Management and Educational Perspective

Abstract The present study was conducted with the aim of designing a personnel training model for Maskan Bank with a learning organization approach. This research was applicable-developmental in terms of its purpose, and was conducted with a qualitative approach of content analysis. The target population consists of academic experts in the field of educational management and banking. The research participants were 16 executive experts (subject-specific experts, managers and vice-presidents of Maskan Bank) as key informants, selected by purposive sampling and snowball method considering theoretical saturation. The data collection tool included semi-structured interviews with participants and document study. For data analysis, Atride-Sterling's (2001) three-stage coding was used utilizing MaxQDA software. After analyzing the data, the network of the themes of the staff training of Maskan Bank with the learning organization approach was formulated with 36 concepts (basic themes), 9 organizing themes, and 2 comprehensive themes. The research findings showed that the characteristics of the learning organization included personal capabilities and abilities, systemic thinking, shared vision, mental patterns and models, and team learning; and the staff training process included needs assessment and goal setting, training planning, training implementation, and evaluation. In general, it can be said that considering the learning organization in training employees in the form of a comprehensive and inclusive model, the improvement of the quality of staff training and the acquisition of competitive advantage could be anticipated.
Introduction
Training is included as one of the sub-categories of staff development and promotion in the human resource development model in an organization. Therefore, one of the basic measures that make organizations efficient is the continuous development of human capital through training. In fact, training and development are the main conditions for the progress and success of any organization and contribute to competitiveness in a competitive environment (Noe, 2019). Therefore, the strategic position and importance of education in the survival and development of the organization is undeniable (Islampanah & Alvani, 2017); because through education, are the job needs of employees met and the need of employees to acquire new skills and knowledge is possible (Nazari Daulatabad & Gholami Chenaristan, 2023); and in this regard, Nzimakwe & Utete (2024) have considered the education and learning of employees in a learning organization the reason of employee performance increasing.
However, in the banking system as one of the parts of the competitive business environment, its successful growth depends on the learning organization; and commercial banks need trained and efficient employees (Lameck, 2022) to deal with the challenges of modern business. Nonetheless, it must be said that the quality of banking depends on the level of education and learning of its employees (Alavi Sang Cheshme, 2018). Undoubtedly, the most specialized and main prerequisites for training are, first of all, the development of a suitable training model, which, if not properly developed and implemented, will have undesirable effects on other training processes. Therefore, one of the leading issues for training managers is the issue of achieving a suitable training model for employees, which, according to research history, has not been researched as much in this area as in other banks such as; National Bank, Tejarat, Sepah and other banks. This issue therefore poses the most important question for the leading study, which is: what is the training model for Maskan Bank personnel with a learning organization approach?
Theoretical Framework
Human Resource Training with a Learning Organization Approach
Today, training is recognized as a tool through which organizations strengthen and improve their human assets as sustainable capital (Mohsen, 2020). Whenever the issue of poor employee performance is raised, the issue of providing employee training has been in the spotlight (Nzimakwe & Utete, 2024). Therefore, employee training is a pre-planned study of an organization with the aim of learning and developing the competencies, skills, knowledge and behavior of employees in their daily operations at the level required by the organization (Parent-Lamarche et al, 2023). With these theoretical considerations, learning organizations are a phenomenon whose pioneer founders are Schon and Argiris who proposed this issue in 1950. Following this, another expert named Senge in 1990, adapting the theories of Schon and Argiris to make it clearer and more practical, presented new principles about learning in organizations. His theory, entitled “The Fifth Discipline”, which introduced the learning organization as an organizational format relevant to the growing economic environment, was welcomed. He believed that the learning organization is actually a transition from a “mechanical” view of organizations to an organic, fluid view, requiring rapid and adaptive change in order to survive (Gronhaug & Stone, 2012). In Senge’s 1990 model, the learning organization has five general principles or components, which are: personal mastery, mental models, shared vision, team learning, and a systematic approach. Each of these components provides a vital direction to the organizational structure that is able to truly learn; to continuously expand its capacity to realize the highest aspirations and desires (Senge, 2009). In the present study, an attempt has been made to consider the main and fundamental model of the learning organization in developing the employee training model and to examine the relationships between its dimensions and components with employee training in order to discuss a system of integration of the dimensions of the learning organization and employee training and to clarify the systematic view that Senge referred to as the fifth discipline.
Research Methodology
The present study was a fundamental and exploratory study and; in terms of data collection, a qualitative study of the type of content analysis. The target population consists of academic experts in the field of educational management and banking. The research participants were 16 executive experts (subject-specific managers and vice-presidents of Maskan Bank) as key informants, selected through the purposive sampling method and the snowball method, taking into account the theoretical saturation issue. The data collection tool included semi-structured interviews with participants and document study.
Research findings
MAXQDA2018 software was used to analyze the data. The findings indicate that the Maskan Bank personnel training model with a learning organization approach has 36 concepts (basic themes), 9 organizing themes, and 2 comprehensive themes of understanding formulation. The research findings showed that the characteristics of the learning organization included personal capabilities and abilities, systemic thinking, shared vision, mental patterns and models, and team learning; and the employee training process included needs assessment and goal setting, educational planning, training implementation, and evaluation. In summary, it can be said that considering the learning organization in employee training in the form of a comprehensive and inclusive model, the improvement of the quality of staff training and the acquisition of competitive advantage could be anticipated.
Conclusion
The present study was conducted with the aim of presenting a model for training personnel at Maskan Bank with a learning organization approach. The results of this study are consistent with the findings of Gharib Navaz (2019), Hamidi et al, (2023), Atiku et al., (2022), Najafpour et al, (2020), Damirchi et al, (2020), and Sembera (2016).
In line with these findings, Nzimakwe & Utete (2024) have acknowledged that employee training is considered as the main and central driving force for effective and efficient job performance. In their opinion, today, in the human resource development model of every organization, training is considered as one of the sub-categories of employee development and promotion. Also, it should be said that employee training and development is a strategic action at the individual level that makes the individual valuable, at the organizational level improves and develops the organization, and at the national level leads to increased productivity and subsequent results (Noe, 2019). With this theoretical perspective, and in accordance with the findings, Gharib Navaz (2019) has acknowledged that the learning organization approach is effective in employee training by referring to the main categories of effective training with the learning organization approach and the interactive role of this approach to the core of training in the organization. Also Hamidi et al, (2023) has acknowledged that employee training with the knowledge and learning management approach is considered a major part of every job, and meanwhile, employees learn from each other and teach others, and the knowledge needs of employees and the organization can be successfully met. In this regard, in another study, Sembera (2016) has acknowledged in a study in the banking industry in Uganda that knowledge management and organizational learning work better than organizational training in gaining competitive advantage (cited in Hamidi et al, 2023). With these interpretations, from the participants' point of view, if the employee training process is integrated with the characteristics of a learning organization, it will help Maskan Bank in its development goals; therefore, the professional development of employees with their personal capabilities and abilities should be integrated in the form of team learning, and individual learning may be effective for an individual, but team learning with a shared perspective and systemic thinking is more effective and leads to individual and team productivity. It is suggested that, considering the importance of teachers' influence on students and considering that knowledge and skills can be acquired, learned, and transferred, it is necessary to seriously discuss and examine the characteristics and methods of training teachers in order to develop and improve their competence, so that more justified principles and programs can be developed for training competent teachers who are up-to-date and compatible with rapid developments.
Based on the explanation of the results obtained, the following suggestions are presented:
1- Banks, especially Maskan Bank, need to train their employees with a learning organization approach in order to overcome complex environmental conditions due to their environmental and local conditions.
2- One of the ways for banks to excel over other competitive and commercial organizations is to pay attention to continuous and comprehensive learning, and the learning organization approach with its dimensions can help create a competitive advantage.
3- Paying attention to the dimensions of the learning organization in training Maskan Bank personnel, including; common ideals, attention to individual capabilities, consideration of systemic thinking and mental models in employee learning with a view to team learning can motivate employees. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract
The purpose of this research is the effective factors on the design of the management dashboard framework with an emphasis on the components of human resources productivity. The research method is applicable in terms of purpose, qualitative in terms of execution method, and cross-sectional survey in terms of nature. The statistical population of the research includes 15 senior managers of Mapna Company and knowledgeable academic staff members in the field of research; and the interviews continued until reaching theoretical saturation. Semi-structured interviews were used to collect information. Delphi method was used to analyze the data. The findings of the research showed that after collecting data and conducting interviews and conducting the Delphi method, 15 dimensions and 53 indicators were counted in the final model in 4 main components. Among these, group dynamics and team spirit, success motivation and talent assessment and completion of talent banks of employees, documentation and continuity in learning, creating motivation and success among employees with a weighted average of 4.9 are among the most important factors identified.
Extended abstract
Introduction
Today, fierce competition has prevailed in various jobs. Senior managers and middle managers in organizations must make decisions faster and more accurately than before. It is obvious that obtaining quick and accurate knowledge is necessary for decision-making, and as a result, effective tools such as management dashboards are included in the information technology roadmap of companies. Dashboards can easily be used as a tool to help evaluate performance and support efficient decision-making by identifying trends, patterns and anomalies in information (Vagzgo et al, 2020). It collects information gathered from all departments of the organization, which contains various sources related to various business functions. This information is combined and replicated by providing a user interface in the form of graphs, reports, visual indicators and alerting mechanisms. (Lin et al., 2023). Management dashboards are a subset of business intelligence systems, actually a new software system that help organizations achieve goals by enriching information and analyzing them. Dashboard is a set of applications such as strategy map, balanced scorecard and business intelligence to manage the performance of organizations that provides information in a specific format to decision makers (Salgado et al, 2022). In this regard, the main research question is: What are the factors influencing the design of the management dashboard framework with an emphasis on the components of human resources productivity?
Theoretical framework
Definition of productivity
In an article on the three concepts of power, production and income published in the Journal of Political Economy, productivity is defined as the concept of the relationship between the amount of product obtained in a certain period of time and the amount of factors consumed during the production of that product (Otoo, 2019).
The role and importance of manpower productivity
Measuring and evaluating productivity is a useful tool for analyzing changes in productivity over time and the causes of those changes. By measuring productivity, a producer will understand which sector or part is reducing or increasing productivity, and a country can thus compare changes in different sectors and industries. Using productivity as a standard is useful for calculating efficiency, and can guide efforts to allocate resources optimally. In this way, productivity can act as a variable in forecasting and planning. For example, it is possible to predict the total output in the future by planning the growth of the labor force and the productivity of the labor force. By comparing the productivity levels and trends with those of other countries, you can understand your success and plan to improve your position in the global market and industry. Of course, today, productivity is considered beyond a standard and as a culture and attitude to work and life, and according to economists and management thinkers, its improvement provides the main basis for economic development (Philip, 2017).
Definition of organizational dashboard
Organizational dashboards are very suitable tools for graphically displaying evaluations. Today, many softwares have been created to provide organizational dashboards that can communicate with various databases and display the results of information graphically while performing computational operations (Su, 2020). Dashboards help managers to identify trends, patterns, and visual anomalies about the business, which is important for visual information design. Several different goals are expected from the dashboard, which include consistency and stability, planning monitoring and control, and communication (Paul, 2021).
Akbari & Nazari (2023) investigated the design and validation of the model of the factors affecting the productivity of human resources with a mixed approach. The productivity of human resources was considered as the main theme, and the organizing themes and the basic themes related to the factors were also identified, and the relationships between them were shown. The path analysis test also confirmed the relationship between these factors. Human resource managers can increase the level of productivity of their human resources by identifying organizing themes and strengthening basic themes.
Lin et al, (2023) conducted a research titled management dashboard and identification of key performance indicators in the field of human resources. It resulted to counting 40 indicators in 4 areas of human resources of the General Department of Education, Human Resource Planning and Administrative Transformation (management training and development, human resource planning, human resource supply, and human resource research) and how to calculate them.
Research methodology
The research method is applicable in terms of purpose, qualitative in terms of execution method, and cross-sectional survey in terms of nature. The statistical population of the research includes 15 senior managers of Mapna Company and knowledgeable academic staff members in the field of research; and the interviews continued until reaching theoretical saturation. Semi-structured interviews were used to collect information.
Research findings
Delphi method was used to analyze the data. The findings of the research showed that after collecting data and conducting interviews and conducting the Delphi method, 15 dimensions and 53 indicators were counted in the final model in 4 main components. Among these, group dynamics and team spirit, success motivation and talent assessment and completion of talent banks of employees, documentation and continuity in learning, creating motivation and success among employees with a weighted average of 4.9 are among the most important factors identified.
Conclusion
The current research was conducted with the aim of the effective factors on the design of the management dashboard framework with an emphasis on the components of human resources productivity. The results of this research are in agreement with those of Abidi et al, (2024), Akbari & Nazari (2023), Lin et al, (2023), Salgado et al, (2022), Noori & Motadel (2022), Nikkhah (2022), Abbasi (2020), Hashemi et al, (2019), Hashemi et al, (2018), Shirdel (2013), Wagesgo et al, (2020), Bach et al, (2019), and Monte et al, (2019). Bach et al, (2019) showed that there is a significant difference between managers' willingness to take risks before and after the implementation of the management dashboard. In other words, the challenge of information overload can be managed by using management dashboards.
According to the research results, the following suggestions were made:
Recognizing and rewarding powerful employees and thereby motivating them to improve their own and other employees' performance is one of the main reasons for performance appraisal.
In job development, by removing the slowness of tasks and repetitive operations, it is tried to give more variety to the job. Personal or career development is an ongoing process of assessing the educational needs of each individual and planning to meet these needs. This process helps employees to reflect on their knowledge, performance or success; and to plan their personal and educational development.