Today, thinkers and policymakers envision new roles for human resource management, one of the most important one is "competency-basing" in all functions of human resource management from planning and selection as input processes to the development and maintenance and output processes of human resources. The purpose of this article is to review the “, Competency-Based Human Resource Management”,book by David Dubios et al. The book is reviewed and criticized based on two methods of formalist critique that focuses on form-elements such as structure and writing-and research critique that gives originality to the content, and also based on the criteria of the Iranian Council for Reviewing Books and Text on Human Sciences. Findings showed that the main strengths of the book are having a theoretical and practical perspective, paying attention to the organizational context in the application of competencies and confronting and comparing traditional with competency-based human resource processes. This work also has points for improvement, the most important of which are the lack of up-to-date references despite the reprint of the book, issues unrelated to or less related to the main concept of the book, and the need to explain new methods of human resource management processes in the competency-based approach. In the end, based on the findings, suggestions were made in two headings of form and content.

Purpose: The purpose of this applied research is to study the effectiveness of gamification on corporate training.  Methodology: A gamified course was designed and implemented to train the location of Fire Hosing Cabinet for 24 employees of a firefighting maintenance company in Iran Mall shopping Center in Tehran. Using a quantitative quasi-experimental research plan (post-test only control group design) the participants of the study were randomly assigned to treatment (12) and control (12) groups and trained for a week.  Conclusion: The descriptive and interpretive result of the posttest analyses indicated the effectiveness of gamification of the training performed for the employees of the firefighting maintenance company in Iran Mall shopping Center in Tehran. Moreover, the descriptive result of Gamification Acceptance Questionnaire answered by the members of the experimental group after gamified training indicated that all the participants in the experimental group were satisfied with the gamified training course.

Introduction: Social responsibility from an ethical point of view includes the obligations and duties of natural and legal persons towards society and the environment. The moral behavior of people, like understanding of social responsibility, depends on their liberal ideology, beliefs and human values. Therefore, the aim of the current research is to study the relationship between liberalism and human values with the moral understanding of social responsibility. Material & Methods: The research method is applied in terms of purpose and descriptive-correlational survey. The statistical population includes the financial managers of the companies admitted to the stock exchange, and the questionnaire was randomly distributed among them and 110 questionnaires were received. The sampling method is random. The research tool is a questionnaire and multivariate regression using SPSS software was used to analyze the data. Results: The research results show that human values based on public interest have a significant and positive relationship with the moral understanding of social responsibility. But the thinking of liberalism does not have a meaningful relationship with the moral understanding of social responsibility. Conclusion: Based on the findings of this research, human values based on public interest can be considered as a tool to strengthen the moral behavior of company managers regarding corporate social responsibility. Also, improving the thinking of liberalism in managers can strengthen their social responsibility. In this case, the policy makers of Stock Exchange can direct the managers of the listed companies to comply more with the social responsibility of the company, through teaching human values and strengthening those values, as well as monitoring the implementation of ethical regulations

Purpose: The current study was conducted with the aim of designing a human resource competency model in the age of digital transformation. Methodology: This study is applied-developmental in terms of purpose. Also, it is a developmental and exploratory sequential type, and the present study is qualitative in terms of data type. The statistical population of this study is made up of experts and specialists who are aware of the subject of the study and specialists in Mobile Communication company of Iran (IR-MCI) and 20 people were selected as a sample using the targeted sampling method. In this study, library and field methods were used to collect information. In this study, the method of text analysis as well as interviews and Delphi were used for data analysis. Findings: The results showed that the competency of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. Conclusion: Based on the results, there is a significant correlation between all components. The results also showed that the study model has the required validity

purpose: This study was conducted to design a professional competency model with a success-oriented approach in the oil industry. Method: Applied research with a descriptive-survey nature and interpretive philosophy was conducted using a mixed method (qualitative-quantitative) and inductive-deductive approach. Qualitative data were collected through semi-structured interviews with 14 experts and analyzed using Brown and Clark's content analysis method. Data collection tools included library studies, semi-structured interviews in the qualitative section, and the ISM questionnaire in the quantitative section to determine cause-and-effect relationships between themes and components. The validity of the tools in the qualitative section was examined using expert review of the codes and confirmation of inter-coder agreement with Cohen's kappa coefficient (more than 0. 6). Qualitative data were analyzed using Brown and Clark's six-step content analysis method and MAXQDA 2020 software. Findings: Based on the research results, five overarching themes were identified: individual and organizational development and excellence,optimizing human resource structure and technology,improving employee motivation, well-being, and productivity,promoting organizational culture and accountability,and effective monitoring and evaluation systems. ISM showed that the latter two components have the most influence, with the other components acting in a dependent or linked role. Conclusion: The model presents a hierarchical framework of relationships among the components of professional competence. It identifies a focus on monitoring systems and organizational accountability culture as the most strategic pathway to enhancing human resources performance in the oil industry.

The Human Resources (HR) Competency Model defines the knowledge, skills, abilities, and behaviors essential for HR professionals' effectiveness. In the context of Industry 4.0, this model must incorporate competencies that drive digital transformation, foster innovation, and ensure regulatory compliance particularly in the pharmaceutical industry. This study aims to identify the factors influencing HR competency in the pharmaceutical industry within the Industry 4.0 environment.The research began with a literature review to establish foundational principles. Content analysis was used to extract key indicators, forming the basis of a questionnaire distributed to 15 pharmaceutical industry professionals. These indicators were evaluated through the Delphi method over three rounds.  Subsequently, data collection continued via a field survey targeting a purposive sample of 62 pharmaceutical industry managers, experts, and employees. The data were analyzed using confirmatory factor analysis with partial least squares (PLS) in Smart-PLS software. Findings revealed 35 HR competency indicators categorized into five key dimensions: individual competencies (5 indicators), managerial and leadership competencies (14 indicators), innovation and entrepreneurship competencies (5 indicators), strategic competencies (5 indicators), and technological competencies (6 indicators). Based on these results, it is recommended that organizations foster continuous learning by planning and monitoring employees’ daily tasks. This includes assigning challenging projects, encouraging collaboration, and providing on-the-job training opportunities. These strategies can help develop the competencies needed to thrive in the digital era.

Background: For the use and utilization of employees for companies and organizations, the soft skills approach can create productivity and dynamism of the organization, which has been the focus of many organizations in recent decades. Objective: This research was conducted with the aim of developing a model for the development of organizational competencies of human resources based on soft skills training in the employees of Melli Bank of East Azerbaijan province. Method: The current research was a qualitative study that was used to analyze the research findings using the qualitative content analysis technique. This study is based on interpretivism paradigm. The data of this study was obtained by using semi-structured interviews with academic experts and managers and assistants of branches of the Melli Bank of East Azerbaijan province. The purposeful sampling method was used to select the sample. Findings: The results of the review of library studies and experts' opinions led to the identification of ten components of human resources organizational competencies based on soft skills training. These components included strategic management competence, acceptance of diversity and interdisciplinary competence, systemic thinking competence, normative competence, competence of future thinking, interpersonal competence, intrapersonal competence, adaptability competence, innovation competence and professional competence. Conclusion: Paying attention to the soft skills compiled in this research and creating a platform for attracting, developing, directing and promoting bank employees based on these skills can be very effective and efficient and lead to the improvement of the banking system.

There are two approaches for simulating memory as well as learning in artificial intelligence; the functionalistic approach and the cognitive approach. The necessary condition to put the second approach into account is to provide a model of brain activity that contains a quite good congruence with observational facts such as mistakes and forgotten experiences. Given that human memory has a solid core that includes the components of our identity, our family and our hometown, the major and determinative events of our lives, and the countless repeated and accepted facts of our culture, the more we go to the peripheral spots the data becomes flimsier and more easily exposed to oblivion. It was essential to propose a model in which the topographical differences are quite distinguishable. In our proposed model, we have translated this topographical situation into quantities, which are attributed to the nodes. The result is an edge-weighted graph with mass-based values on the nodes which demonstrates the importance of each atomic proposition, as a truth, for an intelligent being. Furthermore, it dynamically develops and modifies, and in successive phases, it changes the mass of the nodes and weight of the edges depending on gathered inputs from the environment.