per Iranian Society for Training and Development (ISTD)فصلنامه آموزش و توسعه منابع انسانی2423-32772476-64882026-091349articlefarhad shafiepoor motlaghf.shafiepoor@iau.ac.ir1<p>This research is applied in terms of purpose and descriptive-analytical in nature with a mixed approach (quantitative and qualitative) and is designed based on a five-stage cycle including data collection, analysis, decision-making, implementation and monitoring, and feedback and continuous improvement. Quantitative and qualitative data were collected from human resource development systems, performance evaluation, job satisfaction questionnaires, and educational data. Data analysis was performed using SPSS and R software at descriptive, predictive, qualitative, and comparative levels. The results of the analyses were used as the basis for decision-making at strategic, operational, and corrective levels and were implemented and monitored through management dashboards and intelligent systems. Overall, the results showed that the establishment of data-driven human resource development management in the form of a coherent cycle including multi-source data collection, descriptive and predictive analytics, multi-level decision-making, indicator-driven implementation, and continuous feedback can lead to improved efficiency, agility, and organizational learning. The results indicate that alignment between data quality, depth of analysis, and coordination of strategic, operational, and corrective levels is the main condition for the success of this approach. Overall, the research confirms that data-driven human resource management, if challenges such as algorithmic bias and execution gap are addressed, can provide organizations with a sustainable competitive advantage and more scientific decision-making.</p>http://istd.saminatech.ir/Article/53485Watchdog Artificial Intelligence Governance Human Resource Development Management Educational Organizationsper Iranian Society for Training and Development (ISTD)فصلنامه آموزش و توسعه منابع انسانی2423-32772476-64882026-091349articleDavoud Pourrasoul2919909827@iau.ir1Esmaeil Ghaderi3849688968@iau.ac.ir2Mansour Irandoost3760228534@iau.ac.ir32 Department of Management, Sagh.C., Islamic Azad University, Saqqez, Iran. (Corresponding Author)3 Department of Management,, Sa.C., Islamic Azad University, Sanandaj, Iran.<p><strong>Purpose:</strong> This study aimed to identify and prioritize the factors influencing multiple jobholding in Iranian public organizations, with particular emphasis on its role in career development and employee empowerment.</p> <p><strong>Methodology:</strong> This applied study adopted an exploratory sequential mixed-methods design (qualitative&ndash;quantitative). In the qualitative phase, data were collected through semi-structured interviews with 15 academic and executive experts selected using purposive maximum variation sampling. The data were analyzed using Braun and Clarke's (2006) thematic analysis to develop an initial model of the factors influencing multiple jobholding. The qualitative findings particularly explored the developmental and empowering functions of multiple jobholding. In the quantitative phase, the proposed model was refined, validated, and prioritized using the Fuzzy Delphi technique based on the judgments of the same expert panel.</p> <p><strong>Findings:</strong> The results revealed that <strong>financial push motivations</strong> were the primary driver of multiple jobholding, achieving the highest fuzzy score (0.903). <strong>Situational&ndash;structural factors</strong>, including available free time and weak organizational supervision, ranked second (0.850), followed by <strong>financial pull motivations</strong>. Despite the dominance of economic pressures, the qualitative findings indicated a gradual shift toward developmental functions among certain employee groups, particularly specialists and middle managers, who viewed multiple jobholding as a means of enriching career paths, acquiring new skills, expanding professional networks, and achieving self-actualization. These findings suggest that, although multiple jobholding in Iranian public organizations is primarily a response to economic necessity, it also possesses considerable potential to enhance employee empowerment and human capital development when supported by appropriate organizational policies.</p> <p>&nbsp;</p>http://istd.saminatech.ir/Article/54290Moonlighting Phenomenon Iranian Public Organizations Career Development Employee Empowerment Job Motivations