fa طراحی مدل شبکه سازی مسیرشغلی با رویکرد ساختاری تفسیری مشاوره شغلی Career counseling پژوهشي Research <span style="font-size:9pt"><span style="line-height:80%"><span style="direction:rtl"><span style="unicode-bidi:embed"><span new="" roman="" style="font-family:" times=""><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">هدف:</span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz"> هدف پژوهش حاضر شناسایی و سطح</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">بندی عوامل مؤثر بر رفتار شبکه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">سازی مسیرشغلی می</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">باشد. </span></span></span></span></span></span></span></span><br> <span style="font-size:9pt"><span style="line-height:80%"><span style="direction:rtl"><span style="unicode-bidi:embed"><span new="" roman="" style="font-family:" times=""><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">روش:</span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz"> این پژوهش تحقیقی آمیخته با رویکرد کیفی _ کمی است. از مطالعات کتابخانه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">ای به منظور بررسی مبانی نظری و از مصاحبه نیمه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">ساختاریافته به منظور جمع</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">آوری داده</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">ها و پرسشنامه برای گردآوری نظرات خبرگان دانشگاهی استفاده شده است. از تحلیل مضمون به منظور شناسایی عوامل استفاده شد. در قسمت کیفی از مدیران سازمان</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">های دولتی استان قم با روش نمونه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">گیری هدفمند، 15 نفر به منظور شناسایی عوامل انتخاب گردید. در قسمت کمی از اساتید دانشگاه پردیس فارابی و دانشگاه قم با روش نمونه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">گیری گلوله برفی، 14 نفر به منظور اعتبارسنجی عوامل و همچنین مقایسه دو به دو عوامل انتخاب گردید. </span></span></span></span></span></span></span></span><br> <span style="font-size:9pt"><span style="line-height:80%"><span style="direction:rtl"><span style="unicode-bidi:embed"><span new="" roman="" style="font-family:" times=""><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">یافته</span></span></span></b><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span></b><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">ها:</span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz"> براساس یافته</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">های پژوهش حاضر، 31 کد در 8 عامل دسته</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">بندی شدند. اعتبار تمامی عوامل با ضریب لاوشه تایید و از روش مدل</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">سازی ساختاری تفسیری به منظور سطح</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">بندی 8 عامل استفاده شد. در نهایت 8 عامل در 5 سطح اولویت</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">بندی شدند؛ انتصابات سفارشی و برندسازی شخصی کاذب در سطح اول، ایجاد شبکه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">های ارتباطی سمی در سطح دوم، بی</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">اعتمادی کارکنان به سازوکارها در سطح سوم، تصمیم</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">سازی گروه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">های ذی</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">نفوذ در سطح چهارم، نظارت ناکارآمد، ضوابط و قوانین مبهم و سبک مدیریت ارشد در سطح پنجم قرار گرفتند. </span></span></span></span></span></span></span></span><br> <span style="font-size:9pt"><span style="line-height:80%"><span style="direction:rtl"><span style="unicode-bidi:embed"><span new="" roman="" style="font-family:" times=""><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">نتایج:</span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz"> براساس یافته</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">های پژوهش هریک از عوامل مرتبط با شبکه</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">سازی مسیرشغلی می</span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%">‌</span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:80%"><span style="font-family:w_Aziz">تواند موفقیت کارکنان را در ارتقاء شغلی در پی داشته باشد. بنابراین لازم است مدیران سازمان به منظور حفظ و نگهداشت نیروی انسانی کارآمد با استفاده از سازوکار مناسب در راستای بهسازی رشد و پیشرفت کارکنان شایسته اقدام نمایند.</span></span></span></span></span></span></span></span><br> &nbsp; <span style="font-size:11pt"><span style="unicode-bidi:embed"><span style="line-height:107%"><span style="font-family:Calibri,sans-serif"><b><span lang="EN" new="" roman="" style="font-family:" times="">&nbsp; &nbsp; &nbsp;&nbsp;</span></b></span></span></span></span><span style="font-size:9pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="unicode-bidi:embed"><span style="line-height:80%"><span new="" roman="" style="font-family:" times=""><b>Aim:</b> The purpose of this study is to identify and determine the level of factors affecting career networking behavior. <b>Methods:</b> This <a name="_Hlk164925554">research</a> is mixed research with a qualitative-quantitative approach. Library search was used to examine the theoretical foundations, semi-structured interviews were used to collect data, and questionnaires were used to collect the ideas of academic experts. Theme analysis was used to identify factors. In the qualitative part, 15 people were selected from the managers of government organizations in Qom province with the purposeful sampling method in order to identify the factors. In the qualitative part, 14 people were selected from the professors of Farabi Campus and Qom University with the snowball sampling method in order to validate the factors and also compare the factors two by two. <b>Results:</b> Based on the findings of the present research, 31 codes were categorized into 8 factors. The validity of all the factors was confirmed with the Lawshe&rsquo;s coefficient and the interpretive structural modeling method was used in order to level 8 factors. Finally, 8 factors were prioritized in 5 levels; Customized appointments and mendacious personal branding on the first level, creating toxic communication networks on the second level, distrust of employees to mechanisms on the third level, decision-making by advocacy groups on the fourth level, inefficient supervision, unclear rules and regulations and senior management style were placed at the fifth level. <b>Conclusion:</b> Based on the findings of the research, each of the factors related to career networking can lead to the success of employees in career promotion. Therefore, it is necessary for the managers of the organization to maintain effective human resources by using appropriate mechanisms in order to improve the growth and development of competent employees.</span></span></span></span></span></span> ارتباطات, شبکه‌سازی, شبکه‌سازی مسیرشغلی, مدل‌سازی ساختاری تفسیری. Communication, Networking, Career networking, Interpretive structural modeling 186 216 http://irancounseling.ir/journal/browse.php?a_code=A-10-2774-1&slc_lang=fa&sid=1 Mohammad Hakkak محمد حکاک hakak.m@lu.ac.ir 100319475328460011915 100319475328460011915 Yes (Corresponding author), Ph. D. in Strategic Management, Department of Management, Lorestan University, khoram abad, Iran. hakkak.m@lu.ac.ir (نویسنده مسئول)، دکتری مدیریت استراتژیک، دانشیار، گروه مدیریت دانشگاه لرستان، خرم‌آباد، ایران. hakkak.m@lu.ac.ir حمید حسین زاده nikouei.ha@fc.lu.ac.ir 100319475328460011916 100319475328460011916 No Ph. D. student in Huaman Resource Management, Department of Management, Lorestan University, khoram abad, Iran. دانشجوی دکتری مدیریت منابع انسانی، گروه مدیریت دانشگاه لرستان، خرم‌آباد، ایران. nikouei.ha@fc.lu.ac.ir