accounting systems and provides accurate and timely data for the organization's strategic decisions (Rostamzadeh Ganji et al., 2025). In this way, technological infrastructure not only increases the productivity of green activities, but also enables the alignment of the organization's productivity and environmental sustainability goals by integrating environmental and financial data in green accounting (dowlatabadi, 2025).
Siddique et al. (2025) conducted a study on “A Bibliometric Study on Sustainable Human Resource Management (1982-2023)”, the research method is library research; a total of 765 publications (between 1982 and 2023) selected from the Scopus database, which were carefully reviewed to obtain insightful results. The study through thematic mapping shows that sustainable human resource management is still an emerging and contemporary concept. Furthermore, the themes of sustainable human resource management are underdeveloped and need conceptual clarity.
Shin et al. (2025) conducted a study on “Artificial Intelligence in Human Resource Management: A Trigger for Organizational Dehumanization and Negative Employee Reactions”; the findings showed that the involvement of AI in HR operations leads to increased organizational dehumanization, thereby provoking negative employee reactions.
Research Method
The present study was applicable in terms of purpose and qualitative in nature with an exploratory approach, and its aim was to identify and explain the factors affecting the implementation of sustainable green human resource management practices using artificial intelligence. The theoretical framework of the research was formed based on the theories of technology acceptance and green human resource management, and to discover the underlying theory, the data-based theory approach with the systematic model of Strauss and Corbin (1998) was used.
Data were collected through semi-structured interviews with 15 human resource managers, information technology experts, faculty members, and employees who had experience interacting with artificial intelligence systems in the workplace. Participants were selected through purposive sampling and by observing the principle of theoretical saturation so that the data were comprehensive and analyzable.
The data were analyzed in three stages of open, axial, and selective coding, leading to the extraction of the main components of the paradigmatic model, including causal factors, background conditions, intervening conditions, strategies, and consequences. The findings showed that causal factors including green leadership, managerial support, innovation culture and technology acceptance, and practical use of artificial intelligence play a pivotal role in implementing green practices.
Research findings
Research findings showed that the use of digital technologies, especially artificial intelligence, leads to a significant transformation in green human resource management practices and improves employee outcomes. Green leadership, innovative organizational culture, and managerial support as causal factors play a key role in the acceptance and effectiveness of these technologies. Also, technological infrastructure, specialized training, and the use of green accounting indicators as contextual factors provide the basis for the successful implementation of sustainable practices. Ultimately, the implementation of these practices leads to increased organizational productivity, improved employee performance, and improved environmental performance of the organization.
Discussion and Conclusion
The present study aimed to explain how digital technologies, especially artificial intelligence, have affected the evolution of human resource management practices and their consequences on employee outcomes, focusing on the green human resource management and green accounting approaches. By adopting a qualitative approach and utilizing data-driven theory, an attempt was made to analyze the phenomenon under study not only from the perspective of predefined variables, but also based on the experience and perceptions of managers and employees in the real context of organizations.
Green leadership and managers’ support for environmental, innovation, and technology goals, as key factors, provide the basis for the acceptance and application of smart technologies. The findings show that when managers actively support green practices and artificial intelligence systems, employees are more motivated to participate and implement these processes, which is in line with the studies of Sidra et al. (2022) and Singh et al. (2020).
The culture of innovation and technology adoption in the organization, as the second causal factor, plays an important role in facilitating the implementation of green practices. Findings show that organizations that emphasize learning, technology adoption, and open interaction with new ideas implement green human resource processes with greater accuracy and speed (Fazalali & Moazzami, 2022). This indicates that organizational culture can have a significant reinforcing effect on employee interaction with AI and the adoption of green practices.
The practical use of AI has clear advantages: improving decision-making, increasing speed and accuracy, and reducing human errors. Its integration with green accounting allows for continuous monitoring of performance and the achievement of productivity and sustainability goals at the same time (Akbari et al., 2023; Jalalniya & Hamedi, 2024). This emphasizes that technology is not only a facilitating tool, but also helps to achieve environmental goals and organizational productivity.
Contextual factors including organizational culture, available resources, and training play a reinforcing role. A supportive organizational culture and adequate resources, including technology infrastructure and skilled human resources, enable the effective use of AI (Yu et al., 2020; Rostamzadeh Ganji & Jayervandi, 2025). Training and empowering employees increases their skills and confidence, enabling better implementation of green practices. This finding is consistent with studies by Chen & Wen (2021) and Choung et al. (2022), which show that training and transparency play a critical role in technology adoption.
Systems complexity and environmental pressure were identified as intervening factors. Technological complexity can slow down the adoption and use of AI, and organizational or competitive environmental pressure also affects the implementation of practices (Wang et al., 2025; Xu et al., 2021).
Ultimately, the outcomes of successfully implementing sustainable green HR practices using AI include increased productivity, reduced errors, improved employee focus on important tasks, and positive environmental impacts. The intelligent use of technology and attention to human factors not only improves organizational performance, but also aligns with the achievement of sustainable development goals (Sadeghi, 2024; Shin et al., 2025). Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The present study was conducted with the aim of modeling the structural equations of employee empowerment policy at Payam Noor University. This study was a descriptive survey, and quantitative data were collected using a researcher-made questionnaire. The statistical population of this study includes all employees (both faculty and non-faculty members) of Payam Noor University. The sampling method was a stratified random sample of 358 people. Then, after collecting statistical data, it was analyzed using the PLS method. The validity of the tool was confirmed by professors and experts in the field of human resources and its reliability was assessed with a Cronbach's alpha coefficient above 0.7. The results showed that the structural model of the research includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions) and outcomes (individual outcomes, academic outcomes). The results also showed that the model has a favorable degree of fit and strong fit.
Introduction
Human resources, as the most valuable organizational resource, are the center of organizational approaches and activities and play a fundamental role in achieving the goals and ideals of the organization (Babaei Meybodi & Alirezaei, 2020). In recent decades, employee empowerment has been raised as one of the fundamental axes in human resource management and organizational policy-making (Zarin Negar et al., 2025). Organizations operate in a dynamic, competitive environment affected by technological and social developments, and their survival requires having capable, participatory, and creative employees. In the meantime, employee empowerment is recognized not only as a management tool, but also as a strategic policy-making approach that can play a decisive role in improving individual and organizational performance (Hasanein & Elrayah, 2025). Recent research shows that organizations in today's complex and competitive environments will not be able to achieve their strategic goals without relying on capable and participatory human resources (Sulistio & Darmastuti, 2024).
Researchers have developed specific methods for implementing human resource management practices from the old way of working, such as low levels of employee involvement, to more participatory and supportive processes in which employees gain opportunities to develop skills, knowledge, and attitudes (Alirezaei et al., 2022). Employee empowerment is a multidimensional concept that refers to the creation of individual and organizational capacities through increased authority, access to information, development of competencies, and strengthening of employees' intrinsic motivation (Tizfahm Fard et al., 2025). Contemporary research shows that empowerment, by enhancing the sense of meaning, self-efficacy, and impact in employees, paves the way for increased organizational commitment, job satisfaction, and innovative behaviors. From this perspective, empowerment is not simply a limited executive action, but requires the design and implementation of coherent and targeted policies at the organizational level (Asare Duffour & Asante, 2025).
Employee empowerment policymaking refers to the process of developing, implementing, and evaluating policies and programs that aim to provide the structural and psychological foundations necessary for employees to actively participate in organizational decision-making and activities (Younas, 2023). Recent studies emphasize that without clear policies, management support, and alignment with organizational culture, empowerment efforts cannot lead to sustainable results (Nguyen et al., 2023). Therefore, designing a comprehensive policymaking model can help to integrate empowerment efforts and increase their effectiveness. In the management and policymaking literature, policies are known as tools through which organizational values, priorities, and goals are transformed into operational plans and actions. Recent research emphasizes that effective policymaking plays a decisive role in the coordination between organizational resources, structures, and behaviors and can pave the way for improved organizational performance and sustainability (Molaei et al., 2025).
In modern approaches, policymaking is no longer viewed as a linear, top-down process, but rather as a dynamic, interactive, and multilevel process in which different stakeholders play a role. This perspective emphasizes the participation of organizational actors, the use of scientific evidence, and attention to cultural and structural contexts. Recent studies show that policies that are developed with employee participation and based on data and evidence have greater legitimacy and effectiveness and are more likely to be successfully implemented (Schaefers et al., 2024).
From a theoretical perspective, employee empowerment models are generally based on two main dimensions: structural empowerment and psychological empowerment (Rostamzade ganji et al., 2025). Structural empowerment focuses on formal mechanisms such as delegation of authority, access to resources, training, and reward systems, while psychological empowerment addresses employees' perceptions and feelings of competence, autonomy, and influence at work (Pourhassan harzandi et al., 2025). Recent research has shown that the interaction of these two dimensions in the form of organizational policies can play an important role in improving organizational performance, innovation, and learning (Alibrahim, 2024).
Despite the expansion of empirical studies in the field of empowerment, a research gap is still felt in the field of designing and explaining employee empowerment policy models; especially models that can systematically explain the link between policymaking, leadership, organizational culture, and employee behavioral outcomes. Therefore, the researcher seeks to answer the research question: what is the employee empowerment policy model of Payam Noor University?
Research Method
This study was a descriptive survey type, and quantitative data was collected using a researcher-made questionnaire. The statistical population of this study includes all employees (both faculty and non-faculty members) of Payam Noor University. The sampling method was a stratified random sample of 358 people. Then, after collecting statistical data, it was analyzed using the PLS method. The validity of the tool was confirmed by professors and experts in the field of human resources, and its reliability was assessed with a Cronbach's alpha coefficient above 0.7.
Research findings
The research findings showed that the structural model of the research includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, creating a quality assurance system, creating a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions) and outcomes (individual outcomes, academic outcomes). The results also showed that the model has a favorable degree of fit and strong fit.
Conclusion and Discussion
The present study was conducted with the aim of modeling the structural equations of Payam Noor University's employee empowerment policymaking. The results showed that the causal conditions included leader competencies, human resource competencies, organizational competencies, and acceptance of agents. The results also showed that leaders with appropriate leadership skills, knowledge, and behavior can promote trust, motivation, and active participation of employees. Employees who have skills, positive attitudes, and a tendency toward self-actualization are better able to take advantage of the opportunities provided. These findings are consistent with the study of Khalili Esnaki (2021), which confirmed the role of capable leaders and employee competence as prerequisites for the success of empowerment programs. The contextual factors included the university structure and climate, technology, and organizational interactions. The flexible structure, supportive climate, smart technology, and internal and industry interactions were able to provide the necessary context for enhancing employee empowerment and achieving positive academic outcomes. These findings are consistent with the research of Khalili Esnaki (2021), which emphasized that a vibrant organizational climate and integrated information technology are key factors for the success of university empowerment and innovation programs. The intervening conditions included political, social, cultural, and economic factors. Political developments, cultural inequalities and conflicts, and economic constraints can limit the impact of empowerment policies, but effective management of these conditions can maintain the effectiveness of policies. This result is consistent with the study of Park et al. (2020), who introduced environmental and economic constraints as moderating factors of employee empowerment. Organizational strategies included teaching and learning, explaining transformation strategies, establishing a quality assurance system, meritocracy, accountability, and creating motivation. The implementation of these strategies increased self-efficacy, acceptance of results, job satisfaction, and employee trust, and improved academic outcomes including agility, entrepreneurship, and globalization of the university. The findings are consistent with the research of Sokol et al. (2015), who showed the importance of comprehensive and participatory strategies in employee empowerment. The consequences were observed at both individual and academic levels. Individual outcomes included increased self-efficacy, self-efficacy, personal acceptance of results, job satisfaction, and employee trust, and academic outcomes included entrepreneurship, agility, and university globalization. These findings are consistent with the results of Nguyen et al. (2024) who showed that employee empowerment simultaneously improved individual and organizational capacity. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of the present study was to provide a comprehensive model for international entrepreneurship in ECO member countries. A mixed research method was used: in the qualitative part, data were collected and analyzed using systematic data-based theory and interviews with 15 academic and executive experts (until theoretical saturation). In the quantitative part, 323 managers were selected from 2035 managers of knowledge-based companies in the Export Development and Technology Exchange Corridor by random sampling. The data collection tool included semi-structured interviews and a questionnaire based on qualitative findings. The validity of the tools was confirmed by experts and reliability was confirmed with Cronbach's alpha. Qualitative data were analyzed with MAXQDA software and three-stage coding, which resulted in the extraction of 356 primary codes, 79 open categories, 16 axial categories, and 5 selected categories. In the quantitative part, factor analysis and structural equations were conducted with AMOS. The findings showed that the international entrepreneurship model in ECO is based on multi-level convergence (macro, meso, and micro). Its main components include contextual factors (regional capacity building), causal factors (strategic context building), intervention factors (challenge management), strategies (operational framework), and consequences (sustainable development). This model can help policymakers, economic institutions, knowledge-based companies, and small, medium, and large companies enter global markets and pave the way for creating a sustainable competitive advantage and transforming ECO into an Asian innovation hub.
Introduction
International entrepreneurship, as the process of forming and expanding innovative economic activities across national borders and taking advantage of global opportunities, has become one of the main engines of economic growth in the world in recent decades (Chukwuka et al., 2024). The Economic Cooperation Organization (ECO), as a regional pact consisting of countries with common historical, cultural and geographical ties, has extensive capacities in the fields of trade, investment and knowledge transfer. With a population of over half a billion people and rich natural and human resources, these countries can provide an important platform for the expansion of international entrepreneurship. However, existing studies show that despite the existence of many opportunities, obstacles such as weak institutional coordination, limited access to capital, ineffective support policies, insufficient use of new technologies, and lack of regional entrepreneurial networks have prevented the full realization of the international entrepreneurial potential in the ECO region (khan, 2024). The ECO organization was initially founded in 1985 by Iran, Turkey, and Pakistan, and with the accession of seven other countries in 1992, it became a regional institution with the prospect of economic cooperation, infrastructure development, and facilitation of trade exchanges (abbas, 2024).
Despite such capabilities, the growth of international entrepreneurship in ECO has faced serious obstacles; Complex bureaucracy, financial constraints, difficulty in accessing global markets, and sanctions have prevented the full use of potential (Montiel, 2023). Past research also shows that factors such as a strong business environment, effective support policies, the use of new technologies, and the capabilities of entrepreneurs are essential conditions for success in this direction (Deakins et al., 2024). However, the role of local culture and values, the effect of national policies, and how to integrate new technologies in a regional framework have still received less attention (Nazari et al., 2024).
On the other hand, the geopolitical and economic conditions of these countries are such that entrepreneurial cooperation can not only improve the level of economic interactions in the region, but also play a role in increasing their economic resilience and socio-political convergence. Thus, providing a comprehensive and localized model for the development of international entrepreneurship in ECO member countries is an undeniable necessity; a model that can encompass both structural factors (such as policies, laws, and infrastructure) and behavioral factors (such as entrepreneurial culture, innovation, and risk-taking) and provide practical and efficient solutions by considering common characteristics and differences between member countries. Examining these obstacles and identifying key success factors can pave the way for providing a local and efficient model for the development of international entrepreneurship in the ECO region. Therefore, the research question is: What model can explain the key and effective dimensions of international entrepreneurship in ECO member countries and pave the way for the sustainable development of the region?
Theoretical foundations
Entrepreneurship and economic growth
Entrepreneurship is recognized in the economic development literature as one of the most important engines of growth and innovation. This phenomenon creates economic and social value by identifying new opportunities, organizing resources, and creating innovative businesses, and provides a platform for the dynamics of economic systems (Callegari, 2024). At the international level, entrepreneurship takes on more complex dimensions, because entrepreneurs are forced to face institutional, political, and cultural diversity in addition to economic factors. Accordingly, “international entrepreneurship” as an interdisciplinary field in management, economics, and social sciences, focuses on the process of identifying and exploiting cross-border business opportunities (Zahra & George, 2017). In other words, at the international level, this concept becomes important when entrepreneurs operate in diverse political, economic, and cultural environments and are forced to adapt to the institutional and structural differences of different markets (Zahra and George, 2017). Having its roots in internationalization discussions (Tolstoy, 2024), international entrepreneurship, is known as a tool for exploiting cross-border opportunities and creating competitive advantage. Doozandeh Ziabar et al., (2024) studied the presentation of a social entrepreneurship model in rural tourism development in a tourism target village in Guilan province. The statistical population of the study included 10 managers, experts, and university professors in the field of tourism, selected through purposive sampling. The results of the qualitative questionnaire and open interviews with sample members were analyzed after taking notes and transferring them to the system using the data-driven method and through coding and Max Quda software, and the output and final model were reported. The results showed that traditional tourism entrepreneurship follows a capitalist approach.
Shahzad et al. (2024) studied "International Entrepreneurship Antecedents and the Role of Emerging Technologies in Achieving Sustainable Development Goals". This research is applicable in terms of purpose, and quantitative in terms of approach; the data were analyzed using PLS-SEM techniques in SmartPLS 4 software. The findings showed that key antecedents of international entrepreneurship significantly affect sustainable development and emerging technologies play a mediating role between antecedents and sustainable development.
Research Methodology
This research was conducted with a mixed approach (modern hybrid) and in two qualitative and quantitative stages. In the qualitative part, systematic data-based theory was used and the statistical population included academic and non-academic experts in the field of international entrepreneurship. Purposive sampling continued until theoretical saturation was reached, and a total of 15 semi-structured interviews were conducted. Qualitative data were collected through in-depth interviews, observation, and review of scientific documents, and then analyzed. In the quantitative part, the data collection tool was a researcher-made questionnaire with a five-point Likert scale. The reliability of the questionnaire was confirmed by Cronbach's alpha test and its validity was confirmed through content validity and construct validity. Finally, structural equation modeling was used to test the research hypotheses using Amos software.
Research findings
By presenting a local model of "entrepreneurship development based on multi-level convergence", the present study showed that institutional coordination, regional networking, and empowerment of entrepreneurs at three macro, intermediate, and micro levels connect regional capacities in an integrated manner. Contextual factors such as policies, entrepreneurial culture, technological infrastructure and international cooperation provide the foundation for entrepreneurial development, while administrative barriers, legal restrictions and cultural differences pose challenges. Research innovations include the “interactional model of natural resources”, the “dual role of family relationships”, and the “multi-layer model of administrative barriers”. Proposed strategies target the development of infrastructure, cross-border cooperation networks, and the promotion of individual capabilities. The consequences include increased innovation, economic growth and the creation of job opportunities, and social welfare.
Conclusion
The present study, with the aim of analyzing the development of international entrepreneurship in the ECO region, has presented an indigenous model called “Entrepreneurship Development Based on Multilevel Convergence”. The findings show that multilevel convergence, including institutional coordination, regional networking and empowerment of entrepreneurs, plays a central role in strengthening international entrepreneurship and connects regional capacities in an integrated manner at three levels: macro (regional policy-making and governance), meso (inter-organizational networks) and micro (individual skills and capabilities). These results are consistent with the findings of Morris (2024) and O’Connor (2023), who have emphasized the importance of institutional frameworks and cooperation networks in the growth of regional entrepreneurship.
The analysis of the research context showed that contextual factors including supportive policies and laws, entrepreneurial culture, technological infrastructure and international cooperation are the foundation for the formation of international entrepreneurship in the ECO region. Cultural and historical commonalities, shared natural resources and economic diversity of countries, especially in the completion of the value chain, play both facilitating and challenging roles. Innovative findings of the research include the “interactive pattern of natural resources” and the “dual role of family relationships” that simultaneously act as an advantage and a constraint in the entrepreneurial process. These results are in line with the studies of Khan et al. (2024) and Zocchla (2024) that have highlighted the importance of contextual capacities in regional entrepreneurship. On the other hand, intervening conditions including administrative and bureaucratic challenges, legal and policy constraints and cultural and social barriers were identified. Lengthy company registration processes, lack of legal transparency, sudden policy changes, language differences, and limited role of women are examples of the main barriers. By introducing the “multi-layered model of administrative barriers” and providing an integrated framework for managing these challenges, this study has provided practical solutions to reduce their negative effects, and is consistent with the findings of Esmaeilpour et al. (2020), Khosravi (2023), and Navi (2025).
Entrepreneurship development strategies in the ECO region focus on three main axes: strengthening legal frameworks and supportive policies, developing common technological and economic infrastructure, and expanding cross-border cooperation networks. Tools such as tax exemptions, joint technology parks, digital platforms, and holding regional conferences facilitate entry into entrepreneurial activities and increase the capacity for synergy among entrepreneurs in member countries. Research innovations include the design of a “regional entrepreneurship policy model at three levels”, a framework for measuring the effectiveness of shared technological infrastructures, and the development of a “smart networking model among regional entrepreneurs.”
The consequences of international entrepreneurship development in the ECO region include two dimensions: economic and social. From an economic perspective; increased innovation, GDP growth, and technological export promotion are observed, and from a social perspective; the creation of job opportunities for youth and women and the improvement of general welfare indicators are significant. These results are in line with the findings of OECD (2023) and Economic Development Bank (2022), which have emphasized that regional entrepreneurship can lead to sustainable economic and social growth. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract
The aim of this study was to design a job rotation program model at the worker levels of the Barez Industrial Group. This study is applicable-developmental in terms of its purpose, and qualitative and quantitative in terms of its research method. The data collection tool consisted of two parts: a review and exploration of research literature in the library section, and semi-structured interviews in the field section. The participants of this study in the field section included 10 managers and supervisors of the Barez Industrial Group. The selection of individuals was carried out by purposive sampling and continued until the theoretical saturation stage. The coding and text analysis process of the interviews was carried out qualitatively. The research findings showed that forty indicators were extracted in four components: "duties and responsibilities", "technical skills", "environmental conditions-equipment" and "safety requirements". In the quantitative phase, clustering using the K Means algorithm classified the stations into four clusters: "Production", "Safety and Health", "Operations" and "Control and Supervision". In the production cluster, advanced technical knowledge in the field of materials and production engineering was identified as the first and most important skill. In the safety and health cluster, in-depth knowledge in the field of occupational safety and health was identified as the first and most important skill. In the operational cluster, operational and equipment maintenance skills were identified as the first and most important skill. In the control and supervision cluster, supervisory and quality control skills were identified as the first and most important skill.
Introduction
At the beginning of the third millennium, human resources have been considered as the most important capital of organizations and a key factor in their survival; in such a way that ensuring that individual competencies match job requirements not only affects the effectiveness of individual performance, but also has broad implications for the productivity of the entire production system and the quality of products (Smith, 2025). In many advanced industries, despite relying on new technologies and huge investments in machinery, there are still numerous problems in matching jobs with employees' abilities. This inadequacy is mainly manifested at the worker level, where the physical and mental burden of work is greater, and can lead to reduced motivation, reduced job satisfaction, and operational errors (Johnson & Lee, 2025). One of the direct consequences of job mismatch in industrial environments is the prevalence of musculoskeletal disorders. Global studies show that after occupational respiratory diseases, musculoskeletal disorders are the second most common cause of occupational disability among industrial workers, and impose billions of dollars in medical costs and employee absence on economic systems annually (Garcia et al., 2025). These problems not only threaten the physical health of workers, but also directly affect the performance and competitiveness of organizations by reducing useful working hours and increasing production downtime (Anderson & Patel, 2025).
A study conducted in Japanese automobile companies reported that the implementation of organized job rotation programs resulted in an 18% reduction in the incidence of musculoskeletal disorders and a 25% increase in job satisfaction scores among workers; however, these programs lacked a formal training component to familiarize employees with the principles of workplace ergonomics (Yamamoto et al., 2025). On the other hand, a study in South Korean electronics companies showed that combining job rotation with short training periods during shifts can increase the effectiveness of ergonomic risk control by up to 30% (Park & ​​Choi, 2025).
Considering the above international experiences, it seems that designing an integrated job rotation model at the worker level should include three main components: planned rotation diversity, in-rotation training, and multidimensional monitoring and evaluation. In the Barez Industrial Group, the lack of such a coherent model has led to job rotation programs being implemented in a fragmented manner and without detailed evaluation; which has not only delayed the achievement of ergonomic injury reduction goals, but also deprived the opportunity to fully utilize the capabilities of employees in different work environments. Initial internal studies confirm that implementing a targeted framework can increase useful working hours by up to 15% and reduce the rate of absence due to musculoskeletal problems by the same proportion (pilot study, 1400). Therefore, designing and presenting an applicable model for job rotation programs at the worker level with the aim of promoting motivation, developing knowledge, and ensuring ergonomic satisfaction is a practical and research necessity. The present study aims to develop this model and test it in the Barez Industrial Group, in order to establish systematic mechanisms and show how the combination of human resource management and industrial ergonomics can increase the health of the workforce and improve organizational performance. Based on the above explanations, this study seeks to answer the question: What is the job rotation program like at the worker levels of the Barez Industrial Group?
Review of theoretical foundations:
Job rotation
Job rotation is a method of human resource development that can strengthen the work morale of employees while developing their vision. The main purpose of implementing job rotation is not to transfer, grant promotions, appointments, and advancements, but if it is implemented in a calculated and targeted manner, it can be an effective aid in properly achieving the above and each of the motivational and developmental factors, and even designing the path of job movement. In implementing job rotation, it is necessary to consider cultural, environmental, structural, etc. factors, determine organizational levels, and analyze the conditions to determine the appropriate method of job rotation (Sowunmi, 2022).
Proper rotation of personnel in different jobs ensures that the fit between jobs and their employees is continuously maintained. Given that humans move towards excellence and development, continuously keeping personnel fixed in organizational positions and jobs is neither in the interest of the organization nor in the interest of its employees. Employee turnover in an organization is one of the effective management tools and is usually done in different ways. Promotion, transfer, job rotation, and temporary or permanent separation from service are considered major human resource turnover in an organization (Assuncao et a.l, 2022).
Garcia & Lopez (2025) conducted a study titled “Optimizing Job Rotation Programs Using Reinforcement Learning in Manufacturing Industries”. The results showed that the proposed model reduces skill learning time by 30% and increases productivity by 20%.
Robinson et al. (2024) conducted a study titled “The Effect of Structured Job Rotation on Reducing Turnover in the Technology Sector”. In this study, the research method was a descriptive-analytical survey. The results showed that structured job rotation decreases the turnover rate by 15%.
Research Methodology
The present study is an applicable-developmental research in terms of its purpose, and is a mixed-method research in terms of its method. Initially, the required skills were identified through qualitative content analysis. For this purpose, semi-structured interviews were used. To accurately identify the skills and capabilities required for each workstation, semi-structured interviews were conducted with 10 managers and supervisors of workstations with at least 5 years of experience in the Barez Industrial Group. Each interview took between 30 and 45 minutes and was accompanied by audio recording and careful note-taking. Coding and text analysis of the interviews were performed qualitatively. After that, clustering was performed using the K Means algorithm. Then, hierarchical analysis was used to determine the optimal number of clusters.
Research findings
The research findings showed that forty indicators were extracted in four components: "Duties and Responsibilities", "Technical Skills", "Environmental-Equipment Conditions", and "Safety Requirements". In the quantitative stage, clustering using the K Means algorithm classified the stations into four clusters: "Production", "Safety and Health", "Operations", and "Control and Supervision". In the production cluster, advanced technical knowledge in the field of materials and production engineering was identified as the first and most important skill. After that, analytical skills for solving production problems were identified as the second, and the ability to manage processes and continuous improvement was identified as the third. In the safety and health cluster, in-depth knowledge in the field of workplace safety and health was identified as the first and most important skill. After that, communication skills and the ability to train others were identified as the second, and the ability to analyze risk and manage crises was identified as the third. In the operational cluster, operational skills and equipment maintenance were identified as the first and most important skill. Then, technical knowledge in the field of machinery and precision instruments ranked second, and the ability to control quality and prevent waste ranked third. In the control and supervision cluster, supervisory and quality control skills were identified as the first rank. Then, technical knowledge in the field of production processes and raw materials ranked second, and the ability to analyze data and production information ranked third.
Discussion and Conclusion
The purpose of the present study was to design a job rotation program model at the worker levels of the Barez Industrial Group. The research findings showed that the competencies and skills required for each workstation to improve productivity and ensure safety in each workstation should simultaneously pay attention to "duties and responsibilities", "technical skills", "environmental and equipment conditions", and "safety and health requirements". Adopting such an integrated approach, while ensuring product quality, leads to a reduction in occupational accidents and increased employee satisfaction (International Labor Organization 2021; Samadiet al. 2022). In the studies of Hosseini & Mousavi (2021), a similar four-component model has been presented in which the combination of specialized skills with soft skills such as teamwork and problem solving is introduced as a key factor for success in process industries.
Data analysis of the present study showed that the simultaneous application of seven criteria of “skill sharing”, “environmental compatibility”, “safety requirements”, “team interactions”, “task complexity”, “training needs”, and “psycho-physical load” not only allows for more accurate clustering of workstations, but also makes the output of the clusters very meaningful from an applicable perspective for human resource planning. This multi-criteria approach allows the purely technical or mechanical differences of the stations to be combined with the human, training and job pressures dimensions; Therefore, decisions are not based solely on production or physical line data, but also on person-environment compatibility (Moradi & Yazdani. 2020; Samadiet al. 2022).

Abstract Abstract
The purpose of this research is to design structural model predictors of employees' opportunism. This research is applicable in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population includes employees (7493 people) of small and medium companies in Kurdistan province. Using Cochran's formula, 365 people were selected as a simple random sample. The data collection tool is standard questionnaires. The validity (convergent and divergent) and reliability (factor loading, composite reliability coefficient, Cronbach's alpha coefficient) of these questionnaires show that the measurement tools have good validity and reliability. The results of hypothesis testing using AMOS software show that the direct effect of high performance corporate goals on employee opportunism is 0.39; the direct effect of high performance corporate goals on supervisor opportunism is 0.36; the direct effect of supervisor opportunism on illegitimate tasks is equal to 0.30; and the direct effect of illegitimate tasks on employee opportunism is equal to 0.51. Also, the effect of opportunistic mediators is equal to 0.11; and illegitimate tasks is equal to 0.15; and the successive mediation effect of supervisor opportunism and illegitimate tasks is equal to 0.58. According to the findings of this research, it can be concluded that high-performance corporate goals evaluate supervisor opportunism and illegitimate tasks as stressful factors, and employees show opportunism to deal with this stress. By using appropriate management strategies, the effects of these factors can be reduced in the organization, and a diligent organization can be achieved.
Extended Abstract
Introduction
Today, deviant behaviors in the workplace have a special place among researchers. Most research has focused on overt unethical behaviors of "bullying and cheating", while hidden unethical workplace behaviors that are invisible and harmful to companies, formally known as "opportunism", have been neglected (Ghaedamini Harouni et al., 2022). Employee opportunism means engaging in unethical behavior with the aim of speeding up work and achieving personal benefits. This type of behavior can be seen at all hierarchical levels in the workplace, and even supervisors may engage in opportunism, which is called supervisory opportunism (Dehghani Soltani et al, 2020). "Supervisor and employee opportunism" are hidden, interpersonal and organizational unethical behaviors in the workplace, which can harm companies (Hosseini et al, 2020). Researchers unanimously agree that opportunism is a common phenomenon in the workplace, but its negative consequences have not been studied (Zong et al, 2021). However, opportunism indicates the achievement of goals that are achieved while ignoring moral conditions (Cecalupo et al, 2022).
Employee opportunism means using unethical behaviors to achieve organizational goals. This type of behavior can have negative effects on managers and employees, and ultimately lead to a decrease in the quality and performance of the organization. In small and medium organizations in Kurdistan province, opportunism should be curbed as much as possible so that it does not have bad effects on performance, productivity, profitability, organizational ethics and organizational commitment. Due to the importance of this issue, proper training and creating an environment free of any unprofessional ethics in companies is necessary; therefore, improving the performance of companies requires an answer to the question of whether high-performance company goals have a significant effect on employees' opportunism through the sequential mediation role of supervisor opportunism and illegitimate tasks in small and medium-sized companies in Kurdistan province.
Theoretical framework
Corporate goals with high performance and employee opportunism
High-performance corporate goals are a type of stressful behavior that is very difficult to achieve, and can be classified into two categories: "self-determined and corporate goals". Corporate performance goals cause anxiety and emotional exhaustion compared to self-set performance goals in employees (Li et al, 2021). High performance corporate targets are threatening and stressful, and can tend to create unethical behavior; such as the opportunism of employees to speed up the work process (Yin et al, 2019). The interactional model of stress and coping (Lazarus & Folkman, 1984) is a fact that deals with the relationship between stress, cognitive appraisal, and coping behavior. According to this model, people in stressful situations like "high-performance corporate targets" need cognitive analysis and appraisal, and based on these evaluations, they use "opportunistic" coping behaviors.
Karevold (2021) conducted a study titled "Managers' Beliefs about Misconduct Reports: How High Goals and Low Performance Levels Can Be Unethical Warning Signals". There were four main conditions: with/without performance targets, and low/high performance levels; and managers rated the likelihood of overreporting beyond actual achievements. The majority believed that goals make exaggeration more likely and that poor performance increases this tendency. This study suggests that managers are ethically aware that targets can promote unethical reporting, but can ignore that high performers may cheat.
Mokhtari (2020) conducted a research titled the effect of managers' opportunism on the company's relative profit performance. The obtained results showed that the opportunism of managers has a significant and inverse effect on the relative performance of the company's profit, that is, the more the opportunism of managers decreases, the relative performance increases.
Research methodology
This research is applicable in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population includes employees (7493 people) of small and medium companies in Kurdistan province. Using Cochran's formula, 365 people were selected as a simple random sample. The data collection tool is standard questionnaires. The validity (convergent and divergent) and reliability (factor loading, composite reliability coefficient, Cronbach's alpha coefficient) of these questionnaires show that the measurement tools have good validity and reliability.
Research findings
The results of hypothesis testing using AMOS software show that the direct effect of high performance corporate goals on employee opportunism is 0.39; the direct effect of high performance corporate goals on supervisor opportunism is 0.36; the direct effect of supervisor opportunism on illegitimate tasks is equal to 0.30; and the direct effect of illegitimate tasks on employee opportunism is equal to 0.51. Also, the effect of opportunistic mediators is equal to 0.11; and illegitimate tasks is equal to 0.15; and the successive mediation effect of supervisor opportunism and illegitimate tasks is equal to 0.58. According to the findings of this research, it can be concluded that high-performance corporate goals evaluate supervisor opportunism and illegitimate tasks as stressful factors, and employees show opportunism to deal with this stress. By using appropriate management strategies, the effects of these factors can be reduced in the organization, and a diligent organization can be achieved.
Conclusion
The present study was conducted with the aim of designing structural model predictors of employees' opportunism. The results of this research are in line with the results of Mokhtari (2020), Dehghani Soltani (2020), Karevold (2021), and Khan Jamali & Fattahi (2018). Karevold (2021) conducted a study titled "Managers' Beliefs about Misconduct Reports: How High Goals and Low Performance Levels Can Be Unethical Warning Signals". There were four main conditions: with/without performance targets, and low/high performance levels; and managers rated the likelihood of overreporting beyond actual achievements. The majority believed that goals make exaggeration more likely and that poor performance increases this tendency. This study suggests that managers are ethically aware that targets can promote unethical reporting, but can ignore that high performers may cheat.
According to the results of the research, the following suggestions are presented:
It is suggested that the managers of the companies set goals in such a way as to keep them difficult and challenging, and at the same time do not put too much pressure and uncertainty on the employees. Also, managers should be able to create a strong organizational culture to consider any error as a learning opportunity to achieve goals, and use errors as a learning process instead of emphasizing the sign of inefficiency.
It is suggested that company managers determine common and meaningful goals, improve the reward and encouragement system, and strengthen the corporate culture based on moral values, so that they can control the opportunism of the supervisors while achieving high performance corporate goals.

Abstract Abstract
The present study aims to investigate the interpretive structural modeling of political behavior management based on citizenship behavior. The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the faculty of public administration and senior managers of Yazd Municipality, who were selected using a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview. For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of education and development processes is the voice of construction; the third level of organizational factors and the fourth level of cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on education and development processes. Training and development, along with the voice of construction, have an impact on organizational factors. The organizational factors variable acts as a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Introduction
Since the emergence of the concept of human resource management, employee behavior has been the focus of researchers as one of the most important categories of human resource management (Izadi et al, 2024). Regardless of the factors affecting employee behavior, it is of great importance that just as positive employee behaviors can significantly improve the overall productivity of the organization, their destructive and negative behaviors can also significantly decrease the performance and productivity of the organization (Ranjit, 2022). Among the behaviors that have received special attention from human resource specialists is the political behavior of employees (Vojdani Tabatabaie et al., 2023). Political behaviors are behaviors that are not foreseen in the individual's job description and an individual tries to influence and affect others by relying on them. In political behaviors, the goal of influencing is to use others or organizational decisions to advance personal interests (Enders et al., 2024). In contrast to political behaviors, which are considered a negative phenomenon, especially in government organizations, is organizational citizenship behavior, which can significantly improve organizational climate and ultimately improve human resource productivity and performance (Bani-Melhem et al., 2023). Organizational citizenship behavior has been proposed as an important component in both organizational branding and improving the overall performance of the organization. Organizational citizenship behavior is an individual behavior that is not considered for any reward in the formal reward system; but its combination with the same type of behavior in the group leads to effectiveness (Organ, 2018).
Human resources in today's world are considered the best competitive advantage of any organization, and humans have become more important than ever in organizational theory. Human resources, as much as they can help organizations compete, may be a serious obstacle to the organization. Anti-citizenship behaviors such as work avoidance, sabotage, etc. are behaviors that directly or indirectly cause serious damage to the organization (Kazemzadeh et al., 2021). Political behavior is more noteworthy from this perspective that the organization's people, who are the most important assets of an organization, can also be the most important eroders of the organization's assets, so that if, instead of adopting organizational citizenship behaviors, anti-citizenship behaviors are prevalent in the organization, the organization will erode and fail instead of strengthening and growing (Ghafari et al., 2025).
Therefore, this research seeks to answer the question: what is the interpretative structural fashioning of political behavior management based on citizenship behavior?
Theoretical Framework
Political Behavior Management
Organizational political behaviors are those activities that are not required as part of a formal role in the organization; but they influence the distribution of benefits and disadvantages within the organization; in other words, negative or positive actions that are not part of the job and that the organization does not officially authorize (unapproved behaviors) and may be detrimental to the goals of the organization or the interests of others in the organization are called political behaviors (Sanaie et al., 2022).
Organizational Citizenship Behavior
Organ et al. (1988) first used the term organizational citizenship behavior and defined it as: conscious and insightful individual behavior that is not directly and explicitly recognized by the formal reward system and that generally improves the functions of the organization. Researchers have found that many factors affect organizational citizenship behavior; factors such as commitment, satisfaction, organizational justice, leadership style, personality traits, job characteristics, and organizational characteristics (Mousavifard, 2024).
Namjofared et al. (2025) studied the design of a political behavior management model based on organizational citizenship behavior. The results showed that the extracted concepts related to the design pattern of a political behavior management model based on organizational citizenship behavior in the municipalities of Yazd province included 47 primary codes, 16 basic themes, and 7 organizing themes. The basic themes included: management factors, organizational structure, collectivist values, policies and attention to ethics, participatory voice, knowledge management, perceptual error, communication pollution, lack of information transparency, contradiction and conflict, personality traits, monitoring and control and valuation, delearning, educational planning, development of governance, convergence, and organizational cohesion. Ali Nisar et al. (2024) studied the cost of organizational citizenship behaviors: a mediation model of citizenship fatigue. The results showed that when employees are forced to perform out-of-role actions, they often experience work-life conflict, which leads to citizenship fatigue. The older the employee and the lower the level of education, the lower his/her citizenship fatigue. On the other hand, the findings showed that the personality aspects of the worker tend to reduce the strength of the relationship between work-life conflict and citizenship fatigue.
Research Methodology
The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the public administration faculty and senior managers of Yazd Municipality, selected through a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview.
Research Findings
For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of training and development processes is the voice of construction; the third level is organizational factors and the fourth level is cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on training and development processes. Training and development, along with the voice of construction, are influential on organizational factors. The organizational factors variable is a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Conclusion
The present study was conducted with the aim of investigating the interpretive structural modeling of political behavior management based on citizenship behavior. The results of this study are consistent with the results of Abdullah & AL-Abrrow (2023), Kumari et al. (2022), Khan et al. (2019), Mokhtari et al. (2019), Sharma et al. (2022), Arnetz et al. (2022), and Sanaie et al. (2023). Abdullah & AL-Abrrow (2023) showed that positive perceptions and attitudes are good predictors of negative behavior, while negative perceptions and attitudes also predict positive behavior. This indicates that achieving the best behavioral outcomes in the workplace should be through strengthening the package of positive variables and reducing the package of negative variables. Based on the results, this study discussed a number of theoretical and practical concepts and presented a set of recommendations.
According to the results obtained, the following suggestion is made:
It is suggested that serious measures be taken to increase information transparency, resolve perceptual errors, improve communication, and manage conflicts because they can help stabilize the organization and improve the performance of Yazd Municipality.
It is suggested that training programs be developed and implemented to increase transparency in the municipality's internal and external communications.