Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 01 Studying Outcomes of Rear Admiral Sayyari's Transformational Leadership during His Command of the I.RI. Navy of Army Studying Outcomes of Rear Admiral Sayyari's Transformational Leadership during His Command of the I.RI. Navy of Army 1 29 240506 10.22034/jhrs.2026.240506 FA Naser Asgari Prof., Department of Public Administration, Faculty of Management, Shahid Sattari Aeronautical University of Science and Technology, Tehran, Iran. Mohsen Rahmani Assistant Prof., Department of Educational Management, Faculty of Management and Maritime Commissioner, Imam Khomeini Naval University, Nowshahr, Iran. Armin Hasanzadeh PhD. Candidate, Department of Strategic Management, Faculty of National Defense, National Defense University, Tehran, Iran Seyed Ahmad Pournasrani PhD in Military Strategic Management, Faculty of National Defense, National Defense University, Tehran, Iran. Journal Article 2025 09 24 sustainable productivity, and continuous excellence of leading organizations. The enactment of this leadership style by Admiral Sayyari during his command of the Islamic Republic of Iran Navy (IRIN) has precipitated profound transformations within this defense organization. The present study aims to identify, classify, and introduce the achievements realized during his tenure. Methodology: This is an applied, interpretive, and inductive study conducted using a qualitative approach. The data sources include expert opinions, relevant published literature, and pertinent organizational documents. Sampling was performed purposively and judgmentally. Data were analyzed using thematic analysis. Findings: The achievements resulting from Admiral Sayyari's transformational leadership are classified into three levels: organizational-level achievements (such as the IRIN's strategic transfer to the Sea of Oman, acting as the architect of a modern Iranian Navy, organizational transformation and excellence, fleet modernization and reconstruction, development of maritime infrastructure, a leap in combat capability and readiness, and strategic formulation of the IRIN); national-level achievements (such as the development of the Makran coasts, enhancement of security along the southern coasts and seas, regional and national economic development, safeguarding national maritime interests, and laying the groundwork for maritime-based development); and international-level achievements (such as sustained presence in international open waters, counter-piracy operations, internationalization of the IRIN, effective role-playing in the Combined Maritime Forces (CMF), advancement of naval diplomacy, and generation of prestige for Iran and the Muslim world). Conclusion: The present research identifies and introduces a relatively comprehensive set of achievements stemming from the leadership of a prominent transformational leader in the country's governance context. These findings can contribute to advancing the indigenous knowledge regarding the outcomes of this leadership style and can be utilized for documenting and promoting this successful national experience in the context of organizational transformation and development. sustainable productivity, and continuous excellence of leading organizations. The enactment of this leadership style by Admiral Sayyari during his command of the Islamic Republic of Iran Navy (IRIN) has precipitated profound transformations within this defense organization. The present study aims to identify, classify, and introduce the achievements realized during his tenure. Methodology: This is an applied, interpretive, and inductive study conducted using a qualitative approach. The data sources include expert opinions, relevant published literature, and pertinent organizational documents. Sampling was performed purposively and judgmentally. Data were analyzed using thematic analysis. Findings: The achievements resulting from Admiral Sayyari's transformational leadership are classified into three levels: organizational-level achievements (such as the IRIN's strategic transfer to the Sea of Oman, acting as the architect of a modern Iranian Navy, organizational transformation and excellence, fleet modernization and reconstruction, development of maritime infrastructure, a leap in combat capability and readiness, and strategic formulation of the IRIN); national-level achievements (such as the development of the Makran coasts, enhancement of security along the southern coasts and seas, regional and national economic development, safeguarding national maritime interests, and laying the groundwork for maritime-based development); and international-level achievements (such as sustained presence in international open waters, counter-piracy operations, internationalization of the IRIN, effective role-playing in the Combined Maritime Forces (CMF), advancement of naval diplomacy, and generation of prestige for Iran and the Muslim world). Conclusion: The present research identifies and introduces a relatively comprehensive set of achievements stemming from the leadership of a prominent transformational leader in the country's governance context. These findings can contribute to advancing the indigenous knowledge regarding the outcomes of this leadership style and can be utilized for documenting and promoting this successful national experience in the context of organizational transformation and development.

http://www.jhrs.ir/article_240506_e0b9ccc060e7fdd6642ed368f9cd7267.pdf

Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 01 Understanding the lived Experience of Knowledge Workers from the Recruitment Process in Knowledge-Based Companies in the Healthcare Sector Understanding the lived Experience of Knowledge Workers from the Recruitment Process in Knowledge-Based Companies in the Healthcare Sector 30 59 226143 10.22034/jhrs.2025.531909.2439 FA Mehdi Ahmadi PhD. Candidate, Department of Public Administration, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran. 0000-0001-7544-5504 Vajhola Ghorbanizadeh Prof., Department of Public Administration, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran. 0000-0001-7621-7597 Mirali Seyyed Naghavi Prof., Department of Public Administration, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran. 0000-0002-5983-8292 Abbas Nargesian Associate Prof., Department of Leadership & Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran. 0000-0003-0598-5630 Journal Article 2025 06 30 Background & Purpose: Human resource management has entered a new era called “employee experience”. Employee experience encompasses what individuals encounter and observe during their tenure in an organization. Companies with strong employee experience are able to attract the best and most talented talent. In this regard, the present study aims to understand the employee experience of knowledge from the recruitment process in knowledge-based companies. Methodology: This study is based on the interpretive paradigm in terms of philosophical foundations and uses the interpretive phenomenological method to understand the lived experiences of knowledge workers. The participants in this study are 30 employees of knowledge-based companies who have recently been recruited and have master's and doctoral degrees with specialized work experience. The data collection tool in this study was interviews. The technique of Dickelman et al. was used to analyze the data. Findings: The results of the study were divided into 3 main themes, 8 sub-themes, and 81 pleasant and unpleasant experiences: The main themes are: attracting job applicants, the assessment and interview process, and integration (acceptance and starting work). The sub-themes, which are themselves subsets of the main themes, include: attractiveness of the company and job position, transparency and quality of the job advertisement, how to interact with applicants (initial assessment), the interview environment, the structure and quality of the interview questions, the characteristics and behavior of the interviewers, acceptance and announcement of the result, and the familiarization program. Conclusion: The results of the study showed that knowledge workers have different lived experiences. Therefore, knowledge-based companies in the health sector should pay attention to individual differences when designing and creating an enjoyable experience for job applicants. Background & Purpose: Human resource management has entered a new era called “employee experience”. Employee experience encompasses what individuals encounter and observe during their tenure in an organization. Companies with strong employee experience are able to attract the best and most talented talent. In this regard, the present study aims to understand the employee experience of knowledge from the recruitment process in knowledge-based companies. Methodology: This study is based on the interpretive paradigm in terms of philosophical foundations and uses the interpretive phenomenological method to understand the lived experiences of knowledge workers. The participants in this study are 30 employees of knowledge-based companies who have recently been recruited and have master's and doctoral degrees with specialized work experience. The data collection tool in this study was interviews. The technique of Dickelman et al. was used to analyze the data. Findings: The results of the study were divided into 3 main themes, 8 sub-themes, and 81 pleasant and unpleasant experiences: The main themes are: attracting job applicants, the assessment and interview process, and integration (acceptance and starting work). The sub-themes, which are themselves subsets of the main themes, include: attractiveness of the company and job position, transparency and quality of the job advertisement, how to interact with applicants (initial assessment), the interview environment, the structure and quality of the interview questions, the characteristics and behavior of the interviewers, acceptance and announcement of the result, and the familiarization program. Conclusion: The results of the study showed that knowledge workers have different lived experiences. Therefore, knowledge-based companies in the health sector should pay attention to individual differences when designing and creating an enjoyable experience for job applicants.

http://www.jhrs.ir/article_226143_74d68c2d3db8297e93854a03fd8cdc3e.pdf

Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 31 Introducing a Model for Developing Human Resource Management in Science and Technology Parks of Universities in Tehran Introducing a Model for Developing Human Resource Management in Science and Technology Parks of Universities in Tehran 60 83 242741 10.22034/jhrs.2026.565704.2528 FA Mahvash Khosravi Ph.D. Candidate, Department of Educational Sciences, Faculty of Psychology and Educational Sciences, University of Shahid Beheshti, Tehran, Iran. Gholamreza Shams Morkani Associate Prof., Department of Educational Sciences, Faculty of Psychology and Educational Sciences, Shahid Beheshti University, Tehran, Iran. 0000-0003-4233-3850 Abasalt Khorasani Associate Prof., Department of Educational Sciences, Faculty of Psychology and Educational Sciences, Shahid Beheshti University, Tehran, Iran. Mohammad Sadegh Mohammad Sadegh Assistant Prof., Department of Science and Technology Policy, Institute for Science and Technology Studies, Shahid Beheshti University, Tehran, Iran. Journal Article 2025 08 13 Background & Purpose: The development of human resource management (HRM) is a primary concern for the society and managers of today’s dynamic organizations. This study aims to design a model for the development of HRM in university science and technology parks in Tehran based on a Grounded Theory approach. Methodology: This qualitative study was conducted using a systematic Grounded Theory analysis. The target population comprised experts and specialists in the field of HRM for university science and technology parks, purposefully selected. After conducting 12 in-depth interviews, theoretical saturation was achieved. The collected data were coded and analyzed using MAXQDA software. Findings: Based on the findings of this study, the core category—the organizational culture specific to science and technology parks—was conceptualized as education-oriented. The causal conditions were classified into the components of structural and administrative barriers, economic and financial constraints, human resource management challenges, cultural and social challenges, and process-related difficulties. The strategies were identified in the categories of promoting education, fostering ideation and creativity, strengthening communication, developing models and processes, enhancing material and psychological motivation, increasing the autonomy of the parks, and improving their financial status. Finally, the consequences were categorized into human resource development, productivity enhancement, staff empowerment, and managerial empowerment. Conclusion: The comprehensive and localized model for HRM development proposed in this study, considering the specific characteristics of university science and technology parks, addresses the complex interaction between internal and external factors and highlights the pivotal role of organizational culture. Implementing this model at strategic, operational, and policy levels can improve HR efficiency, foster innovation, and realize the developmental goals of the parks. Addressing structural and financial barriers, strengthening inter-university and private sector collaborations, government support, and executing educational and motivational strategies provide the essential foundation for the sustainable development and success of university science and technology parks. Background & Purpose: The development of human resource management (HRM) is a primary concern for the society and managers of today’s dynamic organizations. This study aims to design a model for the development of HRM in university science and technology parks in Tehran based on a Grounded Theory approach. Methodology: This qualitative study was conducted using a systematic Grounded Theory analysis. The target population comprised experts and specialists in the field of HRM for university science and technology parks, purposefully selected. After conducting 12 in-depth interviews, theoretical saturation was achieved. The collected data were coded and analyzed using MAXQDA software. Findings: Based on the findings of this study, the core category—the organizational culture specific to science and technology parks—was conceptualized as education-oriented. The causal conditions were classified into the components of structural and administrative barriers, economic and financial constraints, human resource management challenges, cultural and social challenges, and process-related difficulties. The strategies were identified in the categories of promoting education, fostering ideation and creativity, strengthening communication, developing models and processes, enhancing material and psychological motivation, increasing the autonomy of the parks, and improving their financial status. Finally, the consequences were categorized into human resource development, productivity enhancement, staff empowerment, and managerial empowerment. Conclusion: The comprehensive and localized model for HRM development proposed in this study, considering the specific characteristics of university science and technology parks, addresses the complex interaction between internal and external factors and highlights the pivotal role of organizational culture. Implementing this model at strategic, operational, and policy levels can improve HR efficiency, foster innovation, and realize the developmental goals of the parks. Addressing structural and financial barriers, strengthening inter-university and private sector collaborations, government support, and executing educational and motivational strategies provide the essential foundation for the sustainable development and success of university science and technology parks.

http://www.jhrs.ir/article_242741_02c3fcfdf5639ea13b996ed742fd7736.pdf

Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 01 Meta-synthesis of the Antecedents and Consequences of the Quiet Quitting Phenomenon in Organizations Using the Content Analysis Technique Meta-synthesis of the Antecedents and Consequences of the Quiet Quitting Phenomenon in Organizations Using the Content Analysis Technique 84 117 240500 10.22034/jhrs.2026.559581.2510 FA Mohsen Akbari Prof., Department of Business Management, Faculty of Economy and Management, University of Guilan, Rasht, Iran. 0000-0003-1884-6656 Hani Nikookar-gohari Ph.D., Department of Business Management, Faculty of Economy and Management, University of Guilan, Rasht, Iran. 0009-0000-2442-2783 Journal Article 2025 09 14 Background & Purpose: In recent years, the increasing prevalence of the silent resignation phenomenon in workplaces has led to a severe decrease in the productivity and performance of organizations; therefore, the aim of the current study was to design a model of the antecedents and consequences of the silent resignation phenomenon in order to reduce its negative effects. Methodology: The current qualitative study was interpretive based on the research paradigm, fundamental based on the research orientation, meta-synthesis library based on the data collection method, and thematic analysis based on research strategy. in the current study, to obtain selected Studies for the implementation of thematic analysis by designing keywords about the phenomenon of quiet quitting, a search was conducted in internet databases between 2023 and 2025, and 425 articles were identified, of which 44 articles were selected and included in the analysis by considering the exclusion criteria. Findings: Analysis of the selected articles using the thematic analysis technique led to the formation of 257 key themes, 59 unifying themes, and 12 macro themes. The macro themes of personal characteristics, job independency, employee dissatisfaction, workplace conflicts, employee burnout, poor leadership, ineffective human resource policies, poor consideration of human resources, and toxic work environment were the antecedents, and individual and occupational consequences, organizational consequences, and post-organizational consequences were the consequences. Conclusion: Given the detrimental role of quiet quitting in diminishing productivity within contemporary organizations, its adverse consequences must be prevented by weakening the drivers of this phenomenon. The relatively comprehensive understanding achieved regarding the factors influencing the emergence of quiet quitting and its resulting outcomes can serve as a valuable guide for managing this organizational issue. Background & Purpose: In recent years, the increasing prevalence of the silent resignation phenomenon in workplaces has led to a severe decrease in the productivity and performance of organizations; therefore, the aim of the current study was to design a model of the antecedents and consequences of the silent resignation phenomenon in order to reduce its negative effects. Methodology: The current qualitative study was interpretive based on the research paradigm, fundamental based on the research orientation, meta-synthesis library based on the data collection method, and thematic analysis based on research strategy. in the current study, to obtain selected Studies for the implementation of thematic analysis by designing keywords about the phenomenon of quiet quitting, a search was conducted in internet databases between 2023 and 2025, and 425 articles were identified, of which 44 articles were selected and included in the analysis by considering the exclusion criteria. Findings: Analysis of the selected articles using the thematic analysis technique led to the formation of 257 key themes, 59 unifying themes, and 12 macro themes. The macro themes of personal characteristics, job independency, employee dissatisfaction, workplace conflicts, employee burnout, poor leadership, ineffective human resource policies, poor consideration of human resources, and toxic work environment were the antecedents, and individual and occupational consequences, organizational consequences, and post-organizational consequences were the consequences. Conclusion: Given the detrimental role of quiet quitting in diminishing productivity within contemporary organizations, its adverse consequences must be prevented by weakening the drivers of this phenomenon. The relatively comprehensive understanding achieved regarding the factors influencing the emergence of quiet quitting and its resulting outcomes can serve as a valuable guide for managing this organizational issue.

http://www.jhrs.ir/article_240500_b822cfcfebbe230b56e0928d25bd3798.pdf

Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 31 Identification Strategies for Regenerating Human Resources in Relief Organizations Identification Strategies for Regenerating Human Resources in Relief Organizations 118 137 240499 10.22034/jhrs.2026.563243.2524 FA Ebrahim Shaykhi Ph.D. Candidate, Department of Public Administration, Aras Branch, Islamic Azad University, Tabriz, Iran. Aliakbar Peyvasteh Assistant Prof., Department of Public Administration, Tabriz Branch, Islamic Azad University, Tabriz, Iran. 0000-0002-4082-7454 Nader Bohlooli Assistant Prof., Department of Public Administration, Tabriz Branch, Islamic Azad University, Tabriz, Iran. Journal Article 2025 07 08 Background & Purpose: The rapid environmental changes and the increase in the complexity of crises have revealed the necessity of reviewing human resource management approaches in relief organizations. In this regard, the regeneration of human resources as a new approach is the basis for improving the performance, innovation and agility of these organizations. The current research has been implemented with the aim of human resource regeneration strategies in relief organizations. Methodology: In terms of purpose, this research was practical and within the framework of exploratory methods, with a qualitative theme analysis approach and theoretical sampling, and with the benefit of targeted and snowball methods, in such a way that until reaching the theoretical saturation of the data, 28 people were interviewed with top experts, experts and specialists of aid organizations and university professors in this field, and finally, focus group meetings were held for Validation of the model was done. Findings: The results of the analysis of the data obtained during the coding process from the theme analysis method with the Etrid-Sterling approach based on the theme network, which includes three categories of codes and concepts, representing (12) overarching themes and (36) organized themes and (108) basic themes, which overarching themes include structural, managerial, technological and innovative leaders, cultural and value, educational and developmental, attraction and maintenance and promotion, evaluation and feedback. The culture of organizational, occupational, motivational, forward-looking, networking and inter-organizational cooperation was extracted and confirmed. Conclusion: Human resource regeneration strategies in aid organizations with the aim of improving competence, motivation and agility of human resources, improve aid performance and increase organizational resilience. The implementation of these strategies, relying on the development of skills, renovation of structures and the use of new technologies, leads to an increase in commitment, job satisfaction and stability of human resources in critical conditions. Background & Purpose: The rapid environmental changes and the increase in the complexity of crises have revealed the necessity of reviewing human resource management approaches in relief organizations. In this regard, the regeneration of human resources as a new approach is the basis for improving the performance, innovation and agility of these organizations. The current research has been implemented with the aim of human resource regeneration strategies in relief organizations. Methodology: In terms of purpose, this research was practical and within the framework of exploratory methods, with a qualitative theme analysis approach and theoretical sampling, and with the benefit of targeted and snowball methods, in such a way that until reaching the theoretical saturation of the data, 28 people were interviewed with top experts, experts and specialists of aid organizations and university professors in this field, and finally, focus group meetings were held for Validation of the model was done. Findings: The results of the analysis of the data obtained during the coding process from the theme analysis method with the Etrid-Sterling approach based on the theme network, which includes three categories of codes and concepts, representing (12) overarching themes and (36) organized themes and (108) basic themes, which overarching themes include structural, managerial, technological and innovative leaders, cultural and value, educational and developmental, attraction and maintenance and promotion, evaluation and feedback. The culture of organizational, occupational, motivational, forward-looking, networking and inter-organizational cooperation was extracted and confirmed. Conclusion: Human resource regeneration strategies in aid organizations with the aim of improving competence, motivation and agility of human resources, improve aid performance and increase organizational resilience. The implementation of these strategies, relying on the development of skills, renovation of structures and the use of new technologies, leads to an increase in commitment, job satisfaction and stability of human resources in critical conditions.

http://www.jhrs.ir/article_240499_f86574688ca55db16e44c9f8bba25ff1.pdf

Shahid Sattari Aeronautical University Journal of Human Resource Management 2783-0624 15 4 2026 01 01 Identifying the Reasons and Consequences of the Freelancing Mindset among Human Resources in Governmental Organizations Identifying the Reasons and Consequences of the Freelancing Mindset among Human Resources in Governmental Organizations 138 169 236606 10.22034/jhrs.2025.541037.2466 FA Ali Shariat Nezhad Associate Prof, Department of Public Administration, Faculty of Management and Economics, Lorestan University, Khrramabad, Iran. 0000-0001-8609-6960 Leila Yarahmadi Ph.D. Candidate, Department of Public Administration, Faculty of Management and Economics, Lorestan University, Khrramabad 0000-0002-6250-1076 Mohammad Ramezanifar MSc. Student, Department of Public Administration, Boroujerd Branch, Islamic Azad University, Boroujerd, Iran. Journal Article 2025 08 12 Background & Purpose: This research, with the aim of deeply studying the experiences of managers and employees of state organizations in Lorestan province, seeks to uncover and identify the reasons and consequences of the freelance mindset of human resources. Methodology: This study is a mixed-method (qualitative–quantitative) research. A total of 25 university professors, managers, and public sector employees from Lorestan province were selected as the sample using purposive sampling with the snowball technique based on the principle of theoretical saturation. Data were collected through interviews and questionnaires, and through content analysis and the Fuzzy Cognitive Mapping (FCM) method, the factors and consequences of the human resources freelancing mindset were identified and prioritized.. Findings: The findings indicate that in the qualitative section of the research, ten factors related to the formation of the human resources freelancing mindset were identified, as well as ten factors related to the consequences of the human resources freelancing mindset. In the quantitative section of the research, the most important reason for the formation of the human resources freelancing mindset was identified as unmet job needs, and the most significant consequence of the formation of this mindset was recognized as time flexibility. Conclusion: This research emphasizes the necessity of structural change so that the freelancing mindset can turn into a competitive advantage and human resources can be utilized toward greater organizational effectiveness. It also enables managers to identify the reasons behind the importance of developing this mindset and its consequences, allowing them to focus on effective actions instead of ineffective ones. Background & Purpose: This research, with the aim of deeply studying the experiences of managers and employees of state organizations in Lorestan province, seeks to uncover and identify the reasons and consequences of the freelance mindset of human resources. Methodology: This study is a mixed-method (qualitative–quantitative) research. A total of 25 university professors, managers, and public sector employees from Lorestan province were selected as the sample using purposive sampling with the snowball technique based on the principle of theoretical saturation. Data were collected through interviews and questionnaires, and through content analysis and the Fuzzy Cognitive Mapping (FCM) method, the factors and consequences of the human resources freelancing mindset were identified and prioritized.. Findings: The findings indicate that in the qualitative section of the research, ten factors related to the formation of the human resources freelancing mindset were identified, as well as ten factors related to the consequences of the human resources freelancing mindset. In the quantitative section of the research, the most important reason for the formation of the human resources freelancing mindset was identified as unmet job needs, and the most significant consequence of the formation of this mindset was recognized as time flexibility. Conclusion: This research emphasizes the necessity of structural change so that the freelancing mindset can turn into a competitive advantage and human resources can be utilized toward greater organizational effectiveness. It also enables managers to identify the reasons behind the importance of developing this mindset and its consequences, allowing them to focus on effective actions instead of ineffective ones.

http://www.jhrs.ir/article_236606_108d773d55a2c8744ec1ea332cbe89ae.pdf