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Objective: The purpose of the current research was to present a model for implementing talent management in an organization (Management of Education and Training in Basra Province). Methodology: This study is an applied research and methodologically a mixed (qualitative-quantitative) research. The statistical population comprised of 250 managers and employees of the Education and Training department of Basra Province, and Cochran's formula was used for sampling, resulting in a sample size of 151 individuals. The sampling method was random availability. The model in question was refined through the Delphi technique across several criteria including: central conditions, causal conditions, contextual conditions, intervening variables, strategies, and outcomes, and eventually reached a consensus on 23 criteria and 80 sub-criteria. For modeling, structural equations and partial least squares were used via the SMART-PLS software. Findings: The research results showed that the model for implementing talent management involves 6 causal conditions, 6 contextual conditions, 3 intervening factors, and 4 strategies, ultimately encompassing 3 major outcomes which, in order of priority, include individual outcomes (regular employees), interorganizational outcomes, and organizational outcomes. Conclusion: A reward system should be used to enhance the performance of employees and teachers, and appreciation for talents must be acknowledged. Lack of appreciation and the absence of appropriate rewards lead to a decline in productivity. Therefore, an appropriate system for appreciation and rewards must be developed. The employment examination for employees and teachers has its own conditions and complexities, and these must be optimized. Also, the education department's policy on human resources employment has not been very scientific or ethical, and to improve this, plans must be developed and implemented because primarily, appointments of managers are based on relationships, which requires a thorough review and drafting of criteria for appointing managers. [ABSTRACT FROM AUTHOR]

Summary. This paper proposes a new high-gain quasi-Z-source network (qZSN) with a switched-coupled-inductor (SCL). By employing a two-winding SCL within the impedance network, the proposed topology offers high voltage gains with relatively low shoot-through current and low total voltage stress on switching devices. Other prominent features of the proposed topology can be mentioned as low total voltage stress on the switching devices, continuous dc-input current, and common ground among the input dc-voltage source and the load-side. In addition, the proposed qZSN has a low peak magnetizing current which allows using a smaller size magnetic core for the coupled-inductor. Reduced passive components count along with lower switch current stress lead to lower power losses and converter costs. The superiority of the proposed impedance network is confirmed by comparing its main properties with other successful existing ZS-based topologies. The detailed theoretical analysis and performance principles of the proposed qZSN are validated through experimental results. [ABSTRACT FROM AUTHOR]

Absenteeism management is considered as designing, planning, and controlling employee’s activities to increase the welfare of employees and to reduce work absence. Since the studies on absenteeism management are limited, the goal of this paper is to develop a model for absenteeism management in Iran Revenue Tax Agency (IRTA). In this study, the management of employee absenteeism is analyzed qualitatively and quantitatively (Mixed Method). In the qualitative part of this study, a nonprobability method and a dependent heterogeneous method are used for collecting data. Also 18 indepth and semi-structured interviews are performed with organizational experts and employees who have been frequently absent from their work in IRTA. Furthermore, the collected data from the qualitative part is analyzed using MAXQDA software. In the quantitative section, the absenteeism management model is presented based on Grounded Theory (GT) assumptions and in the quantitative part, 314 questionnaires are collected by using the random sampling method. In addition, the data were analyzed by Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) methods by using SPSS and Amos software, respectively. The GT model of employee absenteeism management is confirmed in the quantitative section. The results of this model contain five parts of the GT method that are: 1) Casual conditions such as negative learning and dysfunctional control, career management problems, and lack of well-being, 2) Interfering factors: unexpected incidents, demographic factors, staff history, and personal values, 3) Contextual factors that are: cultural and biological issues, external institutions, political interventions, and partisanship of legal capacities, 4) Strategies for reducing the employee absenteeism such as considering employee expectations from management, creating a culture of calmness, clarity, support, and monitoring people in all levels and career stages and 5) Consequences such as satisfaction, trust, productivity, work-family balance, and benefits for the organization, improving job attitudes. [ABSTRACT FROM AUTHOR]