Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Leadership and Employee Engagement: An Integrative Synthesis Leadership and Employee Engagement: An Integrative Synthesis 15 44 106928 10.48308/jpap.2026.242607.1531 FA Zeinab Chaichi Ph.D. Student in Public Administration, Faculty of Accounting and Management, Shahid Beheshti University, Tehran, Iran 0009-0009-2174-1661 Gholamali Tabarsa Professor, Public Administration, Faculty of Management and Accounting, Shahid Beheshti University, Tehran. Iran Mohammad Fathian Professor, Faculty of Intelligent Systems, Iran University of Science and Technology, Tehran, Iran 0000-0002-6909-6974 Journal Article 2025 11 25 Purpose: Leadership is a crucial organizational component significantly impacting employee work engagement. While numerous studies have investigated various leadership styles and their effects on employee engagement, no single research has comprehensively examined all styles together, providing a holistic view for both research and practical application. Therefore, the present study aims to investigate all leadership styles and their mechanisms of influence on employee work engagement. Design/ methodology/ approach: This applied research utilizes an integrative synthesis method to synthesize and consolidate studies in the fields of leadership and work engagement. The integrative synthesis method was employed to systematically integrate quantitative and qualitative findings, aiming to achieve a comprehensive understanding of the relationship between leadership styles and work engagement. Through this method, quantitative and qualitative findings were transformed into a unified format to enable interpretive integration. To implement the standard process of this method, the keywords "Leadership" and all equivalents of work engagement used in the literature of the field were searched in the Scopus and WOS databases. These keywords included: Employee, Job, Work, Staff, which were each combined with "Engagement" using the AND operator, and then all combinations were connected using the OR operator. The review period spanned a 10-year trend from 2015 to 2025. Initially, 2917 articles were found in Scopus and 1314 in WOS. Through successive filtering steps outlined in the standard PRISMA chart—including restriction to English language, abstract review, followed by introduction and full-text review, application of the CASP and JBI methods for assessing study quality, and finally, consideration of journal quartiles limited to Q1 journals—64 articles were selected for final analysis. Research Findings: The review of the 64 articles identified 26 leadership styles, whose relationships with employee work engagement and the associated mediating/moderating variables were thoroughly examined and scrutinized. Transformational leadership accounted for the largest share of studies (17 articles), followed by ethical leadership (6 articles) in second place; other styles had fewer associated articles. Among the leadership styles, all had a positive impact on employee work engagement, and numerous mediating and moderating variables were identified for each. However, three styles—toxic leadership, narcissistic leadership, and laissez-faire leadership—had negative effects. Limitations & Consequences: Among the limitations of the present study is the 10-year time constraint of the reviewed articles, restricting the search from 2015 to 2025. The reason for this was the evolving perspective in recent years and the developments in articles written in this area in newer years. However, given the long-standing presence of the leadership concept in management and the concept of work engagement since 1992, the review scope could be expanded. Furthermore, the review focused on higher-quality articles, assessed in two stages using CASP and JBI methods for qualitative and quantitative articles, and finally limited to Q1 journals, resulting in 64 articles. Future research could examine a larger number of articles from other quartiles. Practical Consequences: Since leadership style is a significant variable influencing employee work engagement, and engagement is a crucial component for job satisfaction, employee retention, productivity enhancement, and consequently organizational success, this study—by compiling and comprehensively examining all leadership styles and their impact on employee work engagement—can not only guide researchers regarding effectiveness in future studies but also provide a comprehensive guide for practitioners in the field. By selecting the correct, effective leadership style and applying it optimally, they can achieve the maximum level of work engagement among their employees. Innovation or value of the Article: Previous studies typically examined only one specific leadership style and its impact on employee work engagement. However, the present study makes it possible to view all leadership styles together, providing a comprehensive overview for others. No such study of this kind has been recorded to date. Paper Type: Original Paper Purpose: Leadership is a crucial organizational component significantly impacting employee work engagement. While numerous studies have investigated various leadership styles and their effects on employee engagement, no single research has comprehensively examined all styles together, providing a holistic view for both research and practical application. Therefore, the present study aims to investigate all leadership styles and their mechanisms of influence on employee work engagement. Design/ methodology/ approach: This applied research utilizes an integrative synthesis method to synthesize and consolidate studies in the fields of leadership and work engagement. The integrative synthesis method was employed to systematically integrate quantitative and qualitative findings, aiming to achieve a comprehensive understanding of the relationship between leadership styles and work engagement. Through this method, quantitative and qualitative findings were transformed into a unified format to enable interpretive integration. To implement the standard process of this method, the keywords "Leadership" and all equivalents of work engagement used in the literature of the field were searched in the Scopus and WOS databases. These keywords included: Employee, Job, Work, Staff, which were each combined with "Engagement" using the AND operator, and then all combinations were connected using the OR operator. The review period spanned a 10-year trend from 2015 to 2025. Initially, 2917 articles were found in Scopus and 1314 in WOS. Through successive filtering steps outlined in the standard PRISMA chart—including restriction to English language, abstract review, followed by introduction and full-text review, application of the CASP and JBI methods for assessing study quality, and finally, consideration of journal quartiles limited to Q1 journals—64 articles were selected for final analysis. Research Findings: The review of the 64 articles identified 26 leadership styles, whose relationships with employee work engagement and the associated mediating/moderating variables were thoroughly examined and scrutinized. Transformational leadership accounted for the largest share of studies (17 articles), followed by ethical leadership (6 articles) in second place; other styles had fewer associated articles. Among the leadership styles, all had a positive impact on employee work engagement, and numerous mediating and moderating variables were identified for each. However, three styles—toxic leadership, narcissistic leadership, and laissez-faire leadership—had negative effects. Limitations & Consequences: Among the limitations of the present study is the 10-year time constraint of the reviewed articles, restricting the search from 2015 to 2025. The reason for this was the evolving perspective in recent years and the developments in articles written in this area in newer years. However, given the long-standing presence of the leadership concept in management and the concept of work engagement since 1992, the review scope could be expanded. Furthermore, the review focused on higher-quality articles, assessed in two stages using CASP and JBI methods for qualitative and quantitative articles, and finally limited to Q1 journals, resulting in 64 articles. Future research could examine a larger number of articles from other quartiles. Practical Consequences: Since leadership style is a significant variable influencing employee work engagement, and engagement is a crucial component for job satisfaction, employee retention, productivity enhancement, and consequently organizational success, this study—by compiling and comprehensively examining all leadership styles and their impact on employee work engagement—can not only guide researchers regarding effectiveness in future studies but also provide a comprehensive guide for practitioners in the field. By selecting the correct, effective leadership style and applying it optimally, they can achieve the maximum level of work engagement among their employees. Innovation or value of the Article: Previous studies typically examined only one specific leadership style and its impact on employee work engagement. However, the present study makes it possible to view all leadership styles together, providing a comprehensive overview for others. No such study of this kind has been recorded to date. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106928_412e85b07ebc931c9305d6d7a5d96d3c.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Identifying and Analyzing Factors Affecting Work-Life Balance in Iranian Public Organizations: An Approach Based on the Islamic Epistemic System Identifying and Analyzing Factors Affecting Work-Life Balance in Iranian Public Organizations: An Approach Based on the Islamic Epistemic System 45 66 106927 10.48308/jpap.2026.242468.1530 FA Morteza Golavar PhD Student in Public Administration, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran. 0009-0006-9981-7820 Naser Mirsepasi Professor, Department of Public Administration, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran. 0000-0002-0285-1701 Niloufar Mirsepasi Assistant Professor, Department of Business Administration, Faculty of Management and Accounting, Islamshahr Branch, Islamic Azad University, Tehran, Iran. 0000-0001-9225-5489 Journal Article 2025 11 15 Purpose: The two fundamental pillars that affect every person’s life are their work and their personal life. Having a proper balance and alignment between these two factors not only helps a person’s physical and mental health but also improves their quality of life. Every person must be able to establish harmony between the needs and expectations related to these two parts of their life; otherwise, they will face internal conflicts and tensions. A lot of research has been conducted in the field of work-life balance, especially in Western countries, where most of the existing research comes from. However, in Iran, due to its specific cultural and social characteristics, this discussion has become more important in recent years, and Iranian researchers have tried to conduct research in this field. However, most of this research has been based on Western cultural and social patterns. Therefore, the need to design a model based on Islamic teachings to balance work and life in organizations with an Islamic culture is strongly felt. The purpose of this research is to design and validate a model of work-life balance for employees in government organizations, grounded in the Islamic epistemological system. Design/ methodology/ approach: This research is developmental-applied in purpose and is considered mixed-methods research. In the qualitative step, the valuable texts of Nahj al-Balagha, Nahj al-Fasaha, Mizan al-Hikmah, and Mafatih al-Hayyah were examined, and the data were analyzed using thematic analysis. Also, in the quantitative step, in order to validate the model, the measurement model analysis method within the framework of structural equation modeling based on partial least squares (PLS-SEM) was used. For this purpose, 127 managers and employees in a government organization were surveyed using a researcher-made questionnaire. In this step, the sample size calculation used the Cochran formula, and simple random sampling was used. Research Findings: For the research model, three general themes, including individual, organizational, and social, nine comprehensive themes, including planning skills, importance of health, responsibility, resilience skills, organizational support, manager support, colleague support, close family support, and support from others, 27 organizing themes, and 93 basic themes were identified. The results of quantitative analyses also confirmed the significance of the relationship between the dimensions and components of the research model. The calculated coefficient of determination for individual, organizational, and social factors are 0.715, 0.639, and 0.506, respectively, which indicates that they are appropriate values. Limitations & Consequences: Given the nature of qualitative research and its strong influence on the researcher's mindset, the researcher's biases in the present study can be considered one of its limitations. Also, in the quantitative part, using questionnaires as the main data-collection tool, due to common problems such as biased responses and similar errors, can reduce the accuracy of the results. Practical Consequences: Given that Islamic teachings are considered among the most important sources for understanding and guiding various aspects of life and work, the results of the present study can help address many of the existing challenges faced by employees and organizations regarding work-life balance. By introducing individual, organizational, and social dimensions, this model helps government organizations prevent the negative consequences of failing to observe work-life balance and, at the same time, improve employees' productivity, job satisfaction, and mental health. Innovation or value of the Article: The innovation of this research is that it identifies and explains the components of work-life balance based on Islamic teachings, an approach that has received less attention in previous research. This indigenous model can help employees and government organizations strike a balance based on Islamic values and, as a result, improve individual and organizational performance. Paper Type: Original Paper Purpose: The two fundamental pillars that affect every person’s life are their work and their personal life. Having a proper balance and alignment between these two factors not only helps a person’s physical and mental health but also improves their quality of life. Every person must be able to establish harmony between the needs and expectations related to these two parts of their life; otherwise, they will face internal conflicts and tensions. A lot of research has been conducted in the field of work-life balance, especially in Western countries, where most of the existing research comes from. However, in Iran, due to its specific cultural and social characteristics, this discussion has become more important in recent years, and Iranian researchers have tried to conduct research in this field. However, most of this research has been based on Western cultural and social patterns. Therefore, the need to design a model based on Islamic teachings to balance work and life in organizations with an Islamic culture is strongly felt. The purpose of this research is to design and validate a model of work-life balance for employees in government organizations, grounded in the Islamic epistemological system. Design/ methodology/ approach: This research is developmental-applied in purpose and is considered mixed-methods research. In the qualitative step, the valuable texts of Nahj al-Balagha, Nahj al-Fasaha, Mizan al-Hikmah, and Mafatih al-Hayyah were examined, and the data were analyzed using thematic analysis. Also, in the quantitative step, in order to validate the model, the measurement model analysis method within the framework of structural equation modeling based on partial least squares (PLS-SEM) was used. For this purpose, 127 managers and employees in a government organization were surveyed using a researcher-made questionnaire. In this step, the sample size calculation used the Cochran formula, and simple random sampling was used. Research Findings: For the research model, three general themes, including individual, organizational, and social, nine comprehensive themes, including planning skills, importance of health, responsibility, resilience skills, organizational support, manager support, colleague support, close family support, and support from others, 27 organizing themes, and 93 basic themes were identified. The results of quantitative analyses also confirmed the significance of the relationship between the dimensions and components of the research model. The calculated coefficient of determination for individual, organizational, and social factors are 0.715, 0.639, and 0.506, respectively, which indicates that they are appropriate values. Limitations & Consequences: Given the nature of qualitative research and its strong influence on the researcher's mindset, the researcher's biases in the present study can be considered one of its limitations. Also, in the quantitative part, using questionnaires as the main data-collection tool, due to common problems such as biased responses and similar errors, can reduce the accuracy of the results. Practical Consequences: Given that Islamic teachings are considered among the most important sources for understanding and guiding various aspects of life and work, the results of the present study can help address many of the existing challenges faced by employees and organizations regarding work-life balance. By introducing individual, organizational, and social dimensions, this model helps government organizations prevent the negative consequences of failing to observe work-life balance and, at the same time, improve employees' productivity, job satisfaction, and mental health. Innovation or value of the Article: The innovation of this research is that it identifies and explains the components of work-life balance based on Islamic teachings, an approach that has received less attention in previous research. This indigenous model can help employees and government organizations strike a balance based on Islamic values and, as a result, improve individual and organizational performance. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106927_6f2b8ec125833bffe61c308b0401688c.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Designing a General Competency Model for Iranian Public Sector Employees Designing a General Competency Model for Iranian Public Sector Employees 67 87 106651 10.48308/jpap.2026.240449.1481 FA Afsaneh Dehghanpour-Farashah Assistant Professor, Faculty of Governance, University of Tehran, Tehran, Iran. 0000-0002-4248-6884 Mohsen Kamandi M.A., Department of Leadership and Human Capital, Faculty of Public Management and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran. 0009-0005-4000-8538 Mohammadreza Kazemi PhD Student of Futures Studies, Faculty of Governance, University of Tehran, Tehran, Iran. 0009-0009-5927-0631 Journal Article 2025 06 24 Purpose: Meritocracy and competency-based recruitment play a pivotal role in the performance and success of public sector organizations. While many developed countries utilize well-documented, scientifically grounded competency models to attract and evaluate their public-sector human resources, the Iranian public-sector employment system continues to face challenges, including overreliance on theoretical examinations, a lack of standardized, competency-based interviews, and weaknesses in soft-skills assessment. Currently, public sector recruitment in Iran is conducted through employment examinations planned and directed by the Public Administration and Recruitment Organization. In the supplementary assessment stage, specific competencies are determined, and individuals three times the capacity are evaluated and selected. The most significant issue in public-sector human resource recruitment is the absence of a comprehensive, scientific general competency model for entry-level employees, intended for use during the supplementary assessment stage of employment examinations. This research aims to design a comprehensive, context-specific general competency model for employee recruitment in the Iranian public sector, thereby providing a scientific basis for reforming human resource attraction and recruitment processes. Design/ methodology/ approach: This research was conducted using a qualitative mixed-methods approach and is based on the interpretive paradigm. Also, for data analysis, the thematic analysis method using the Braun and Clarke approach was used. Qualitative data were collected through semi-structured interviews with managers, experts, and policymakers in public sector recruitment. Purposive sampling was used, and theoretical saturation was achieved in the fifteenth interview; for greater assurance, five additional interviews were also conducted. To evaluate the quality of this qualitative research, the trustworthiness criteria of Guba and Lincoln (Credibility, Transferability, Dependability, and Confirmability) were used. Research Findings: The thematic analysis of the qualitative data resulted in the identification of 16 general competencies, which were categorized into the following five main clusters: Professional Ethics: Service-Orientation, Adherence to Law, Responsibility and Accountability. Personal Characteristics: Autonomy, Adaptability, Personal Integrity, and Positive Demeanor. Abilities: Resilience and Self-Development. Skills: Effective Communication, Problem-Solving, Teamwork and Collaboration, and Time Management. Knowledge: Digital Literacy, Mission Awareness, and Legal Knowledge. Each of these clusters represents a vital aspect of effective performance in the administrative system, and collectively they provide a comprehensive picture of the competencies required to fulfill professional roles in the public sector. This model can serve as a basis for designing recruitment, training, and development systems, particularly pre-service training for public-sector employees. Overall, the findings of this research are considered an effective step towards improving human resource recruitment and selection processes in the public sector, in line with efforts to reform the Iranian public employment system and align it with international standards. Limitations & Consequences: One of the most significant limitations was the difficulty of coordinating and conducting interviews with experts, as these individuals were active in the public sector and, due to their demanding professional schedules, arranging interview sessions was extremely challenging. Another limitation was the interviewee selection criteria, which restricted the number of eligible participants. Although these criteria were essential for maintaining the quality of the research, they limited the scope for a more extensive investigation within the public sector. Practical Consequences: Applying this model in recruitment examinations, particularly during the supplementary assessment phase and employment interviews, can facilitate the recruitment of competent personnel in the public sector and enhance the quality of public-sector human capital. Innovation or value of the Article: For the first time, the present research has developed a general competency model for public sector employees in Iran, intended for use in the recruitment process. This model provides a methodologically rigorous, scientifically grounded, precise, and coherent basis for selecting general competencies in competency-based recruitment examinations. Paper Type: Original Paper Purpose: Meritocracy and competency-based recruitment play a pivotal role in the performance and success of public sector organizations. While many developed countries utilize well-documented, scientifically grounded competency models to attract and evaluate their public-sector human resources, the Iranian public-sector employment system continues to face challenges, including overreliance on theoretical examinations, a lack of standardized, competency-based interviews, and weaknesses in soft-skills assessment. Currently, public sector recruitment in Iran is conducted through employment examinations planned and directed by the Public Administration and Recruitment Organization. In the supplementary assessment stage, specific competencies are determined, and individuals three times the capacity are evaluated and selected. The most significant issue in public-sector human resource recruitment is the absence of a comprehensive, scientific general competency model for entry-level employees, intended for use during the supplementary assessment stage of employment examinations. This research aims to design a comprehensive, context-specific general competency model for employee recruitment in the Iranian public sector, thereby providing a scientific basis for reforming human resource attraction and recruitment processes. Design/ methodology/ approach: This research was conducted using a qualitative mixed-methods approach and is based on the interpretive paradigm. Also, for data analysis, the thematic analysis method using the Braun and Clarke approach was used. Qualitative data were collected through semi-structured interviews with managers, experts, and policymakers in public sector recruitment. Purposive sampling was used, and theoretical saturation was achieved in the fifteenth interview; for greater assurance, five additional interviews were also conducted. To evaluate the quality of this qualitative research, the trustworthiness criteria of Guba and Lincoln (Credibility, Transferability, Dependability, and Confirmability) were used. Research Findings: The thematic analysis of the qualitative data resulted in the identification of 16 general competencies, which were categorized into the following five main clusters: Professional Ethics: Service-Orientation, Adherence to Law, Responsibility and Accountability. Personal Characteristics: Autonomy, Adaptability, Personal Integrity, and Positive Demeanor. Abilities: Resilience and Self-Development. Skills: Effective Communication, Problem-Solving, Teamwork and Collaboration, and Time Management. Knowledge: Digital Literacy, Mission Awareness, and Legal Knowledge. Each of these clusters represents a vital aspect of effective performance in the administrative system, and collectively they provide a comprehensive picture of the competencies required to fulfill professional roles in the public sector. This model can serve as a basis for designing recruitment, training, and development systems, particularly pre-service training for public-sector employees. Overall, the findings of this research are considered an effective step towards improving human resource recruitment and selection processes in the public sector, in line with efforts to reform the Iranian public employment system and align it with international standards. Limitations & Consequences: One of the most significant limitations was the difficulty of coordinating and conducting interviews with experts, as these individuals were active in the public sector and, due to their demanding professional schedules, arranging interview sessions was extremely challenging. Another limitation was the interviewee selection criteria, which restricted the number of eligible participants. Although these criteria were essential for maintaining the quality of the research, they limited the scope for a more extensive investigation within the public sector. Practical Consequences: Applying this model in recruitment examinations, particularly during the supplementary assessment phase and employment interviews, can facilitate the recruitment of competent personnel in the public sector and enhance the quality of public-sector human capital. Innovation or value of the Article: For the first time, the present research has developed a general competency model for public sector employees in Iran, intended for use in the recruitment process. This model provides a methodologically rigorous, scientifically grounded, precise, and coherent basis for selecting general competencies in competency-based recruitment examinations. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106651_9a8c8cd04e0fdea60e1f337c7cb79db4.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Presenting a Fuzzy Mapping of Factors Causing Perceived Organizational Apathy (Case Study: Lorestan University Employees) Presenting a Fuzzy Mapping of Factors Causing Perceived Organizational Apathy (Case Study: Lorestan University Employees) 88 109 106445 10.48308/jpap.2025.239633.1464 FA Mohsen Arefnezhad Associate Professor, Department of Management, Lorestan University, Khorramabad, Iran 0000-0001-6569-2288 Nazanin Bazgir MSc., Business Administration, Lorestan University, Khorramabad, Iran. 0009-0006-6454-3364 Journal Article 2025 04 24 Purpose: Since the most important capital of any organization is its human capital, which affects the rest of the organization's capital, any negligence or inattention in this regard will pave the way for the emergence of destructive behaviors such as organizational apathy and will make it difficult to achieve organizational goals. Organizational apathy is a gradual process that appears in individuals. Individuals with this particular characteristic do not pay attention to the future because there is no difference between the present, future, and past in their eyes. Therefore, identifying the factors that cause organizational apathy plays an important role in the organization's performance. Given the importance of this issue, the present study was conducted to identify the factors contributing to Perceived Organizational Apathy at Lorestan University using the fuzzy mapping method. Design/ methodology/ approach: Given that the present study was conducted with the aim of solving the problem raised, it is a mixed quantitative-qualitative study in terms of its applied purpose, a descriptive survey in terms of its nature and method, and a typology. It is applied research in purpose and survey research in data collection method. The statistical population of the present study comprises experts and scholars in the field of study, consisting of employees of Lorestan University and professors in the field of management, who were selected using the snowball sampling method and based on the principle of theoretical saturation, for a total of 15. During interviews with the sample members, no new information emerged after the 15th interview that could be added to the previous information, so the interviews were stopped after 15 participants to achieve theoretical saturation of the data. The data collection tool in the qualitative part is an interview, and in the quantitative part, a fuzzy cognitive mapping questionnaire. In the qualitative part, data were collected from the opinions of 15 experts and analyzed using MaxQDA software and content analysis. Then, in the quantitative part, considering that the research method is fuzzy cognitive mapping and the data collection tool is a questionnaire, the data were provided to the same sample as before in the form of a paired comparison questionnaire, and the obtained data were analyzed using the steps of the fuzzy cognitive mapping method. To examine the validity and reliability of the data collection tool in the qualitative part, content analysis and theoretical validity, as well as intra- and inter-coder reliability, were used. Also, the validity and reliability of the data collection tool in the quantitative part were content validity and test-retest reliability. Research Findings: The findings of the research consisted of two qualitative and quantitative parts, in which the qualitative part identified the factors that cause organizational apathy, and the quantitative part determined the priority of these factors. The quantitative part of the research included prioritizing the factors contributing to organizational apathy at Lorestan University. Among them, the lack of independence in work with the ability to be influenced (13.86) and the ability to influence (15.86) and the central index (29.72) were identified as the most important factors; emphasis on order and its imposition on the university body and following the instructions that regulate due to the dominance of the bureaucratic atmosphere in the university and the compulsion to follow a series of limited rules and laws and the lack of authority and independence of employees in performing their duties; ultimately leads to a lack of creativity and innovation in carrying out employees' affairs and their apathy. After that, excessive mental preoccupation with the environment outside of work was identified as the second factor causing organizational apathy, with the ability to be influenced (14.63), the ability to influence (14.88), and the central index (29.51). Failure to meet the basic and basic needs of employees (the basic needs of Maslow's hierarchy) by managers and the organization will cause employees to change their thoughts from the growth and development of organizational goals to how to meet personal needs, and all of the employees' thoughts and minds will be focused on this area, which will ultimately cause employees to become indifferent to work and the organization if these problems and needs are not resolved and continue to not only continue but also increase. Organizational injustice was identified as the third factor, with the ability to be influenced (14.7), the ability to influence (14.72), and the central index (29.42). Limitations & Consequences: One limitation of the research is its statistical population, which was staff and professors of Lorestan University; caution should be exercised when generalizing the results. Practical Consequences: The results of this research can serve as a valuable reference for identifying and removing obstacles that hinder optimal employee performance and, consequently, the organization's success. Clarifying this harmful phenomenon for the organization's decision-makers helps them take steps to prevent or minimize it. Innovation or value of the Article: The fundamental difference between this study's findings and those of previous studies is that it identified the factors causing organizational apathy using the FCM approach, a first in previous studies. Paper Type: Original Paper Purpose: Since the most important capital of any organization is its human capital, which affects the rest of the organization's capital, any negligence or inattention in this regard will pave the way for the emergence of destructive behaviors such as organizational apathy and will make it difficult to achieve organizational goals. Organizational apathy is a gradual process that appears in individuals. Individuals with this particular characteristic do not pay attention to the future because there is no difference between the present, future, and past in their eyes. Therefore, identifying the factors that cause organizational apathy plays an important role in the organization's performance. Given the importance of this issue, the present study was conducted to identify the factors contributing to Perceived Organizational Apathy at Lorestan University using the fuzzy mapping method. Design/ methodology/ approach: Given that the present study was conducted with the aim of solving the problem raised, it is a mixed quantitative-qualitative study in terms of its applied purpose, a descriptive survey in terms of its nature and method, and a typology. It is applied research in purpose and survey research in data collection method. The statistical population of the present study comprises experts and scholars in the field of study, consisting of employees of Lorestan University and professors in the field of management, who were selected using the snowball sampling method and based on the principle of theoretical saturation, for a total of 15. During interviews with the sample members, no new information emerged after the 15th interview that could be added to the previous information, so the interviews were stopped after 15 participants to achieve theoretical saturation of the data. The data collection tool in the qualitative part is an interview, and in the quantitative part, a fuzzy cognitive mapping questionnaire. In the qualitative part, data were collected from the opinions of 15 experts and analyzed using MaxQDA software and content analysis. Then, in the quantitative part, considering that the research method is fuzzy cognitive mapping and the data collection tool is a questionnaire, the data were provided to the same sample as before in the form of a paired comparison questionnaire, and the obtained data were analyzed using the steps of the fuzzy cognitive mapping method. To examine the validity and reliability of the data collection tool in the qualitative part, content analysis and theoretical validity, as well as intra- and inter-coder reliability, were used. Also, the validity and reliability of the data collection tool in the quantitative part were content validity and test-retest reliability. Research Findings: The findings of the research consisted of two qualitative and quantitative parts, in which the qualitative part identified the factors that cause organizational apathy, and the quantitative part determined the priority of these factors. The quantitative part of the research included prioritizing the factors contributing to organizational apathy at Lorestan University. Among them, the lack of independence in work with the ability to be influenced (13.86) and the ability to influence (15.86) and the central index (29.72) were identified as the most important factors; emphasis on order and its imposition on the university body and following the instructions that regulate due to the dominance of the bureaucratic atmosphere in the university and the compulsion to follow a series of limited rules and laws and the lack of authority and independence of employees in performing their duties; ultimately leads to a lack of creativity and innovation in carrying out employees' affairs and their apathy. After that, excessive mental preoccupation with the environment outside of work was identified as the second factor causing organizational apathy, with the ability to be influenced (14.63), the ability to influence (14.88), and the central index (29.51). Failure to meet the basic and basic needs of employees (the basic needs of Maslow's hierarchy) by managers and the organization will cause employees to change their thoughts from the growth and development of organizational goals to how to meet personal needs, and all of the employees' thoughts and minds will be focused on this area, which will ultimately cause employees to become indifferent to work and the organization if these problems and needs are not resolved and continue to not only continue but also increase. Organizational injustice was identified as the third factor, with the ability to be influenced (14.7), the ability to influence (14.72), and the central index (29.42). Limitations & Consequences: One limitation of the research is its statistical population, which was staff and professors of Lorestan University; caution should be exercised when generalizing the results. Practical Consequences: The results of this research can serve as a valuable reference for identifying and removing obstacles that hinder optimal employee performance and, consequently, the organization's success. Clarifying this harmful phenomenon for the organization's decision-makers helps them take steps to prevent or minimize it. Innovation or value of the Article: The fundamental difference between this study's findings and those of previous studies is that it identified the factors causing organizational apathy using the FCM approach, a first in previous studies. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106445_fd6db04cd5c83c72e26625f063595d2c.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Original Article Designing a Knowledge Development Model for Employees in Knowledge-Based Organizations Using the Fuzzy TISM Method Original Article Designing a Knowledge Development Model for Employees in Knowledge-Based Organizations Using the Fuzzy TISM Method 110 145 106630 10.48308/jpap.2026.240463.1482 FA Ali Shariatnejad Assistant Prof, Management faculty, Lorestan university, Khorramabad, Iran. 0000-0001-8609-6960 Akram Hashemipour PhD student. in public Administraion, Faculty of Management, Lorestan University, Khorramabad, Iran 0009-0001-3231-8609 Journal Article 2025 06 27 Purpose: Due to environmental changes and increased global competition, managers have paid more attention to the issue of employee knowledge development. Organizations with capable, committed, skilled, and motivated employees will be better able to adapt to change and outperform the competition. Employee knowledge development creates a sense of trust, increased energy, pride, commitment, and self-reliance among individuals and also increases participation in organizational affairs, ultimately leading to improved performance. Therefore, this research aims to design a model for employee knowledge development in knowledge-based organizations using the fuzzy interpretive structural modeling method. Design/ methodology/ approach: The present study is mixed in terms of data type and is based on qualitative-quantitative research, classified as inductive-deductive in terms of research philosophy. Therefore, the present study is applied in terms of purpose and is classified as exploratory research in terms of information collection. The statistical population of the present study of experts includes professors of Lorestan University and senior managers of knowledge-based companies in Lorestan province, of whom 25 people were selected as sample members using purposive sampling and based on the principle of theoretical saturation. Regarding the criteria for selecting experts, it should be noted that, given that the subject of the study is designing a knowledge development model for employees in knowledge-based organizations, people should be used who are familiar with this phenomenon from a theoretical and practical perspective and also have the necessary information and knowledge to answer interview questions and questionnaires. On the other hand, they should have extensive work experience in knowledge-based organizations and education related to the subject of the study. Accordingly, and to the extent of achieving theoretical adequacy, 25 professors of Lorestan University and senior managers of knowledge-based companies in Lorestan province participated in the data collection process. The data collection tool in the qualitative section is a semi-structured interview, and in the quantitative section, it is a questionnaire. The validity and reliability of the questionnaire were examined and confirmed using content and theoretical validity, and intra- and inter-coder reliability for the interviews, respectively. It is necessary to explain that, since the present study is a mixed-methods study with an exploratory approach, a qualitative study must be conducted first. After that, a quantitative study must be conducted. Therefore, the qualitative data were examined using the opinions of 25 experts to the point of information saturation, thereby achieving theoretical adequacy. The qualitative data were analyzed using MAXQDA software, and the quantitative results using the fuzzy whole interpretive structural modeling method. Research Findings: The findings of this study indicate that the institutionalization of a learning organizational culture in the organization, the dominance of a knowledge-based leadership style in the organization, the effective design and implementation of the onboarding system in the organization, the use of human resources knowledge architecture in the organization, including the platforms for employee knowledge development, as well as the use of knowledge auditing in the organization, the establishment of future-oriented career path management in the organization, the effective leverage of organizational memory, the implementation of a mentoring and coaching program in the organization, are among the intervening and correlated factors in employee knowledge development, as well as the mental development and empowerment of employees, the dynamics of knowledge in the organization, the emergence of knowledge workers in the organization, technocracy in the organization, including the dimensions of employee knowledge development, and finally, the ability of critical thinking in employees, increasing the skills of creative thinking and innovation in employees, improving the capacity of organizational intelligence, and the formation of human resource flexibility in the organization, are among the consequences of employee knowledge development. Limitations & Consequences: Given the purpose and type of research, which required the use of interviews and expert opinions, this involved limitations in sample size and difficulty accessing experts, as well as the possibility of bias in answering questions and in presenting and recording findings. Another limitation of the research was that it was conducted within a specific time period, thus reflecting the respondents' opinions within that timeframe. Practical Consequences: The findings of this study can encourage managers to emphasize the role of knowledge and learning within their organizations and shift organizational culture toward continuous learning and innovation. Managers can also implement knowledge development approaches more purposefully and ensure that their investment has the highest return. Innovation or value of the Article: This study is the first in the country to present a model of employee knowledge development in knowledge-based organizations using the TISM method. Also, by transforming an abstract concept into an implementable, step-by-step process, this study helps managers determine which knowledge competencies they should have in the future, what level current employees are at, and which mechanisms to use to fill this gap. Also, they design career paths that directly cultivate the skills the organization will need in the future, thereby providing the basis for employees' growth and development. Paper Type: Original Paper Purpose: Due to environmental changes and increased global competition, managers have paid more attention to the issue of employee knowledge development. Organizations with capable, committed, skilled, and motivated employees will be better able to adapt to change and outperform the competition. Employee knowledge development creates a sense of trust, increased energy, pride, commitment, and self-reliance among individuals and also increases participation in organizational affairs, ultimately leading to improved performance. Therefore, this research aims to design a model for employee knowledge development in knowledge-based organizations using the fuzzy interpretive structural modeling method. Design/ methodology/ approach: The present study is mixed in terms of data type and is based on qualitative-quantitative research, classified as inductive-deductive in terms of research philosophy. Therefore, the present study is applied in terms of purpose and is classified as exploratory research in terms of information collection. The statistical population of the present study of experts includes professors of Lorestan University and senior managers of knowledge-based companies in Lorestan province, of whom 25 people were selected as sample members using purposive sampling and based on the principle of theoretical saturation. Regarding the criteria for selecting experts, it should be noted that, given that the subject of the study is designing a knowledge development model for employees in knowledge-based organizations, people should be used who are familiar with this phenomenon from a theoretical and practical perspective and also have the necessary information and knowledge to answer interview questions and questionnaires. On the other hand, they should have extensive work experience in knowledge-based organizations and education related to the subject of the study. Accordingly, and to the extent of achieving theoretical adequacy, 25 professors of Lorestan University and senior managers of knowledge-based companies in Lorestan province participated in the data collection process. The data collection tool in the qualitative section is a semi-structured interview, and in the quantitative section, it is a questionnaire. The validity and reliability of the questionnaire were examined and confirmed using content and theoretical validity, and intra- and inter-coder reliability for the interviews, respectively. It is necessary to explain that, since the present study is a mixed-methods study with an exploratory approach, a qualitative study must be conducted first. After that, a quantitative study must be conducted. Therefore, the qualitative data were examined using the opinions of 25 experts to the point of information saturation, thereby achieving theoretical adequacy. The qualitative data were analyzed using MAXQDA software, and the quantitative results using the fuzzy whole interpretive structural modeling method. Research Findings: The findings of this study indicate that the institutionalization of a learning organizational culture in the organization, the dominance of a knowledge-based leadership style in the organization, the effective design and implementation of the onboarding system in the organization, the use of human resources knowledge architecture in the organization, including the platforms for employee knowledge development, as well as the use of knowledge auditing in the organization, the establishment of future-oriented career path management in the organization, the effective leverage of organizational memory, the implementation of a mentoring and coaching program in the organization, are among the intervening and correlated factors in employee knowledge development, as well as the mental development and empowerment of employees, the dynamics of knowledge in the organization, the emergence of knowledge workers in the organization, technocracy in the organization, including the dimensions of employee knowledge development, and finally, the ability of critical thinking in employees, increasing the skills of creative thinking and innovation in employees, improving the capacity of organizational intelligence, and the formation of human resource flexibility in the organization, are among the consequences of employee knowledge development. Limitations & Consequences: Given the purpose and type of research, which required the use of interviews and expert opinions, this involved limitations in sample size and difficulty accessing experts, as well as the possibility of bias in answering questions and in presenting and recording findings. Another limitation of the research was that it was conducted within a specific time period, thus reflecting the respondents' opinions within that timeframe. Practical Consequences: The findings of this study can encourage managers to emphasize the role of knowledge and learning within their organizations and shift organizational culture toward continuous learning and innovation. Managers can also implement knowledge development approaches more purposefully and ensure that their investment has the highest return. Innovation or value of the Article: This study is the first in the country to present a model of employee knowledge development in knowledge-based organizations using the TISM method. Also, by transforming an abstract concept into an implementable, step-by-step process, this study helps managers determine which knowledge competencies they should have in the future, what level current employees are at, and which mechanisms to use to fill this gap. Also, they design career paths that directly cultivate the skills the organization will need in the future, thereby providing the basis for employees' growth and development. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106630_ac5204973da26d417b15941d267b1b19.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 Investigating the effect of job plateauing on role ambiguity and role conflict with the role of mediator of organizational indifference (case study of Khorasan Razavi Governorate). Investigating the effect of job plateauing on role ambiguity and role conflict with the role of mediator of organizational indifference (case study of Khorasan Razavi Governorate). 146 163 106631 10.48308/jpap.2026.240688.1490 FA Samaneh Sadeghian Department of Management, Faculty of Administrative and Economic Sciences, Ferdowsi University of Mashhad, Mashhad, Iran 0000-0001-8571-0965 Maryam Jafarpour Jaghargh B.A student in Business Administration, Ferdowsi University Of Mashhad,Mashhad,Iran 0009-0009-8047-5164 Masoud Mohammadi Master of Public Administration, Human Resources Development, Tabaran Institute of Higher Education, Mashhad, Iran. Journal Article 2025 07 14 Purpose: This study aimed to examine the impact of job plateauing on role ambiguity and role conflict, with organizational indifference as a mediating variable. In organizational contexts, job plateauing—sometimes referred to as “career stagnation”—represents a psychological state in which employees perceive a lack of upward mobility or developmental opportunities in their careers. This condition can lead to a sense of stagnation and detachment from organizational goals. When employees experience job plateauing, they may face unclear job expectations (role ambiguity) and conflicting demands among roles (role conflict), both of which can increase job-related stress and reduce performance. Understanding how these factors interact helps managers identify strategies to strengthen employee engagement and mitigate the negative consequences of workplace stagnation. Design/ methodology/ approach: The present study is applied in purpose and descriptive–causal in nature, conducted within a positivist philosophical paradigm and a deductive reasoning framework. The statistical population consisted of 350 employees working at the Khorasan Razavi Governorate in Iran. Using Cochran’s sampling formula and a simple random sampling method, 183 participants were selected as the study sample. Data were collected through four standardized questionnaires: Milliman’s Job Plateauing Questionnaire, Kelloway and Barling’s Role Ambiguity Scale, Gajendran and Harrison’s Role Conflict Scale, and Danaeefard et al.’s Organizational Indifference Scale. The reliability and validity of all instruments were confirmed before the main analysis. Statistical analysis was performed using SPSS (version 27) for descriptive statistics and SmartPLS (version 3) for structural equation modeling (SEM) and hypothesis testing. To minimize the effect of potential confounding variables, demographic characteristics such as gender, age, education level, and work experience were examined for homogeneity. Research Findings: The results indicated that job plateauing has a significant and positive effect on both role ambiguity and role conflict. Furthermore, organizational indifference was found to directly influence these two role-related variables. Importantly, the results confirmed that organizational indifference mediates the relationship between job plateauing and the two dependent variables (role ambiguity and role conflict). In other words, when employees experience career stagnation, their growing indifference toward the organization intensifies uncertainty and role incompatibility. The results of structural equation modeling also demonstrated that the proposed research model exhibited satisfactory goodness of fit. The predictive relevance index (Q²) was greater than 0.15 for all endogenous variables, and the global goodness-of-fit (GOF) index reached 0.331, confirming acceptable predictive power and overall model adequacy. These results suggest that reducing job plateauing among employees can significantly decrease both role ambiguity and role conflict, thereby improving organizational efficiency and psychological well-being at work. Limitations & Consequences: The study faced several contextual and methodological limitations. Changes in managerial positions during the data collection period and differing understandings of job plateauing among some respondents were key challenges. Moreover, because the research was conducted in a specific governmental and cultural setting, the generalizability of findings to other organizations should be approached with caution. Comparative and multi-case studies are recommended to verify the model across different organizational cultures and sectors. Future research could also explore other potential mediators—such as job satisfaction, psychological capital, or organizational commitment—that might further explain the link between job plateauing and role-related stress. Practical Consequences: The findings offer several practical implications for managers and policymakers. First, developing clear career paths and providing continuous learning opportunities can prevent feelings of job stagnation. Second, promoting open communication and participatory decision-making can help reduce employees’ organizational indifference. Third, by clearly defining job expectations and minimizing overlapping responsibilities, managers can mitigate role ambiguity and role conflict. Collectively, these actions may foster greater motivation, enhance job satisfaction, and lead to higher levels of organizational effectiveness. Encouraging a participatory organizational culture that values employee contribution can also help reduce organizational indifference and improve the overall work climate. Innovation or value of the Article: This study contributes to the literature by exploring a relatively under-investigated topic in human resource management: the mediating role of organizational indifference in the relationship between job plateauing, role ambiguity, and role conflict. Unlike previous research that primarily examined these variables separately, this study integrates them into a unified conceptual model. The results provide empirical evidence for the psychological mechanisms through which job plateauing affects employees’ role perceptions. Therefore, this research not only enriches theoretical understanding but also provides practical insights for organizational leaders seeking to build more adaptive and engaged workforces. Paper Type: Original Paper Purpose: This study aimed to examine the impact of job plateauing on role ambiguity and role conflict, with organizational indifference as a mediating variable. In organizational contexts, job plateauing—sometimes referred to as “career stagnation”—represents a psychological state in which employees perceive a lack of upward mobility or developmental opportunities in their careers. This condition can lead to a sense of stagnation and detachment from organizational goals. When employees experience job plateauing, they may face unclear job expectations (role ambiguity) and conflicting demands among roles (role conflict), both of which can increase job-related stress and reduce performance. Understanding how these factors interact helps managers identify strategies to strengthen employee engagement and mitigate the negative consequences of workplace stagnation. Design/ methodology/ approach: The present study is applied in purpose and descriptive–causal in nature, conducted within a positivist philosophical paradigm and a deductive reasoning framework. The statistical population consisted of 350 employees working at the Khorasan Razavi Governorate in Iran. Using Cochran’s sampling formula and a simple random sampling method, 183 participants were selected as the study sample. Data were collected through four standardized questionnaires: Milliman’s Job Plateauing Questionnaire, Kelloway and Barling’s Role Ambiguity Scale, Gajendran and Harrison’s Role Conflict Scale, and Danaeefard et al.’s Organizational Indifference Scale. The reliability and validity of all instruments were confirmed before the main analysis. Statistical analysis was performed using SPSS (version 27) for descriptive statistics and SmartPLS (version 3) for structural equation modeling (SEM) and hypothesis testing. To minimize the effect of potential confounding variables, demographic characteristics such as gender, age, education level, and work experience were examined for homogeneity. Research Findings: The results indicated that job plateauing has a significant and positive effect on both role ambiguity and role conflict. Furthermore, organizational indifference was found to directly influence these two role-related variables. Importantly, the results confirmed that organizational indifference mediates the relationship between job plateauing and the two dependent variables (role ambiguity and role conflict). In other words, when employees experience career stagnation, their growing indifference toward the organization intensifies uncertainty and role incompatibility. The results of structural equation modeling also demonstrated that the proposed research model exhibited satisfactory goodness of fit. The predictive relevance index (Q²) was greater than 0.15 for all endogenous variables, and the global goodness-of-fit (GOF) index reached 0.331, confirming acceptable predictive power and overall model adequacy. These results suggest that reducing job plateauing among employees can significantly decrease both role ambiguity and role conflict, thereby improving organizational efficiency and psychological well-being at work. Limitations & Consequences: The study faced several contextual and methodological limitations. Changes in managerial positions during the data collection period and differing understandings of job plateauing among some respondents were key challenges. Moreover, because the research was conducted in a specific governmental and cultural setting, the generalizability of findings to other organizations should be approached with caution. Comparative and multi-case studies are recommended to verify the model across different organizational cultures and sectors. Future research could also explore other potential mediators—such as job satisfaction, psychological capital, or organizational commitment—that might further explain the link between job plateauing and role-related stress. Practical Consequences: The findings offer several practical implications for managers and policymakers. First, developing clear career paths and providing continuous learning opportunities can prevent feelings of job stagnation. Second, promoting open communication and participatory decision-making can help reduce employees’ organizational indifference. Third, by clearly defining job expectations and minimizing overlapping responsibilities, managers can mitigate role ambiguity and role conflict. Collectively, these actions may foster greater motivation, enhance job satisfaction, and lead to higher levels of organizational effectiveness. Encouraging a participatory organizational culture that values employee contribution can also help reduce organizational indifference and improve the overall work climate. Innovation or value of the Article: This study contributes to the literature by exploring a relatively under-investigated topic in human resource management: the mediating role of organizational indifference in the relationship between job plateauing, role ambiguity, and role conflict. Unlike previous research that primarily examined these variables separately, this study integrates them into a unified conceptual model. The results provide empirical evidence for the psychological mechanisms through which job plateauing affects employees’ role perceptions. Therefore, this research not only enriches theoretical understanding but also provides practical insights for organizational leaders seeking to build more adaptive and engaged workforces. Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106631_b11e938b10b583bc7cc73012aba930f8.pdf

Shahid Beheshti University Public Administration Perspective 2251-6069 17 1 2026 03 21 The Impact of Green Human Resource Management on Employer Branding Considering the Role of Corporate Social Responsibility and Corporate Sustainability The Impact of Green Human Resource Management on Employer Branding Considering the Role of Corporate Social Responsibility and Corporate Sustainability 164 190 106929 10.48308/jpap.2026.240039.1473 FA Ali Abuey Mehrizi Department of Management Sciences, Yazd University, Yazd, Iran 0009-0002-4617-9563 Alireza Rajabipoor Meybodi Faculty of Management Sciences, Yazd University, Yazd, Iran 0000-0003-1357-1497 Maryam Ahmadi Zahrani Business Administration, Department of Management Sciences, Yazd University, Yazd, Iran 0000-0002-3512-0163 Journal Article 2025 07 14 Purpose: The purpose of the present research is to investigate the impact of green human resource management on employer branding, considering the mediating role of corporate social responsibility and corporate sustainability in companies active in the steel value chain of Yazd Province. Design/ methodology/ approach: This research is applied in nature, and the data collection method is descriptive-correlational. The statistical population of the study comprises supervisors, managers, and board members in companies active in the steel value chain of Yazd Province. The sample size, determined using a rule of thumb, consisted of 138 individuals selected through convenience sampling. Standard questionnaires were employed for data collection, and their reliability was assessed using Cronbach's alpha, and construct validity was also verified. Structural equation modeling, along with SPSS 22 and SmartPLS3, was used for data analysis. Research Findings: The findings indicate that green human resource management has a significant positive effect on employer branding (β = 0.374, t = 4.96 > 2.576). Furthermore, green human resource management demonstrates a significant positive impact on corporate social responsibility (β=0.598, t=11.42>2.576). Additionally, a significant positive relationship was found between green human resource management and corporate sustainability (β=0.315, t=4.77>2.576). Corporate social responsibility also has a significant positive influence on corporate sustainability (β=0.599, t=10.24>2.576). Finally, both corporate sustainability (β=0.234, t=2.39>1.96) and corporate social responsibility (β=0.255, t=2.30>1.96) have significant positive effects on employer branding. Regarding the mediating roles, the indirect effect of green human resource management on employer branding through corporate social responsibility was significant (β=0.152, t=2.33>1.96), thus confirming the mediating role of corporate social responsibility. Similarly, the indirect effect of green human resource management on employer branding through corporate sustainability was also significant (β=0.074, t=2.14>1.96), supporting the mediating role of corporate sustainability. Limitations & Consequences: The limited generalizability of the research findings to all populations and the use of questionnaires to measure individuals' attitudes are among the limitations of this study Practical Consequences: It is essential for managers to adopt green human resource management as a key strategy to achieve sustainability goals and capitalize on its benefits. Furthermore, by focusing on sustainable innovations, companies can strengthen their employer brand and be recognized as leaders in environmental responsibility, yielding significant competitive advantages. Practical Consequences: Presenting a model for the impact of green human resource management on employer branding, considering the mediating role of corporate social responsibility and corporate sustainability in companies active in the steel value chain of Yazd Province. Innovation or value of the Article: Innovation of research Paper Type: Original Paper Purpose: The purpose of the present research is to investigate the impact of green human resource management on employer branding, considering the mediating role of corporate social responsibility and corporate sustainability in companies active in the steel value chain of Yazd Province. Design/ methodology/ approach: This research is applied in nature, and the data collection method is descriptive-correlational. The statistical population of the study comprises supervisors, managers, and board members in companies active in the steel value chain of Yazd Province. The sample size, determined using a rule of thumb, consisted of 138 individuals selected through convenience sampling. Standard questionnaires were employed for data collection, and their reliability was assessed using Cronbach's alpha, and construct validity was also verified. Structural equation modeling, along with SPSS 22 and SmartPLS3, was used for data analysis. Research Findings: The findings indicate that green human resource management has a significant positive effect on employer branding (β = 0.374, t = 4.96 > 2.576). Furthermore, green human resource management demonstrates a significant positive impact on corporate social responsibility (β=0.598, t=11.42>2.576). Additionally, a significant positive relationship was found between green human resource management and corporate sustainability (β=0.315, t=4.77>2.576). Corporate social responsibility also has a significant positive influence on corporate sustainability (β=0.599, t=10.24>2.576). Finally, both corporate sustainability (β=0.234, t=2.39>1.96) and corporate social responsibility (β=0.255, t=2.30>1.96) have significant positive effects on employer branding. Regarding the mediating roles, the indirect effect of green human resource management on employer branding through corporate social responsibility was significant (β=0.152, t=2.33>1.96), thus confirming the mediating role of corporate social responsibility. Similarly, the indirect effect of green human resource management on employer branding through corporate sustainability was also significant (β=0.074, t=2.14>1.96), supporting the mediating role of corporate sustainability. Limitations & Consequences: The limited generalizability of the research findings to all populations and the use of questionnaires to measure individuals' attitudes are among the limitations of this study Practical Consequences: It is essential for managers to adopt green human resource management as a key strategy to achieve sustainability goals and capitalize on its benefits. Furthermore, by focusing on sustainable innovations, companies can strengthen their employer brand and be recognized as leaders in environmental responsibility, yielding significant competitive advantages. Practical Consequences: Presenting a model for the impact of green human resource management on employer branding, considering the mediating role of corporate social responsibility and corporate sustainability in companies active in the steel value chain of Yazd Province. Innovation or value of the Article: Innovation of research Paper Type: Original Paper

https://jpap.sbu.ac.ir/article_106929_4fdded35baf2938a2b4b09fd995acb29.pdf