Background: From the perspective of health promotion, the most critical mission of hospitals is to change the treatment-oriented mindset to a health-oriented one. Health promoting hospitals seek to institutionalize the concept of prevention and health promotion. Therefore, the current research aims to study Kashan, Aran and Bidgol hospitals in achieving health promotion standards in 2020. Methods: The current study is a descriptive correlational study that was conducted cross-sectionally in 2020. The statistical sample studied was 65 managers and officials of 4 hospitals in Kashan, Aran and Bidgol cities (1 government hospital, 3 non-government hospitals). Data were collected using the World Health Organization (WHO)'s health promotion standards questionnaire. The authors used Kruskal-Wallis and one-way ANOVA tests to compare the mean performance scores among the hospitals. Bonferroni test was used for parallel comparison of the hospitals. Data were analyzed using SPSS 22 software with a significance level of 5%. Results: Findings indicated that regarding the standards of management policy, patient assessment, patient information and intervention, promotion of a healthy workplace, continuity of treatment and cooperation, performance score of non-government hospitals (private and Social Security Organization) were significantly higher than the studied government hospital in this study (p < 0.001). The total score of health promotion standards in the non-government hospitals was significantly higher than the government hospital (p < 0.001). This difference was significant. Conclusion One of the variables influencing the quality of health promotion standards in hospitals is the type of hospital in terms of ownership (government, non-government). It seems that organizations using government funds, typically, have worked less than other organizations with regard to improving and upgrading their quality. Therefore, managers of government hospitals need to plan for developing standards of management policy, patient assessment, patient information and intervention, upgrading a healthy and standard work environment continuity of treatment and cooperation. Then, authorities need to monitor and evaluate these processes.

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Introduction: Today, the effectiveness of an organization is directly explained by the quality of its human resources. One of the most challenging issues that the healthcare sector faces is human resource management risks. The aim of this study was to present an interactive and process model and plot the structural relationships of human resource risks in the healthcare sector. Methods: This research was a quantitative research based on the structuralinterpretive modeling method. Participants included 19 managers and human resources experts of medical centers in Kashan and Aran-Bidgol, who were selected by purposive and snowball sampling. In this study, the structuralinterpretive modeling method was used to structure and plot the interactive relationships of 14 critical risks of human resources in the healthcare sector. Results: The 14 main risks of human resources in the health sector were classified into four levels using structural-interpretive modeling. Thus, the risks of 'perspective based on the non-strategic role of the human resources unit', 'perspective based on the inefficient performance of the human resources unit' and 'risk of selection and employment' are in the fourth level, and 'financial' and 'behavioral' risks are in the first level. Conclusion: According to the structural-interpretive modeling method, the risk of inappropriate attitude towards the role and performance of human resource management and the risk of hiring and using human resources, as key and critical risks, are the driving force behind other risks in the field of human resources in the health sector. Therefore, to manage and reduce other risks in the field of human resources, it is necessary that we manage them in the healthcare sector.

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