Identifying and Priority of Positive Indicators in "the Positive-Behavior Based Human Resource Architecture Model" at Qazvin University of Medical Sciences

Abstract
The present research was carried out with the aim of identifying and prioritizing indicators of positive organizational behavior based on the positive human resources architectural model in Qazvin University of Medical Sciences. In the positivist human resources architecture model, the organization categorizes employees using the three main dimensions of strategic value, unique value, and positive behavior value, and selects the appropriate strategy for each group. Positive human resources architecture is the process of determining and combining the elements of human resources management and positive organizational behavior in order to create and present an image of the organization's human resources, in which the harmony between the behavior of employees, the human resources system, human resources activities, the missions and goals of the organization is evident and be noticeable.
Introduction
The structural nature of medical universities is different from other organizations due to their special tasks. Risk of environmental changes affecting this organization due to the breadth and diversity of duties and the special role it plays in the health of society and also the importance of duties, diversity of manpower in terms of knowledge, attitude and skills and expertise, the geographical extent of service and direct interaction with All sections of society, rapid change of technology, rapid change of social needs, etc. have both parameters of high Frequency and Severity. As a result of these changes, the human resources of this organization will be no exception to the impact of changes. With this view, paying attention to the characteristics and occupational and psychological differences of the staff can help the university in advancing the goals, providing services tailored to social needs, as well as flexibility in the face of environmental factors.
Case study
Qazvin University of Medical Sciences has taken important and extensive measures to protect and retain staff. But the competition in recruiting and employing human resources in human resource management and the different needs of employees has caused attention to psychological aspects in this sector to become more and more important. Since the University of Medical Sciences has an important role in maintaining health, the efficiency of health services and mental peace of citizens in need of medical services, Is necessary and essential the presence of human resources that have psychological characteristics appropriate to the type of job and have the necessary capabilities to do things.
Materials and Methods
Extensive studies in the field of human resources have been done in the University of Medical Sciences, but according to the scope of the researcher's studies, lack of attention to the priority of positive behavior dimensions and the importance and distinction of these dimensions in each occupational groups of human resources architecture model by adding positive behavior dimension to the HR architectural model, Developed the Positive-Behavior Based Human Resource Architecture Model, ​were identified as research gaps. In order to fill the existing gap and show more precisely the dimensional differentiation, the prioritization of the positive behavior dimensions in the occupational groups of the human resources architecture model was examined as a basic model to identify and priority the position of each dimension. With this approach, human resource strategy can be designed in any of the Occopation groups and by focusing on grroups with higher positive-behavior value that have been identified and introduced in the positive-behavior based human resource architecture model, the waste of organizational resources can be avoided (Iravani, Alvani & Hamidi, 2021).
Conceptual framework
The Positive-Behavior Based Human Resource Architecture Model is a combination of HR functions, topics and tools that are geared towards creating and delivering value to customers, employees and stakeholders as well as the community. By combining the three indicators of strategic value, unique value and positive-behavior value, positive-behavior based human resource architecture model provides an integrated configuration of the strategic characteristics of human resources, employment modes, employment relationships and psychological state. the Positive-Behavior Based Human Resource Architecture Model consists of three elements: the task or function of human resources, human resource chapters, and human resource tools. These elements are used in the definition of the Positive-Behavior Based Human Resource Architecture Model. Positive Organizational Behavior: Develop and study the strengths of a positive human resource and psychological capacity that can be measured and effectively used to improve performance in today's management work environment. In positivist organizational behavior based on the positivist psychological capital model, four indicators of hope, resilience, self-effecacy, and optimism have been used (Luthans, 20111, p44).
Methodology
 Statistical population: The study population was senior managers and middle managers of Qazvin University of Medical Sciences that 15 people were selected by judgmental sampling method to answer the questionnaire and their opinions were received. The standard questionnaire of psychological capital (Lutans and Avi, 2014) was used to collect data and the priority of the positivity index was identified in the four groups of the positivist human resource architecture model. Due to the use of the standard psychological capital questionnaire, the validity and reliability of this questionnaire has been measured and confirmed by its authors (Lutans, Ave, 2014). The chi-square ratio of this test is 24.6 and the CFI and RMSEA statistics in this model are 0.97 and 0.08, respectively. According to the data type, gray theory was used to convert qualitative data into quantitative and quantitative model testing. Gray numbers are uncertain and usually qualitative. Due to the status of the output numbers, the scores are "indistinguishable" in gray. Due to the inseparability of the data, triangular fuzzy numbers were used to increase the measurement accuracy. Thus, each variable declared by the experts will be equal to a triangular fuzzy value with three numbers lower limit L, medium limit M and upper limit U. The shape of a triangular fuzzy number is displayed as M = (L, M, U). Experts' opinion was transformed into triangular fuzzy numbers using the fuzzy geometric mean method. Therefore, after applying the triangular fuzzy mean to the six sets of questions, the opinion of each expert became 4 fuzzy numbers. Next, the decentralization of the center of gravity method was performed. The numbers were bleached using this method and the research was continued quantitatively. Positiveness criterion ranking was performed using qualitative data that became quantitative data in each occupational group.
Discussion and Results
By entering the data obtained from the basic models of human resource architecture and the model of psychological capital into the model of positivist human resources architecture, the order of priority of the dimensions of positivism in the occupational groups is identified as follows:
In knowledge-based employment, the priority of positivity indicators are: the first priority is self-efficacy, the second priority is optimism, the third priority is hope and the fourth priority is resilience.
In  job-based employment, the priority of positivity indicators are: the first priority is hope, the second priority is self-efficacy, the third priority is resilience and the fourth priority is optimism.
In contractual employment, the priority of positivity indicators are: the first priority is optimism, the second priority is hope, the third priority is self-efficacy and the fourth priority is resilience.
Among the partnership arrangement, the priority indicators of positivity are: the first priority is resilience, the second priority is self-efficacy, the third priority is optimism and the fourth priority is hope.
Conclusion
According to the priorities obtained from the method of gray theory and fuzzy triangular, positive behavior priorities were identified and priorities in each of the job groups. The priority of the positive behavior index in Qazvin University of Medical Sciences is in the contractual employment related to the self-efficacy index, in the knowledge-based employment related to the optimism index, in the partnership arrangement related to the resilience index and in the job-based employment related to the hope index.