Creating and maintaining a learning organization is a competitive advantage, which would be the result of valuable outcomes such as innovation, efficiency and the better convergence with environment. In addition, learning is the best way to preserve life, survival and growth of organizations in future. In this regard, this study examined the relationship between trust and learning organizations. This study had one main hypothesis and five sub-hypotheses. Research method was descriptive, and t-test and correlation tests were used to determine the relationships between variables. The statistical populations of this study were employees and faculty members of Payam Noor University in east Azerbaijan province, Iran. The results of this study show that there was a meaningful and positive relationship between trust in organization and learning organizations. Therefore, it is recommended that organizations dismantle the barriers of trust, be promoted the trust-builder interactive relationships; be improved and be promoted the mechanisms of interpersonal communications. The firms also have to develop competencies, empower and promote the spirit of cooperation. On the other hand, organizations must prioritize the fostering and promoting the strategic and interactive thinking of staff.

This study evaluates the impact of human resource competencies on productivity. The proposed study considers different issues such as different competencies associated with human resources, how we can persuade and strengthen such competencies in organizations and whether human resource competencies impact organizational productivity or not. There are one main hypothesis six minor hypotheses in this study. The proposed study uses descriptive and regression technique to perform the study. The population of this study includes all managers who work for an Iranian petroleum company. This result of this survey shows that that human resource competencies impact organizational productivity. In addition, all dimensions of human resource competencies had significant relationship on organizational productivity.

Today, there is no doubt that in many organizations, many employees refuse to provide their opinions and comments about the organizational problems. In fact, in many organizations there is a created climate, which often makes employees feel their opinion is not valued. This phenomenon is examined as an organizational silence that by identifying the factors affecting on it we can effectively take steps to eliminate barriers to commenting staff in organizations. In this regard, this paper presents an empirical work conducted on data obtained from 260 employees Payame Noor University of East Azerbaijan Province. These data are analyzed by SPSS software and regression and path analysis tests. The results showed that there is a significant relationship between silence climate dimensions and employee organizational commitment with silence behavior employee. In addition, there is a positive correlation between higher management attitudes and supervisor’s attitudes with workers silent behavior. We have also observed that there is a negative correlation between communication opportunities and organizational commitment with employee silence behavior of employees.