management
Seyed Alireza Mirjafari; Abdul Khaliq Gholami Anarestan; Karam Elah Daneshfard
Abstract
The purpose of this research is to investigate the effective factors in the model of high organizational commitment in government organizations in charge of educational and cultural affairs. The current research is practical in terms of its purpose and survey-exploratory in terms of the research implementation ...
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The purpose of this research is to investigate the effective factors in the model of high organizational commitment in government organizations in charge of educational and cultural affairs. The current research is practical in terms of its purpose and survey-exploratory in terms of the research implementation method; And it is specifically based on structural equation modeling. The statistical population of the research includes managers and experts of government organizations in charge of educational and cultural affairs. 217 people were selected as a sample using the method of determining the sample size of Cochran's formula. The collection tool in this research is a researcher-made questionnaire. In order to confirm the final research model, confirmatory factor analysis was performed. to analyze data from SPSS software; And in order to design the final research model, AMOS software was used. The findings of the research showed that the components of selection and recruitment, training, service compensation, job conditions and work conscience were effective in the final constructivism evaluation model and it shows the appropriate fit of the proposed model.
management
davar Dirmina; Gholamhasan Shirdel; Seyyed Javad Iranban
Abstract
The purpose of this research is to understand the variable effect of knowledge-oriented leadership on organizational innovation in Sepeh Bank after the merger. In this research, the descriptive-applied research model is used and its method is a survey and its statistical population is among 110 managers ...
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The purpose of this research is to understand the variable effect of knowledge-oriented leadership on organizational innovation in Sepeh Bank after the merger. In this research, the descriptive-applied research model is used and its method is a survey and its statistical population is among 110 managers and experts of Bank Sepe headquarters after the merger. The required sample size was made by a simple random sampling method and consisted of 87 people through Morgan's table, selection and data collection from the researcher's questionnaire, and the Likert scale was used to measure. The statistical methods used in this research can be called validity and reliability with the average explained variance method, composite reliability, cross-sectional load and the Fornell and Larker method and checking the co-linear relationship between variables from the variance inflation factor. And with the method of structural modeling based on partial least squares approach and software (Smart PLS), the defined hypotheses were tested and the mutual relationship between knowledge-based leadership, illusion of control and rationality on innovation was investigated. The findings of the research indicate that with a confidence coefficient of 95% and path coefficients greater than 0.4, the effect size for all independent constructs is strong on dependent constructs, and knowledge-based leadership can lead to rationality and knowledge in organized and in case of not paying attention to the environmental signals, knowledge-oriented leadership creates the illusion of control in the organization; And if the illusion of control is managed in the organization and core knowledge is strengthened in the organization, the organization will be on the path of innovation.
management
mohammad hasan Izadparast; ali asghar pourezzat; Alireza Amirkabiri
Abstract
The purpose of this research is to provide a model for choosing the coordinates of the policy laboratory in the country's executive management. According to its purpose, the research method is practical and in terms of implementation, qualitative, in terms of content analysis, and in terms of nature, ...
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The purpose of this research is to provide a model for choosing the coordinates of the policy laboratory in the country's executive management. According to its purpose, the research method is practical and in terms of implementation, qualitative, in terms of content analysis, and in terms of nature, descriptive-exploratory research and its main strategy is a comparative study of various policy laboratories suitable for the executive management of the country. A is The research elite community includes 16 managers, policy makers and researchers in the field of policy making and policy with expertise related to the policy laboratory, researchers/faculty members active in the field of management and policy making, leaders, theory Policy labs/activists in the field of public policy were the researchers and practitioners, they were approached in a targeted manner, using the snowball method, and the interviews continued until theoretical saturation was reached. MAXqda 2020 software was used to collect information from a semi-structured interview with the theme analysis method and to perform the analysis process after open and axial coding. The results indicated that a total of 95 basic codes, 15 organizing themes and 5 overarching themes were identified and extracted, and the results of the current research, in addition to identifying the four basic approaches of the living laboratory, data-based policy making, behavioral insight and game approach Seriously, the structure of the policy laboratory for executive management takes into account the variety of issues in a decentralized (divergent) manner and with active participation in various fields.
management
seyed reza mousavifard
Abstract
The aim of the current research is to investigate the effect of intellectual capital and strategic leadership on organizational citizenship behavior with the moderating role of professional ethics of employees in the General Department of Education of Kermanshah province. The research is applied in terms ...
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The aim of the current research is to investigate the effect of intellectual capital and strategic leadership on organizational citizenship behavior with the moderating role of professional ethics of employees in the General Department of Education of Kermanshah province. The research is applied in terms of purpose and causal in terms of descriptive-survey nature. The statistical population of the research was the employees of the General Department of Education of Kermanshah province, and the sample size was determined using the Cochran formula of 304 people. A simple random sampling method was chosen. The method of field data collection and the required tools were Bontis (1998), Lear's (2012) strategic leadership, Oregon and Kanowski (1988) organizational citizenship behavior and researcher-made professional ethics questionnaires. The method of data analysis was descriptive statistics and structural equation modeling using Spss26 and Amos24 software. The findings showed that intellectual capital has a significant and positive effect on organizational citizenship behavior by 66%. Strategic leadership predicted changes in organizational citizenship behavior by 46%; Also, the moderating role of professional ethics of employees between intellectual capital and strategic leadership with organizational citizenship behavior was confirmed, and the moderating rate of this variable was equal to 5% and 3.2%, respectively. The results showed that intellectual capital has a greater effect on organizational citizenship behavior than strategic leadership. Therefore, it is necessary to pay more attention to intellectual capital in order to improve organizational citizenship behavior in the organization.
management
Mohsen Molapanah; Yousef Namvar; Azam Rastgoo; Majid Ahmadlu; Toran Soleimani
Abstract
The purpose of the current research was to design a model for the development of financial literacy of Farhangian University students. The mixed qualitative-quantitative research method and the research community in the qualitative part included professors, specialists and experts in the financial field ...
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The purpose of the current research was to design a model for the development of financial literacy of Farhangian University students. The mixed qualitative-quantitative research method and the research community in the qualitative part included professors, specialists and experts in the financial field and in the quantitative part included all students of Farhangian universities in Ardabil province. In the qualitative section, 21 experts in the financial field were selected by purposeful selection, and in the quantitative section, 278 students were selected using statistical formulas as a non-random sampling method. Research tools included semi-structured interviews and researcher-made questionnaires. The analysis of the collected data was done in the qualitative part by grounded theory method using Maxqda11 software and in the quantitative part by two descriptive and inferential methods using Smart PLS and spss22 software. The results showed that based on three categories of knowledge, behavior and attitude, in the discussion of financial knowledge, gender, place of residence; In the discussion of financial attitude, the indicators of parents' education and place of residence were effective, and in the field of financial behavior, permanent place of residence and student's income, more effective factors were determined in the financial literacy of Farhangian University students. Based on the extracted model, the knowledge component is ranked first in terms of the impact on students' financial literacy with a factor load of 0.751, followed by the behavior component with a factor load of 0.730 and attitude with a factor load of 0.667.
management
Elyas hasanzadeh Shweili; Mir Mehrdad peidaie; Ali reza Rezghi Rostami
Abstract
The purpose of this research is to formulate and present a mathematical model for the purpose of organizational culture architecture based on creating alignment between the strategic reference points of organizational elements. The research method is applied-developmental research in terms of its purpose ...
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The purpose of this research is to formulate and present a mathematical model for the purpose of organizational culture architecture based on creating alignment between the strategic reference points of organizational elements. The research method is applied-developmental research in terms of its purpose and exploratory in terms of its nature. The statistical population of the research includes 20 academic and organizational experts, and the sampling was done in a purposeful, judgmental and snowball manner, and the interviews continued until theoretical saturation was reached. Semi-structured interview was used in this research. Delphi and fuzzy neural system were used to collect and analyze data. For data analysis, in order to refine the components and criteria of the conceptual model from the point of view of experts, the fuzzy Delphi technique was used, and in order to present the mathematical model, the adaptive fuzzy inference system and Matlab software were used. The results showed that a total of 4 dimensions, 12 components and 57 evaluation criteria and several sub-criteria were identified, which include antecedents (business strategy, leadership, organizational structure, technology, human resources strategy), process (organizational culture, change strategy) and results. (individual, group results, organizational performance) is the result (public accountability, increase of social capital) and the model obtained in the organizations of the Islamic Revolution Foundation of the Underprivileged Foundation has been tested and finally the characteristics and applicability of this model in simulation and prediction The vision of the optimal organizational culture based on creating alignment between the strategic reference points of the organizational elements has been evaluated.
management
Atieh sarayani; Vahid pourshahabi; Nourmohammad yaghobi; Amin reza kamaliyan
Abstract
The purpose of this research is to present the model of recruitment and selection of public sector human resources with the entrepreneurial government approach. This research is applied in terms of its purpose, in terms of the method of data collection in a qualitative form, and in terms of the research ...
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The purpose of this research is to present the model of recruitment and selection of public sector human resources with the entrepreneurial government approach. This research is applied in terms of its purpose, in terms of the method of data collection in a qualitative form, and in terms of the research implementation method with a meta-composite approach. The statistical population of the research includes all elites and university professors and relevant experts in the field of human resources and entrepreneurial government in Sistan and Baluchistan province, whose number in 2019 is about 200 people, who were selected non-randomly in a purposeful way. For data analysis, meta-combination method was used. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis. According to data analysis, 545 final codes were extracted through open coding and then, using axial coding in the form of 121 concepts and 16 categories (contextual (environmental) factors, structural (organizational) factors, behavioral (content) factors, Recruiting human resources, selecting human resources, identifying entrepreneurial opportunities in the public sector, exploiting entrepreneurial opportunities in the public sector, executive and managerial obstacles, political and legal obstacles, economic obstacles, cultural and social obstacles, combined selection with domination Internal resources in experience-based jobs, combined selection with external resources in knowledge-based jobs, individual consequences, organizational consequences, social consequences) were categorized and finally, in the selective coding stage, a process and multidimensional model was used for the first time in The level of government organizations of Sistan and Baluchistan province is presented.
management
Seyedeh Somayeh Mousavi Siah Deleh; Samad Jabbari Asl; Musa Rezvani Chaman Zamin
Abstract
The purpose of this research is to identify and stratify the factors affecting the acceptance of excellence model in Islamic Azad University with the interpretive structural modeling approach. According to its purpose, the research method is practical, qualitative in terms of implementation, and exploratory ...
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The purpose of this research is to identify and stratify the factors affecting the acceptance of excellence model in Islamic Azad University with the interpretive structural modeling approach. According to its purpose, the research method is practical, qualitative in terms of implementation, and exploratory in nature. The statistical population of the research includes 10 management professors of the Azad Universities of Gilan province. Theoretical sampling method was used. The data collection tool is a semi-structured interview. In order to analyze the data, the theme analysis method was used, and in order to level the identified criteria, the interpretive structural modeling method was used in MACMIC software. The results of the data analysis from the interviews revealed three main factors including: management factors, external factors, and attitudinal-behavioral factors and 24 sub-indexes which were categorized in the form of the mentioned three factors. The results of the leveling of the identified sub-indicators also showed that factors such as weakness in macro policies, weakness in predicting specific financial resources and low culture of applying the excellence model in universities (related to the category of external factors), formulating and implementing effective strategies In order to implement the model of excellence in university branches, as well as the correct understanding of the current situation and needs (related to the category of managerial factors) and the usefulness of using the model in the career promotion of executives (related to the category of attitudinal-behavioral factors) are among the most important indicators affecting the method of the model of excellence They are in Islamic Azad University.
management
fatemeh khoshhal; ali reza sargolzaie; zahra vazife
Abstract
The aim of this study is to identify the components of the empowerment model of administrative system employees based on organizational intelligence and interpersonal relationships in the electricity industry of Sistan and Baluchistan province. This research is applied in terms of purpose and in terms ...
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The aim of this study is to identify the components of the empowerment model of administrative system employees based on organizational intelligence and interpersonal relationships in the electricity industry of Sistan and Baluchistan province. This research is applied in terms of purpose and in terms of qualitative approach. The statistical population includes 17 scientific experts and senior managers of electricity industry companies, who were selected by the purposeful and snowball sampling method. Semi-structured interviews were used to collect data and continued until the theoretical saturation stage was reached. Merriam's method and percentage agreement coefficient were used to increase the scientific validity of the results in the qualitative part. Data analysis was done using the inductive theme analysis method by MaxQD software. The results of this stage were presented in the form of a model including antecedents, dimensions, variation factors and consequences. The results of the present research show that the use of the organizational intelligence approach and interpersonal relationships is effective for empowering employees and has led to the conceptual development of this variable and recognition of new dimensions of this phenomenon.
management
Shahin Hayati; Haleh Fazel; Lora Chapari
Abstract
The purpose of this research is to evaluate the needs assessment process of training courses for the staff of the general sports and youth departments. According to its purpose, the research method is practical, and in terms of implementation, it is qualitative and based on the inductive approach. The ...
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The purpose of this research is to evaluate the needs assessment process of training courses for the staff of the general sports and youth departments. According to its purpose, the research method is practical, and in terms of implementation, it is qualitative and based on the inductive approach. The statistical population of the research includes all professors of sports management, managers, deputy general departments of sports and youth, and sampling was done (intentionally or judgmentally) and in this research, 15 people were interviewed and based on the selection of this sample method Taking the sample by the researcher was based on personal judgment and study objectives and the nature of the research. After conducting the interviews and using the theoretical saturation technique, interviews were conducted with 12 members of the sample. The evaluation of the design and planning component of training courses is based on the ISO 10015 standard. The data collection tool is a semi-structured interview. Open, central and selective coding was used for data analysis. According to the results obtained regarding the needs assessment components, there are 6 main categories related to the content of the needs assessment courses, the process of implementation of the needs assessment, the participation of the organization members in the course, the timing and prioritization of the basic needs of the organization and finally the applicability of the topics raised in The period was extracted.
management
Mojtaba Sargazi; Masoud Ramrodi
Abstract
AbstractThe purpose of this study was to investigate the effect of organizational transparency on employee’s voice with the mediating role of social responsibility. The research method was descriptive-correlative. The statistical population was all school principals in Zahedan city in the academic ...
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AbstractThe purpose of this study was to investigate the effect of organizational transparency on employee’s voice with the mediating role of social responsibility. The research method was descriptive-correlative. The statistical population was all school principals in Zahedan city in the academic year 2021-2022 (N=380: 191 male, 189 famale). By stratified random sampling (based on sex and education level) 191 school principals (96 male and 95 female) were selected according to Cochran sampling, and studied as the sample through questionnaires of organizational transparency, social responsibility and employee voice. The Pearson correlation coefficient and structural equation modeling were used for data analysis by SPSS21 and Smart PLS software. Based on the results, the direct effect of organizational transparency on employee voice, direct effect of organizational transparency on social responsibility, and direct effect social responsibility on employee voice was positive and significant. Also, the indirect effect of organizational transparency on employee voice mediated by social responsibility was positive and significant. Based of the results managers of educational organizations are advised to by sharing relevant, accurate, complete, valid information in a timely manner, involving employees in decision-making, receiving feedback, holding regular meetings of the teachers' council and being honest in expressing accurate and complete information and avoiding any secrecy, can increase organizational transparency, social responsibility and employee’s voice.Extended abstractIntroductionOne of the important examples of organizational participation is the voice of employees. The voice of employees includes discussing problems with supervisors, providing solutions, suggestions and criticisms to human resources units, expressing ideas for changing a work policy or consulting with unions and organizational experts, which is done with the aim of improving the current situation of the organization and changing unfavorable conditions (Travis, Gomez & Mor Barak, 2011). An ineffective employee voice system reduces the effectiveness of organizational decisions and change processes by limiting employees' comments and preventing them from providing negative feedback (Rees, Alfes & Gatenby, 2013). Therefore, it is necessary to seek to identify the factors affecting the voice of the employees, and in this study, the role of two factors, organizational transparency and social responsibility, has been examined. Although, from a theoretical point of view, there is a connection between organizational transparency and the voice of employees, but few studies have investigated these two variables with the mediation of social responsibility, and there is less empirical evidence in the field of their relationship with each other. The researcher found that such research has not been done in the field of school administration. Therefore, investigating the effect of organizational transparency on the organizational voice of employees through the mediation of social responsibility can lead to the expansion of knowledge in the field of predictive factors of employee voice; and from a practical point of view, it can also provide the possibility of improving the participation of employees in schools. Based on this, the main question of the current research is whether organizational transparency has a positive and significant effect on the voice of employees with the mediating role of social responsibility.Theoretical foundationsIn the first stage, the voice of the employees is an expression of organizational dissatisfaction, the purpose of which is to correct the existing problems in the organization. In the second stage, the participation and cooperation of employees is aimed at confronting the illegal and illegitimate power of managers. The third goal of employee voice is to help managers to make decisions in order to improve the quality of work and productivity in the organization. In the end, the voice of employees is a mutual comment and mutual cooperation in the direction of developing the organization and achieving appropriate results in the long term (Anyango, Ojera & Ochieng, 2015).Organizational transparency, which is the opposite of concealment, emphasizes the openness and accountability of organizations (Wehmeier & Raaz, 2012). Organizational transparency means public access to all information (either positive or negative) that can legally be published in an accurate, timely, balanced and unambiguous manner, in order to achieve the increase of the ability of reasoning, and public understanding, and accountability of organizations to their actions, policies, and approaches. A transparent organization is an organization where people inside and outside can obtain the information they need in order to form their opinions about the actions and processes within the organization (Lindstedt, C., & Naurin, 2010).Social responsibility is an ethical theory in which individuals are accountable for fulfilling their civic duty, and the actions of an individual must benefit the whole of society. In this way, there must be a balance between economic growth and the welfare of society and the environment. If this equilibrium is maintained, then social responsibility is accomplished (Hunton & Norman, 2010).Research MethodologyThe research method was descriptive-correlative. The statistical population was all three levels of school principals in Zahedan city in the academic year 2021-2022 (N=380: 191 male, 189 famale). By stratified random sampling (based on sex and education level) 191 school principals (96 male and 95 female) were selected according to Cochran sampling, and studied as the sample through questionnaires of organizational transparency (Rawlins, 2008), social responsibility (Carroll, 1991), and employee voice (Hames, 2012).The Pearson correlation coefficient and structural equation modeling were used for data analysis by SPSS21 and Smart PLS software.Research FindingsBased on the findings, the correlation coefficient of organizational transparency with social responsibility and employee voice was 0.596 and 0.812, respectively, and the correlation coefficient between social responsibility and employee voice was 0.701, which were all positive and significant (p<0.01). According to the obtained model, the direct effect of organizational transparency on employee voice (t=7.705, β =0.612), the direct effect of organizational transparency on social responsibility (t=6.716, β =0.597), and the direct effect of social accountability on the voice of employees (t=4.547, β=0.336) was positive and significant. Also, to investigate the indirect effect of organizational transparency on the voice of employees with the mediation of social responsibility, Sobel test was used, which according to the value of indicators: a) the value of the path coefficient of the independent variable on the mediator variable a = 0.597, b) the value of the path coefficient of the mediator variable on the dependent variable b=0.336, c) Standard error of path of independent and mediator variable Sa=0.064, d) Standard error of path of dependent and mediator variable Sb=0.053; Z value obtained was equal to 5.24. Since this Z value was greater than the value of 2.58, the indirect effect of organizational transparency on employee voice with the mediation of social responsibility (β=0.200) was also positive and significant at a level less than 0.01. Conclusion and DiscussionOverall, the findings of this study showed that organizational transparency has a positive and significant effect on employee voice both directly and indirectly through social responsibility. The results of studies of Ghanbari et al., (2015), Ghanbari & Moradi (2018), Nichols & Erakovich (2013), Walumbwa et al., (2011), Danaifard & Amirzadeh (2016), Armstrong (2006), Stojanovski et al., (2014), Keykha et al., (2020), Sepahvand & Ghorbani Oranji (2015), Bahmani & Farhanian (2019) supports this finding. According to the results of this research, it is suggested to the administers of the organizations that by sharing relevant, correct, complete and valid information in a timely manner, involving employees in decision-making, receiving feedback, holding regular teacher council meetings and being honest in expressing accurate and complete information and avoiding any kind of concealment, they can increase the organizational transparency of schools, social responsibility and, accordingly, the voice of the employees. Considering the implementation of the research on school principals in Zahedan city, caution should be taken in generalizing the results. Therefore, it is suggested to conduct such research in other educational regions of the country.
management
zeinolabedin darvishi; Farshid Ashrafi
Abstract
Abstract
The present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of Farhangian University of West Azarbaijan Province. The present study is applied in terms of aim and descriptive of survey-causal ...
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Abstract
The present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of Farhangian University of West Azarbaijan Province. The present study is applied in terms of aim and descriptive of survey-causal type in terms of nature. The statistical population of the study included all 96 employees of Farhangian University of West Azarbaijan Province. They were selected using the census method. The field method was used for collecting data. Cunningham's standard talent management questionnaire (2007), Niehoff and Moorman's (1993) organizational justice questionnaire, and Dick and Metcalfe's (2001) organizational commitment questionnaire were used as research tools. The data were analyzed using partial least square structural equation modeling (SEM) in Smart PLS Software. The analysis of the collected data revealed that talent management affects organizational justice by 83% and employees' organizational commitment by 42% Organizational justice has a 48% effect on organizational commitment. Also, the Sobel test revealed that talent management with the mediating role of organizational justice affects employees' organizational commitment by 4.21. Thus, based on the statistical results, all research hypotheses were confirmed and it was concluded that organizational justice plays a mediating role in the relationship between talent management and the organizational commitment of employees.
Extended abstract
Introduction
Employees are considered the most significant human capital or property in achieving the goals of the organization. Investigating the behavior of employees in an organization is significant since retaining and developing employees is a difficult task. Increasing employees’ commitment to the organization is one of the organization's strategies to retain its employees (Handayani et al, 2022). Organizational commitment is considered a key principle in accepting the organization's values and preparation to make a significant effort in line with the interests of the organization and willingness to maintain organizational attachment (Alzeer et al, 2020). Talent management is one of the variables related to organizational commitment. Talent management involves attracting, retaining, and managing top talents. Talent finding in today organizations is one of the most difficult challenges of human resource directors. Therefore, it is crucial to attract and retain the talent in order to success in this "talent fight". (Lokhande, 2023).
Organizational justice is another issue that can be investigated regarding organizational commitment. Organizational justice reflects the perception of employees or members of the organization about the extent of fair and equal treatment based on the expected ethical standards in the workplace and the way these perceptions affect organizational outcomes such as commitment and satisfaction (Romi et al, 2022). An organization's growth and success depends on the commitment of its employees. A committed employee remains in the organization and contributes significantly to the development of the business. For this reason, training the sense of commitment and self-sacrifying among the employee is essential for develop, stability and life of the organization. Additionally, the talent management system is an organizational activity that is a part of the human resource management strategy to acquire, maintain, and develop the best talents needed by the organization. Talent management system implementation is considered as an organizational challenge in order to achieve the higher performance and justice and commitment of the organization, and organization without human resourse is of no sense. Therefore, the management and leadership of human resources are highly significant in any business. Treating employees fairly and providing opportunities for their growth helps the organization achieve its goals. Thus, the primary question of the present study is whether talent management affects organizational commitment with the mediating role of organizational justice among the employees of Farhangian University.
Theoretical Framework:
In today's organizations, some people may like their work but they may hate the organization they work in, or vice versa. Having positive and negative feelings about the job is only a part of the whole perspective of the person toward his or her job. Moreover, a person can have either positive or negative feeling towards the whole organization. Such an attitude is mostly called "organizational commitment". It reflects the extent to which a person identifies with his or her organization and belongs to it (Beiginia et al, 2013). A group of McKinsey consultants coined the term "war for talent" in 1998 and stated that talent is the key to organizational excellence. Since that time, talent management has been considered the key to organizational success and is essential for maintaining and sustaining organizations. Nowadays, talent management turned into an issue with increasing popularity and studied by the researchers (Guerra, 2023). For the first time, Greenberg defined the term organizational justice as an ethical and fair way of treating employees in their jobs (Krishnan, 2020). Organizational justice is a variable used to describe the justice connected directly to the job opportunities. It especially determines how employees should be treated so they feel that they have been treated fairly (Afrazi et al, 2022).
Majidi (2022) conducted a study entitled "Investigating the relationship between talent management and organizational commitment of education department employees in Sari". The results revealed a relationship between the of talent management and its four components (except reform component) i.e. attraction, selection, retaining, and envolving with the organizational commitment from the perspective of employees of the Sari education department. Ali et al. (2022) conducted a study entitled "Investigating the relationship between talent management and organizational justice, and employee performance" among 22 top managers of three leading Pakistani banks in Karachi by means of a semi-structured interview. The results revealed a positive and significant relationship between talent management, organizational justice, and employee performance. Jameel et al. (2020) conducted a study entitled "Organizational justice and organizational commitment among secondary school teachers" in Hit City, Anbar province, Iraq. The statistical community included 210 teachers in 8 government secondary school, among which 98 people were selected as the statistic sample by stratified random sampling. The results revealed a positive and significant relationship between organizational justice and organizational commitment.
Methodology:
The present study was conducted using a causal-descriptive method. The statistical population of the study included all 96 employees of Farhangian University of West Azarbaijan Province (both males and females). The census method was used given the small size of the statistical population. In this study, three standard questionnaires including Cunningham's (2007) talent management questionnaire, Niehoff & Moorman's (1993) organizational justice questionnaire, and Dick and Metcalfe's (2001) organizational commitment questionnaire were used to collect data. The content validity of the questionnaires was examined and confirmed based on the opinion of educational science professors. The reliability of the questionnaires was calculated using Cronbach's alpha coefficient and composite reliability. The results showed high and significant reliability for the questionnaires. The research data were analyzed using SmartPls3 and Spss22 statistical software at two descriptive and inferential levels. At the descriptive level, indices such as mean, standard deviation, and Kolmogorov-Smirnov test were used. At the inferential level, structural equations were used based on the research hypotheses.
Results:
At the level of descriptive statistics, the mean of all variables was higher than 3, indicating the desirability of these variables from the respondents' viewpoint. Also, the significance level of the Kolmogorov-Smirnov test for all studied variables was greater than 0.05. Thus, the distribution of all variables is normal. Therefore, parametric tests can be used to test research hypotheses. Also, at the inferential statistics level for the first sub-hypothesis of the study (talent management significantly and directly affects organizational commitment), based on the results of structural equation modeling; the T-value was obtained at 3.26, which is greater than 1.96,. The path coefficient was also obtained at β=0.42. Hence, talent management explains 42% of changes in organizational commitment. In the second sub-hypothesis of the study (talent management significantly and directly affects organizational justice), the T-value was obtained at 11.74, which is greater than 1.96. Also, the path coefficient was obtained at β=0.83. Thus, organizational justice explains 83% of changes in organizational commitment. In the third sub-hypothesis of the study (organizational justice significantly and directly affects organizational commitment), the T-value was obtained at 3.93, which is greater than 1.96. Also, the path coefficient was obtained at β=0.48. Thus, organizational justice explains 48% of changes in organizational commitment. Finally, in the primary hypothesis of the study (talent management significantly and indirectly affects organizational commitment with the mediating role of organizational justice); the Sobel test was used to determint the mediating role of organizatioinal justice variable in the context of the effect of talent management on the employees' organizational commitment, based which the Z-value was obtained at 4.21, which is greater than 1.96. Thus, it can be stated that talent management indirectly affects the organizational commitment of employees with the mediating role of organizational justice.
Discussion and Conclusion
Regarding the first sub-hypothesis of the study, the T-value was obtained at 3.26, which is greater than 1.96. The path coefficient was also obtained at 0.42. In explaining the results of the first sub-hypothesis of the present study, it can be stated that talent management is a constant process that involves attracting and retaining high-quality employees, developing their skills, and motivating them continuously to improve their performance. It can be stated that the results of this study are consistent with the results of studies by Taher Khani (2022) and Majidi (2022).
Regarding the second sub-hypothesis of the study, the T-value was obtained at 11.74, which is greater than 1.96. The path coefficient was also obtained at 0.83. In explaining the result of the second sub-hypothesis of the study, it can be stated that talent management is a purposeful approach to attract, develop, and retain people with skills necessary to meet the present and future goals or needs of the organization. It can be said that the results of this study are consistent with the results of the studies by Ali et al. (2021) and Cetin and Erbay (2021).
Regarding the third sub-hypothesis of the study, the T-value was obtained at 3.93, which is greater than 1.96. The path coefficient was also obtained at 0.48. In explaining these results, it can be stated that the fair treatment of employees by the organization results in their higher commitment toward the organization. Also, the results of the present study are consistent with the results of studies by Jameel et al. (2020) and Zarish et al. (2020).
Regarding the primary hypothesis of the study, the Sobel test was used to determine the effect of talent management on the organizational commitment of employees with the mediating role of organizational justice. Using the Sobel test, Z-value was obtained at 4.21, which is greater than 1.96. Thus, talent management significantly and indirectly affects organizational commitment with the mediating role of organizational justice.
Based on the results of the present study, the following recommendations are presented to the officials of Farhangian University and other universities:
- Attracting, identifying, and organizing a high-efficiency labor force and retaining them through appropriate training and developing skills and competence to increase the level of organizational commitment of employees
- The resources and benefits in the organization should be distributed fairly and everyone should be treated equally, and the promotion procedures in the organization should be based on predetermined standards and legal regulations and should be agreed upon by everyone.
- Increasing the emotional attachment of employees and involving them as much as possible with the goals of the organization, improving social communication networks at work, employee participation in decision-making, and eliminating discrimination and inappropriate relationships with people in the workplace.
management
Sayyid Ali Banihashemi; Zahra Rajaei; Sayyid Hassan Banihashemi
Abstract
Abstract
The core goal of this research was to evaluate the impact of organizational support and perceived organizational justice on innovative work behavior with the mediating role of cultural intelligence in the vice presidency area of the library of Astan Quds Razavi libraries. This was a descriptive-correlation ...
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Abstract
The core goal of this research was to evaluate the impact of organizational support and perceived organizational justice on innovative work behavior with the mediating role of cultural intelligence in the vice presidency area of the library of Astan Quds Razavi libraries. This was a descriptive-correlation study in terms of nature and methodology and an applied one regarding its objective. The research statistical population included 300 employees of the deputy area of Astan Quds Razavi libraries. The statistical sample was determined as 169 subjects using Morgan's table. The content-face validity and construct validity (confirmatory factor analysis) of the research tool were examined and confirmed. The research reliability rate was also obtained higher than 0.832 using Cronbach's alpha coefficient test. The study results demonstrated that perceived organizational support has a positive and significant impact on innovative work behavior and cultural intelligence of employees (t = 3.486, t = 2.456). The perceived organizational justice was also found to have a positive and significant effect on innovative work behavior and cultural (intelligence) quotient (t = 2.910, t = 3.147). Moreover, the cultural (intelligence) quotient showed a positive and significant effect on innovative work behavior (t = 2.704). It was concluded that the cultural (intelligence) quotient mediates the relationship between perceived organizational support and innovative work behavior (t = 2.124). Finally, the cultural (intelligence) quotient was found not to mediate the relationship between perceived organizational justice and innovative work behavior (t = 1.175).
Extended abstract
Introduction
The age of the digital and knowledge economy has made numerous changes in the world of organizations and caused organizations to encounter intense competition in this dynamic environment (Jimenez-Jimenez & Sanz-Valle, 2008). Thus, all enterprises are in immediate need of the ability to stand against the environment, the ability to introduce new ideas and products to achieve a competitive advantage, and even survival (Javed et al., 2017). Therefore, if an organization intends to survive in the new paradigm of competition in such circumstances, it needs to see innovation in the organization as an essential strategy. Innovation has a special and privileged position not only in the personal and individual dimensions but also in the social and organizational dimensions (Eshkor Vakili & Nojabaei, 2022). Various methods have been introduced to get an appropriate rate of innovation according to the life cycle of organizations and other environmental and industrial factors, one of which, is to recognize and value human resources as the highest valuable organizational capital. Creating innovative work behavior in employees is known as one of the best numerous methods of fostering and enhancing the innovation rate (Adibpour et al., 2016). The current conditions have compelled managers to define an intellectual framework to conduct and lead their organizations aimed at making strategic decisions faster and hiring and recruiting more flexible human resources. Thus, innovative work behaviors of employees seem to be capable of generating a basis for innovation and improvement of the organization's performance (Sanders et al., 2010). On the other hand, one may claim that employees have a leading role in achieving organizational success, high efficiency, and performance criteria. Perceived organizational support and organizational justice have become prominently popular over the past years due to their positive impacts on both human resources and capital, and thereby, studies related to these topics have increasingly continued. The conventional view and perception of an ideal workplace is an organization with an atmosphere of justice and a supportive environment (Sen et al., 2022). Human resources nowadays serve as the main factor in creating a competitive advantage for organizations. Today, given the diverse working environments, thinkers have identified a new dimension of intelligence known as “cultural intelligence (quotient)”, which allows individuals to recognize how others think and how they respond to behavioral patterns. Consequently, intercultural communication barriers are reduced, which brings people the power to manage cultural diversity (Fayazi & Jannisar Ahmadi, 2006). This kind of intelligence enhances a person's ability to interact effectively with new cultures. Fostering cultural intelligence in a world where crossing borders has become a normal thing seems like a vital need for all people (Kabuli, 2021).
This research was designed to examine and evaluate the impact of organizational justice and perceived organizational support on innovative work behavior with the mediating role of cultural intelligence among the employees of the deputy area of Astan Quds Razavi libraries to ultimately assess the relationship between these three variables. Since management is associated with the ability to continuously adapt to people from different cultures and organizational justice and support play a crucial role in generating ideas and creativity by employees, thus, organizations may utilize the results of this research to create ideas and innovation among employees according to the components of organizational support and justice with the mediation role of cultural intelligence.
Theoretical framework
Perceived organizational justice
Some of the earliest academic research on organizational justice can be attributed to Adams (1965) who used the previous studies of Homans (1961) to consider individual reactions to the allocation of outcomes (Kramer, 2021). However, organizational justice was first introduced by “Greenberg” in 1987. This subject has been the major topic of research in the area of organization in the last decade of the 20th century (Khorasani & Kanani Neiri, 2012; Jazani & Soltani, 2016).
Organizational justice is extensively accepted as a three-factor structure composed of distributive justice, procedural justice, and interactional justice. The formation of this three-factor structure may be traced back to the mid-1960s when research on justice perceptions took place in organizational behavior and industrial/organizational psychology literature (Kramer, 2021).
Perceived organizational support
The research on perceived organizational support has been expanded due to its clear antecedents and major consequences, including the attitude, performance, and desired welfare of employees. The research has followed an increasing pace with more than 1200 conducted studies so far since the early work on perceived organizational support in the 1980s (Eisenberger et al., 2020).
Perceived organizational support is effective in motivating employees. It also enhances the employees’ expectations, which on the other side obliges the organization to pay more rewards and benefits for doing more work according to the organizational goals (Poursoltani Zarandi & Irji Naqander, 2012).
Innovative work behaviors (IWBs)
The literature on the use of innovative work behavior has grown steadily since the introduction of the concept of “innovative work behavior” in 1994 and 1998 by Scott and Bruce (1994, 1998). Innovative work behavior refers to all behaviors of employees that are related to finding, developing, proposing, and implementing innovative ideas in the organization to improve innovative performance. Innovative work behaviors are a type of voluntary citizenship behavior that employees are not necessarily expected to do in their roles and official job descriptions (Rezaei & Zamani, 2019). Innovative work behavior is defined as the conscious development, introduction, and use of new ideas within a job role, group, or organization to properly improve the role of the group or organizational performance (Akram et al. 2020).
Cultural Intelligence (CI)
Cultural intelligence or cultural quotient is a very old sharpness that was utilized whenever business or intercultural meetings were held (Abi Abdallah, 2020).
Cultural intelligence is defined as the ability to adapt to different cultural environments and contexts and the capability of performing effectively in different cultural environments. Cultural intelligence refers to the ability to effectively adapt to new cultural contexts. Beyond the simple adaptation of behavior, cultural intelligence also encompasses the development of a set of abilities or set of behaviors that facilitate effective intercultural functioning. It should be noted that cultural intelligence is not related to effectiveness in a specific culture. Rather, it is associated with effectiveness in certain situations of cultural pluralism (Sharma & Hussain 2017).
Methodology
The current research is an applied study. It can be classified as a quantitative study regarding the nature of the data used and a descriptive-correlational one in terms of the nature and method of cognition, which is one of the descriptive research methods. It is also known as a field study since the research data was collected by attending the statistical population and sample using the questionnaire tool. The research statistical population included all the employees of the vice-chancellor of Astan Quds Razavi libraries, accounting for 300 people. The statistical sample was determined according to Morgan's table as 169 subjects. The sampling method used was a simple random sampling approach. A closed-type questionnaire tool was used to collect the required data for testing the research hypotheses. The perceived organizational justice questionnaire has 18 items and 3 components of distributive justice (5 items), procedural justice (10 items), and interactional justice (8 items) (Colquitt, 2001). The innovative work behavior questionnaire with 10 items and a single component (De Jong & Den Hartog, 2010), the perceived organizational support questionnaire with 6 items and a single component (one item is reverse scored) (Eisenberger et al., 2001), and finally, the cultural intelligence questionnaire, including 20 items and 4 metacognitive (4 items), cognitive (6 items), motivational (5 items), and behavioral (5 items) components were also used for data collection (Earley & Ang, 2003). The questions were scored in the form of a five-point Likert scale with the options ranging from quite agree to quite disagree.
Findings
According to the demographic results, more than 90% of the research sample had bachelor's and master's degrees. Also, more than 65% of the sample had a range of age between 40 and 50 years with 11 to 20 years of work experience. On the other hand, about 76% of the examined human capital in the statistical sample had a perfect congruence (fit) between their field of study and their job. These factors indicated a proper statistical sample to test the statistical hypotheses of the research.
The factor analysis results revealed that the factor loading of all components is greater than 0.4 and the value of the statistic (t) is higher than 1.96. Therefore, the components had good validity. The significance coefficients (t) were used to examine the fitness of the research structural model, which were higher than 1.96 and their significance was confirmed with a confidence level of 95%. According to the fitted model, the value of the coefficient of determination (R2) demonstrates how many percentages of the dependent variable changes are explained by the independent variable. This value was obtained as 0.420 and 0.388 for the dependent variable of innovative work behavior and the cultural intelligence variable, respectively, indicating a moderate-strong intensity. Also, the Q2 predictive relevance criterion, which determines the model's prediction power, was achieved for the dependent variable of innovative work behavior and the cultural intelligence variable as was 0.191 and 0.261, respectively, indicating a moderate-strong intensity. Finally, the goodness of fit index value of GOF, as a general measure of model fit, was obtained as 0.514 in the fitted model, suggesting a strong fitness model.
Discussion and Conclusion
This research was designed to evaluate the effect of organizational support and perceived organizational justice on innovative work behavior with the mediating role of cultural intelligence. The research findings demonstrated that “perceived organizational support has a significant impact on innovative work behavior with the mediating role of cultural intelligence”. Thus, organizations need managers with a high cultural intelligence given the importance of the cultural intelligence role as a mediator since organizations recognize culturally competent managers as a source of competitive advantage and strategic capability. Hence, organizations increasingly show the need for managers “who can quickly adapt to multiple cultures and work well in multinational teams” (Jyoti & Kour, 2017).
Thus, managers are recommended to increase their knowledge in the field of culture and intelligence and also think about the behaviors of their employees and determine what intellectual and behavioral biases their employees have and what unique behavioral characteristics they have compared to others in the workplace. Having information about such things enables the managers to intelligently foster and cultivate the employees' behavioral and motivational manifestations intellectually and provide the ground for innovation by supporting them and expanding interaction with these individuals. The second main hypothesis was rejected in this research; i.e., according to the results, the “perceived organizational justice with the mediating role of cultural intelligence has no positive and significant effect on innovative work behavior”.
Since this hypothesis was rejected, one can conclude that the components of cultural intelligence, including cultural knowledge, cultural care, and cultural behavior do not positively and optimally exist regarding the employees in the studied organization and such a behavior can be seen in some managers and employees. Creating inappropriate behavior in a cultural environment, failure to employ the capacity of employees as well as employees with high cultural intelligence, and also failure to understand intercultural issues and intercultural differences among employees would reduce positive interaction and communication among employees. In such circumstances, employees may not have the motivation and sense of participation and they will not be able to identify the issues and problems of the organization and provide creative solutions and innovative work behavior to solve these problems intelligently. Thus, it is suggested that the managers of the organization try to create appropriate behaviors in the environment of the organization and identify individuals with higher cultural intelligence based on their knowledge and awareness. They are also recommended to enhance interest, self-confidence, and cultural compatibility in the organization by cultivating the cultural intelligence of their employees.
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 ...
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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 ...
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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
Fariba Abdi; Rasoul Davoodi; Naghi Kamali
Abstract
Abstract
The purpose of the current research is to design a crisis management model for administrators of Farhangian University. The research method is qualitative; and applicable research in terms of its purpose. The statistical population of the research includes 16 university experts, managers and ...
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Abstract
The purpose of the current research is to design a crisis management model for administrators of Farhangian University. The research method is qualitative; and applicable research in terms of its purpose. The statistical population of the research includes 16 university experts, managers and academic staff members who had experience in crisis management, and were individually interviewed and selected by theoretical (non-probability) and purposeful sampling. And semi-structured interviews were used with university experts. The components and quality requirements of crisis management were obtained through theme analysis during three stages of data coding. The results showed that the components of crisis management in Farhangian University include the degree of preparedness to deal with the crisis (individual factors, organizational factors, educational factors, economic factors); preparation of risk management plan (before the crisis, during the crisis); Organizational structure; participation of organizations; organization communication (internal communication plans, external communication plans); Continuous monitoring (crisis maneuver, possible crisis scenario, review and evaluation); organizational leadership (leadership and management, organizational culture); organizational agility; and university infrastructure.
Extended abstract
Introduction
As one of the main social institutions, the university has the important task of personnel training, scientific research, social services, cultural heritage, and innovation. In the period of rapid social transformation, the outer space of the university becomes more and more complex, which causes the university to face various tests in the process of reform and development. Critical incidents show a growing trend that is also reflected in the universities themselves. At all times, when the university faces a critical incident, the society, people, and media have paid great attention to it. In recent years, more researchers have studied university crisis management (Wenting, 2019). Crisis management is the process of quick decision and action, all-round flexibility to anticipate in order to be prepared to prevent its occurrence, deal with the crisis and repair the effects of the crisis on the environment and actors. Iran is at the top of the most damaged and vulnerable countries in the world (Darvishzadeh, 2018).
According to the mentioned materials, the main problem of the research is; what is the model of crisis management for Farhangian University administrators?
Theoretical Framework
Crisis Management
The crisis is clear to the general public, and they easily understand its meaning. People consider crisis as a bad event and a negative thing and define it as sudden and dangerous events that can have bad and negative effects (Nazemiyan, 2019). Crisis management is an art through which the government of elite men, actors on the stage, display their decisive role. Paying attention to the complexity of natural disasters in cities and the urgent need to use risk reduction funds in urban residential areas, risk management has been used in different ways in the world as a new and effective method in the stages of prevention and preparedness in crisis situations (Hoseini et al., 2018).
The concept of crisis management in the university
Crisis management is an applicable science that, through systematic observation of crises and their analysis, seeks to find a tool by which crises can be prevented, and in case of a crisis, it can be prepared, dealt with effectively, organized and coordinated, and planned action (Rahimi & Moradi, 2021).
Balachi et al, (2023) investigated the role of organizational structure in the ability of crisis management in the organization. The results of the research also show that flexible organizational structure and high coordination improves the ability of crisis management in the organization. In addition, strong communication and cooperation between organization members are also considered as essential factors in crisis management ability. This study brings important results to managers and policy makers of organizations and recommends that organizations improve crisis management ability by creating a flexible organizational structure and strengthening cooperation between members.
Sazmand et al, (2022) investigated the relationship between emotional intelligence and crisis management of the Corona pandemic at Mazandaran University of Medical Sciences. The findings of the research showed that among the dimensions of emotional intelligence, the average of interpersonal skills was higher than the other dimensions. Also, there is a positive and significant relationship between the three dimensions of interpersonal skills, adaptability, and general mood with crisis management. In addition, there is a significant positive relationship between the overall score of emotional intelligence and crisis management.
Research methodology
The present study was applicable in terms of its purpose, and qualitative in terms of data collection. The statistical population includes 16 university experts who were identified using theoretical (non-probability) and targeted sampling, and semi-structured interviews were used.
Research findings
Thematic analysis method was used to analyze the data obtained from the interview,. The results showed that the components of crisis management in Farhangian University include the level of preparedness to deal with the crisis (individual factors, organizational factors, educational factors, economic factors); preparation of risk management plan (before the crisis, during the crisis); Organizational structure, participation of organizations, organization communication (internal communication plans, external communication plans); Continuous monitoring (crisis maneuver, possible crisis scenario, review and evaluation); organizational leadership (leadership and management, organizational culture); organizational agility; and university infrastructure.
Conclusion
The present research was conducted with the aim of designing a crisis management model for Farhangian University administrators. The findings of the present research are in agreement with the findings of Rezaei & Nuri (2018), Jamaledini et al, (2016), AlQahtany & Abubakar (2020), Kwesi-Buor et al, (2019), Lin et al, (2018), Torani et al, (2019), Wasson & Wieman (2018), Lauriola et al, (2018), and Aghaei et al, (2018). In explaining this finding, it can be said that the dimensions that can be a reason for crisis in universities are divided into six categories. The first category is the dimensions of the crisis caused by natural or human factors, such as earthquakes, floods, gas leaks, and accidents caused by damage to vital arteries. The second category of crisis-making dimensions is in the political dimension. For example, the presence of unorthodox people in various forms and shapes in the university campus, politicization among students, the lack of transparency and lawfulness of political activities in the university territory, political dissatisfaction in universities and the migration of elites, politics mistrust of students and professors towards university management can be mentioned as examples of this dimension. The third category of crisis-making dimensions is in the management dimension; among which can be mentioned the inadequacy of managers' commitments to implement changes, the application of parallel management as a factor of conflict in university administration, the prevailing bureaucratic and inflexible management in universities, problems related to the centralized system of university management, and the lack of familiarity of managers with crisis management in universities. The fourth category is the dimensions of the crisis in the educational dimension. In this context, we can refer to things such as the large number of applicants to enter the university, the lack of physical space and student dormitories, the inappropriate quality of food and the physical space of the university, the lack of up-to-date information, and knowledge of university professors, the way of accepting students and the predominance of doctrinal thinking among the students. The fifth category of crisis-causing dimensions is the economic dimension. The severe financial dependence of the university on the approved budget, the low salaries and benefits of university faculty members, the personal and social agitations of students due to the pressure of increasing tuition fees, and the lack of suitable job opportunities to attract university graduates are clear examples of the crisis. The sixth category is the dimensions of the crisis in the cultural-social dimension, such as the increase in the tendency of students to migrate abroad, the alienation of students from the culture and national identity and the loss of self in front of foreign culture, the clash of student values with the cultural values of the university, and psychological aspects of unemployment among graduates, etc. Therefore, it can be concluded that in order to manage the crisis in Farhangian University and higher education, Special attention should be paid to these components.
According to the results, it is suggested that in order to achieve a more practical and effective model, the final model of the research should be implemented as an example in one of the provinces of the country and be tested and evaluated. Considering the importance of the quality of resources in the research results, such as the quality of educational resources, the persons involved should provide the necessary grounds for employing skilled and quality professors and training according to people's needs in order to make these trainings more effective.
management
mitra rastegar; nader shahamat; moslem salehi; reza zarei
Abstract
AbstractThe purpose of the present study is an analysis of dimensions and components of sustainable human resources management in Fars province Azad universities. The research method is qualitative, and applicative in terms of its purpose. The statistical population includes 18 members of the faculty, ...
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AbstractThe purpose of the present study is an analysis of dimensions and components of sustainable human resources management in Fars province Azad universities. The research method is qualitative, and applicative in terms of its purpose. The statistical population includes 18 members of the faculty, staff and experts of the Islamic Azad University of Fars province, who were selected by purposive sampling and criteria-based technique. The data collection tool includes two parts; a semi-structured interview in the field part, and the review and exploration of upstream documents and higher education documents in the library part. To analyze the data; open, central and selective coding was used based on the theory of the foundation data, and the Atlas ti software was used to code the interviews. The results indicated that the dimensions and components of sustainable human resource management in the Azad universities of Fars province, a total of 151 concepts and 31 categories or core codes were identified and extracted. 31 categories identified in 6 groups which include causal conditions, governing context, intervening conditions, strategies, consequences, and central category or phenomenon.Extended abstractIntroductionScientific discussions along with the need of organizations to refocus and determine the role of human resource management in the sustainability of organizations have led to the development of a new approach to human resource management, which is known as sustainable human resource management (Anlesinya & Susomrith, 2020). Sustainable human resource management research is a topic that has become increasingly important in the last decade. Human resource management has meant the efficient and effective use of people to achieve short-term financial results. But currently, according to the concept of sustainability, it means using human resources tools to establish a sustainable strategy and create a human resources management system that helps the sustainable performance of the business (Montiel & Delgado-Ceballos, 2014). This new perspective of human resource management includes identifying broader goals for human resource management through recognizing the complexities of the dynamics of the work environment and clearly recognizing the need to prevent the negative effects of human resource management actions (Lopez-Cabrales & Valle-Cabrera, 2020).Accordingly, the current research is looking for an answer to this question: What are the dimensions and components of sustainable human resource management in the Azad universities of Fars province?Theoretical frameworkHuman resource management improves organizational performance and efficiency and then brings efficiency and profitability. Undoubtedly, famous and powerful organizations are aware of the effective role of human resources in increasing growth and development, and cautious and far-sighted managers consider the organization as a combination of employees with different thoughts and moods, knowledge, and different physical conditions; and organizations cannot find actual existence without them (Koshki Jahromi & Rezaei Mir Ghaed, 2018).Sustainable human resource management refers to all activities related to the development, implementation, and continuous maintenance of a system that is carried out with the aim of creating employees of a sustainable organization. In fact, this concept is that aspect of human resource management that is interested in transforming regular employees into sustainable employees so that it can reach the organization's environmental goals and ultimately make a significant contribution to environmental sustainability. It refers to the policies, practices and systems that encourage the organization's employees to sustain and protect the environment for the benefit of the individual, society, the natural environment, and the job. Based on the studies conducted in the past, the need for human resources management support for sustainable issues was reinforced by studies that discussed the positive effects of human resources for the efficiency of companies in a wider way (Norozi Fard & Zamani, 2016).Parsazadeh, (2022) investigated the impact of human resource management strategies on sustainable competitive advantage through job satisfaction and the moderating role of servant leadership (case study: Islamic Azad University, Ahvaz branch). The results showed that human resource management strategies have an effect on sustainable competitive advantage. Also, job satisfaction mediates this relationship and servant leadership moderates the relationship between job satisfaction and sustainable competitive advantage. Fazalali & Moazzami (2022) investigated the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. The results of the research show that organizational leadership style has no significant effect on human resource management and it has been rejected, but organizational leadership style has an effect on competitive work environment; competitive work environment on human resource management; and organizational leadership style on human resource management with a mediating role of competitive work environment. They are meaningful and have been confirmed.Research methodologyThe present study was conducted qualitatively in terms of data collection, and was applicable in terms of purpose. The research method is a case study. The statistical population of the research includes 18 faculty members, staff and experts of the Islamic Azad University of Fars province. The purposeful sampling method was done with criteria-based technique. In the library section, 16 documents were studied, examined and researched. In this research, the data-based theory method was used in order to identify and analyze the dimensions and components of sustainable human resources management. The implementation of the Foundation's data theory method began with conducting interviews, collecting and coding data.Research findingsIn order to analyze the data; open, central and selective coding was used, and Atlas ti software was used to code the interviews; and the results showed that the identified and extracted dimensions and components of sustainable human resource management in the Azad universities of Fars province were a total of 151 concept and 31 core categories or codes. 31 identified categories were placed in 6 main categories that include causal conditions (sustainable job analysis and design - sustainable human resource planning - sustainable performance evaluation - safety and health management - sustainable reward and discipline management - social conditions and economic conditions); the dominant context conditions (manpower training - sustainable attitude - change and strategic management - technological infrastructure - effective laws and documents - supportive atmosphere in the organization - and competitive advantages), intervening conditions (management system - organizational atmosphere - individual culture in the organizational position - conflicts - demographic effects - supportive law), strategies (conceptualization of a sustainable university - sustainable management - sustainable education program - sustainability policy - sustainability monitoring - alignment with micro and macro missions of the university - sustainable research), and consequences (individual consequences - consequences organizational - social consequences). ConclusionThe current research was conducted with the aim of analyzing the dimensions and components of sustainable human resource management in the Azad universities of Fars province. The results of this research are in agreement with the results of Baum et al, (2016), Baum (2018), Lin & Sanders (2017), Lin (2013), Elahi & Mahmudi Shenas (2019), Chams & García-Blandón (2019), Abdolalipor (2017), Macke & Genari (2019), Indiparambil (2019), and Sharifi (2016). Causal conditions of events are events and happenings that lead to the occurrence or expansion of the desired phenomenon, or events that precede the desired phenomenon in terms of time. It should be considered that sustainable human resource management is defined to meet the current needs of the organization and society without jeopardizing the ability of the future generation to meet these needs, and simultaneously pays attention to economic, environmental, and social needs; provided that series of specific conditions in which strategies and mutual actions are taken to manage, control and respond to the phenomenon should be considered as background conditions; and intervening conditions are factors that facilitate the causal conditions, or interferes as a result of these conditions and prevents it. In other words, intervening conditions alone do not lead to behavior, but they can affect behavior due to causal conditions. Strategies or actions are purposeful actions that provide solutions for the desired phenomenon. Strategies are a set of actions that individuals, teams, and organizations take in response to causal conditions and context and considering intervening factors in order to realize the core category of sustainable human resource management in Fars province free universities; and the consequences, results, and outputs of strategies or actions and reactions. In other words, wherever a person or persons choose to perform or not perform a certain action/reaction in response to a matter or problem or in order to manage or maintain a situation, consequences arise.According to the results of the research, the following suggestions are presented:Creating superior organizational capabilities to achieve high quality standards and integrity;Having a sustainable organizational culture in human resources activities;Cultivation at the community level to understand the importance of sustainable education;The need to pay attention to the management of green human resources in order to move towards competence;balance of economic, social and environmental performance;Forming special training groups to teach the basics of sustainability
management
Peyman Akbari; Marzieh Dehghani Zadeh; Zolekha FasihMofrad
management
Maasoumeh Mohtaram; Zahra Pakbaz
Abstract
The aim of the current research was to design the competency model related to ambidextrous leadership in social systems; It should be noted that the current research is applied in terms of its purpose, the qualitative research approach and the research method are meta synthesis. To conduct this research, ...
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The aim of the current research was to design the competency model related to ambidextrous leadership in social systems; It should be noted that the current research is applied in terms of its purpose, the qualitative research approach and the research method are meta synthesis. To conduct this research, the seven stages of Sandelovski and Barso (2007), which have the necessary comprehensiveness, were used. In order to ensure and validate the search process and achieve the research findings, the expert team consisting of four educational management specialists formed the members of the research meta synthesis team. The sources of research data collection were the existing articles and texts about ambidextrous leadership from 2010 to 2023.The findings of this research showed that the model of ambidextrous leadership competencies includes 32 basic themes in 9 organizing themes with the titles: 1. "Individual competencies"; 2. "Communication skills"; 3. "Professional-management skills"; 4. "participatory management skills"; 5. "Planning skill and strategic thinking"; 6. "Ability to lead change"; 7. "Inclination to increase knowledge"; 8. "The ability to respond to the environment while paying attention to internal coherence"; 9. "The ability to apply contingency management". It should be noted that the output of this research can be provided to the managers and planners of organizational development in order to consciously develop the capabilities and skills of managers at different organizational levels, knowing the factors that influence ambidextrous leadership competencies.
Extended abstract
Introduction
In the last century, various organizations have experienced amazing changes in their processes and areas of activity. The key mission of organizations, which until the 1960s was to expand the scale of production and focus on the quantity of organizational output, turned to increasing the quality of products and services as well as reducing costs. In this era, the managers of the organization tried to make maximum use of the internal resources and assets of the organization and always improve the productivity and efficiency of their organization. But in the 1990s, with the expansion of the competitive environment between organizations, it became clear to the managers of the organization that in a competitive world, only focusing on productivity and efficiency is not enough to maintain the competitive advantage and also the survival of the organization in the long term; Rather, the flexibility and ability to respond to changes and environmental expectations, as well as paying attention to components such as agility, the capacity to change strategic focus and quick and timely response to the evolving and changing environment, as basic axioms for survival and improving the performance of organizations. They play a key role. Accordingly, in the current world, the ability to discover new and innovative ways to create value has become one of the main axes of the strategic thinking of organization leaders (Gastaldi, Lessanibahri, Tedaldi & Miragliotta, 2022). On the other hand, organizations today are facing the fourth industrial revolution, which the complexity of physical and digital realities has created and expanded a complex and unique competitive environment for organizational activity. (Culot, Nassimbeni, Orzes & Sartor, 2022). In this situation, organizations are under pressure to be efficient in the short term and have a competitive performance, but also to be flexible in the long term and operate with an innovative approach; In other words, organizations must be ambidextrous (Derbyshire, 2014). According to March (March, 1991), duality includes exploitation (managing the current position and resources of the organization) and exploration (adapting to environmental changes and continuous innovation); Ambivalence is the ability of an organization in two dimensions of exploration and exploitation in order to increase its competitive power in complex and changing environments, which requires durability and survival, flexibility, development and maintenance of competitive advantage and exploration of potential opportunities in the environment. (Mom, Chang, Cholakova & Jansen, 2019). In fact, expectations and environmental developments are the factors of pressure on organizations in the direction of moving towards bilateral development; In addition to being completely superior in their current operations and improving their functional areas both in terms of quantity and quality, they also strive to innovate and discover new opportunities (Herzallah, Gutierrez-Gutierrez & Rosas, 2017). Therefore, the existence of ambidextrous leaders who can improve the two basic aspects of improving the organization's performance in the current world, i.e. exploitation and exploration, with competence and acquiring the necessary skills, is considered a competitive advantage and a key factor for success in organizations; By considering the environmental dynamics as well as the internal requirements of the organization, ambidextrous leaders establish a smart balance between the two dimensions of exploitation and exploration; Because they believe that the relationship between leadership behavior and the performance of the organization is not a linear and formulated relationship that works in every situation, but the conscious movement of the organization between construction and innovation, guarantees adaptation to the environment and as a result, improves the performance of the organization (Rosing, Frese & Bausch, 2011). Therefore, knowing the characteristics and competences of ambidextrous leaders is considered a vital necessity to guide the organization in dynamic and changing interactive environments. Therefore, in the present study, an attempt was made to study the available sources and texts about the competencies of ambidextrous leaders, the components related to Ambivalent leadership should be identified and investigated. The output of this work can provide useful information to managers and organizational development planners in order to improve the leadership skills of managers according to organizational and environmental requirements.
Theoretical framework
Organizational ambidexterity refers to the ability of an organization to simultaneously pay attention to exploration and exploitation; The exploitation aspect means that an organization is cultivating the potentials and capacities that it currently and from the past; However, the exploration aspect deals with the creation of innovation, knowledge and the discovery and use of new resources and capabilities (Stokes, Moore, Moss, Mathews, Smith & Liu, 2015). In the new approaches, it is suggested that the ability to simultaneously pursue the exploitation and exploration and cultivation of these two dimensions in employees is the best way to promote innovation and increase the performance of today's organizations. This argument led to the emergence of ambidextrous structure and ambidextrous leadership (Zarb, De La Robertie & Zouaoui, 2017). Ambivalent leadership is considered a new theory in leadership that was proposed by Rasing, Fars and Bush (2011); In their research, these researchers came to the conclusion that ambidextrous leadership can best stimulate and guide innovation; Because he is able to simultaneously use the exploratory skills and the exploitative skills required for the innovation process. In this style of leadership, the leader's open behaviors support exploratory activities and against the closed behaviors of the leader, they support exploitative activities. Finally, Rasing et al. (2011) have defined ambidextrous leadership by combining the aforementioned behaviors as follows: "The ability to cultivate both exploratory and exploitative behaviors in followers by increasing or decreasing variability in their behavior and being flexible. in changing between these two types of behavior".
Methodology
The upcoming research is applied in terms of purpose, qualitative research approach and meta-composite research method. The purpose of the present synthesis is to discover the basic findings of various studies in the form of concepts; Therefore, to conduct this research, the seven stages of Sandelovski and Barso (2007), which have the necessary comprehensiveness, were used. The validity of the research data was taken into consideration by using the techniques of reliability and transferability through the self-review of the researchers and the alignment of the data and reliability in the process of collecting information as well as the transparent report of the process of obtaining the research data (Lincoln & Guba, 1985).
Research findings
What are the components of the competency model related to strong leadership?
The ambidextrous leadership competency theme network (subordinate) shows that the ambidextrous leadership competency model consists of an overarching theme, 9 organizing themes, and 32 basic themes.
Conclusion
In today's complex world where continuous and fast-paced changes occur, organizations are faced with turbulent environments that do not allow managers, like in the distant past, with a closed approach to the interactive environment and only by focusing on the components and processes within the organization to continue their effective activity. In fact, every change and transformation, however small in the interactive environment, has a direct or indirect reflection on the performance of organizations. Therefore, in order to survive and be effective in today's world, organizations need leaders who, in addition to being skilled in managing the processes and internal affairs of the organization, by looking at the components of the interactive environment, also discover the opportunities in the environment and use this opportunity for the benefit of the organization. and with knowledge and awareness of existing threats and dangers, use weapons such as innovation, creativity, flexibility and all-round readiness for change in different dimensions and levels to confront and protect against these threats. equip in the shortest possible time; In the world of management, such leaders are known as ambidextrous leaders, and in this regard, in this research, an effort was made to discover and identify the dimensions of competence of ambidextrous leaders through a deep study of reliable and relevant scientific sources. The result of the study and investigation in related sources showed that ambidextrous leaders benefit from 9 categories of competence or special ability.
In general, it can be said that maintaining the survival and efficiency of organizations in today's complex world, whose distinctive feature is the emergence of new changes, implies the existence of competent leaders who, by maintaining a balance between open behaviors, means creating a platform for the emergence of creativity, freedom of action and ideation. among employees and closed behaviors in the sense of standardizing activities to monitor the good performance of employees, institutionalize the two important dimensions of exploration and exploitation in the atmosphere of the organization; Such ambidextrous leaders with a correct understanding of the actual capabilities of the organization and awareness of potential environmental opportunities as well as intelligent prediction of the future developments of the surrounding world, while they have the ability to challenge the current situation of the organization and the desired situation and idea draw the future of the organization, improve the self-confidence and intellectual power of the subordinates in order to take risks and express themselves in ideation and independent implementation of ideas in order to shorten the path of the existing and desirable state of the organization; And this is while the control and monitoring of the quality of the current processes of the organization does not remain far from the prudent eyes of the two-handed leaders.
management
Roozbeh Hajizadeh Majdi,; Shahram Fatahi; Iraj Ranjbar
Abstract
The purpose of this research is to identify and prioritize the effective and efficient factors of the quantum leadership of the broadcasting organization in the field of social networks. The research method is quantitative and applicative. The statistical population of the research includes 15 media ...
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The purpose of this research is to identify and prioritize the effective and efficient factors of the quantum leadership of the broadcasting organization in the field of social networks. The research method is quantitative and applicative. The statistical population of the research includes 15 media experts, political science professors, media management professors, and management, who were selected by targeted and available sampling method; and to perform the calculations, Dimetal technique was used. The components and indicators of quantum leadership identified from the Delphi stage include three management and organizational dimensions, quantum skills and quantum leadership, which management and organization dimension has two components (quantum management, quantum organization), the quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum cognition, quantum action, quantum trust, quantum existence), and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The findings showed that the social media leadership component, which has the highest D value, has the greatest influence with other indicators; also, the quantum management component, which has the highest R value; has the greatest impact on other indicators. Besides, quantum management, which has the highest amount of D+R; has the highest effectiveness compared to other components, and also quantum trust, which has the highest D-R value; has the most impact on other components.
Extended abstract
Introduction
Media are communication channels through which messages are sent to the audience. But whether these channels interfere in the content of the message or whether it is just a neutral tool in the transmission of the message is one of the important topics in media philosophy and of course in its management (Ghaed Amini Harouni et al, 2018). The success of today's organizations depends on the correct and efficient leadership, which relies on the influence, guidance, direction and streamlining of the organization's activities, and the belief of the employees (Erfanmanesh, 2018).
In the last decade, much attention has been paid to new approaches and theories of leadership. These approaches and theories have shown more attention to the intellectual and philosophical foundations of leadership and behaviors related to it instead of emphasizing only the behavioral signs of leadership as a leadership style. Leadership worldview, strategic leadership and quantum leadership can be introduced as new paradigms in this style (Totkzadeh, 2018). Quantum leadership tries to create the desired future by determining objectives, choosing the best solutions, and using the best tools correctly so that a situation fits the internal conditions of the organization and the requirements of the strategic environment (Kmali Ardekani et al, 2020). The purpose of quantum leadership is to increase the effectiveness and power of managers and employees of the organization. Forming self-governing groups and providing extensive feedback to managers and employees, which prevents costly mistakes for the organization, is one of the strategies used in quantum leadership (Ghaed Amini Harouni et al, 2018). Based on this, the researcher tries to answer the question; how to identify and prioritize the effective and efficient factors of the quantum leadership of the broadcasting organization in the field of social networks?
Theoretical Framework
Quantum leadership is a style of leadership that seeks to increase trust, security, dynamic communication and learning and reduce vertical communication and increase horizontal communication in the organization. The framework and structure of the quantum organization includes mutual and fluid communication between the leader and the followers, which can be defined through an organization combined with trust, value, spirituality, learning, dialogue and thinking together (Rozbeh et al, 2021). Quantum leadership is a type of leadership that is able to provide energy and great influence on organization members, and, it can stimulate the natural human capacity as a capability, and guide everyone to move towards common goals. Quantum leadership is related to the science of complexity, which its purpose is to study all potential abilities; so that it can create creative potentials by uncertainty. Like the Gestalt theory, the quantum theory states that the whole in the world is greater than the sum of its parts. Quantum leadership can manage conflict for the benefit of the organization and improve leadership quality (Ningtias & Mundiri, 2019).
Pir Dehghan & Monsef (2022) investigated quantum leadership and job self-efficacy. The research findings showed that there is a positive and significant relationship between quantum leadership components and job self-efficacy, but there is no relationship between quantum leadership components and organizational excellence.
Geok & Bilal Ali (2021) presented a quantum leadership style framework in their research to promote lifelong learning among employees through management science. Hence, Quantum leaders understood the implications of organizational learning in the workplace during challenging times. Lifelong learning was promoted to improve profitability, organizational stability and growth with a conducive learning environment. The resurgence of quantum leadership contributes to new developments in management science in industry and higher education. The need for future studies was evident on purposeful learning through quantum leadership to support knowledge creation and consistent paradigms.
Methodology:
This research is practical in terms of purpose, and descriptive survey based on research design and in terms of data collection method. The statistical population of the research includes 15 experts in the field of media, professors of political science, professors of media management and management. The sampling method is targeted and accessible, and two methods of literature review and semi-structured interview were used to collect data.
Discussion and Results:
Excel software environment and coding in VB language have been used in order to perform the calculations related to Dimetal technique. According to the results of the research, the components and indicators of quantum leadership identified from the Delphi stage include three dimensions: managerial and organizational, quantum skills, and quantum leadership; the managerial and organizational dimension has two components (quantum management, quantum organization), the quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum cognition, quantum action, quantum trust, quantum existence) and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). The findings showed that the social media leadership component, which has the highest D value, has the greatest influence on other indicators; and the quantum management component, which has the highest R value, has the greatest impact on other indicators. Also, quantum management, which has the highest amount of D+R, has the highest effectiveness compared to other components; and quantum trust, which has the highest D-R value, has the most impact on other components.
Conclusion:
The current research was conducted with the aim of identifying and prioritizing the effective and efficient factors of quantum leadership of the Broadcasting Organization in the field of social networks. The results of this research are consistent with the findings of researchers such as Ahmadian et al, (2021), Geok & Bilal Ali (2021), Rozbeh et al, (2021), and Oudlajani & Naqib al-Sadat (2021). According to the findings of the research, it can be concluded that quantum leadership has played an important role in organizations because managers and leaders can welcome new opportunities due to creativity, which is one of the most important characteristics of quantum leaders. Leaders in quantum leadership warrant their competitive advantage by relying on this feature, and with the help of people who are open to innovation and facing unknown and new phenomena, and providing risk-taking and adaptability in the organization's people to welcome change and transformation in the organization. As a result, organizational leaders must cultivate new skills in themselves, which are called quantum skills; these skills help organizations to increase the ability of managers to manage people in organizations, resolve conflicts, increase productivity; creativity and innovation, agility, organizational excellence, organizational learning, etc., which are all signs of quantum leadership, and provide the basis for success, organizational development, and ultimately their survival in today's complex and rapidly changing world, due to the development of technology and the progress that exists in the world today.
According to the results of the research, it is suggested that by taking advantage of the quantum view and the ability to see purposefully, the style and way of thinking and attitude should be comparable with the quantum thinking and the ability to think in a contradictory way in order to lay the groundwork for quantum knowledge and intuitive knowledge of issues in the organization In this way, organizational leaders and managers can create quantum feeling and trust among their employees, which in turn causes a new attitude to issues, creative and intuitive thinking, and foresight and prediction in the organization. It is suggested that when selecting people for a leadership position in the organization, they should be evaluated in terms of their willingness and ability to implement quantum leadership, and those should be selected who have this characteristic more prominent and stronger.
management
zahra roozbeh; shiva madaheyan; amin nikpour
Abstract
The present study presented a model of green governance with a sustainable development approach in the health system. The method of this study is applied and analytical in terms of aim, qualitative in terms of process, and grounded theory in terms of data collection and analysis. Twelve experts were ...
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The present study presented a model of green governance with a sustainable development approach in the health system. The method of this study is applied and analytical in terms of aim, qualitative in terms of process, and grounded theory in terms of data collection and analysis. Twelve experts were first interviewed after examining the theoretical foundations and previous studies. Then, data were analyzed, and categories, related concepts, and semantic codes were extracted to answer the research questions by MAXQDA (2020) software. The interviews continued until theoretical saturation was reached. "Balanced and integrated management," "service provision," and "financial resources" were identified as causal factors. "Legal environment," "political environment," "cultural and social environment," and "technology" were identified as contextual factors. "Government policies" and "change management" were identified as intervening factors. "Green governance affairs," "contractual affairs," and "participatory affairs" were identified as strategies. "Creating alignment between goals, policies, and structure and culture in the health sector," "improving administrative and environmental health," "and dynamism and adapting to changes and developments in the health system" were identified as outcomes.
Extended abstract
Introduction
Significant development caused by the industrial revolution that began in the mid- 1700s led to gradual changes in industries, economic growth, higher standards of living, the availability of world-class products, amenities, etc. However, the environmental aspect was neglected, resulting in much environmental damage (Ferran Vila, Yanez & Miotto, 2022). In recent decades, human beings have well understood the danger of neglecting the environment since all kinds of environmental pollution have endangered the whole earth as a human habitat. Thus, efforts were made to protect the environment and modify development methods. Hence, environmental concerns and sustainable development are among the global community's most significant topics (Seyd Alavi, Mohammad, Ghalavandi, Abbaspour & Mohamadkhni, 2020). Several quantitative and qualitative factors affect sustainable development. However, many thinkers of economics and other sciences argue that governance has a relatively higher rank in affecting sustainable development (Zahiri, Zayanderoody & Jalaie, 2021). Accordingly, green governance as a new and sustainability-based governance model creates new challenges for the traditional human-centered development ideology (Li et al., 2018) and emphasizes the balance between economic growth and sustainable development (Lin, Gui, Xie, & Liu, 2019). Green governance includes the combination of the principles of environmental sustainability and social justice in the decision-making processes of the government and other institutions (Dryzek, 2013). Green governance is also considered a driving force for the restructuring of economic development and the realization of a green technological revolution to realize and achieve sustainable development goals (Xu & Zhu, 2022). Also, health domain and the health system are among the most significant service sectors and indicators of social development and welfare (Seddighi, Nosrati Nejad & Basakha, 2020). Applying the green governance model in the health system can minimize the environmental damage caused by providing services. Despite the role and significance of this strategy, few efforts have been made to apply it, especially in Iran's health system. Thus, the present study fills the existing research gap. It can help the health system use the green governance strategy to achieve its sustainable development goals. Therefore, in this study, the researcher seeks to answer the question of the model of green governance with a sustainable development approach in Iran's health system.
Literature review
Peyghan, Yaghobi, and Keikha (2022) conducted a study entitled "Measuring and validating the model of good governance with a sustainable development approach (a study in Sistan and Baluchistan)." The results revealed that in the proposed model, the index of comment and final responsibility, quality of laws, corruption control, the rule of law, and transparency are ranked first to fifth, respectively (Peyghan, Yaghobi & Keikha, 2020). Rezaei Lori, Selajeghe, and Maddahiyan (2022) conducted research entitled "Designing a good governance model for the systematic exploitation of Mines with a sustainable development approach (The case study of Golgohar Sirjan Industrial and Mineral Complex). The results revealed that comprehensive responsibility, a causal condition that includes intergenerational, environmental, and social obligations, causes the formation of good governance with future-oriented, health-oriented, and people-oriented characteristics. Along with the developmental space, creating opportunity and development-oriented strategies leads to sustainable social, economic, and environmental development (Rezaei Lori, Salajeghe & Maddahiyan, 2022). Xu and Zhu (2022) investigated the effects of green governance and green financial policies on sustainable development in various regions of China from 2008 to 2018. The results revealed that China's green governance index and green financial policies significantly reduced environmental pollution during the study period (Xu & Zhu, 2022). Shah, Lai, et al. (2021) conducted a study entitled "Development of a green governance framework to improve the performance of an oil and gas company." The results revealed that the proposed green governance framework reduced social costs and environmental risks and effectively improved the performance of the oil and gas industry (Shah, Lai, et al., 2021).
Methods
This study is an applied type and analytical in terms of aim, qualitative in terms of process, and grounded theory in data collection and analysis method. A purposeful sampling method was used. Its data were collected using semi-structured interviews. The researcher achieved theoretical saturation after interviewing 12 experts. Also, data analysis and extraction of categories, related concepts, and semantic codes to answer the research questions in this study were done by MAXQDA software.
Results
This section answers the questions of providing a green governance model with a sustainable development approach in the health system (case study: Kerman University of Medical Sciences). The questions of this study were as follows: What are the causal conditions of providing a green governance model with a sustainable development approach in the health system? What are the contextual conditions for providing a green governance model with a sustainable development approach in the health system? What are the intervening conditions for providing a green governance model with a sustainable development approach in the health system? What are the strategies for presenting the model of green governance with a sustainable development approach in the health system? What is the outcome or implication of providing a green governance model with a sustainable development approach in the health system?
The results revealed that the three components of "balanced and integrated management," "service provision," and "financial resources" were identified as causal factors. "Legal environment," "political environment," "cultural and social environment," and "technology" were identified as contextual factors. "Government policies" and "Transformation and change management" were identified as intervening factors. "Green governance affairs," "contractual affairs," and "participatory affairs" were identified as strategies. "Creating alignment between goals, policies, and structure and culture in the health sector," "improving administrative and environmental health," and "dynamism and adapting to changes and developments in the health system" were identified as outcomes.
Discussion and Conclusion
The present study provided a green governance model with a sustainable development approach in the health system. The results revealed that the causal factors are balanced and integrated management, providing services, and financial resources. The legal environment, political environment, cultural and social environment, and technology were found as the contextual factors. Intervening factors also included government policies and change management. The strategies were also green governance, contractual, and partnership affairs. Finally, creating alignment between goals, policies, structure, and culture in the health sector, promoting administrative and environmental health, dynamism, and adapting to changes and developments in the health system were found as outcomes.
Based on the results, it is recommended to consider the development of effective leadership as a priority of the health system's programs and policies. Organizational independence should be promoted in different parts of the health system. Also, practical performance evaluation should be performed annually, and balanced growth and development should occur in economic, social, and environmental dimensions. Moreover, policy-making and decisions should be made based on evidence with the development of feedback mechanisms in the sector.
Collective decision-making and orientation among health stakeholders should be done to develop policies and crisis management requirements in the health sector, a fair payment system along with moving toward self-sufficiency should be applied in the health system for development and motivation of human resources in the health sector, development and use of prevention and safety approaches in the health sector should be considered by improving the fficiency and quality of the services provided. Also, financing, accumulation, and capital management in the health sector should be done by using the basics of financing and focusing on the health system's priorities. The management of creating infrastructure and production of financial resources and budgeting strategy in the health system should be done by promoting the rule of law in the health sector.
It is also recommended to create a guarantee for tools for implementing policies in the health sector by identifying and defining the roles of government, private, and civil society actors, demands and expectations of people. The use of electronic government, the use of green technologies and methods, the development of privatization, and the use of the power and capacity of the private sector should be considered in this regard. It is also recommended to observe the environmental issues and the development of knowledge resources with the optimal management of financial and environmental resources to promote administrative health and value-oriented and ethical orientation. It is also recommended to pave the way for reaching a consensus among the actors of the health system and formalizing the relations between the beneficiaries of the health system by strengthening social capital and effective communication between the beneficiaries of the health system to improve health promotion and save more energy and optimize waste management, and coordination of land and environment and protect citizens against financial, social, and environmental risks.
management
Mokhtar Heydari; gholamali tabarsa; nader sheykh-aleslami kandolosi
Abstract
The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population ...
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The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population of the research includes government managers who have at least 10 years of experience. In order to sample; purposeful sampling method in the qualitative part was used, and in the quantitative part based on the number of extracted components, the number of samples was determined to be 396 people and the cluster method was used for sampling. In order to analyze the data, the coding method was used in the qualitative part and the structural equation model method was used in the quantitative part by PLS software. The results indicate that the causal factors include; individual, group and organizational factors. Also, the environmental platform includes; the role of the government, political and economic factors, and electronic platforms. The consequences also indicate the continuity and progress of the organization. The results of the structural equations also showed that the resilience model has a favorable fit in government organizations.
Extended abstract
Introduction
Organizational resilience is a subcategory of positive organization and today, despite the attention to the term resilience and its vastly uses in various fields, there is a limited theoretical and practical understanding of this concept in its evaluation and measurement in relation to organizational resilience (Rafiyan et al, 2011). Resilience has been studied in many different fields, including management, security, ecology, psychology, disaster management, organization management, engineering, etc., but there is no definition acceptable in any field (Bergström et al., 2015). Resilience in the organizational field is not an exception to this rule. Researchers such as Alblas & Jayaram (2015), Alblas & Jayaram (2015), Chand & Loosemore (2016), and Hu et al, (2018) have considered organizational resilience as the ability to deal with changes, internal and external risks and impulses, and some such as Linnenluecke & Griffiths (2010), Alexiou (2014), and Ortiz & Bansal (2015) have defined resilience as a capacity to deal with changes, risk and impulses, and some others have considered it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Rai et al, (2021) have considered organizational resilience as a way to deal with successive environmental crises. Organizations try to prepare themselves for all kinds of crises in advance and without fear by planning and making necessary preparations against all kinds of crises.
Resilience means developing new competencies and broad capabilities to sustain momentum by creating new opportunities. Also, in this definition, resilience is considered as success due to the ability to invest in challenges and unexpected changes. According to another definition, resilience is the ability of a person or organization to quickly design and implement positive adaptive movements coordinated with an emergency situation, in such a way as to bear little pressure. Others define it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Therefore, the concept of organizational resilience includes resistance, compromise and adaptation as the main assets and refers to shock absorption, reorganization and learning, etc. as the main capacities. Resilient organizations are also organizations that are able to deal with unforeseen shocks such as financial crises and globalization of competition, etc., and in some cases, it makes the organization prosper. In fact, resilience can be considered a necessity in recent centuries. Today's societies are increasingly facing emergency and crisis situations that challenge social and economic stability, and they rely on the services and employment provided by organizations to achieve resilience, because organizational resilience and societies' resilience are two sides of the same coin, and this means that if organizations are not ready to respond to emergencies and crises, then societies will not be ready either (Stephenson, 2010). Resilient organizations are organizations that can overcome crises with low costs due to their preparation and planning and high flexibility. All organizations should consider resilience against threats and environmental changes as one of their important and strategic goals and consider achieving this important goal. Therefore, the present research, with regard to the earthquake that happened in some cities of Kermanshah province in 2016 and caused a lot of money and lives (about 2,000 dead and 10,000 injured), seeks to, by designing a model of resilience in the government organizations of this province, help to increase their strength and readiness, which will reduce the amount of damages to the lowest possible level in the repetition of such events. The main question of the current research is: what are the characteristics of the model of resilience in government organizations of Kermanshah province?
Theoretical framework
The word resilience was presented for the first time by Holling in 1973 in a study titled resilience and stability of ecological systems. Then this term has been used for various other forms of resilience such as individual, organizational, supply chain, etc. If we consider people as a part of societies, resilience depends on societies and is not limited to social relations and social structure. One way to create resilience is to support people to create favorable social relations through technical resilience interventions. These interventions can include the development of services, the use of resources in communities, and the creation of new social and operational values for them. The origins and meaning of resilience as a scientific concept is ambiguous (Friend & Moench, 2013). The concept of resilience is used everywhere in both physical and social sciences. However, it has different meanings at different times. In recent years, resilience has become more common in both scientific and political discourses (Meerow & Newell, 2015). In fact, there are many meanings and concepts for resilience, there are wide definitions and interpretations of resilience, many of which are taken from the academic community of ecological systems. Originally, resilience is related to hazard studies, materials science and environmental studies, and also is a concept that has been used freely and enthusiastically by a wide range of policy makers, practitioners and academic researchers in the last decade. Although the actual meaning associated with this term varies accordingly, there are actually a large number of conceptual frameworks for resilience that are increasing day by day, reflecting its complex and multidimensional nature (Breetzke & Pearson, 2017).
In relation to organizational resilience, it can be acknowledged that this category is a subcategory of positive organization, but today, even with attention to the term resilience and its many uses in various fields, especially in relation to organizational resilience, there is a limited theoretical and practical understanding of this concept in its evaluation, measurement or creation (Rafiyan, 2011). In general, two views have been mentioned in relation to organizational resilience, one of which defines resilience as the ability to return to the normal situation in the face of adversity, conflict, failure or positive events, and the other includes the development of new capabilities and the ability to expand simultaneously or even create new opportunities. Vogest also acknowledges that a resilient organization is considered to be able to maintain positive settings under challenging conditions (Hillmann & Guenther, 2021). Therefore, resilience is a necessity to respond to threats and also to adapt positively in the face of challenging conditions, accept opportunities, and provide sustainable performance (Duchek, 2020).
Methodology
The current research is developmental-applicative in terms of its purpose, and descriptive-survey in terms of data collection according to the nature of the research. In order to collect data in the qualitative part, in-depth semi-structured interviews were used, which were selected through purposeful and snowball sampling. The statistical population of the research included managers who are in government organizations of Kermanshah province and had at least 10 years of experience. The statistical population of quantitative section is a small part of the employees of the government organizations of Kermanshah province, whose number is 5641 people. Sampling in the quantitative section is 5 to 15 times the number of observed or apparent components (Homan, 2017). Considering that 33 primary components have been extracted, at least 190 questionnaires should have been distributed. The sampling method in this research was cluster. As a result, 400 questionnaires were distributed, of which 396 were usable.
Discussion and Results
The researcher analyzes the data in depth and presents them in the form of Strauss & Corbin theory (2008), and the main purpose of the research is to understand the situation. In this research process, after determining the core category, other categories are drawn in the form of a paradigmatic pattern around the core category. By using selective coding, the relationship between the categories has been identified and the conceptual model has been presented in an integrated manner. After making sure that there is a reasonable correlation and relationship between the observations and the related local variables, it is time for another important analysis, through which the statistical hypotheses of the current research will be investigated. In this part, the overview of the research model was examined first, and then each hypothesis was investigated separately.
As it is clear in the previous figures, the value of t among the causal conditions, the central phenomenon, the consequences and the environmental background is higher than 1.96, which indicates the significance of the relationships between them. This shows that the model extracted in government organizations of Kermanshah is a suitable model. Also, the coefficients between the mentioned factors are all positive. Therefore, it is positive and direct between them. Also, in Table 13, the estimated coefficients and explained variance of the research variables are reported.
Conclusion
The purpose of this research is to study resilience in government organizations of Kermanshah province. Therefore, while examining the concept of resilience; antecedents, environmental background and consequences of organizational resilience have been identified and a model of resilience has been presented in government organizations of Kermanshah province. After designing the research model, a number of interviewees were asked to express their opinions regarding the presented model so that required corrections can be made if necessary. The findings of the research were evaluated and reviewed by five university professors and three PhD. students, and necessary corrections were made while receiving opinions. In the following, explanations are given about each of the factors of the model. Based on the research model, "organizational resilience" as a central category based on the causal conditions of "individual, group and organizational factors" and taking into account the role of the government, economic and political factors and electronic platforms as a pattern is realized and leads to the creation of continuity in the organization and the progress of the organization. The research findings are in line with the results of Ruiz-Martin et al, (2018) and Lengnick-Hall et al, (2011).
management
mohammad bermeh; Mohammad Naghi Imani; Saeed Alizadeh; Babak Nasiri; Reza Sourani
Abstract
The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, ...
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The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.
management
Vahid Pourshahabi
Abstract
Abstract
This research was done with the aim of providing a systematic model of employee training using artificial intelligence. The research method is a combination of qualitative and quantitative methods. The statistical community in the qualitative section includes an unlimited number of experts ...
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Abstract
This research was done with the aim of providing a systematic model of employee training using artificial intelligence. The research method is a combination of qualitative and quantitative methods. The statistical community in the qualitative section includes an unlimited number of experts familiar with the subject, and the statistical sample in this section is 20 people selected by the snowball method. The statistical population in the quantitative section includes all the specialists and experts related to the research subject in an unlimited number, of which 384 people were selected as a sample by a simple random method. Researcher-made questionnaires with confirmed validity and reliability were used to collect the data of this research. Data analysis in this research was done at two levels of descriptive statistics and inferential statistics. To complete the Delphi process in this research, Kendall's coefficient was used with the help of SPSS software. In order to test the research model, structural equation technique was used through Smart-PLS statistical software, and the results show the appropriate fit of the model. The findings of the research show that the inputs of the model include 1- educational data, 2- personal information, 3- educational needs, 4- user feedback, and 5- data of the work environment. The model process also includes 1- determining the needs and goals, 2- collecting data, 3- pre-processing the data, 4- training the artificial intelligence model, 5- evaluating and improving the model, 6- implementing and deploying, and 7- monitoring and updating. Finally, the outputs of the model include 1- individual feedback, 2- educational suggestions, 3- monitoring and follow-up, and 4- support and guidance.
Extended abstract
Introduction
In 1950, Alan Turing, an English mathematician, wrote an article entitled "Computing Machines and Intelligence" and posed the question: "Can machines think?" This led to further exploration of the use of machines to support human decision-making, with the formation of a workshop in 1956. The workshop was organized by John McCarthy, an American mathematician, who focused on the "study of artificial intelligence" (Frehywot, 2023). As science and technology advance, since 2013, when Frye and Osborne estimated that nearly half of US jobs are at risk of high automation, AI has been at the top of policymakers' agendas, and now the consensus is that AI creates fundamental changes in the labor market. With the use of artificial intelligence, many skills that were important in the past become automated; many jobs are also obsolete or transformed; and artificial intelligence is increasingly used (Tuomi, 2018).
Artificial intelligence includes various related technologies, often supported by machine learning algorithms, whereby it achieves set goals through supervision (human-guided) or unsupervised (autonomous machine) (Walsh et al., 2019). Today, most experts believe that the implementation of smart technology will dynamically transform work environments. There are applications of artificial intelligence in all industries and professions, and human resource management is no exception to this rule. Therefore, for the organization to remain relevant and maintain its competitive advantage, it is necessary to adopt new technological developments (Kaushal et al., 2023). Today, the surprising speed of innovation in business processes and technology requires that the employees of organizations continuously acquire new skills and be able to adapt to changing practices. Thus, educational needs become more personalized (Ford et al., 2017). Employee skill development was once done entirely by on-the-job supervisors; but now with the increasing demand for new skills, technological advances have enabled training and development on mobile platforms, such as smartphones and laptops (Maity, 2019). Artificial intelligence should be applied to organizational learning to help companies solve their training challenges. When recruiting and hiring new employees, the main challenge is to quickly and effectively make them fully aware of and understand the organization's internal policies and procedures. Machine learning features have been incorporated into various HR software systems to facilitate greater efficiency (Iqbal, 2018). Even more comprehensively, the use of various artificial intelligence technologies can help companies develop a learning organizational culture and avoid the common training design model based on traditional competency model analysis (Chen, 2023). According to the above, considering the development of digital technology, especially artificial intelligence, and the increasing demand for personalized training, the past training methods are no longer able to meet personal needs, and the adoption of artificial intelligence-based training can effectively fill the shortage of personalized training. Therefore, the main question that the researcher seeks to answer in this research is: "What is the system model of employee training using artificial intelligence?"
Theoretical foundations
Artificial intelligence is often defined as a computer system with the ability to perform tasks normally associated with intelligent beings. The first explicit definition of artificial intelligence came in a funding proposal to the Rockefeller Foundation in 1955. This definition states that "any aspect of learning or any other characteristic of intelligence can originally be described so sufficiently precise that a machine can be built to simulate it." This initial definition quickly led to deep discussions. In practice, the early developers of artificial intelligence interpreted intelligence and thinking as the mechanical processing of logical statements (Tuomi, 2018). In another definition, artificial intelligence is defined as "making a machine behave in a way that would be called intelligent if a human behaved." Although artificial intelligence was defined in 1955, it has recently gained worldwide recognition due to the technological revolution. Artificial intelligence is discussed as non-human intelligence designed to perform specific activities and tasks (Kaushal et al., 2023). McCarthy describes artificial intelligence as the science and engineering of building intelligent machines through algorithms or sets of rules, that the machine follows to mimic human cognitive functions, such as learning and problem-solving (Frehywot, 2023). This definition provides a combination of AI capabilities and what it is.
Human resource management has undergone an early revolution with the help of artificial intelligence, which has gradually affected human resource operations. These functions, which were already performed entirely by humans, are being recreated with the help of a computer assistant. HR functions such as performance appraisal, learning and development, and talent acquisition are some of the areas where artificial intelligence has been introduced (Kaushal et al., 2023). By means of a variety of artificial intelligence technologies, it can be more comprehensive to help companies to form a learning organization culture that uses the traditional instructional design model based on traditional gap analysis. A customized curriculum can comprehensively test and locate staff levels through technical tools, and intelligently promote customized courses (Jia et al., 2018). In the process of education, AI technology can help learners automatically record learning data. Employees can simply enter learning objectives, archives and learn key points, and the course is automatically completed by the AI teacher (Jia et al., 2018).
Methodology
The current research is applicable in terms of its purpose. In terms of the method of data collection, it is descriptive-correlation in nature. The statistical population of this research in the qualitative part is made up of experts related to management issues (human resource management and system design) with a master's degree or higher in Sistan and Baluchistan province. In the quantitative part, all the employees of the departments of Sistan and Baluchistan province who have a bachelor's degree or higher, formed the statistical population of this research. The statistical population is considered unlimited in both qualitative and quantitative sections. Therefore, the sample size in the qualitative section is considered to be 20 people, selected by snowball method. In the quantitative part, Cochran's formula was used for unlimited communities with an error level of five percent, and the sample size of 384 people was determined and selected by simple random method. The tool of data collection in this research was researcher-made questionnaires. SPSS and Smart-PLS statistical software were used to analyze the data of this research.
Findings
The value of Cronbach's alpha for all variables of the research questionnaire is more than 0.7. Therefore, the research questionnaire has acceptable reliability. Also, the composite reliability value of all variables is higher than 0.7, which indicates the internal consistency of the reflective measurement model. All values related to convergent validity are also above 0.5, which indicates the similarity or internal validity of the reflective measurement model. Also, the reliability of the data collection tool and the quality of the reflective measurement model have also been confirmed.
Conclusion
Considering the importance and necessity of organizations to use artificial intelligence in the process of human resources management, a model for training employees using artificial intelligence was presented in this research, which has three parts according to the system mode: input, process and output. Model inputs include 1- educational data, 2- personal information, 3- educational needs, 4- user feedback, and 5- workplace data. The process of the model includes 1- determining the needs and goals, 2- collecting data, 3- pre-processing the data, 4- training the artificial intelligence model, 5- evaluating and improving the model, 6- implementing and deploying, and 7- monitoring and updating. The outputs of the model include 1- individual feedback, 2- educational suggestions, 3- monitoring and follow-up, and 4- support and guidance.
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 ...
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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.
