The aim of this study was to investigate the relationship between strategic management of human resources, employee development and organizational learning mediator role in National Bank branches in Golestan province.Methodology:The research methodology was descriptive, correlational research is survey. The target population included all employees of Bank Melli Province Golestan 600 people. The sample proportional to the number of people using Morgan table, 234 individuals were randomly selected sampling. The data were collected by library and field methods and tools used standard questionnaires.Results:The reliability of the questionnaire using Cronbach and validity have been confirmed by the content. In order to analyze the data, structural equation modeling using LISREL software is used.Conclusion:The results show the strategic management of human resources, employee development and organizational learning mediator role in National Bank branches in Golestan province there is a significant relationship.

The aim of this study was to identify the factors affecting justiceoriented in attracting, retaining and promoting human resources and provide a favorable model. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation. The study population was all articles related to the role of justice-oriented in attracting, retaining and promoting human resources in the scientific databases of Magiran, Scopus from 1991-1992 (227 articles) and managers and human resources experts in government organizations in Tehran in 2018-19. The research sample consisted of 40 articles and 15 experts who were selected according to the principle of theoretical saturation and purposive sampling. Data were collected by filing methods and interviews with specialists and their psychometric indices. Content analysis method was used to analyze the data. Findings: The results showed that the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors. For the external factor in all three processes of recruitment, retention and promotion of manpower, four dimensions including cultural (5 common indicators for all three processes of recruitment, retention and promotion of human resources), economic (5 common indicators for all three processes), social (4 indicators Common to all three processes) and political (1 common indicator for all three processes) and for the internal factor three dimensions including management of ethics, values and culture (6 common indicators for all three processes), individual (indicators were different and 4 indicators to attract , 3 indicators for maintenance and 6 indicators for upgrade) and internal indicators (indicators were different and 5 indicators for absorption, 5 indicators for maintenance and 5 indicators for upgrade) were identified. In total, 2 factors, 7 dimensions and 48 indicators were identified and based on that, an appropriate model of factors affecting justice-oriented in attracting, retaining and promoting human resources was designed. Conclusion:According to the research findings, the effective factors in justice-oriented in all three processes of recruitment, retention and promotion of human resources included both external and internal factors.

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Background: One important goal of policymakers regarding economy in developed countries is to improve quality, standard and level of well-being in society. The purpose of this study was to provide a model that leads to improving the quality of public welfare in the country's governance system. Methods: This was a combined (qualitative-quantitative) research conducted in 2020. To collect data in the qualitative section, exploratory interviews based on theme analysis, and in the quantitative part, a questionnaire, were used. Analysis of the qualitative section was done through MaxQDA 18 software, and in the quantitative section, it was done by SPSS 22 and SmartPLS 2 software. The statistical population in the qualitative method included experts in the field of policymaking and social welfare. Purposive and snowball sampling were used, which resulted in 18 interviews. The statistical population in the quantitative method included 150 managers from the Ministry of Cooperatives, Labor, and Social Welfare selected based on Cochran's formula 108. Results: In the qualitative part, after recording the data from the interviews, 99 initial indicators were identified. After coding based on theme analysis method, 69 indicators, 8 dimensions (social capital; public policies and policymaking; domestic and international environment; public participation and management; transparency in affairs; social security; social health; quality of governance and public welfare), and 5 components (causal, intervention, and contextual causes, strategies and consequences) were approved, and led to the creation of a public welfare governance model based on theme analysis. The results of the quantitative part indicated that the dimensions of public policies and policymaking and social capital affect domestic and international environment, public participation and management, as well as the dimension of transparency in affairs. They also affect social security and health, which in turn, affect the quality of public welfare governance. Conclusion: One of the requirements for establishing and improving the governance of public welfare in Iran is addressing the 8 components and 69 indicators extracted in this model.