https://www.jhcad.ir/ Human Capital Assessment and Development en daily 1 Sat, 22 Nov 2025 00:00:00 +0330 Sat, 22 Nov 2025 00:00:00 +0330 https://www.jhcad.ir/article_243298.html Background and Objective: Assessment centers, as structured and multidimensional tools in human resource management, play a key role in recruitment and professional development. Despite their recognized advantages, their implementation often encounters structural and operational challenges. This study aimed to explore the lived experiences of professional assessors regarding the challenges of assessment centers used in selecting teacher candidates, with the goal of identifying barriers and improving the validity and efficiency of the selection process.Methodology: This qualitative study employed a descriptive phenomenological approach. The research population included professional assessors and managers of teacher recruitment assessment centers. Purposeful sampling was applied based on criteria such as completion of specialized assessment training and at least one year of practical experience. Data were collected through semi‑structured interviews with ten participants and discontinued upon reaching saturation. Data analysis was conducted using MAXQDA (Version 2024) and Colaizzi’s (1978) thematic analysis method.Findings: Analysis produced 69 initial codes, which were refined to 58 concepts. These concepts were grouped into 25 subthemes and five main themes: structural challenges of the assessment center, assessor‑related challenges, challenges in the implementation process, challenges in data analysis, and organizational and managerial challenges.Conclusion: The findings show that despite the scientific foundation of assessment centers, their use in teacher selection is hindered by structural, human, procedural, and managerial barriers. Improving center design, strengthening assessor competencies, standardizing implementation and data analysis procedures, and addressing managerial shortcomings can enhance validity, efficiency, and fairness in recruitment, ultimately supporting the selection of competent and committed teachers. https://www.jhcad.ir/article_243300.html Background and Purpose: Talent development within the context of workplace curriculum is recognized as an emerging approach to enhancing human capital and can play a key role in organizational improvement. However, the absence of a coherent theoretical framework capable of explaining the theoretical, philosophical, and practical dimensions of this concept within workplace curriculum has resulted in fragmentation in research and practice. This study aims to address this gap by proposing a theoretical framework for a talent development model specific to workplace curriculum.Methodology: This study employed a qualitative approach. In the initial phase, the literature related to workplace curriculum and talent development was reviewed. Subsequently, semi-structured interviews were conducted with 14 experts in workplace curriculum. Data derived from documentary sources and interviews were analyzed through thematic analysis and systematic coding.Findings: The analysis led to the identification of eight assumptions as core beliefs underlying talent development within the workplace curriculum. In addition, human capital theory emerged as the main theoretical foundation for talent development. At the philosophical level, a justice-oriented self-actualization perspective was highlighted as the dominant humanistic orientation of the workplace curriculum.Conclusion: By presenting an integrative theoretical framework grounded in human capital theory and a justice-oriented self-actualization philosophy, this study offers a conceptual model for talent development within the workplace curriculum. The proposed model emphasizes continuous learning, justice, equal opportunities for growth, and the enhancement of human and organizational capacity. This framework can provide a foundation for researchers to design effective, human-centered workplace curricula within organizational settings globally. https://www.jhcad.ir/article_241359.html Background and Objective: Given the pivotal role of human capital policies in achieving strategic goals and improving organizational performance, the conceptual fragmentation and the diversity of indicators reported in prior studies call for an integrative reinterpretation of the evidence. This study aims to conduct a meta-synthesis of human capital policies and to formulate their dimensions and indicators in relation to organizational performance improvement.Methodology: This qualitative study employed the meta-synthesis approach based on Sandelowski and Barroso’s seven-step process. Following a systematic search, 457 records were identified. Through title, abstract, and full-text screening, 29 studies were ultimately selected for final analysis. Data were analyzed through coding and integration of overlapping concepts.Findings: The meta-synthesis resulted in extracting and organizing human capital policy components into seven main categories: compensation policy, performance appraisal policy, training and development programs, career path development policy, participative management, creativity and innovation, and job autonomy.Conclusion: The proposed integrative framework can serve as a basis for the coherent design and implementation of human capital policies and, as the study’s conceptual model, provides a practical guide for aligning human resource policies with the goal of enhancing organizational performance. https://www.jhcad.ir/article_243302.html Background & Purpose: Implementing in-service training policies in organizations and companies is considered one of the vital issues in improving performance and increasing human resource productivity. In today's world, where there are rapid and continuous changes in technology and the labor market, continuous and effective training of employees is recognized as a basic need. The present study was conducted with the aim of identifying the factors affecting the implementation of in-service training policies in of Bahman Automobile Company.Methodology: This research was applied in terms of purpose and was mixed (qualitative content analysis-quantitative interpretive structural modeling). The participants in the research are experts of Bahman Automobile Company. In this research, 15 experts were interviewed individually and to the extent of theoretical interest to collect data. The sampling method was snowball. The statistical population in the quantitative section was managers and human resources and training experts of Bahman Automobile Company, 15 people who participated in this survey. Data analysis was carried out in the qualitative section using content analysis method and in the quantitative section using interpretive structural modeling (ISM).Findings: The research findings showed that 10 factors, senior management support, training needs analysis, training planning, training content and quality, training methods, organizational culture, financial and human resources, evaluation and feedback, information technology, reporting and documentation, have an impact on the implementation of in-service training policies at Bahman Automotive Company.Conclusion: Senior organizational management as an independent variable has the greatest impact on the implementation of in-service training policies in Bahman Automotive Company, which was located at the first level. At the second level, resources and information technology were considered as the next independent variables, at the fourth level, educational planning, educational needs analysis and organizational culture were located, at the fifth level, educational methods and content and quality of education were located, the variables at the fourth and fifth levels are linked variables, finally, at the sixth level, reporting and documentation and evaluation and feedback were located as dependent variables. https://www.jhcad.ir/article_241360.html Background and Purpose: In recent years, the competition between businesses to attract and retain talented individuals has become a fundamental challenge. A key strategy for organizations to succeed in this arena is to become an "employer of choice." The present study aims to investigate the impact of employer brand image on employer choice by students, specifically examining the role of person-organization fit as a mediating variable, and social media and gender as moderating variables.Methodology: This research was conducted with the participation of 400 graduate and final-year undergraduate management students at public universities in Tehran. Data were collected through questionnaires and analyzed using structural equation modeling.Findings: Person-organization fit acts as a mediating variable in the relationship between employer brand image and employer choice. For an organization to become an "employer of choice," the employer brand image must align with person-organization fit. Contrary to some previous findings, this study revealed that social media and gender do not have a significant impact on the relationship between person-organization fit and employer choice and do not play a moderating role in this model.Conclusion: The results of this study emphasize the critical importance of alignment between employer brand image and students' perceptions of their fit with the organization. To attract top talent and become an employer of choice, organizations must present an image that aligns with the values, goals, and characteristics of students. https://www.jhcad.ir/article_236977.html AbstractBackground and Purpose: Despite the crucial importance and position of management knowledge in today's world, managerial skills are still not thoroughly understood. Recognizing the dimensions of managerial skills can facilitate access to this valuable resource. Accordingly, this study aimed to design a model for the development of managerial skills among human resource managers.Methodology: This research is applied in nature and follows a descriptive-qualitative approach, conducted using the grounded theory methodology. Participants included faculty members specialized in human resource management and organizational behavior, as well as HR and administrative managers of knowledge-based organizations. A total of 30 individuals were selected through snowball sampling. Data were collected via semi-structured interviews and analyzed using open, axial, and selective coding within the structured framework of grounded theory, with the aid of MaxQDA software.Findings: A total of 396 initial codes were identified, which were condensed into 65 sub-categories and 13 main categories. These were organized into six overarching components: causal conditions, central phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The model’s validity and reliability were confirmed through three qualitative validation techniques.Conclusion: The findings revealed that managerial skills comprise three core dimensions:• Individual Dimension: including self-awareness, stress management, and effective problem-solving.• Interpersonal Dimension: including constructive communication, effective motivation, influence, and conflict management.• Group Dimension: including delegation, teamwork, leadership for positive change, the use of technology, and the application of managerial requirements.