Identifying and Measuring Factors Affecting Human Capital Development in Social Security Hospital of Saveh City

Identifying and Measuring Factors Affecting Human Capital Development in Social Security Hospital of Saveh City Malihe Mohamedi Department of Human resources management, Naraq branch, Islamic Azad university, Naraq, Iran. Maliheh.mohamedi@yahoo.com Masoud Ghorbanhosseini Department of Public Management, Saveh branch, Islamic Azad University, Saveh, Iran mqorban@gmail.com Abstract This study has been conducted with the aim of identifying and measuring the factors affecting human capital in Social Security hospital of Saveh city in 2013. Research methodology has been applied and descriptive-survey in terms of purpose and data collection respectively. Statistical population included all the employees of Social Security hospital of Saveh amounting to 300 persons, out of which a sample size of 190 persons was selected based on Morgan s table through simple random sampling. The data was collected by using the researcher-made questionnaire. The data was analyzed through structural equation modelling by using SmartPLS software, then the final model was presented. The reliability of the questionnaire was measured through Cronbach s alpha which was 0.7 for all the dimensions, which shows the appropriate reliability of the research instrument. In order to measure the validity, construct validity was adopted, and the results indicated the validity of the research instrument (AVE>0.5). The results of the study suggested the goodness of conceptual model s fit based on the indices of acceptable and significant values of path coefficients, factor loadings, explained variance and GoF index. In addition, the findings indicated that dimensions of commitment, planning, training, organizational factors, processes and evaluation positively and significantly affect human capital ; and there is a significant difference between the dimensions affecting human capital, in such a way that commitment has had the highest ranking. Keywords: human capital, training, evaluation, processes, planning Introduction Given the considerable changes in the environment of social organizations and intensified competition in today world, organizations are seeking recruitment, training and most importantly, retention and of people for carrying out their current and future processes more than ever. Organizations are seeking a new kind of capital titled as human capital; so it can be said that human capital is a factor which affects the growth and survival of the organization more than any other factor. Today, the importance of human capital has expanded in all the areas, in such a way that modern growth theory pays attention to human capital accumulation and even considers human capital as an effective factor in economic growth and of the societies. Some human capital researchers believe that investment in people results in organizations and societies economic productivity. Human capital is the key to economic growth of societies and it is an important and essential capital which assists the organization in economic growth and and it can be compared with physical assets and capitals of the organization (Edralin, 2007). Studies related to human resources may be more difficult to conduct in comparison to other resources of the organization, because the rarest and the most complex resource in today knowledge-based economy is human resources; thus most managers focus their strategies on concrete and tangible factors such as technology and utilization of physical and financial resources; however, given the today features of global economy and emergence of phenomena such as globalization and increasing growth of technology and utilization of modern technologies for providing new and diverse products, this cannot bring the organizations a competitive advantage. Therefore, organizations need to focus on other factors such as intellectual and human capital in order to ensure their competitive advantage, growth and survival. According to what was said, today, human capital has become important for the organizations more than any other tangible resource. Today, leading 131

corporations, organizations and entities have realized the importance and the need for caring for their employees more than ever, and have found that how they can be placed on the highest position in global economy by more emphasis on retention and of their human capital (Tabibi et al., 2011). In a simple definition, human capital refers to the knowledge, competence, skilfulness and other personal or collective characteristics acquired through the course of life and being utilized for production of services, products or business ideas. In this regard, some discussions can be initiated under the topics of human capitals, social capitals, human capital reporting and accounting. In developed countries, 84% of the added value belongs to human capitals, and natural and physical capitals share has been 16%. In developing countries, this proportion is as follows: 64% belongs to human capitals and 36% belongs to natural and physical capitals (Edralin, 2007). Human capital is actually investment in human resources in order to increase efficiency, in such a way that these costs will be paid with the aim of utilization in future. Hence learning organizations choose investment in people because people are actually valuable human capitals which have different qualities. It is because, today, physical capitals are no longer important, but the main factor for and the key generator of production is human capital. This is also doubly important in service companies such as health systems given the complicated health problems, rapid social, economic and technologic changes as well as important goals such as effectiveness and satisfaction at all levels faced with important challenges (Nasirpour, 2005). Health care is considered as services and goods for maintaining life in developing economies, and it is one of the indicators of social welfare and, of health care sector, particularly hospitals. Paying attention to the health care sector, particularly hospitals in Iran seems necessary given the following aspects: Article 29 of the Iranian constitution (the thought that health services are humanistic) Serious limitation of the resources available to this sector Limitations in competition Dire need of all people for health services High price of modern medical technologies and equipment Impossibility of anticipating the time of affliction or incidence of accidents Manifestation of the effectiveness and benefits obtained from the services outside health sector Non-profitability of health services particularly in public sector Training, research and treatment being integral to health services Complexity of prevention and treatment of diseases Shortage of provision and delivery of services in large scale Government s intervention and... (Pahlevan, 2007). On one hand, World Health Organization (WHO) believes that most problems of the hospitals are due to lack of human resources or inefficiency of specialized workforce. In most countries, costs of health care services, particularly hospitals, have greatly increased over the past years. From among the operating costs of hospitals, the costs related to human resources allocate the highest share of total hospital s costs to themselves. According to the conducted studies and international standards, the cost of human resources is estimated to be about 55-60 percent of the total operating costs of the hospitals. Paying attention to human resources efficiency will result in decreased time of admission and waiting in hospital, increased budgeting, decreased costs and improved hospital performance (Zula, 2007). This requires greater attention to the of human capitals of health sector. A number of Social Security hospitals have turned to the of human capitals with the ISO 9001 model and consequently, ISO 10015 as well as educational need assessment. However, the adopted measures are limited to some activities in the area of training because of lack of sufficient understanding of the various dimensions of human capital, so there is no comprehensive system devised for the human capital in these organizations. Thus in this study, these factors are categorized into six categories of commitment, planning, training, organizational factors, processes and evaluation by reviewing the studies conducted previously by other researchers such as Zula(2009), Philips (2009), Maurer (2008), Edralin (2007), Hooi L. W. (2007), Tabibi et al. (2011), Mesbahi (2008), Pahlevan (2007), Khameda (2009), Delgoshaee et al. (2007), Switzer and Huang (2007), Holsapple and Joshi (2004), Snell and Bohlander (2007), Byars and Rue (2008), Ivancevich (2007), Maurer and Lippstreu (2008), Gary (2007). These factors are presented in the following table along with their components. 132

Table 1. Factors and components affecting human capital sub-indices managers active participation, integrating job plan with comprehensive training program, allocating sufficient budget, specialized unit for human capital, allocating enough time for employees participation in employees activities, promoting collaborative working culture in the organization, managers role in the organization as a role model in supporting employees, supportive working environment for overcoming organizational problems, proposing comprehensive policies by the managers for employees, promoting systematic attitude setting general and specific goals of employees, determining the criteria for evaluation of training results, determining the career progress path for each job, planning and recruitment and procurement, announcing the specified career progress path, employment based on personality factors analyzing the training needs, determining the general plan for training, briefing trainings for beginning the new job for different jobs, updating training programs and improvement mission and description of organizational tasks, leadership of human resources, funding, organizational structure, physical facilities, encouragement and rewarding system, amount of communications and formality analyzing the merits of each job, forming trained work groups, job experiences, employees responsibility (self-improvement) in al plans, identification and growth of employees personal capabilities performance management, employees motivation, collecting data on employees and introducing the prominent ones, ongoing self-assessment of performance by the employees, revising the whole al system for assessing its effectiveness, establishing a system for receiving feedback, measuring the indices of human capital factors commitment planning training organizational factors processes evaluation Considering there are few studies conducted on the of human capitals and some health care centers interest in this matter, the factors affecting the of human capitals of Social Security hospital have not been studied so far except in a few studies. Therefore, recognition of the dimensions affecting the of human capitals in this sector is of high importance. For this purpose, the subject under study here is the awareness, measurement and factors which assist Social Security hospital in the case of of its human capitals; and this is very important for managers and policymakers of this area, given the increasing importance of human capitals for the organizations as well as health care sector which deals peoples lives. Thus this study intends to find out what factors and to what extent affect the of human capitals of Social Security hospital in Saveh city as its case study. The research hypotheses are as follows given the main research question. Besides, the conceptual model of the study is presented in figure 1. The dimension of commitment factors affects the of human capital of Social Security hospital in Saveh. The dimension of planning factors affects the of human capital of Social Security hospital in Saveh. The dimension of training affects the of human capital of Social Security hospital in Saveh. The dimension of organizational factors affects the of human capital of Social Security hospital in Saveh. The dimension of processes affects the of human capital of Social Security hospital in Saveh. The dimension of evaluation affects the of human capital of Social Security hospital in Saveh. There is a significant difference between the dimensions affecting the of human capital of Social Security hospital in Saveh. 133

Planning Commitment Training Human capitals Evaluation Organizational factors Processes Figure 1. Conceptual model of the study Research Methodology The methodology of the present study has been applied and descriptive-survey in terms of purpose and data collection respectively. Statistical population included all the employees of Social Security hospital of Saveh amounting to 300 persons, out of which a sample size of 190 persons was selected based on Morgan s table through simple random sampling. In order to measure the validity of the existing questionnaire, after initial designing and consulting the experts and professors, the required changes were made and the final format of the questionnaires was determined. Besides, construct validity was adopted in order to measure the validity of the questionnaire. In order to measure the reliability of the questionnaires, first, 25 were selected for pre-testing, Cronbach s alpha (which is most important and most common measurement instrument) was adopted; the reliability has been 0.7 for all the dimensions and its total value has been 0.85 indicating the high reliability of the research questionnaires. In case of construct validity, structural equation modelling and SmartPLS software were adopted. The construct validity is divided into two convergent and divergent validities. Average Variance Extracted (AVE) was used for measuring convergent validity; and the related results for the research variables are presented in table 1. Table 1. correlation coefficients, divergent and convergent validity of the constructs 1 2 3 4 5 6 AVE CR Cronbach s Alpha 1. commitment 0.846 0.716 0.893 0.8615 2 2 1 2. evaluation 0.569 0.792 0.627 0.893 08504 9 0 4 4 3. training 0.663 0.489 0.760 0.578 0.818 0.7259 8 3 7 8 9 4. planning 0.733 0.419 0.583 0.799 0.539 0.854 0.7883 5 7 5 8 8 0 5.processes 0.771 0.652 0.636 0.778 0.7846 0.618 0.811 0.7125 5 6 8 2 5 8 6. 0.776 0.560 0.513 0.675 0.6668 0.672 0.791 0.6765 organizational 7. human capital 7 0.846 1 7 0.497 9 4 0.621 1 5 0.796 1 0.7182 0.757 4 7 0.602 0 9 0.882 3 0.8317 Average variance extracted (AVE) is for the validity, and the composite reliability and Cronbach s alpha are for the reliability. In order to calculate the convergent validity, Fornell and Larcker recommended using AVE. In AVE, being equal to at least 0.5 indicates appropriate convergent validity. It means that a latent variable can moderately explain more than half of the variance of its indices (observed variables). Since the AVE is above 0.5 for all the variables in this study, the convergent validity of the model constructs is confirmed. Composite reliability and Cronbach s alpha measure the reliability of the research instrument (Hulland, 1999, p. 78). Afterwards, the collected data through questionnaires in each phase are inserted into SPSS software and SmartPLS software and the necessary analyses are carried out. 134

Planning Training Evaluation Commitment Applied mathematics in Engineering, Management and Technology 3(3) 2015:131-141 Furthermore, in order to analyze the construct validity, confirmatory factor analysis has been adopted. In other words, for the questionnaire s structure as well as discovering constituent factors of each construct, confirmatory factor analysis has been adopted. Put differently, in confirmation of the reliability of each one of the measures, the factor loading of that measure is being consideered. This criterion shows the degree of the measure s correlation in the related construct. Given the results of confirmatory factor analysis, it can be said which index has a significant role in measurement of study constructs and which one does not. Factor loading of each measure should be larger than 0.5, otherwise, it should be retested (Houman, 2008). Latent variable Table 2. Results related to factor loading Observed variable Factor loading T sig Result Priority specialized unit for human capital Q1 0.629 9.97 <0.01 Significant 6 allocating enough time for employees participation in employees Q2 0.589 7.58 <0.01 Significant 8 activities managers active participation Q3 0.922 59.05 <0.01 Significant 1 promoting systematic attitude Q4 0.594 8.15 <0.01 Significant 7 proposing comprehensive policies by the managers for employees Q5 0.745 13.18 <0.01 Significant 4 promoting collaborative working culture in the organization Q6 0.760 14.31 <0.01 Significant 3 allocating sufficient budget Q7 0.683 10.71 <0.01 Significant 5 integrating job plan with comprehensive training program Q8 0.764 21.40 <0.01 Significant 2 measuring the indices of human capital Q9 0.787 14.40 <0.01 Significant 3 revising the whole al system for assessing its effectiveness Q10 0.706 9.04 <0.01 Significant 5 establishing a system for receiving feedback Q11 0.876 28.35 <0.01 Significant 1 ongoing self-assessment of performance by the employees Q12 0.776 10.87 <0.01 Significant 4 employees motivation Q13 0.805 18.24 <0.01 Significant 2 determining the general plan for training Q14 0.706 10.89 <0.01 Significant 3 briefing trainings for beginning the new job for different jobs Q15 0.764 13.51 <0.01 Significant 2 analyzing the training needs Q16 0.764 13.91 <0.01 Significant 1 Using new educational methods such as ICT Q17 0.532 5.46 <0.01 Significant 5 updating training programs and improvement Q18 0.668 8.87 <0.01 Significant 4 determining the career progress path for each job Q19 0.771 20.39 <0.01 Significant 2 setting general and specific goals of employees Q20 0.773 16.72 <0.01 Significant 1 planning and recruitment and procurement Q21 0.695 8.90 <0.01 Significant 4 employment based on personality factors Q22 0.745 12.39 <0.01 Significant 3 determining the criteria for evaluation of training results Q23 0.684 11.70 <0.01 Significant 5 135

Human capital Organizational factors Processes Applied mathematics in Engineering, Management and Technology 3(3) 2015:131-141 identification and growth of employees personal capabilities Q24 0.780 15.29 <0.01 Significant 1 employees responsibility (selfimprovement) in al plans Q25 0.748 14.61 <0.01 Significant 2 job experiences Q26 0.693 5.32 <0.01 Significant 4 analyzing the merits of each job Q27 0.702 11.01 <0.01 Significant 3 forming trained work groups Q28 0.661 7.78 <0.01 Significant 5 encouragement and rewarding system Q29 0.648 6.56 <0.01 Significant 2 physical facilities Q30 0.635 7.27 <0.01 Significant 5 mission and description of organizational tasks Q31 0.646 7.45 <0.01 Significant 3 amount of communications and formality Q32 0.639 8.26 <0.01 Significant 4 leadership of human resources Q33 0.717 14.24 <0.01 Significant 1 Employees knowledge Q34 0.798 16.67 <0.01 Significant 2 Leadership capability and managers knowledge Q35 0.853 24.59 <0.01 Significant 1 Tendency to do group works and employees communication Q36 0.636 7.44 <0.01 Significant 5 Employees competence Q37 0.781 15.47 <0.01 Significant 4 Job skills and employees empowerment Q38 0.794 17.87 <0.01 Significant 3 According to table 2 and factor loading values, the intensity of the impact of factors affecting human capital in Social Security hospital of Saveh is prioritized. Findings Hypothesis Testing In the following diagram, numbers and/or coefficients are divided into two groups. The first group is titled as measurement equations, which is consisted of the relationships between latent variables (circles) and observed variables (triangles). These equations are termed factor loadings. The second group are the structural equations which is consisted of the relationships between latent variables and latent variables and are used for testing hypotheses. These coefficients are termed path coefficients. According to the model in the coefficient estimation mode, factor loadings and path coefficients can be estimated. Based on the factor loadings, the index which has the highest factor loading plays a more dominant role in measuring the related variable and the index which has smaller coefficients, plays a less dominant role in measuring the related construct (Houman, 2008). Figure 2 shows the conceptual model of the study in the mode of standard coefficient estimation of the constructs. 136

Figure 2. Study model in the standard coefficients estimation mode Figure 3 also shows the study model in the mode of coefficients significance (t-value). This model actually tests all the measurement equations (factor loadings) and path coefficients by using t-statistic. Figure 3. Study model in the mode of coefficients significance (t-value) Based on the results obtained from t-test, all the factor loadings are at the confidence level of 99% and have played a significant role in measuring their constructs. Therefore, results obtained from factor loadings, confirm high validity of the model. Answering the Research Hypotheses based on the Structural Equation Modelling (SEM) The other kind of relationships between the latent variables in the structural equation modelling is of direct effect. Direct effect is actually one of the constituent components of structural equation models and shows the 137

directionality between two variables. The results obtained from the standard coefficient and t statistic presented in table 3 as well as diagrams 2 and 3 indicates the positive and significant impact of indices of commitment, planning, training, organizational factors, processes and evaluation on human capitals ; it means that the factors confirmed in the present studies play a major role in the of human capitals and are considered the main factors for the of human capitals. Table 3. Direct effects, t statistic and results of research hypotheses Path T Research hypotheses Hypothesis result coefficient (β) statistic Commitment human capital 0.611 12.5** Confirmed Evaluation human capital 0.391 6.60** Confirmed Training human capital 0.348 6.45** Confirmed Planning human capital 0.340 4.31** Confirmed Processes human capital 0.257 7.23** Confirmed Organizational factor human capital 0.311 7.50** Confirmed Besides, in order to examine the last hypothesis, the results obtained from Friedman test in SPSS software indicated that there is a significant difference between the dimensions of human capitals. As it is seen in table 4, the highest ranking belongs to increasing job knowledge and the rankings following that respectively include competence and skillfulness (behavioral and attitudinal), increase of activities quality. Table 4. Ranking of the dimensions affecting the effectiveness of the courses Average ranking Dimensions Ranking 5.51 Commitment 1 4.84 Training 2 4.70 Organizational 3 4.42 Planning 4 4.04 Evaluation 5 3.87 Processes 6 Discussion and Conclusion Today, the main source of the organizations competitive advantage is to have efficient, capable and collaborative workforce and the distance between societies is in terms of wisdom and folly not wealth and poverty; therefore, wisdom and the quality of human resources as the most important, most valuable and most precious capital of an organization, play a major role in the society s sustainable. On one hand, achieving requires the review of basic strategies for achievement of that. Existence of different resources in underdeveloped societies is considered to be among the fundamental and important grounds for. Human capital, along with economic capital, has been recognized recently as an effective variable in the process of (Sargit et al., 2012). Human capital is consisted of a series of activities for achieving desirable individual and organizational results, and/or an activity which can develop the basic capacity of awareness, expertise, productivity and satisfaction for the sake of the organizational or individual, society and people or humanity interests. Human capital is the investment in human resources in order to increase their efficiency (Swanson & Holton, 2001). Therefore, human capital plays a far more important role than financial and physical capitals in the organizations and the societies; in such a way that in the absence of human capital process, the effectiveness of other capitals decreases in the organizations. Thus the present study intends to identify and measure the indices affecting 138

human capital in Social Security hospital of Save, in addition to introducing and defining the models. Given the analysis carried out for the statistical population under study, the results indicate the positive and significant impact of indices of commitment, planning, training, organizational factor, processes and evaluates on human capital. It means that factors confirmed in the present studies play a major role in the of human capital and are considered to be the main factor for the human capitals ; this finding is consistent with the previous studies conducted by Tabibi et al. (2011), Switzer and Huang (2007), Holsapple and Joshi (2004), Snell and Bohlander (2007), Byars and Rue (2008), Ivancevish (2007), Philips (2009), Maurer and Lippstreu (2008). Hooi (2007), and Gary (2007). This study indicated that the most important factor in the implementation of human capital model in Social Security hospital is the component of commitment. The concept of commitment in the present study is consisted of the organizational commitment and management commitment. Managers should act in ways that cause the employees to work with enthusiasm, and to be committed to their organization. The employees enthusiasm for their work depends on their commitment to doing their job. First, the organization s preparation phase begins with the management commitment in large scale, then some steps are taken based on that for the organizational and training, and eventually, human capital takes place. Employees evaluation is the formal process for the measurement and providing employees with feedback about the features and the way they do their activities as well as recognition of their potential talents in order to be flourished in the future. In Bernardin s (2003) opinion, the data obtained from measuring the performance are widely used for compensating services, performance improvement and documentation. Besides, these data can be used in making the decisions related to the employees (such as promotion, transfer, dismissal, and discharging from duty), analyzing educational needs, developing the employees, research and program evaluation. We should not forget that, regarding the concept of human resources in organizations, the goal is to develop skills through which the individual can prepare himself/herself for assuming higher-level jobs and/or heavier responsibilities. Therefore, training programs for the of human resources are designed for the individuals growth being unrelated to the current or future jobs in the organization. It does not mean that the outcome of training programs for the human resources are not usable in the current or future issues of the organization s members, but the goal of training program is to always keep the organization alive and standing in order to facilitate the process of adaptation and change of the policies and methods in the organization. Human resources has a process consisted of examination, diagnosis, prevention and treatment. In order for this process to fully lead to human resources, performance evaluation should have a close relationship with human resources training. In the process of human resources, examination and diagnosis is carried out by performance evaluation and prevention and treatment by training through offering required and directional trainings. Planning is the most fundamental task among managerial tasks of the managers and other managerial tasks pursue goals that are set in the process of planning. Planning determines the position the organization should reach in future, and then, chooses and carries out a series of practical measures required for reaching this status in future. On one hand, planning provides supervision (control) standards, and on the other hand, the requisite for every planning is the existence of control and supervision system. It is to be mentioned that the sequence and priority for the five tasks of management is as follows: planning, organizing, mobilization of resources, guidance and supervision, control which are naturally applied in the management of human resources and of the capabilities of these resources in the organization. Besides, organizational factors including structure, leadership, learning, organizational culture, strategy and goals, are related to occupational and underlying factors such as rewarding system and employees participation, career background, organizational basis, individual basis, employment status and most importantly, type of job. In simple words, all the factors, forces and resources are formed, guided and defined in the form of organizational factor. Finally, process is consisted of the series of sequential and related activities which produce a certain output and need a certain inputs to produce this output, which pave the way for its proper functioning. The reasons for the importance of process approach in the organization and through the human capital trend are as follows; it guides the employees towards the comprehensive understanding of the current status of the organization; it causes the employees to have a comprehensive analysis of the organization s status; it causes all the different components and parts of a problem to be recognized. Given the above discussions, it is suggested to the managers of the organization to: Pay attention to the programs for encouraging and motivating the employees to achieve current knowledge through methods such as forming knowledge groups and teams in the organization; 139

Establish systems and processes for the management of employees performance and talents in the organization. this system allows the managers and leaders to examine the general productivity of the workforce, and allows the employees to find out their potential performance ability in their current job, and identifies and progress opportunities for those people who are faced with performance-related problems, and motivates the employees to make progress in their field of work; Identify and organize the existing knowledge in the hospitals, and for the capability of better attainment and extraction, discover and extract the underlying knowledge existing in hidden layers of knowledge workers and employees by establish the opportunity for the of human communications and relationships between networks, so that this knowledge can be utilized at all levels of the organization; Do a comprehensive planning and budgeting with respect to the procurement and of human resources of health care sector by analyzing the current situation and predicting future needs and identifying and utilizing current resource including dedicated and not dedicated forces to service with the use of management data system and human resources in the framework of enacted policies; Design and implement a fair rewarding system in the organization, because today, one of the major tasks of human resources managers is to plan, outline and implement wage, payment and benefits system for the employees. Designing payment systems pursues various goals. One of those goals is to design a fair and balanced system for payment to all the employees, which provides conditions for the employees not to leave their job and organization in the competitive market. Many strikes, attempts to avoid working, lack of motivation, job dissatisfaction, desertions, decreased workforce efficiency, etc. are the result of inattention and inequalities in unfair methods of paying wage and benefits; Establish systems and processes which assist in job involvement and employee retention though ongoing evaluation processes. The data obtained from this system can be used to determine key factors of productivity nad customer satisfaction. References Bernardin, H. J. (2003). Human resource management: an experiential approach. 3rd Edition. New York: Mc GrawHill. Boselie, P. (2004). Human resource management, work system & performance (Thesis). Erasmus University Rotterdam: TinBergen Institute Research Series and Thela Thesis, 40-45. Byars, L. I., & Rue, L.W. (2008). Human resource management. 9th Edition. New York: Mc GrawHill. Delgoashaee B., Tabibi S., & Pahlevan P. (2007). Designing a human resource model for the health sector of Iran. Pejouhesh, 31 (4), 317-325 Edralin D. M. (2007). Human capital for innovation in Asia: Training and practices and experiences of large Philippine companies. Asia. J. Tech. Innovation, 1(5), 10-7 Gary S. B. (2007). Health as human capital: synthesis and extensions. Oxford Economic Papers 59, 379 410 Holsapple, C. W., & Joshi, K. D. (2004). A formal knowledge management ontology: Conduct, activities, resources, and influences. Journal of the American Society for Information Science and Technology, 55, 593-612. Hooi L. W. (2007). Human capital policies: enhancing employees satisfaction. Third edition. Japan: Osaka University. 3-5, 24. Houman, H. A. (2005). Structural equation modeling with Lisrel Application. Tehran: Samt. Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20(2), 195 204. Ivancevich, J. M. (2007). Human resource management. New York: Mc GrawHill Khameda, Z. (2009).The relationship between educational management and human resource with knowledge management (MA thesis). Tehran University, Tehran. Switzer, L., & Huang, Y. (2007). Examined relationship between managerial characteristics of human capital. Quarterly Journal of Economics, 130, 1049 90. Maurer T. J., & Lippstreu, M. (2008). Who will be committed to an organization that provides support for employee? J. Mange. Develop, 3(27), 328 47. Mesbahi, M. (2008). Appropriate approach to human resource (Ph.D. Thesis). Tehran: University. Nasiripour, A. (2004). Designing a management model for social security organizations hospitals. Economic and Management, 23-7 Noe, R. A., Hollenbeck, J. R., Gerhurt, B., & Wright, P. M. (2008). Human resource management: gaining competitive advantage. New York: Mc GrawHill. Pahlevan, P. (2007). Human resource model in Iranian health care system (Ph.D. Thesis). Tehran: Islamic Azad University. Philips, E. (2009). Process survey tool for human resource management. 5. 140

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