http://www.jhrs.ir/ Journal of Human Resource Management en daily 1 Mon, 22 Jun 2026 00:00:00 +0330 Mon, 22 Jun 2026 00:00:00 +0330 http://www.jhrs.ir/article_247810.html Background & Purpose: Employer branding research has emphasized positive relationships, while negative relationships with employer brands remain underexplored. Experiences of employees and job seekers may extend beyond job dissatisfaction and develop into a hostile relationship with the employer brand. This study aimed to conceptualize Employer Brand Hate (EBH), clarify its boundaries, and explain its formation contexts and modes of expression. Methodology: This qualitative study used grounded theory and Clarke’s situational analysis within an interpretive paradigm. Data were collected through narrative-oriented interviews with 38 employees, former employees, and job seekers whose experiences extended beyond job dissatisfaction. Participants were recruited through purposive, theoretical, and snowball sampling. Analysis involved initial and focused coding, memos, situational maps, and a positional map.Findings: EBH develops when harmful, unjust, deceptive, or value-incongruent experiences are interpreted as signs of the employer brand’s underlying nature. The individual’s psychological relationship with the employer brand then changes, and emotional, moral, and identity-based bonds may become hostile, rejecting, or severed. Although EBH overlaps with job dissatisfaction, organizational cynicism, psychological contract breach, distrust, and organizational disidentification, it cannot be reduced to them. Its expression varies with employment status, perceived costs, and opportunities for private or public response. It may remain hidden through silence, self-censorship, psychological distancing, and minimal performance, or become visible through negative storytelling, warnings to job seekers, negative word-of-mouth, and anti-brand behavior.Conclusion: EBH is a dynamic, context-dependent transformation of individuals’ psychological relationship with employer brands. This conceptualization supports scale development and future empirical research. http://www.jhrs.ir/article_246604.html Background & Purpose:Despite the importance of polite workplace interactions, the management literature remains conceptually and ontologically ambiguous about organizational politeness, often reducing it to an intentional, agent-centered behavior. This reduction has fragmented empirical findings and weakened theoretical coherence. This study aims to clarify the concept of organizational politeness and distinguish it from workplace civility.Methodology: Adopting an interpretivist paradigm and a constructivist approach, this study conducted a systematic literature review of 107 articles published between 1990 and 2026. The literature was qualitatively analyzed using Walker and Avant's (2005) eight-step concept analysis framework.Findings: Organizational politeness is not merely a moral virtue or reactive behavior but an interactional, communicative, and instrumental mechanism that facilitates workplace interactions through four defining attributes: the strategic use of linguistic resources, context-sensitive face management, institutional embeddedness, and task–relationship balance. Unlike workplace civility, which emphasizes moral values and respect for human dignity, organizational politeness focuses on linguistic strategies, communicative competence, and the management of power relations and social distance to mitigate face threats. The concept has also evolved from a linguistic construct into a multidimensional framework applicable to digitally mediated interactions.Conclusion: The study reconceptualizes organizational politeness as a communication mechanism and establishes its theoretical linkage with knowledge management. By reducing interactional risk and strengthening psychological safety, organizational politeness mitigates defensive knowledge hiding, enhances intellectual capital flows, and provides a foundation for preventing workplace incivility and sustaining human capital. http://www.jhrs.ir/article_247994.html Objective: In recent years, workplace spirituality has garnered significant attention as a pivotal factor in fostering psychological well-being and enhancing human capital. By reinforcing a sense of meaning and belonging, this approach provides a foundation for flourishing individual capabilities and cultivating a positive environment. Consequently, this study was designed to identify, aggregate, synthesize, classify, and elucidate the factors influencing the development of workplace spirituality and its subsequent outcomes. Method: Framed within an interpretive paradigm and employing a qualitative-inductive approach through a systematic review methodology, the research analyzed 46 reputable scientific articles indexed in international databases between 2000 and 2024. Articles were selected after applying rigorous screening criteria, and the content of the final sample was analyzed using thematic analysis. Results: The findings indicate that the antecedents of workplace spirituality are classified at two levels: Individual level: self-concept, personal identity, spiritual growth, mindfulness practices, and motivation. Organizational level: supportive work environment, collaborative learning, spirituality-oriented culture, inspirational leadership, and HR support. The outcomes of workplace spirituality were categorized into four levels: Individual: well-being, performance, commitment, creativity, and psychological empowerment. Interpersonal: improved relationships, team productivity, and organizational citizenship behaviors. Organizational: excellence, ethical culture, and strategic advantage. Extra-organizational: reputation, social responsibility, and customer experience. Conclusions: The diverse outcomes of workplace spirituality highlight the need for managerial focus on cultivating this valuable asset. Enhancing the identified antecedents can improve the effectiveness of such efforts. This study consolidates scattered international literature to provide a comprehensive and integrated knowledge base in this field, offering actionable insights for both researchers and practitioners aiming to foster meaningful, supportive, and high-performing work environments. http://www.jhrs.ir/article_247975.html The being-centered leadership theory is a new theory in the field of organizational leadership that is based on being (existence) rather than doing or having. This theory focuses on the leader, while organizational leadership includes the concepts of leader, follower, and situation. Accordingly, the goal of the present study is to providing a framework of holonic person-organization relationships based on the being-centered leadership theory. The philosophy of the present interdisciplinary research is interpretive and its orientation is fundamental, which has been carried out with an inductive approach, a qualitative methodological choice, and the thematic analysis method. The research data collection method is library study. The selected source is the Rumi’s Mathnavi e Ma’navi. The validity and reliability of the present study were confirmed by independently coding each of the books Step by Step to Meet God, Sea in the Jar, and Sere-Ney. According to the research findings, the holonic model of person-organization relationships includes two overarching themes. These themes include: human role (personality dimension) and organizational role (situational dimension of leader and/or follower). The model of the present research is evidence of this claim that the path of leadership in an organization requires fundamental changes in the attention paid by both leaders and followers to fulfilling human and organizational roles. The human role of all human resources whether in the position of leader or follower or leader and follower, is the spirit that governs the organization, which can be influential in achieving spiritual excellence, which is reaching God. http://www.jhrs.ir/article_247823.html Background & Purpose: The present study aims to analyze the role of individual genius in the formation of collective paralysis and the emergence of Apollo syndrome in knowledge-based organizations, using a data-based approach.Methodology: This is an applied and descriptive-exploratory research. A qualitative study was conducted with in-depth semi-structured interviews with 15 senior managers, founders, and technical team leaders in knowledge-based organizations. Purposive and theoretical sampling was conducted based on higher education and direct experience in managing elite teams until theoretical saturation.Findings: Apollo Syndrome is a multi-layered phenomenon centered on the “collapse of collective intelligence in the context of an abundance of individual intelligence”; a situation in which cognitive assets become their opposites through faulty interactions. Causal conditions include extreme cognitive hemophilia, the intellectual property paradox, and intergenerational disconnection. Contextual conditions (legacy of previous cooperation or conflict and intellectual property regime) and intervening factors (contradictory team maturity and stakeholder pressure for immediate results) moderate this trajectory. The final model shows that this cycle is perpetuated in the Iranian context with faulty strategies such as the sanctification of individual expertise, leading to the silent exit of knowledge, the decline in the quality of strategic decision-making, and the regression of innovation. http://www.jhrs.ir/article_247976.html The present study was conducted with the aim of developing a model of human capital erosion in the context of symbolic management. The present study is applied in terms of its purpose and qualitative in terms of its approach. The research participants are experts in the field of management, including managers of government organizations and university professors, who were selected using a purposive sampling method based on criteria such as specialized knowledge, professional experience, and familiarity with the subject, as well as relying on the principle of theoretical saturation. The data collection tool was a semi-structured interview, the questions of which were developed based on the theoretical foundations and objectives of the study and provided to the experts. Strauss and Corbin's data-based theoryapproach was used to analyze the data.Data analysis was conducted through open, axial, and selective coding; in a way that first, primary concepts were extracted from the data, then similar concepts were organized into sub-categories and main categories. On the other hand, content validity was used to assess the validity of the data collection tool, and two methods of intra-coder and inter-coder reliability were used to assess reliability.Findings: The research findings led to the development of a paradigmatic model of human capital erosion in the context of symbolic management. Based on this model, causal conditions, background conditions, intervening factors, strategies, and consequences of human capital erosion in the context of symbolic management in government organizations were identified. http://www.jhrs.ir/article_213240.html Background and Objective: In today's complex and dynamic environments, creating a balance between innovative and exploitative activities is a key capability that facilitates achieving sustainable organizational productivity. Ambidextrous leaders can simultaneously foster these two types of exploratory and innovative behaviors. The nature of the mission of officer academies is such that carrying out these two types of activities simultaneously is essential in them. In this regard, the present study aims to present the ambidextrous leadership model of commanders of officer academies of the Islamic Republic of Iran Army.Method: The present study is based on the paradigm of pragmatism and is classified as a sequential exploratory mixed research (qualitative-quantitative). The qualitative stage was conducted with the aim of identifying the dimensions of ambidextrous leadership in the target population. The participants of this stage included commanders and deputy commanders of army officer universities who were selected using a purposive judgment sampling method and were surveyed using a semi-structured interview method. The data analysis method of this stage was content analysis. The second stage was conducted with the aim of ranking the identified factors. The statistical population of this stage included middle and senior managers of officer universities, from whom 150 people were selected as a statistical sample. The data were collected using a researcher-made questionnaire and analyzed using the structural equation modeling method.Findings: Based on the adopted theoretical framework, ambidextrous leadership consists of two dimensions of open and closed behaviors. Open behaviors that aim to promote innovative behaviors include the following actions: the ability to internationalize the university, commercialization skills, development of a network of contacts with the industry, professional development of faculty members, use of human capital capabilities, continuous development and improvement of knowledge, knowledge management, foresight, and goal setting. Closed behaviors of ambidextrous leaders that support exploitative activities include the following actions: continuous monitoring, service, adherence to ethical principles, discipline, efficient financial management, design management, and sustainable balance management. The findings also showed that the application of this type of leadership in the target community requires individual capabilities, which include: individual capabilities, constructive behaviors and attitudes, motivation, individual skills and abilities, and communication skills. In addition, implementing this type of leadership requires the existence of various prerequisites, including: human resources, information resources, facilitating attitudes of managers, supportive policymaking, structure, and process.Conclusion: Ambidextrous leadership, with its capabilities in promoting innovation and efficient utilization of existing capacities, can help to optimally implement the complex and multidimensional mission of officer universities. In a way that they can both maintain the strong frameworks and principles required by these universities and be successful in the innovations and activities required for scientific and technological advances. The findings of this research can be used as a guide for the actions of managers and commanders of these universities.         http://www.jhrs.ir/article_222006.html the goal of this study is to recognize ghastly influences impacting endurance among defense organizations. This study has employed a mixed-method approach, combining qualitative and quantitative research methods sequentially. The qualitative stage is carried out to identify factors affecting the resilience of employees. Several defense organization experts are participating in this stage, to conduct interviews”. The data for this phase was gathered using a semi-structured interview approach and then examined using the thematic analysis method with the assistance of MAXQDA software. The quantitative section was used to validate this model, The employees of a defense organization constitute the statistical population at this stage. The sampling was conducted using a random approach. The information from this phase was gathered using a survey and examined utilizing the structural equation model technique in PLS software.The factors that were identified have been categorized into three primary groups based on the selection method: behavioral factors (personality, social well-being), cognitive factors (development of organizational self-esteem, psychological well-being), and sociocultural factors (development of social capital, development of work groups, spiritual well-being, organizational support, physical well-being, development of human resources). The results obtained through quantitative analysis further validate the accuracy of the classification performed. The order of importance for these factors is as follows: socio-cultural factors, cognitive factors, and behavioral factors, respectively.Conclusion: Enhancing the existing state of these elements within defense organizations can contribute to elevating their resilience level, as well as enhancing mental well-being, fostering dynamism and vitality, and mitigating the depletion of human resources.