https://jpap.sbu.ac.ir/ Public Administration Perspective en daily 1 Tue, 09 Mar 2021 00:00:00 +0330 Tue, 09 Mar 2021 00:00:00 +0330 https://jpap.sbu.ac.ir/article_100857.html This study aimed to identify the succession planning damages at the level of the governance of the Islamic Republic of Iran. This is a qualitative study, and data was collected via interviews with experts, who have working at the macro-level governance, and were involved with the issues and problems of government organizations. Data was analyzed by the thematical analysis method, and King and Horrocks methods were used to code data. Purposive sampling was used in the study, and debt-snowball method was applied for sampling. Population of the study included ten participants. No new conceptual category was established from the seventh interview, and three other interviews were made to ensure theoretical saturation. The collected data were analyzed after the interviews, and succession planning damages were classified into three main themes of political-legal damages (including six interpretative codes and 26 descriptive codes), cultural damages (including five interpretative codes and 21 descriptive codes), and structural damages (including seven interpretative codes and 27 descriptive codes). This study can inform administrators and authorities of the public sector of the succession planning. Finally, some suggestions were provided to improve the status quo based on the findings of the study. https://jpap.sbu.ac.ir/article_102000.html Objective: The purpose of this study is to design an appropriate performance appraisal model with a talent management approach for Iranian airports and air navigation companies.Design / Methodology / Approach: The present study has been done as qualitative research. Accordingly, in order to present a comprehensive model of performance management with a talent management approach, the combined research method of Sandlowski and Barroso (2007) has been used. Thus, after identifying the categories, concepts and codes of performance management and talent management and evaluating its validity and reliability, the initial conceptual model of the research was formed and the explanation of the performance management model with the talent management approach became possible.Findings: In the present study, 6 dimensions, 71 components and 153 indicators have been identified, and a performance evaluation model with a talent management approach has been developed based on them. The results show that the dimensions, components and indicators extracted from the meta-combined method (research model) are consistent with previous research but have provided more practical components and indicators.Limitations and Consequences: Among the main limitations of this research, we can mention the time-consuming meta-combination method that the researcher, due to the fundamental nature of the subject and the need for meta-theory, is forced to choose this strategy to achieve the desired results.Practical Implications: Using this model, organizational productivity can be improved based on the talents of employees and according to the evaluation of their performance.Article Value Initiative: So far, no article has addressed performance management in this way with a talent management approach, which is why it is innovative.Article Type: Research Article https://jpap.sbu.ac.ir/article_106928.html 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_106927.html 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_106651.html 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_102678.html Purpose: The purpose of the present study was to investigate the relationship between character strength and stress coping styles of employees during coronary disease crisis, considering the mediating role of hardiness psychological.Design/Methodology/Approach: This study was a structural equation in terms of correlation method and its statistical population included all employees of Bandar Abbas Municipality in 2021-2020 to 750 people, 256 of whom were selected by simple random sampling. Data were collected in this research using field method using Peterson and Seligman (2004) character empowerment questionnaire, Kiymarsi et al. (1998) psychological hardiness questionnaire and Andler and Parker (1990) stress coping strategies questionnaire. Data analysis was performed using structural equations and Amos-24 and SPSS-26 software were used in all statistical analyzes of this study.Research Findings: The results showed that there is a positive and significant relationship between Strength character and stress coping styles. There is a positive and significant relationship between psychological hardiness and stress coping styles. There is a positive and significant relationship between strength character and psychological hardiness.Limitations & Consequences: The study population is limited to municipal employees and the generalizability of the results of this study is possible to similar organizations.Practical Consequences: Due to positive outcome of empowerment and its impact on efficiency, the municipal managers by delegating authority and autonomy, can provide employees joy and satisfaction on one hand, and by using the sense of trust created, provide stress coping styles to get the job done on the other hand.Innovation or value of the Article: Previous studies have focused on the direct relationship between character strength and stress coping styles of employees, and they have not addressed how is the relation. In the present study, the role of positive emotions and especially https://jpap.sbu.ac.ir/article_103104.html پژوهش حاضر به تاثیر عوامل مدیریت دولتی نوین بر توسعه مناطق آزاد ، به منظور ارائه راهکارهایی جهت اجرای مناسب قوانین و مقررات در راستای توسعه مناطق آزاد کشور پرداخته است. روش تحقیق مورد استفاده از نوع توصیفی، پیمایشی میباشد. جامعه آماری پژوهش، اساتید و کارشناسان آشنا به مقوله مناطق آزاد (بالاخص منطقه آزاد قشم) و همچنین سرمایه گذاران داخلی و خارجی واقع در منطقه آزاد قشم می باشند. حجم نمونه بااستفاده از فرمول کوکران 113 نفر تعیین گردید و روش نمونه گیری پژوهش حاضر تصادفی ساده می‌باشد. داده های تحقیق با روش کتابخانه ای و میدانی گردآوری شده و ابزار مورد استفاده پرسشنامه بوده است. پایایی این پرسش نامه با استفاده از روش آلفای کرونباخ برای تمامی ابعاد پرسشنامه بیش از 0.7 بدست آمد که نشان از پایایی مناسب ابزار پژوهش داشت. برای محاسبه روایی از روایی سازه استفاده شد که نتاج بیانگر روا بودن ابزار تحقیق بوده است(AVE>0.5). داده ها با روش مدل سازی معادلات ساختاری و استفاده از نرم افزار Lisrel تحلیل و مدل نهایی ارائه گردید. نتایج این تحقیق حاکی از آن است که کوچک سازی ، مدیریت گرایی دیوانسالاری زدایی و خصوصی سازی بر توسعه مناطق آزاد کشور تاثیر معنی داری دارند. با این حال تاثیر تمرکز زدایی بر توسعه مناطق آزاد کشور معنی دار نشده است. https://jpap.sbu.ac.ir/article_106445.html 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 indifference and will make it difficult to achieve organizational goals. Organizational indifference is a gradual process that gradually 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 indifference plays an effective role in the performance of the organization. Design/ methodology/ approach: Given that the present study was conducted with the aim of solving the problem raised, it is a mixed quantitative-qualitative research in terms of its applied purpose, descriptive survey method and typology. It is applied in terms of its purpose and survey research in terms of its data collection method. The statistical population of the present study is 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 of 15 of them. During the interviews with the sample members, because no new information was found after the fifteenth interview that could be added to the previous information, the interviews were stopped after 15 people due to achieving theoretical saturation of the data. The data collection tool in the qualitative part is the interview and in the quantitative part, the fuzzy cognitive map questionnaire. In the qualitative part, qualitative data collected using the opinions of 15 experts were selected using MaxQDA software and thematic analysis method. Then, in the quantitative part, considering that the research method is a fuzzy cognitive map and the data collection tool is a questionnaire, the data was provided in the form of a paired comparison questionnaire to the same sample as before, and the obtained data were analyzed using the steps of the fuzzy cognitive map method. To examine the validity and reliability of the data collection tool in the qualitative part, the content method and theoretical validity and intra-coder and inter-coder reliability were used. 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 indifference and the quantitative part determined the priority of these factors. The results of the quantitative part of the research included prioritizing the factors that cause organizational indifference 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 indifference. After that, excessive mental preoccupation related to the environment outside of work with the ability to be influenced (14.63) and the ability to influence (14.88) and the central index (29.51) was identified as the second factor causing organizational indifference. Failure to meet the basic needs of employees by managers and the organization will cause employees to focus on how to meet their personal needs, which will ultimately lead to employee indifference if these problems are not resolved. Organizational injustice was identified as the third factor with the ability to be influenced (14.7) and the ability to influence (14.72) and the central index (29.42). Limitations & Consequences: One of the limitations of the present study is the cross-sectional study of organizational indifference. Therefore, it is suggested that future research should select a specific organization to study the process of formation of such indifference over time and examine its changes over time. Another limitation of the study is the statistical population of the study, Practical Consequences: By identifying the factors that cause organizational indifference and directing it in the right direction, organizational goals can be achieved and productivity in organizations can be increased. Innovation or value of the Article: The innovation of the present study is that organizational indifference, which was previously considered a theoretical gap in this field, was partially addressed. The fundamental difference between the findings of this study and the results of previous studies is that this study was able to identify the factors that cause organizational indifference by using the FCM approach, which has not been done in previous studies. https://jpap.sbu.ac.ir/article_106630.html Due to environmental changes and increased global competition, managers have paid more attention to the issue of employee knowledge development. Because organizations with capable, committed, skilled, and motivated employees will be able to better adapt to changes and outperform the competition. Employee knowledge development creates a sense of trust, increased energy, pride, commitment, and self-reliance in individuals, and also increases the sense of participation in organizational affairs, which will ultimately lead 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.The present study is mixed in terms of data type and based on qualitative-quantitative research, which is classified as inductive-deductive research 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 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 is a questionnaire, whose validity and reliability were examined and confirmed using content and theoretical validity and intra-coder and inter-coder reliability methods for the interviews, respectively. It is necessary to explain that since the present study is a mixed research 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 and to the extent of information saturation and achieving theoretical adequacy. The qualitative data were analyzed with MaxQDA software and the quantitative results with the fuzzy whole interpretive structural modeling method.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 that required the use of interviewing and expert opinions, this involved limitations in the sample size and difficulty in accessing experts, as well as the possibility of bias in answering questions and presenting and recording findings. Another limitation of the research was that this research was conducted within a specific time period, thus reflecting the respondents' opinions within a limited time period. Practical Consequences: The findings of this study can encourage managers to emphasize the role of knowledge and learning in their organizations and move the organizational culture toward a culture of continuous learning and innovation. Managers can also implement knowledge development approaches more purposefully and ensure that their investment has the highest return.by transforming an abstract concept into an implementable step-by-step process, this study helps managers to determine what knowledge competencies they should have in the future, what level current employees are at, and what mechanisms to use to fill this gap. Also, they design career paths in a way that directly cultivates the skills needed by the organization in the future, thereby providing the basis for the growth and development of employees in the organization. https://jpap.sbu.ac.ir/article_106631.html Abstract Purpose: This study aimed to examine the impact of job plateauing on role ambiguity and role conflict, emphasizing the mediating role of organizational indifference. 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 stagnation at work. 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 (1992) Job Plateauing Questionnaire, Kelloway and Barling’s (1990) Role Ambiguity Scale, Gajendran and Harrison’s (2007) Role Conflict Scale, and Danaeefard et al.’s (2010) 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 plays a mediating role in 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 sense of indifference toward the organization intensifies uncertainty and incompatibility in their roles. 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 the varied understanding of the concept 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 Keywords: Job plateauing, Role ambiguity, Role conflict, Organizational indifference. https://jpap.sbu.ac.ir/article_106929.html 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 method of data collection 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 the rule of thumb, consisted of 138 individuals who were selected through convenience sampling. Standard questionnaires were employed for data collection, and their reliability was confirmed using Cronbach's alpha coefficient, while construct validity was also verified. Structural equation modeling, along with SPSS 22 and SmartPLS3 software, was utilized for data analysis. Research Findings: he 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 significantly and positively influences 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) exhibit 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 for achieving sustainability goals and to capitalize on its benefits. Furthermore, by focusing on sustainable innovations, companies can strengthen their employer brand and become recognized as leaders in environmental responsibility, which can yield significant competitive advantages. Innovation or value of the Article: 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. 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 for achieving sustainability goals and to capitalize on its benefits. Furthermore, by focusing on sustainable innovations, companies can strengthen their employer brand and become recognized as leaders in environmental responsibility, which can yield significant competitive advantages. Innovation or value of the Article: 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. 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 for achieving sustainability goals and to capitalize on its benefits. Furthermore, by focusing on sustainable innovations, companies can strengthen their employer brand and become recognized as leaders in environmental responsibility, which can yield significant competitive advantages. Innovation or value of the Article: 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. Paper Type: Original Paper Keywords: Employer Branding, Green Human Resource Management (GHRM), Corporate Social Responsibility (CSR), Corporate Sustainability. https://jpap.sbu.ac.ir/article_106930.html Purpose: Organizational aging refers to a stage in an organization's life cycle where the growth and development of activities rapidly decline, accompanied by a gradual reduction in adaptability, flexibility, and overall organizational effectiveness. Organizational aging in government organizations holds significant importance as a key concept in organizational management. It is considered one of the major organizational challenges and a primary concern for managers. No organization can claim immunity from aging or afford to ignore this organizational phenomenon. Therefore, it is essential to understand the factors contributing to its emergence and to employ strategic planning to counteract and overcome this stage, thereby reintegrating the organization into its life cycle.Identifying the factors influencing organizational aging and understanding how this phenomenon develops will help managers formulate appropriate strategies for growth, sustainability, and value creation within the organization. This understanding enables managers to make more informed and effective decisions, allowing them to progress forward based on these strategies and prevent organizational demise.In light of the above, the main research question of this study is as follows: What are the indicators of organizational aging in government organizations? Design/ methodology/ approach: This research is applied in terms of purpose and qualitative in terms of methodology, conducted in an exploratory manner. The research philosophy is interpretive, and its approach is inductive. The research strategy is thematic analysis (thematic network), implemented as a cross-sectional study. The geographical scope of this research is the city of Ilam, and the study was conducted in the last quarter of the year 2023. The statistical population includes academic experts, researchers familiar with the subject, and experienced managers of government organizations. In this study, snowball sampling was used for participant selection, continuing until theoretical saturation was achieved, ultimately involving 15 participants. Thematic analysis was employed for data analysis. Research Findings: The results revealed that indicators of organizational aging in government organizations comprised a total of 71 basic themes, categorized into 20 organizing themes and 8 global themes. The eight main factors include: declining organizational efficiency, cultural stagnation, decreased employee motivation, organizational atrophy, macro-environmental factors, reduced organizational flexibility, diminished creativity and innovation, and organizational instability Limitations & Consequences:This study was conducted using a qualitative approach and thematic analysis (specifically, the network of themes method), which has led to a deep understanding of the phenomenon of organizational aging. However, its findings have limited statistical generalizability and are largely shaped within the specific context of public organizations. The current research primarily focuses on identifying indicators of organizational aging and pays less attention to explaining the causal relationships among these indicators. This can be considered a theoretical limitation, as a comprehensive understanding of the interplay between factors such as political instability, organizational atrophy, and reduced flexibility requires empirical studies and structural modeling. Nevertheless, these limitations are presented as opportunities for future research and can serve as a foundation for subsequent quantitative, comparative, or longitudinal studies Practical Consequences:The findings of this study have significant and practical implications for managers and policymakers in public organizations. The identification of eight key indicators of organizational aging—including reduced flexibility, organizational atrophy, cultural stagnation, and organizational instability—provides managers with an analytical tool to assess their organization’s current state and proactively prevent the onset of the aging process. These indicators can serve as a checklist for conducting periodic evaluations of organizational performance. Innovation or value of the Article:The main innovation of this study lies in presenting a comprehensive and structured framework of organizational aging indicators within the specific context of Iranian public organizations—a subject that had not previously been systematically examined based on empirical field data. This analytical framework not only contributes to theory development in the domain of organizational life cycle, but also serves as a foundation for the future development of assessment tools for measuring organizational aging. Another key contribution of this research is the integration of diverse perspectives from academic experts, managers, and researchers, which has enriched the data and enhanced the interpretive validity of the findings. Overall, by addressing a significant research gap in the field of public organizations, this study represents an important step toward theorizing and operationalizing the concept of organizational aging within the public sector Paper Type: Original Paper https://jpap.sbu.ac.ir/article_106931.html Purpose: This study aims to design and validate a structural model of the key components of talent coaching that influence organizational talent development. Design/ methodology/ approach: This research adopts a developmental–applied design, employing a descriptive method and a sequential exploratory mixed-methods approach. The study was conducted in three main phases: (1) literature review and expert interviews for model identification, and (2) model validation through a structured questionnaire. The expert population consisted of university professors and managers from public organizations, of whom 14 were purposively selected for interviews. The quantitative sample included 218 human resource specialists and senior HR experts from various public organizations, determined using Cohen’s formula. Qualitative data were analyzed using thematic network analysis, while quantitative data were examined via structural equation modeling (SEM). In the qualitative phase, data were collected through a review of relevant literature and semi-structured interviews with experts to identify the dimensions of talent coaching and its impact on talent development. Data were analyzed using Clarke and Braun’s (2015) six-phase thematic analysis framework with the aid of ATLAS.ti software. To assess the validity of the thematic findings, the criteria of credibility and confirmability were employed. Extracted themes were reviewed by three experts to evaluate their logical coherence and acceptance, while theoretical triangulation and expert review ensured confirmability. In the quantitative phase, to validate the model and explain the causal relationships among the identified components, Partial Least Squares Structural Equation Modeling (PLS-SEM) using a variance-based approach was applied. A 29-item researcher-developed questionnaire was constructed based on 23 exploratory indicators for talent coaching components and 6 indicators for talent development synthesized from prior literature. Content validity was confirmed by expert judgment, and convergent and discriminant validity were assessed using SmartPLS 3.8.2. Reliability was verified through Cronbach’s alpha and composite reliability coefficients. Research Findings: The results revealed that the components of talent coaching can be categorized into three main dimensions: the Essence of Coaching, the Coach’s Arsenal, and the Coaching Ecosystem. • The Essence of Coaching encompasses three elements: (a) a coaching-oriented personality (e.g., strong will and motivation, empathy, active listening, flexibility), (b) professional coaching knowledge and experience (e.g., problem-solving skills, domain knowledge, understanding of organizational processes, planning and time management), and (c) coaching communication competencies (e.g., leadership and teamwork, motivational capacity, strong interpersonal skills). • The Coach’s Arsenal comprises (a) professional coaching credentials (e.g., international certifications, professional development programs, and coaching workshops), (b) technical coaching skills (e.g., risk analysis and management, use of digital tools and data analytics), and (c) familiarity with coaching methodologies (e.g., GROW, CLEAR, and OSKAR models). • The Coaching Ecosystem includes (a) a coaching-oriented strategy (e.g., alignment of coaching plans with organizational objectives), (b) enabling structures and processes (e.g., continuous feedback and evaluation systems, facilitative organizational structures), and (c) a coaching-supportive culture (e.g., managerial support for coaching and learning, a culture fostering employee growth and trust). Quantitative analysis confirmed that all three dimensions of talent coaching have significant positive effects on organizational talent development. Among them, the Coach’s Arsenal exerted the strongest influence, followed by the Coaching Ecosystem and the Essence of Coaching. Model fit indices supported the adequacy of the proposed structural model. The findings underscore that talent development is not merely the outcome of the coach–coachee relationship but rather the product of an organizational ecosystem that institutionalizes learning, feedback, and trust. Limitations & Consequences: This study offers a structural model for talent development based on coaching components; however, it has limitations. The sample was limited to public sector organizations, reducing the generalizability to private or international contexts. Data were gathered mainly from experts and coaches, excluding coachees’ perspectives. Additionally, the exploratory–sequential design did not allow for longitudinal assessment. Future studies should include diverse samples, longitudinal designs, and objective performance data. Practical Consequences: The proposed model offers valuable applications for HR leaders, policy-makers, and organizational development specialists. Organizations can use the three dimensions—Essence of Coaching, Coach’s Arsenal, and Coaching Ecosystem—to develop competency frameworks, coach selection criteria, and talent development strategies. Integrating coaching into performance management, career development, and succession planning systems can help institutionalize a coaching-supportive culture, leading to sustainable talent growth and retention. Innovation or value of the Article: The study’s originality lies in conceptualizing talent coaching as a multidimensional organizational phenomenon, beyond the traditional coach–coachee interaction. By integrating coaching personality traits, professional coaching arsenal, and ecosystem-based factors into a validated structural model using mixed-method evidence, it advances both theory and practice. Identifying the Coach’s Arsenal as the most influential dimension highlights the strategic role of methodologies, credentials, and digital tools in fostering effective talent development. Paper Type: Original Paper https://jpap.sbu.ac.ir/article_107045.html Purpose: Social network filtering is implemented in many countries for various reasons, including combating cybercrimes, preventing the spread of rumors, and curbing the promotion of violence, immorality, and other forms of inappropriate content. Governments often justify these policies as a means of protecting national security, maintaining social order, and safeguarding cultural values. However, one of the most significant challenges associated with filtering is the lack of systematic performance evaluation of government policies in this area. Without proper evaluation, it becomes difficult to determine whether the policy is achieving its intended objectives or whether it creates unintended negative consequences such as economic costs or reduced trust in governance. Therefore, the present study aimed to evaluate the performance of the government in filtering social networks in a comprehensive manner. Design/methodology/approach: Based on the defined objectives, the research is classified as applied research, as it seeks to address a practical policy issue. In terms of data collection, it falls under descriptive-survey research; and regarding the nature of the data, it is categorized as mixed-methods research, combining both qualitative and quantitative dimensions to ensure a more reliable and valid outcome. Data were collected through semi-structured interviews designed to explore expert opinions in depth while allowing flexibility to capture unexpected insights. The study population consisted of academic experts in management and information technology, government managers in the field of communications, and specialists in communications and IT. The sampling method was non-random purposive sampling, which enabled the researchers to deliberately select individuals with relevant knowledge and expertise. A total of 15 interviews were conducted until theoretical saturation was achieved. The semi-structured interviews were analyzed using the Attride-Stirling thematic analysis method, which provides a systematic process for identifying, analyzing, and reporting patterns within qualitative data. Additionally, the Interpretive Structural Modeling (ISM) method was employed to structure and prioritize the identified factors in terms of their influence and interrelationships. Research findings: The analysis of factors affecting the efficiency, effectiveness, and public acceptance of the Iranian government’s social media filtering policy shows that the success of this policy largely depends on institutional coordination, strong technical infrastructure, and gaining public trust. Regarding efficiency, technical infrastructure, institutional coordination, and continuous monitoring are critical factors at the first and second levels, ensuring effective policy implementation. At the third level, resource allocation and cooperation with the private sector are highlighted as key drivers. In terms of effectiveness, achieving goals such as reducing illegal content and influencing user behavior is placed at the first level, while challenges like access to filter bypass tools and cybersecurity issues are located at the second level. Institutional coordination is emphasized as an independent and influential factor across all levels. For public acceptance, the quality of domestic platforms, public awareness campaigns, and government transparency stand at the first level, whereas broader issues such as the impact on access to information and livelihoods appear at lower levels. The findings suggest that these interrelated factors form a complex network of interactions, in which institutional coordination emerges as a pivotal element that can enhance all three dimensions simultaneously by strengthening policy coherence, infrastructure, and transparency. Limitations and consequences: In the present study, due to time constraints, the testing of the obtained models was not conducted, which could have provided further validation of the results. Another limitation was the lack of a detailed examination of the dynamic relationships between the identified factors. Nevertheless, the implications of this research are significant. The findings suggest that policymakers can enhance the success of filtering policies by focusing on institutional coherence, strengthening technical infrastructure, and promoting transparency and public participation. Practical consequences: Evaluating government performance on social media filtering in terms of efficiency, effectiveness, and public acceptability provides a practical tool for improving policymaking. Such evaluation can reduce social and economic harms, increase accountability, and foster positive interaction between the government and the public. Innovation or value of the article: One of the innovative aspects of this research lies in its use of a three-dimensional framework—efficiency, effectiveness, and public acceptability—to evaluate the Iranian government’s performance on social media filtering. While many previous studies have addressed the effects of filtering in a fragmented and isolated manner, this study combines the three perspectives, thereby offering a comprehensive and multidimensional analysis. This holistic approach not only enriches academic understanding but also provides practical guidance for policymakers seeking balanced and sustainable solutions. https://jpap.sbu.ac.ir/article_107046.html Purpose: In today's organizations, one of the most destructive and negative leadership styles that has become increasingly prevalent is known as exploitative leadership. Exploitative leaders are leaders who only think about their own interests and exploit and exploit others to further their own personal interests. Given that this leadership style falls under the umbrella of destructive and dysfunctional leadership in organizations and has negative chain consequences for followers and the organization, the present study was conducted with the aim of designing a model for the emergence of exploitative leadership in government organizations using the fuzzy interpretive structural modeling method. Design/ methodology/ approach: This research was conducted in two qualitative and quantitative parts. In the qualitative part, the factors affecting the emergence of exploitative leadership were identified using semi-structured interviews with experts, and then in the quantitative part, the effect of each factor on the other was measured through a paired comparison questionnaire completed by the experts. The present study is based on an applied purpose and in terms of method, it is a mixed quantitative and qualitative research. The data have been analyzed through the fuzzy whole interpretive structural modeling method. The statistical population of the research in the qualitative and quantitative part is a group of experts, including professors of Lorestan University and senior managers of government organizations in Lorestan province, 20 of whom were selected using purposive sampling and the theoretical saturation principle. The data collection tool in the qualitative section is a semi-structured interview that was conducted in person for an average of 30 minutes, and in the quantitative section, a researcher-made questionnaire. Considering that 16 components were identified for the emergence of exploitative leadership in the qualitative section, Therefore, the questionnaires were formed in the form of a [16×16] matrix and were provided to the experts of the previous stage in person and by email, and they were asked to respond to it based on the fuzzy whole interpretive structural equation algorithm. Its validity and reliability were confirmed by content and theoretical validity methods, and intra- and inter-coder reliability, respectively. Also, the data collection tool in the quantitative part is a questionnaire, whose validity and reliability were confirmed using content validity and test-retest reliability. In this study, qualitative data were analyzed using content analysis and MaxQDA software, and quantitative results were analyzed using the fuzzy interpretive structural modeling method. Research Findings: The results of the research are presented in the form of a model of the emergence of exploitative leadership in four axes: the contexts of the emergence of exploitative leadership, correlated and interfering factors in the emergence of exploitative leadership, dimensions of exploitative leadership, and the consequences of the emergence of exploitative leadership. Limitations & Consequences: Considering the purpose and type of research that should be used from the interview process and experts' opinions, this included the limitation in the number of samples and the difficulty of accessing experts, as well as the possibility of bias in answering the questions and presenting and recording the findings. Another limitation is that, due to the fact that the present research was conducted in the government organizations of Lorestan province, the generalization of the research results to other societies is limited. Another limitation of the research was that, this research was done in a specific time frame, thus it shows the opinion of the respondents in a limited time frame. Practical Consequences: By identifying a destructive leadership style such as exploitative leadership, the present study helps government organizations to identify this fundamental problem that affects job performance, managers, employees, and ultimately the performance of the organization, and to avoid the emergence of this leadership style and its harmful consequences, as mentioned in the present study. Innovation or value of the Article: Given that the nature of leadership is such that it affects both employee performance and the overall performance of the organization, the present study was able to inform managers about the factors affecting the formation of the aforementioned leadership style and help them take steps to control and reduce this destructive leadership style and improve their leadership style.