TY - JOUR ID - 102301 TI - A Model for Branding Human Resource System with SEM JO - Public Administration Perspective JA - JPAP LA - en SN - 2251-6069 AU - Beig, mina AU - RahmansereshtPh.D. Condidate of, Hossein AU - Sharifzadeh, Fattah AU - Hosseini Golafshani, Seyed Ahmad AD - Ph.D. Condidate of Public Management, Human Resources Management, Department of Public Management, Tehran South Branch, Islamic Azad University, Tehran, Iran. AD - Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran, Iran AD - Department of Management, Faculty of Management, Tehran South Branch, Islamic Azad University, Tehran, Iran Y1 - 2021 PY - 2021 VL - 12 IS - 4 SP - 30 EP - 51 KW - "Human Resource Branding" KW - "Employer Branding" KW - "Internal Branding" KW - "Human Resources System" KW - "SEM" DO - 10.48308/jpap.2021.102301 N2 - Objective: As a source of strategic competitive advantage for organizations, the Human Resources Brand has been the basis for research and development by management researchers in recent years. While the term "human resources brand" refers to the reputation of an organization and its relationship with society in general and job seekers in particular; To take advantage of the myriad benefits that can be enumerated, one must enter the field of human resource branding and while identifying the requirements of successful branding in the field of human resources, a suitable model to implement the goals and requirements of Human resource branding requirements.Methodology: This research has been done in the framework of quantitative approach and using the method of structural equations. To collect the data, the researcher-made questionnaire was distributed in several companies and after collecting the data, the data were analyzed by using Amos software.Results: Results Presenting a model including the main category (human resource system), causative conditions (internal brand, organization brand, Senior management support, talent identification), the platform of the ruler (the attitude of the staff to the organization and the staff towards the employees, the alignment of the resource system with the organization's strategy, the competitive environment and the dynamic environment), the conditions of the intervention (ability to control potential employees, compliance with existing human resources system, organizational justice, performance management, impersonal behaviors in the organization, appropriate organizational culture ability to control potential employees, compliance with existing human resources system, organizational justice, performance management, impersonal behaviors in the organization, appropriate organizational culture), strategies (Human resource management, process strategy), and outcomes (individual, organizational, national, and international). that the relationship between each of the variables has been confirmed as research hypotheses. that the relationship between each of the variables has been confirmed as research hypotheses. UR - https://jpap.sbu.ac.ir/article_102301.html L1 - https://jpap.sbu.ac.ir/article_102301_78e5081128cf047cb3b77fcae7293472.pdf ER -