Abstract Abstract: The purpose of the present study is to examine the relationships between sub dimensions of psychological capital (hope, efficacy, resilience and optimism) and components of quality of services provided to employees (responsibility, reliability, trusting, empathy, tangibility). For this purpose, survey method was used and 320 questionnaires were distributed among Ansar bank branches’ employees in Tehran. Data were collected using the Luthans inventory and the quality of services provided to employees Scale, and were analyzed using the canonical correlation approach. Results of canonical correlation coefficients between pairs of canonical variables (psychological capital and quality of services provided to employees) was found to be statistically significant. Also, Hope and responsibility compared to other canonical variables, have the most important role in establishing the first canonical correlation coefficient . Hope and responsibility compared to other canonical variables , have the most impo rtant role in establis hing the first canonical correlation coefficient .

Abstract In contrast with contingency theories in strategic human resource management that emphasize on the best fit between business strategies and HRM strategies for achieving higher performance, universalistic approaches emphasize that there are some best human resource management practices and strategies that always leading to higher performance. This research aimed at empirical test of universalistic theory and identify the best HR practices in 100 high performance firms in Tehran Stock Exchange. The results, based on analysis of questionnaires completed by 43 firms show that there is one best strategy (facilitation strategy) and some best HR practices in human resource management that can lead Iranian firms to higher performance.

Abstract Nowadays, by the daily expansion of service industries, the subjects of service marketing and service quality have been converted into vital issues for all organizations. Abundant attempt of organizations in this area is a clear evidence of this claim. In the past years, organizations have tried to provide high quality service and better external customer satisfaction through external marketing concepts and attitudes of external marketing. One of the important specifications of services is the employees 'direct interactions with customers and the determinant role of their customer-orientation behaviors in contact with customers. Therefore, to gain superior service quality thus external customers ’satisfaction, we should have employees (internal customers) who are obligor to the company's goals and visions. They should also have customer-orientation behaviors. Nowadays, with the introducing of internal marketing concept, the importance of organization's internal customers (employees) in the success of external marketing plans has become more obvious. Researches have indicated that there is a close interaction and relationship between internal and external marketings. According by, the present research was conducted to identify the effect of internal marketing's effect on organizational citizenship behaviors and quality of services. The research methodology was survey - correlation based on the structural equationsmodel. Using conceptual model (path analysis), the obtained results indicated that internal marketing effect in Great Tehran Gas Company (GTGC) has increased organizational citizenship behaviors of the employees as well as the quality of services.

Abstract In every organization, different employees have different capabilities. for development of these capabilities and linking with corporate strategies, according to each category of capabilities, different HRM styles should be used. The purpose of this paper was to examine the accordance of HRM styles with HR capabilities in industrial companies. So, by reviewing the related approaches, the effective factors in selecting HRM styles were discussed. Then, using "strategic value" and "uniqueness" as strategic capabilities, a classification of four types of workers were developed, and a HRM style was proposed for every type. Then the accordance of HRM styles with strategic capabilities in a sample of industrial companies was examined. Level of human capabilities and HRM styles in every company were determined with questionnaire survey. Finally, the obtained results were discussed and some suggestions were presented.