The artificial intelligence (AI)-based architect's profile's selection (simply iSelection) uses a polymathic mathematical model and AI-subdomains' integration for enabling automated and optimized human resources (HR) processes and activities. HR-related processes and activities in the selection, support, problem-solving, and just-in-time evaluation of a transformation manager's or key team members' polymathic profile (TPProfile). Where a TPProfile can be a classical business manager, transformation manager, project manager, or an enterprise architect. iSelection-related selection processes use many types of artifacts, like critical success factors (CSF), AI-subdomain' integration environments, and an enterprise-wide decision-making system (DMS). iSelection focuses on TPProfiles for various kinds of transformation projects, like the case of the transformation of enterprises' HRs (EHR) processes, activities, and related fields, like enterprise resources planning (ERP) environments, financial systems, human factors (HF) evolution, and AI-subdomains. The iSelection tries to offer a well-defined (or specific) TPProfile, which includes HF's original-authentic capabilities, education, affinities, and possible polymathical characteristics. Such a profile can also be influenced by educational or training curriculum (ETC), which also takes into account transformation projects’ acquired experiences. Knowing that selected TPProfiles are supported by an internal (or external) transformation framework (TF), which can support standard transformation activities, and solving various types of iSelection’s problems. Enterprise transformation projects (simply projects) face extremely high failure rates (XHFR) of about 95%, which makes EHR selection processes very complex.

Drawing on the theoretical framework of Job Demands-Resources (JD-R), our study aims to consider how workplace antecedents of perceived quiet firing (also known as involuntary attrition), perceived co-worker support, and experience (tenure at an organization) may influence quiet quitting behavior. Data were collected via questionnaire responses from 209 workers in India who had graduated from university within the last 7 years. The findings show that (1) perceived quiet firing is positively associated with quiet quitting; (2) perceived co-worker support is negatively associated with quiet quitting; (3) experience moderates the positive association between perceived quiet firing and quiet quitting in such a way that the relationship is weaker as one’s tenure at an organization increases; and (4) experience does not moderate the negative association between perceived co-worker support and quiet quitting. The study’s contributions come from understanding how the interplay of demands (i.e., perceived quiet firing) and resources (i.e., perceived co-worker support and experience) determine quiet quitting behaviors in the workplace. Additionally, the temporal dimension of experience facilitates the acquisition of organizational-specific knowledge and resources. In contrast, perceptions of co-worker support appear specific to a given point in time. Policy implications come from providing guidance to organizations on how to reduce quiet quitting behaviors by ensuring that the resources available to employees exceed the demands placed on them.

The article presents an analysis of the main causes and social consequences of the transformation of employment in the conditions of the transition of the world economy to post-Fordism/neoliberalism at the end of the 20th century. The author discusses the main methodological approaches to the study of this problem and also dwells in detail on the analysis of such important consequences of the transformation of the labour sphere as the increase in the vulnerability of workers’ employment, the growth of inequality, the weakening of the strength of trade unions, etc.

Vision statements are seen as important factors that come before the development of strategies. They excel at encapsulating the strategic direction of a company, clearly defining its scope, boundaries, and the process of creating value. Vision statements function as comprehensive frameworks that guide the development of several strategic elements, including mission, strategic capabilities, strategic intent, objectives, goals, core values, standards of behavior, and business models. However, research on this subject remains scanty, particularly within academia. Therefore, this study examined the impact of university vision on staff effectiveness, building on transformational leadership theory and strategic leadership theory. The study adopted a positivist research philosophy. The research employed a cross-sectional study design. This study employed a descriptive research design. Questionnaires were devised by the researcher to collect data from a randomly selected group of 186 academic personnel from the four colleges in a private university using stratified sampling. The data obtained was subject to validity checks using composite reliability, the average variance extracted (AVE) estimate, and the Cronbach Alpha coefficient. The findings reveal that the vision of the university had a significant but weak impact on the effectiveness of staff. Based on the findings and conclusions, the study suggests that the university’s organizational vision should be consistently improved and effectively conveyed to staff members to direct their efforts toward achieving the university’s vision.

In recent years, an ‘international’ unanimity has been reached as to the importance of collective collaboration to avoid the negative effects of climate change. This requires rethinking the old or traditional development model based on economic growth as the exclusive indicator of wealth. Thus, humanity has an urgent need to adopt a new, more humane and fairer economic model that constitutes an alternative to the models of exponential growth that have dominated in the last two centuries. To do so, humanity is looking to the Degrowth model as a potential concept that aims to reduce wealth from pollutants, seeks more justice (as equity), and the improvement of the capabilities of those who are poor and disadvantaged (in the sense of Amartya Sen and Martha Nussbaum). The purpose of this article is to question this model and whether it actually does improve environmental quality. Additionally, if the response is positive, another question arises: How to finance degrowth especially when we seek other less polluting energy sources whose costs seem to be very high?

Increasing water consumption has increased using of synthetic nutritional methods for enriching groundwater resources. Artificial feeding is a method that can save excess water for using in low level water time in underground. The purpose of this study is to evaluate the performance of the flood dispersal and artificial feeding system in the Red Garden of Shahr-e-Daghshan and improving, saving    quality of the groundwater table in the area. In order to investigate the performance of these plans, an area of 1570 km² was considered in the Southern of Shah-Reza. The statistics data from 5 years before the design of the plans (1986-2002) related to flood control fluctuations in 20 observation wells and many indicator Qanat were surveyed in this area. The annual fluctuations in the level of the station show a rise in the level of the station after the depletion of the plan. Dewatering of the first and second turns, with an increase of more than one meter above groundwater level, has had the highest impact on the level of groundwater table in the region. Reduced permeability at sediment levels, wasted flood through evaporation and wasteful exploitation of groundwater resources, cause to loss of the impact on the increase in the level and quality of groundwater in the area, especially in the dry, drought season and recent high droughts.