The sustainability of human resource management (HRM) is the basis for an organization’s future growth and success. This study aims to investigate achieving HRM sustainability in universities. We use a quantitative research method design to investigate the factors that affect HRM sustainability at universities. The study was conducted during the spring and summer of 2020 at Iranian state universities. As the study’s statistical population included 2543 employees, a sample size of 334 employees was calculated using the Cochran formula. A questionnaire with 32 statements based on a 5-point Likert scale was used to collect the data, which were analyzed using PLS3 software. The findings show that human resource practices, social factors, psychological factors, employer branding, and economic factors have positive and significant effects on HRM sustainability at universities. Findings indicate that it is essential to consider the implementation of adequate HRM practices and related socio-economic and psychological supports for HRM sustainability in universities that can lead to the competitiveness of the higher education institutions such as universities.

Purpose: A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approach: This study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.Findings: The results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implications: Strengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/value: Companies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

Purpose of the study: The present study aims to investigate the effect of organizational injustice on deviant work behaviors with the moderating role of moral disengagement. Methodology: The population was the undergraduate students in the Faculty of Economics, Management, and Accounting at a university from which 117 students were selected through convenience sampling. The data was gathered through conducting experiments and a questionnaire developed by Albert Bandura (1996). Results: The results show that the perception of organizational injustice has a positive and significant effect on deviant work behaviors and this relation is moderated by the moral disengagement intention. Applications of this study: This study can be very effective in improving the level of organizational justice. The novelty of the study: The novelty of this investigating the effect of organizational injustice on deviant work behaviors.

The present study aims to develop a conceptual model of organizational voice. The statistical population includes experts familiar with the organizational voice. Then, a comprehensive model of levels and the relations among organizational voice dimensions were drawn to be applied using interpretive structural modeling. The research findings introduce 10 dimensions including organizational structure, management and leadership, group and team, voice environment, job characteristics, human resources, conflict, motivation, and communication. Finally, the initial model of the research was drawn in five lines using the interpretive approach. The research findings show that experts believe there are 10 important factors in achieving organizational voice. According to the findings, character and management are considered the model foundation and they are the most important factors. The results, as a road map, can guide organization managers to achieve organizational voice. An innovative framework was developed by applying an interpretive structural modeling to propose a model.