management
mahdi khodaparast; Davood Kiakojouri; seyyed javad mortazavi amiri; Syed Ahmad Jafari Kalarijani
Abstract
Abstract
The purpose of this research is to analyze the dimensions and components of the developed model of successor training based on competence in education-oriented organizations with a meta-composite approach. This research is applicable in terms of purpose, qualitative in terms of the method of ...
Read More
Abstract
The purpose of this research is to analyze the dimensions and components of the developed model of successor training based on competence in education-oriented organizations with a meta-composite approach. This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis. To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Extended abstract
Introduction
Today, all organizations compete with each other to attract qualified human resources, and as soon as these people feel that their merits are not recognized and appreciated in an organization, they choose another organization to work; therefore, identifying, recruiting, cultivating, promoting and maintaining competent human resources with the aim of optimizing the organization's ability to face new changes is undoubtedly the main concern of today's organizations (Aref & Moradi Shirazi, 2017). Successor training as a system in the field of human resources management creates the confidence in the organization that the circulation of human resources does not have an erosive and destructive effect on the organization. In simpler terms, succession management and planning assures the organization that it will have the right and competent employees to take on the jobs they deserve and at the right time. Also, successor training planning can be seen as an attempt to design a plan for an appropriate and competent number of managers and employees with key skills in such a way that they will be suitable successors at the time of retirement, death, illness, and promotion of other employees and even new positions that are created in the future plan of the organization (Azar & Khorrami, 2020). Therefore, considering the importance of competencies in formulating the successor training system, the aim of this research is to identify the dimensions and components of the developed model of successor training based on competence in education-oriented organizations in the field of human resources management, which can cause mutual reinforcement between each of the human resource management sub-systems of education-oriented organizations based on merit, which will improve the performance of the organization and establish succession management. Therefore, according to the issues raised, the current research intends to answer the question: what are the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach?
Theoretical Framework
Succession
Successor training is not a secret strategy to quickly replace people in specific positions; it is a systematic process whereby professional and personal development is aligned with the strategic plan to ensure that there are people, with the skills and the right attitudes at the right time, ready to fill any vacant position. Organizational successor training means the transfer of an organization due to the owner's desire to retire or leave the organization for numerous reasons. Succession can include the transfer of position to family members, employees, or outside buyers. Successor training is a flexible, long-term and growing approach in future recruitment. Organizational successor training planning is a type of planning that regularly nurtures both leadership successors and the next generation (Amini Dehaghi et al, 2023).
Amini Dehaghi et al, (2023) conducted a research with the aim of analyzing the phenomenon of managerial successor training in women's championship sports. The model obtained in total included 16 components as the phenomenon of managerial successor training in women's championship sports in two stages of interactionism and structuralism. Therefore, in order to institutionalize successor training in women's sports management, the interests and mindset of women towards managerial positions should be evaluated, the managerial activities of women in sports should be monitored, people inclined to managerial positions should be identified, and finally the performance mrthod of women in managerial positions to provide positive feedback and strengthen positive image of women's management should be reviewed and reflected.
Rahimi & Sadeqiarani (2023) conducted a research with the aim of designing and explaining the successor training management system in Kashan water and sewage industry. The type of research was applicable in terms of purpose, and qualitative-quantitative in terms of measurement. This research was done in several phases; the first two of which were qualitative, and the rest were quantitative. The first phase included the identification of competencies from university scientific sources as well as water and sewage company resources, and eighty competencies were identified in this phase. In the second phase, the identified indicators were evaluated by the managers and elites of the water and sewage company, and the competency model of the managers of the water and sewage company was designed by using the Delphi research method; with 33 competency indicators, which includes individual, managerial and occupational. In the third phase, according to forty management positions in the company, the competencies identified for prioritization were polled, and prioritization was done for each position by using the TOPSIS multi-criteria technique. Also, the general situation of Kashan Abfa Company based on individual competencies and management-organizational competencies shows that Kashan Abfa has the highest score in the competencies of belonging and organizational loyalty, moral intelligence, and work commitment; and the lowest score in the competency of successor training and people management, performance management and project management.
Research Methodology
This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis.
Research findings
To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Conclusion
The present research was conducted with the aim of analyzing the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach. According to the obtained results, the present research is aligned with the results of Amini Dehaghi et al, (2023), Rahimi & Sadeqiarani (2023), Ismailzadeh et al, (2023), Mohammadi Dayani et al, (2022), Milaninejad & Jalalundi (2023), Janahmadigol et al, (2022), Teimouri et al, (2022), Bano et al, (2022), Ghazali et al, (2021), and Dahlan Gunawan et al, (2021). Ghazali et al, (2021) showed that the cultivation of talent along with competence in higher education institution is an important part of successor training planning. Even if an institution has a well-organized plan, successor training planning will not progress smoothly unless the institution has a willing, able, and fully prepared successor. Competency-based successor training planning models provide a blueprint for building the necessary competencies now and in the future, as well as a benchmark for assessing academic leadership requirements.
According to the obtained results, the following suggestions are provided:
Clarity and transparency of the organization's strategy regarding the successor training plan in such a way that the capabilities, skills and competence of the managers who must realize the goals of the programs can be extracted and determined, which of course requires a positive and optimistic view and understanding by the senior managers of the organization about this matter.
Using the positive and successful records and experiences of other organizations in implementing new ideas and techniques of successor training management in recent years, such as the proposal system of Kaizen problem solving teams and the appointment of middle and senior managers within the organization.
management
baballh nemati; Reza Tavakkoli-Moghaddam
Abstract
AbstractThe purpose of this research is to present the model of training strategic managers of the country based on the data-based theory approach in the Ministry of Economy and Finance. According to its purpose, the research method is applicable, and qualitative in terms of implementation; content analysis ...
Read More
AbstractThe purpose of this research is to present the model of training strategic managers of the country based on the data-based theory approach in the Ministry of Economy and Finance. According to its purpose, the research method is applicable, and qualitative in terms of implementation; content analysis type, and, exploratory in terms of nature. The statistical population of the research includes 12 university professors in the field of management and senior managers of the Ministry of Economy and Finance, and the sampling was done in a purposeful and snowball manner, and the interviews continued until the theoretical saturation. Grounded theory was used for data analysis, and MAXQDA 2020 software was used for coding the interviews. The results indicated that a total of 8 categories and 50 indicators were identified and extracted, and in the results of the leveling of the final model of the country's strategic managers training model, the consequences are the most effective factors in the country's strategic managers training model using the data-based method and, phenomenon-based and strategies are in the next priority. Contextual conditions and intervening conditions are placed in the third level of influence on the final model of training strategic managers of the country according to the data-based method, and causal conditions have the least impact on the final model of training strategic managers of the country.Extended abstractIntroductionStrategic management is a set of management decisions and actions that determine the long-term performance of a company. Strategic management is environmental review (both internal and external environment); formulation of strategy (long-term or strategic planning); and strategy implementation and evaluation and control. Therefore, strategic management emphasizes on monitoring and evaluating external opportunities and threats in the light of paying attention to the strengths and weaknesses of a company. In general, strategic management includes: planning, implementation, and control of strategic planning. Flexibility in planning means the capacity of a company's strategic plan to change based on environmental opportunities/threats. The idea of flexibility in planning was presented for the first time to investigate how the company's environmental characteristics affect the design of strategic planning systems. By presenting this theory, Kokalis helped organizations to maximize their performance in complex environments by applying flexible scheduling systems (Taleghani & Taleghani Nezhad, 2016).One of the most important factors that lead the organization to hire or develop strategic managers is to observe signs that the organization has poor performance (Villagrasa, et al, 2018). The decision to change the organization's current activities program can affect the organization's competitive advantage (Roundy et al, 2016; Pangarkar, 2015). Current organizational environments require a high level of management responses and strategic changes more than ever before (Ben-Menahem et al, 2012).Based on this, the current research is looking for an answer to this question: What is the pattern of training strategic managers of the country based on the data-based theory approach in the Ministry of Economy and Finance?Theoretical FrameworkToday, the performance of organizations is considered according to the strategic plan of its managers. Strong strategies build organizations and weak strategies destroy organizations. Therefore, it is necessary to identify the basic skills to create effective strategies (Soleimani et al, 2018). Strategic thinking is an insight and understanding of the current situation and exploitation of opportunities. This insight helps to know the realities of the market and its rules correctly and on time. It can be said that the philosophy of strategic thinking is the development and promotion of the spirit of opportunism, and it is of particular importance in today's world because without this thinking, the system's efforts to achieve the developed strategies will not be effective (rigi et al, 2021).Vakili et al, (2022) investigated the presentation of the personal development model of the strategic managers of the Underprivileged Foundation of the Islamic Revolution. Based on the findings, six dimensions were identified for individual development, which are: knowledge, attitude, communication, professional, leadership and spiritual competence. Also, two categories of actions for the individual development of strategic managers were identified, one of which is knowledge-based methods and the other is skill-based methods. In addition, a set of individual, organizational and environmental antecedents and individual and organizational consequences for the individual development of strategic managers were identified, and the set of these variables is presented in the form of a model. The results of the research showed that the strategic managers of the Underprivileged Foundation of the Islamic Revolution, by using knowledge-based and skill-based measures of personal development, can improve their competencies and achieve desirable results at the individual and organizational level.Wang et al, (2021) investigated the role of information technology in the combination of human resources strategy and organizational resources. They concluded that organizational leadership plays an important role in the strategic alignment of human resources and organizational resources, and organizational culture also has a moderating effect.Research MethodologyAccording to its purpose, the research method is applicable; and qualitative in terms of implementation, type of content analysis; and, exploratory in terms of nature. The statistical population of the research includes 12 university professors in the field of management and senior managers of the Ministry of Economy and Finance, and sampling was done theoretically. Ground theory was used for data analysis.Research FindingsFor data analysis, MAXQDA 2020 software was used to code the interviews, and the results showed that a total of 8 categories (main category) and 50 subcategories were identified and extracted; and in the results of the leveling of the final model of the country's strategic managers training model, the consequences are the most effective factor in the country's final model of training strategic managers using the data-based method; and the central phenomenon and strategies are in the next priority. Contextual conditions and intervening conditions are placed in the third level of influence on the final model of training strategic managers of the country according to the data-based method, and causal conditions have the least impact on the final model of training strategic managers of the country.ConclusionThe current research was conducted with the aim of providing a model for training strategic managers of the country based on the data-based theory approach in the Ministry of Economy and Finance. The results of this research are in agreement with the results of Vakili et al, (2022), Rigi et al, (2021), Dehghani et al, (2021), Jafariniya et al, (2021), Kim et al, (2020), and Haque (2021) ). (Vakili et al, 2022) showed that the strategic managers of the Underprivileged Foundation of the Islamic Revolution can improve their competencies and achieve desirable results at the individual and organizational level by using knowledge-based and skill-based measures of individual development. Kim et al, (2020) suggested in a study that strategic goals and results include a comprehensive approach to the organization and are considered by different departments. Almost every strategic priority is cross-functional; as a result, the alignment of the organization is very necessary and it causes communication between the goal of the organization and the individual, reducing time wastage and reducing work waste (increasing efficiency). Since the results showed that the main categories of the model of training strategic managers in the Ministry of Economy and Finance include strategic issues, training, efficient management, supervisory and control functions, internal organizational activities, individual competencies, external components and professional principles, it is suggested that issues such as training and control and monitoring activities should be paid more attention by organizations and also transfers based on competencies should be less involved in external components. Considering that the results showed that strategic issues, training, efficient management, supervisory and control functions, intra-organizational activities, and extra-organizational components and professional principles had a favorable status; and the component of individual competencies had an average status, it is suggested that the components which has an average status should be taken more seriously and more work should be done on individual competencies, and also desirable components should not be ignored so that they decline.
management
Morteza Ashourzadeh; Musa Rezvani Chaman Zamin; Hamidreza Rezaei Kelidbari; Badri Abbasi
Abstract
Abstract
The purpose of this research is to design a model for evaluating the performance of human resources with a value-based approach in the higher education system in the Azad University of Gilan province. The current research is applicable in terms of purpose, and an exploratory research. The statistical ...
Read More
Abstract
The purpose of this research is to design a model for evaluating the performance of human resources with a value-based approach in the higher education system in the Azad University of Gilan province. The current research is applicable in terms of purpose, and an exploratory research. The statistical population of the research includes all faculty members of Islamic Azad University units in Gilan province in the academic year 2022-2023. 395 people were selected as a sample by using the method of determining the sample size from Tabachnik and Fidel's formula. Sampling method was cluster, and simple random sampling method was used in the clusters. The tool for collecting data is a questionnaire made by the researcher and derived from the qualitative method. SPSS software was used for data analysis in the present study, and AMOS was used for structural equations. The results showed that the identified components and indicators have an impact on evaluating the performance of human resources with a value-based approach in the higher education system. The results obtained from the structural equations also showed that the research model is a good model in terms of fit with the data.
Extended abstract
Introduction
The performance of employees is one of the most important influencing and determining elements in the performance of the organization and improving its credibility (Anesukanjanakul et al, 2019). The importance of employee performance has increased over the past several years and has become the first important variable in any organization (Khtatbeh et al, 2020). Universities, as organizations that pursue both the training of specialized human resources and the production of science, should pay more attention to the evaluation of the performance of their faculty members than any other organization. Because evaluating the performance of faculty members, in addition to determining their strengths and weaknesses, leads to the development of science and the realization of the university's goals. Since the educational activities of the faculty members pursue different goals; the patterns and evaluation criteria of educational success are also diverse. Despite the variety of existing evaluation models, none of them are used to evaluate the performance of faculty members in different situations; they are not useful and completely appropriate (Khedevi & Al Hordi Khan Waziri, 2015).
Based on this, the current research is looking for an answer to this question: What is the evaluation model of human resource performance with a value-based approach in the higher education system in Azad University of Gilan province?
Theoretical Framework
Human resource performance
Performance means accomplishing the tasks assigned to human resources by the organization. In other words, it refers to the result or effect of individual activities in a certain period. Employee performance can be defined as employee behaviors or actions that are related to organizational goals and is a measurable and important outcome in work-related studies. Employees who perform better consider expressing their opinion as one of their job responsibilities, and the level of employee performance has a positive relationship with the continuation of their opinion expression (Farhadinejad et al, 2020).
Human resource performance evaluation
Performance evaluation in management is one of the effective tools that, with its correct application, not only are the goals and missions of the organization realized with optimal efficiency, but also the real benefits of employees and society are provided. This can clarify the job promotion path and identify the training needs of employees; or identify inefficient people and change the way they are managed (Raofi Kalachaye et al, 2020).
Value-based performance evaluation
It is not possible to plan and make cultural and social policies without knowing the system of values and factors related to it. Regarding the mission of the universities, UNESCO emphasizes that the universities are committed to always make a diligent and persistent effort to spread the culture of monotheism, love and brotherhood, social order and work conscience, sensitivity and social commitment, and individual national values. In the new era, the function of universities is not limited to education, research, entrepreneurship and the like; rather, in the role of an epistemic base, they deal with the creation of new culture and civilization. Today, every university in the light of its own organizational culture follows specific values to provide its specific functions (Zulfiqarzadeh, & Saadabadi Arani, 2015).
Amiri Ghale Rashidi & Razaghi Kashani (2023) investigated the pathology of the employee performance evaluation model and the effective implementation of this model. The findings were categorized into three themes: evaluation results, personal and behavioral growth and development, and executive and performance problems. The findings show that indicators inconsistent with the position, managers' indifference to evaluation, lack of awareness of evaluation errors, and the interference of personal judgments are the main concerns of this field, which require serious attention. The obtained result shows that employee performance evaluation is one of the effective tools in human resource management, with its correct application; not only are the goals and missions of the organization realized with optimal efficiency, but also the real interests of the organization and employees and, consequently, the interests of the society as well, is provided
Parnian et al, (2020) in their research identified the components of the value system of Islamic Azad University faculty members in academic culture. The variables of the study included: benevolence values, moral values, social values, safety values, material values, scientific values, instrumental values, and ultimate values. The results of the research indicated the presence of favorable variables in the value system of Islamic Azad University faculty members.
Research methodology
The current research is applicable in terms of purpose, and exploratory research in terms of nature and method. The statistical population of the research includes 395 faculty members of Islamic Azad University units in Gilan province in the academic year 2022-2023, who form the main axis and focus of the study. To select the samples, the cluster sampling method was used and in the middle of the clusters, the simple random sampling method was used. The research tool in the quantitative part is a researcher-made questionnaire derived from the qualitative method.
Research findings
SPSS software was used for data analysis. Then AMOS software was used to fit the conceptual model of the research. The results showed that the identified components and indicators have an impact on evaluating the performance of human resources with a value-based approach in the higher education system. The results obtained from the structural equations also showed that the research model is a good model in terms of fit with the data.
Conclusion
The current research was conducted with the aim of designing a model for evaluating the performance of human resources with a value-based approach in the higher education system at the Azad University of Gilan province. This result is in agreement with the research results of Amiri Ghale Rashidi & Razaghi Kashani (2023), Imani et al, (2021), Samoui & Sattari (2021), Parnian et al, (2020), Reofi Kalachaye et al, (2020), Hajhoseini et al, (2020), Karimi et al, (2020), Mohammadi et al, (2015), Khedevi & Al Hordi Khan Waziri (2015). Shakozaei et al, (2018), Aghamolaei & Abedini (2014). In order to increase their organizational capability, universities must learn to work successfully in an environment full of permanent mergers, rapid technological advances, extensive social changes, and increasing competition. To adapt to new changes, an organization must emerge that fits the new conditions and provides the basis for the growth and excellence of the organization, among the most successful of these organizations, were the learning organizations. Since universities and higher education centers are institutions that must be at least one step ahead of other institutions in terms of knowledge, science, techniques and behavioral patterns, and considering the role of universities in responding to social and global needs and expectations, it is required that higher education and educational organizations continuously improve the quality of their processes and activities
According to the results obtained from the research, it is suggested:
The results of the current research showed that interdisciplinary thinking is of high importance compared to other values, so it is suggested that universities provide opportunities for various interdisciplinary activities by encouraging, investing and spending time, and such opportunities in Curricula and extracurricular activities should be included in different academic levels, and of course, the culmination of these programs should be the cultivation of interdisciplinary thinking.
Another value that was of great importance in this research is the value of job liquidity. Therefore, it is suggested that university faculty members should develop the principles of professional criticism by increasing their skills such as increasing self-confidence, extensive communication with people, more power in confronting with problems, and learning the latest ideas, in order to reduce tensions and job wear and tear in the workplace; and as a result, human resource performance will be more effective.
