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.

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.

The concept of talent MANAGEMENT should be considered as one of the most important issues in the MANAGEMENT of HUMAN RESOURCES now and in the future. Nowadays, organizations have found that if they want to be superior to competitors, they definitely need to design a comprehensive talent MANAGEMENT system that can be considered as a tool for HRM ACTIVITIES. The purpose of this study was to explore and explain the components and indicators of talent MANAGEMENT of HUMAN RESOURCES in organizations. This research in terms of target applied and in terms of research method, Descriptive of type Correlation and in terms of collecting data, it was survey. Initially, the dimensions, components and indicators of talent MANAGEMENT, from theoretical foundations and studies carried out in relation to the research topic were identified and counted and based on them a researcher-made questionnaire was devised based on the extensive studies conducted in this field. The questionnaire validity was confirmed according to the views of professors, experts and academic experts.

Background & Purpose: HUMAN resource MANAGEMENT as a scientific and practical field is growing and developing amazingly, but due to various factors, it faces challenges that can turn it into pure opportunities and a competitive advantage in the case of correct and timely measures achieved. Such a function of HUMAN RESOURCES at the national and macro levels can become a platform for the economic progress and development of the country, thus, the purpose of the current research is to identify the factors affecting the MANAGEMENT of national HUMAN RESOURCES with an emphasis on the challenges of HUMAN RESOURCES in three structural, contextual, and behavioral dimensions. Methodology: The research method is based on library studies and using meta-synthesis method. The sampling method is purposeful and available sampling, and domestic and foreign scientific databases are also referred to in the collection databases. Among the internal databases, Magiran, Irandoc, ensani.ir, Noormags, and SID can be mentioned.  From the foreign databases, Google Scholar, Science Direct, and Emerald sites were also examined. In the first step, based on the collection of previous studies, effective factors were extracted in the form of themes, then based on the meta-synthesis process in the framework of the three-pronged model, these factors were categorized in the three dimensions of structure, context and behavior. Findings: According to the findings, the most important factors in the structural dimension include "architectural and structural maturity of HUMAN RESOURCES MANAGEMENT", "amendment of processes and structures and laws of HUMAN RESOURCES policy at the national level", "reconstruction of social, economic and political structures related to HUMAN RESOURCES MANAGEMENT in national level", "modification of education and empowerment structures at the national level"; and the most important factors in the context dimension include "state of development of the country", "maturity of innovation in HUMAN RESOURCES MANAGEMENT systems", "globalization and internationalization of HUMAN RESOURCES", "cultural and contextual differences in countries", "participatory governance in HUMAN RESOURCES MANAGEMENT", "technology and its role in HUMAN resource MANAGEMENT" and the most important factors in the behavioral dimension include "attention to cultural and social components in the MANAGEMENT of national HUMAN RESOURCES", "reconstruction of social attitudes, perceptions and behaviors in the MANAGEMENT of national HUMAN RESOURCES", "attention to multinational components and ethnic differences", "the importance of leadership and networking in the MANAGEMENT of national HUMAN RESOURCES" have been identified in the policy making process of national HUMAN RESOURCES. Conclusion: The special achievement of the research, based on the review and analysis of previous studies, pointed out that in the design of the national HUMAN RESOURCES MANAGEMENT system, it is necessary to pay special attention to structural components, contextual components, and behavioral components at the same time, and therefore, in accordance with the identification of these causes, solutions for the system MANAGEMENT was provided. Moreover, the knowledge-building and practical contribution of the current research can be seen in considering the challenges of HUMAN RESOURCES at macro and national levels and from an institutional perspective.

HUMAN RESOURCES of a system, as the most significant part of the system’ s internal stakeholders, compared to other RESOURCES, may be considered to be the most important competitive and strategic resource of the system. On the basis of this fact, the present study utilizes the “ SHEL Model” and addresses the “ Hotel Industry in Isfahan city” as the primary system of interest. Specifically, this study is interested to focus on this industry’ s “ HUMAN RESOURCES Sub-System” and, apply the system thinking to identify internal and external strategic effective factors on improvement of the HUMAN RESOURCES Sub-System MANAGEMENT. This work, as an analytical-descriptive research, is, in fact, to utilize the SHEL Model and to study a population--which consists of “ Iran’ s Hotel Industry’ s Elites” who are somehow relevant to the main area of this research” , “ High Level/Middle Level/Executive Mangers” , “ HUMAN RESOURCES Managers” , and “ Experts/personnel” who are all actively involved in the HUMAN-RESOURCES Sub-Systems of the Isfahan’ s famous hotels--from which, finally, 155 participants are also randomly drawn using “ Stratified Sampling Method” to be inquired as well. Library Studies, Face-to-Face/Telephone Interviews, and Researcher – made Questionnaire are all three ways specifically used for the purpose of gathering all required data and information. Analysis of this work’ s hypotheses indicates that “ 1. The System Support for Satisfying the HUMAN Powers. 2. Assimilation and Promotion. 3. Collaboration (Cooperation) and Interaction. 4. Strategic Capabilities may be considered to be internal effective factors, and, on the other side, 1. Laws/Rules Standards. 2. Technologies 3. Geography and 4. Economics may be regarded as the system external effective factors.

The main objective of this study was to design and present a HUMAN RESOURCES MANAGEMENT model for the cooperation sector. This model demonstrates suitable methods for HUMAN RESOURCES MANAGEMENT in the cooperatives through explaining the relations between various aspects of cooperative organization (attractiveness, HUMAN relations, sense of unity, unique experience, organizational commitment) and aspects of HUMAN RESOURCES MANAGEMENT (attraction, utilizing, improvement and preserving). This study utilizes three questionnaires for the three stages of determining cooperative organization factors, HUMAN resource MANAGEMENT factors and evaluating the potential value of the cooperative organization factors in relation to HUMAN RESOURCES MANAGEMENT. This study was conducted by survey methods in 2009. Data analysis tools were analytical statistics (T test with independent sample, Variance analysis) and descriptive statistics and potential analysis of indexes (by Lisrel software). Also model and inter pathways relation tests were performed using T soil test.The findings of this study show that the current status of cooperative organizations in HUMAN RESOURCES MANAGEMENT aspects is almost favorable, but there is a significant difference considering gender factions, education and work experiences. Among factors affecting HUMAN RESOURCES MANAGEMENT in the cooperative organization, intellectual-HUMAN capital, ethical and Leo viewpoints and among HUMAN RESOURCES MANAGEMENT factors, information system and motivation orientation are the most valuable. This study proposes the networking of cooperative organization society and higher occupation of women in key positions, enhancing free organizational communication tools, planning for attracting talented individuals with extraversion, peaceful and suitable personalities, creating team working motivation, establishing structures adaptable to quality circles, entrusting more authority, implementing ethical values, occupation development, evaluation based on function and reducing organizational limitations.

BACKGROUND AND OBJECTIVES: Quick advancement of technology, rising risks, globalization, and expectations for privatization are among the environmental characteristics that current organizations are facing. To be successful in this setting, lean HUMAN RESOURCES provide a competitive advantage, which its implementation results in the continuous removal of wastes (obstacles) and the high-quality and low-cost providing of services. Therefore, the objective of the current study is to Evaluation of lean HUMAN resource MANAGEMENT model in the Islamic Council of Tehran. Tehran’, s City Council as a service organization must reform the structure of HUMAN Resource to increase the skills of employee, so this study aimed to changing the approach of HUMAN Resource MANAGEMENT to Lean and increasing the productivity. METHODS: The present study uses a quantitative approach. This article has a “, descriptivecorrelational”, methodology of the type of “, analysis of variance-covariance matrix”, . In other words, the relationship between variables is analyzed based on the purpose of the research. The survey was carried out in the form of a desk and field research. The research model was extracted via analysis and interpretation of the interviews with the experts of the Islamic City Council of Tehran by employing the thematic analysis method and four rounds of the Delphi technique. Eventually, the measurement model and the structural model to assess the relationships between variables, as well as confirm the developed model, were examined utilizing the data gained from the Islamic City Council of Tehran. FINDINGS: On the basis of the findings achieved from the structural equation modeling, the items “, Performance Appraisal”,with a factor loading of 0. 89, “, Employment”,with a factor loading of 0. 91, “, Improvement”,with a factor loading of 0. 77, “, Remuneration”,with a factor loading of 0. 87, “, Supply”,with a factor loading of 0. 92, “, Compensation System (Benefits and Rewards)”,with a factor loading of 0. 84, “, Flow”,with a factor loading of 0. 76, “, Relationships”,with a factor loading of 0. 79, and “, Maintenance”,with a factor loading of 0. 86 explain the latent variable of the “, lean HUMAN resource MANAGEMENT model in the Islamic City Council of Tehran”, . CONCLUSION: Results of this investigation have presented a comprehensive model for the evaluation of the lean HUMAN RESOURCES MANAGEMENT in Tehran’, s City Council that could be exploited by industrialists and scholars. The novelty and originality of the lean HUMAN resource MANAGEMENT model has not been designed and localized for Tehran’, s City Council up to now. Therefore, this research enhances the existing knowledge about lean HUMAN resource MANAGEMENT.

Considering the fact that customer loyalty is regarded as one of the most important concerns of hotel managers, this study sought to investigate the influence of HUMAN RESOURCES MANAGEMENT ACTIVITIES on customer loyalty using a multi-level approach. The statistical population of the study comprised of managers, staff, and customers of four-star and five-star hotels in Mashhad. Moreover, the statistical sample size of the research at the organization level consisted of thirty-four, one-hundred and forty, two-hundred and forty managers, staff, and customers at organizational, staff, and customer levels, respectively. On the other hand, Sam’s 12-item questionnaire (2008) and the 17-item questionnaire developed by Al-Rafiei et al. (2013) were used to measure the HUMAN RESOURCES MANAGEMENT ACTIVITIES and the staff’s satisfaction and loyalty, respectively, whose validity and reliability was tested using the Content validity method and Cronbach's alpha, respectively. Finally, HLM 7. 02 and the SPSS software were used to analyse the collected data. The results proved the positive influence of HUMAN RESOURCES MANAGEMENT ACTIVITIES on the staff’s satisfaction and loyalty, and in turn, on the satisfaction and loyalty of the customers. Therefore, it could be argued that hotel managers can increase the loyalty of their customers by emphasizing HUMAN resource MANAGEMENT ACTIVITIES and improving their staff’s satisfaction and loyalty, which would increase the profitability of hotels in the long term by reducing marketing costs.,

The aim of this study was to investigate effective factors in outsourcing of HUMAN RESOURCES ACTIVITIES of Saman bank. In this regard, the statistical population of the study consisted of 864 individuals of all employees and related directors in the selected branches of Saman bank and among those individuals, 122 of them were considered as sample size, by using Cochran formula and multistage cluster sampling method. The data collection method has done based on a researcher-made questionnaire. The standard questionnaires have extracted and done in the formulation of questions based on the components of the research. After distributing and collecting questionnaires, data analysis and testing of hypotheses have done by using Structural Equation Modeling Method and by using PLS Smart 2 software in two parts of the measurement model and structural part. In the first part, the technical characteristics of the questionnaire including reliability, convergent validity and divergent validity of PLS-specific questionnaire have investigated. In the second part, the software's significant coefficients have used for examining the research hypothese. Finally, the findings have confirmed the impact of factors like organizational, managerial, economic, strategic, technical and structural, and related institutions on outsourcing of HUMAN RESOURCES ACTIVITIES of Saman bank.