Abstract Adopting a scientific approach to management and human resource management in Iran is less than a century old. This study has studied the evolution of "human resource management knowledge" in Iran using the qualitative research strategy of the Grounded Theory. The research data were obtained from interviews with a group of veteran professors of Iranian management knowledge, supplemented with data collected from written sources. The oral and written data of the research were then analyzed using open coding, central coding, and selective coding. The final theory based on the systematic model of the Strauss and Corbinchr('39')s Grounded theory categorizes the evolution of human resource management knowledge in Iran into four historical periods: "period of formation", "period of growth", "period of separation" and "period of re-creation" of human resources.

Abstract In this article, it is argued that there is variation in the meaning of managerial competence for members of groups dealing with managers, and empirical study is proposed to grasp it. Next, application of this proposal is shown through a qualitative study using phenomenography method with 33 participants from employees of an organization. Research data is gathered through semi-structured interviews, and analysis shows six qualitatively different ways of experiencing managerial competence: Competence as being referral, as being developer, as being enabler, as being director, as being institutionalizer, and as being representative. In addition, these ways of experiencing are seen as embedded in a hierarchy constituted by four levels of personal management, employees’ management, work management and work foundation management; which shows their structural differences besides differences in their meanings.

Abstract Education, and in particular, work experience is merely a "fit" and when it is worthwhile the origin of the formation of a phenomenon called "capacity" in individuals, such capacity is itself the source of work performance. The existential philosophy of individual, group, organizational, and national education systems is also the formation of a potential called "capacity" in students. It is a successful educational system that has succeeded in shaping this potential among its students. In the package of "competencies" required for high organizational and national managerial positions in the public sector, "work experience" is one of the most important criteria because the "work experience" seems to reduce the essence of the experimental error of decision-making by managers. Although several studies have elucidated the role of "work experience" in enhancing work performance, less study has been done on the negative consequences of excessive reliance on "work experience" in choosing managers in the public sector. The final goal of this study is to analyze work experience "based on" competency-capacity-performance "model and to analyze the negative consequences of" experience "in choosing governmental and national government managers. Therefore, the attitudinal, spoken and behavioral consequences of extreme reliance on work experience as the main criterion for the selection and appointment of managers are discussed. The arguments of this paper in designing the device for selecting and appointing managers in the public sector and privately can be useful.