Document Type : Original Article (Quantified)

Authors

1 M.A, Department of Educational Sciences, Faculty of Psychology and Educational Sciences, Lorestan University, Iran

2 Associate Professor, Department of Educational Sciences, Faculty of Psychology and Educational Sciences, Lorestan University, Iran

Abstract

Extended Abstract
Abstract
Given the role of it in the production of science and knowledge, the higher education is expected to be a pioneer in the application of up-to-date and efficient knowledge. In this regard, the subject of attention to new management methods and the subject of communication in new organizations in order to increase employee productivity is the aim of this study. In the present study, three management concepts compatible with new universities; quantum management, human resource productivity and organizational empathy have been investigated and it is intended to compare the amount of these three variables in Lorestan Universities and Lorestan Medical Science Universities. The present study is applicable in terms of purpose and has been conducted in terms of data collection method with library studies and a prefabricated questionnaire. The statistical population in this study is the staff of Lorestan Universities and Lorestan University of Medical Sciences in 1396 with 863 people, among which 265 people selected by means of the relative classifying sampling via the Krejcie & morgan table as sample, were determined relatively in each class. To compare the variables in the two universities, the data related to the research hypotheses were analyzed using the analysis of variance test. According to data analysis, there is a difference between quantum management and human resource productivity in Lorestan universities and Lorestan University of Medical Sciences, but there is no difference between the levels of organizational empathy in these two universities.
Introduction
Rapid and continuous changes in the world, the increasing growth of knowledge and information production has led to the need to change organizations from a state of stability and predictability to coordination with the uncertainty in all world situations, including the management of organizations. The ability of change is one of the most vital capabilities of an organization on which the survival and development of the organization depends (Vaezi, Adnan Raad, & Shahmohammadi., 2015). Quantum management increases the level of empowerment of employees and at the same time provides the ground for consultation and synergy by employees and managers (mirkamali & hajkhozeymh, 2020). Today, the importance of empathy in new organizations is clear to everyone. Organizations as a social phenomenon include a number of people who have the ability to cooperate and create different relationships to achieve a common goal and therefore have a high need for empathy in their organization (Amirkabiri, 2002). Empathy is an incentive force for social behaviors and behaviors that lead to group cohesion (Jolliffe & Farrington, 2006; Reef, et al., 2010). Empathy is one of the effective factors on the development of human relations in the organization and consequently leads to psychological improvement in the organization (Shahrasebi, Mooghali, Ahmadi, & Amirkhani., 2019). Given that the existence of organizational empathy has positive effects on the development of organizations and consequently society (Mohammad Shafi'I,., Haghshenas, & Afrough (2015) and also in interpersonal practices, empathy is a factor of success; The leaders, with appropriate methods, can penetrate the beliefs and values ​​of their employees; and cause the dynamism, effectiveness and increasing success of the organization, because there are always shortcomings and weaknesses in the design of organizations. Management and leadership are strong and reassuring factors in creating coordination between members, activities and also leads them in creating their empathy (Pirooz, khedmati, & Beheshtinejad, 2002). Growth and development of organizations, especially universities,  will not be possible without considering the basic element of manpower, because among the factors of production, the manpower factor, unlike other organizational resources, is known as the consciousness and coordinator of other factors. The human source is the most important investment in each organization, and Index of superiority of an organization over other organizations that determines how it operates, performance and ultimately the efficiency of the organization (mardani, shahr, babak & khaki, 2019). Employment of motivated, capable and productive human resources, in addition to providing quality services, can use other resources within the organization in a proper and desirable manner and achieve a variety of productivity aspects And ultimately make the organization productive (Baradaran & Valijani, 2016). Since one of the main goals of higher education is to strive for quality in the set of activities effective in better educational, research and executive performances, The present study seeks to answer the question; whether there is a difference between quantum management, organizational empathy and human resource productivity in Lorestan University and Lorestan University of Medical Sciences?
Case study
In this study, all employees of Lorestan University and Lorestan University of Medical Sciences, including full-time and part-time employees, contract and formal and pact forces have been working in these universities; has been reviewed as a case study.
Theoretical framework
Manpower productivity is the maximum appropriate use of manpower in order to achieve the goals of the organization with the minimum time and cost (Azadi, 2014).
Quantum management is a fully operational skill for managers, which fits with the characteristics of organizations in the last century. This metaphor for managers' behaviors is derived from quantum theory, which is derived from the field of physics (Golshan, 2003).
The existence of a sense of empathy among the members of an organization is called organizational empathy. This empathy must be reflected in the interpersonal relationships between employees, between managers and employees, and between managers. Empathy is one of the factors of internal cohesion of the organization (Davis, 2009).
Mirkamali and Haj Khuzimeh (2020) in a study entitled "The relationship between managers 'quantum management skills and staff readiness for organizational change" which was conducted on employees of the University of Tehran showed that there is a positive and significant relationship between managers' quantum management skills and staff readiness for organizational change (mirkamali & hajkhozeymh, 2020).
Shahabi Nasab et al. (2021), in their study "The effect of quantum management skills on the formation of innovative work behavior based on the mediating role of psychological empowerment and knowledge management" showed that quantum management skills has a positive and significant effect on innovative work behaviors, knowledge management and psychological empowerment of employees (Shahabi Nasab, Bahrami, Pirzad & Hojjatdoost.2021).
Methodology
The present study is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of this study is all employees of Lorestan University and Lorestan University of Medical Sciences, who have been working in these universities in the academic year 2017-2018. The statistical population of this study is 843 people, which according to Krejcie and Morgan (1970) table, 265 people have been selected as a sample. Using the relative class sampling method, a sample of 126 people from Lorestan University and 139 people from Lorestan University of Medical Sciences were selected. Data collection tool consists of three prefabricated questionnaires.
Discussion and Results
Analysis of variance was used to analyze the data related to the hypotheses. Since the significance level (0.00) of quantum management in Lorestan Universities and Lorestan University of Medical Sciences is less than the error level of 0.05; therefore this hypothesis is confirmed and there is a difference between the amount of quantum management in Lorestan Universities and Lorestan University of Medical Sciences. Since the significance level (0.09) of organizational empathy between Lorestan Universities and Lorestan University of Medical Sciences is greater than the Error level of 0.05; therefore, this hypothesis is not confirmed and there is no difference between the level of organizational empathy in Lorestan universities and Lorestan University of Medical Sciences. Since the significance level (0.00) of human resource productivity in Lorestan Universities and Lorestan University of Medical Sciences is less than the error level of 0.05; therefore, this hypothesis is confirmed and there is a difference between the productivity of human resources in Lorestan universities and Lorestan University of Medical Sciences.
Conclusion
The results of the first hypothesis showed that the staff of these universities has different perceptions of quantum skills implemented by their administrators. Despite the fact that both organizations (Lorestan University and Lorestan University of Medical Sciences) are located in the same geographical area in Iran and have the same environmental, social, political and cultural conditions, there is different platform in each university for implementing quantum management principles and skills based on these basics. According to the research findings, it seems that universities can move in the direction of these goals by reforming management and using new management methods and scientific evaluation and supervision.
Hypothesis 2: There is no difference between the levels of organizational empathy in two different universities. According to what has been observed in this research as well as researches (Shariati, &, Sanei.2017; Leilami, &, Soltani.2018) it seems that efforts to improve organizational communication, information activities inside and outside the organization, Ceremonies and visits, exhibitions and publications, and cultural and artistic activities increase organizational empathy in universities.
The results of the third hypothesis showed that the difference in the productivity of the staff of the two universities under study and looking at previous research (Mousavi, & Yarmohammadzadeh.2015; Koohkan. &, Rezaian.2000; Deljoo, &, Tabatabai.2018) probability view characteristics, equal job opportunities, training and development of human resources, freedom of action of employees, creating financial and spiritual incentives, creating a suitable environment for developing the spirit of competition and creativity of employees, creating balance between staff volume, developing management and satisfying equally the internal and external needs of staff is more dependent on human resource productivity in organizations with higher human resource productivity; and for universities with lower levels of human resource productivity, using the results of this research as a Practical guidance is suggested. Therefore, it is suggested that managers, officials and experts explain the concept of human resource productivity in the universities where they work and by formulating strategic planning and drawing its theoretical and practical framework, creating a productivity map in human resources with the help of Analyzing the effective methods of productivity and use successful international experiences and finally proceed with the accurate implementation of operational plans.

Keywords

Abdi, J., Azadi, A. (2018). Studying of factors to improve communication and creating commitment and empathy between the staff of Ilam University of Medical Sciences. 1 (2),1-22. (In Persian)
 Available at: http://newresearch.medilam.ac.ir/article-1-245-fa.html
Afjahi, S.A.A., Hamzehpour, M. (2014). A Comperhensive Approach to Quantum Theory and its Applications in the Organization. Strategic Management Thought (Management Thought), 8(2), 161-204. (In Persian)
Ahmadi Baladehi, S.M., Riahi, M., & Raskhadiv, M. (2016). Organizational Culture and its impact on the efficiency of human force, according to Achio model from the perspective of the commanders and law enforcement managers’ province mazandaran. Quarterly Journals of Mazandaran police Science, (23), 40-62. (In Persian)
Alvani, M., Ahmadi, P. (2002). Design of Total Pattern of Affecting Factors on Human Resource Productivity, Journal of Modares, 5(1), 1-20. (In Persian)
Amirkabiri, AS. (2002). an overview of management theories and principles. Tehran: Negah Danesh, Third edition. (In Persian)
Bahadori M. k., Babaei, M., & Mehrabian, F. (2013). Prioritization of factors influencingg job motivation in employeesof a military center using analytical hierarchy process (AHP). Journal Mil Med, 14(4), 263-272. (In Persian)
Azadi, S.A. (2014). Human Resource Productivity. Culture and administrative behavior, 1392(6), 21-25. (In Persian)
Baker, Th. L. (2006). Theoretical research method in social sciences, (translation and adaptation: Naebi, H), Tehran: Payame Noor University Press, first edition. (In Persian)
Baradaran V., Valijani, M. (2016). A Model to Improve the Labor Productivity at Iranian Tax Organization (A Case Study of the Eastern Tehran General Tax Directorate). J Tax Res. 24 (29), 165-184. (In Persian)
Bazargan, A. (1995). Internal evaluation and its application in continuous improvement of the quality of higher education, Quarterly Journal of Research and Planning in Higher Education, 3(11&12), 49-70. (In Persian)
Danyali Deh Hoz, M., Allameh, S., & Mansoori, H. (2013). Investigating and Specifying the Factors Affecting the Efficiency of Human Resources and Ranking the Factors among the Staff Members in Izeh Branch of Islamic Azad University. The Journal of Productivity Management, 7(4(27)), 51-80. (in Persian)
Dargahi, H., Partoi Shayan, Z., Razghandi, A. A., & Moravejie, M. (2015). “Quantum management, formal management; Case study in the framework of laboratory management system”. Laboratory and Diagnosis Quarterly. 1395(31). 45-29. (In Persian)
Darling, JR., Walker, WE. (2001). Effective conflict management: use of the behavioral style model. Leadership and Organizational Development Journal, 22(5), 230-242.
Davis, MA. (2009). A perspective on cultivating clinical empathy. Complement Therap Clin Pract, 15(2), 76-79.
delbari, S., Rajaeipour, S., & Abedini, Y. (2021). Identification of key Factors in the Productivity of University Staff Members: An Analysis of the Situation in the University of Qom. Journal of Research in Human Resources Management, 12(1), 137-164. (In Persian)
Deljoo, A., Tabatabai, Sh. (2018). Investigating the effect of strategic human resource management on human resource productivity in Iran's dairy industry, thesis for obtaining a master's degree, Marvdasht Islamic Azad University. (In Persian)
Farhanfar, M., Nadi, M., & Molavi, H. (2015). Involvement and Empathy with Aggression among High School Students. Research in Cognitive and Behavioral Sciences, 5(1), 67-80. (In Persian)
Ghanbari, S., Moradi, A. (2018). Relationship between managers' quantum management skills and employee readiness for organizational change. Journal of Educational Leadership and Management, 11 (3), 87-109. (In Persian)
Golshan, E. (2003). Quantum Skills in Management Model: A New Paradigm for Promoting Effective Leadership, Administrative Transformation Quarterly, 8(40). (In Persian)
Gribbin J. (2015). In search of schroedingerʼs cat: quantum physics and reality. Available at: em.wikipedia.org.
Hasanzadeh, Ramezan. (2018). motivation and excitement. 8th ed. tehran: arasbaran Publishers.
Hanaysha, J. (2016). Testing the effects of employee empowerment, teamwork, and employee training on employee productivity in higher education sector, InternationalJournal of Learning & Development, 6(1), 164-178.
Hersey, P., Blanchard, K. H. (2001). Organizational Behavior Management: Human Resource Application (Translated by: Alaghband, A), Tehran; Amirkabir Publications; Edition: Eighteenth. (In Persian)
Hersey, p., Blanchard K.H., & Johnson, D.E. (1996). “Management of Organzational Behavior: utilizing Human Resources”. PrenticeHall International Inc.
Iranzadeh, S., Nowruzzadeh, A. (2014). Quantum Managementthe paradigm of the third millennium, the first conference International Management Science for Advances, Innovations and Challenges; Shiraz; Kharazmi Higher Institute of Science and Technology. (In Persian)
 Available at: http://www.civilica.com/Paper-MANAGEMENT01- MANAGEMENT01_166.html.
Jabarzadeh, Y. (2013). Determining the effective Indicators in Measurement of the Employees’ effectiveness Case Study of Inspection of NAJA. Supervision and Inspection, 1392(24), 55-72. (In Persian)
Jolliffe, D., Farrington, D.P. ) 2006). Developmental and valdation of the basic empathy scale, Journal of Adolescence, 32(4), 592 -611.
Karimi, E., Davoodi, R., & Karamipour ShemshAbadi, M. (2020). Presentation of the model to enhance the human resources productivity to improve the General Health Goals of the Welfare Organization. Medical journal of Mashhad university of medical sciences, 63(Special Psychology), 85-98. (in Persian)
Kirkpatrick, D. (2007). Implementing the Four Levels. San Francisco: Berrett-Koehler Publishers.
Koohkan, H., Rezaian, A. (2000). The effect of balanced satisfaction of internal and external needs on human resource productivity, thesis for obtaining a master's degree, Imam Sadegh (AS) University. (In Persian)
Leilami, M., Soltani, H. (2018). Evaluating the effectiveness of electronic activities in the field of public relations and promoting its role in creating communication and organizational empathy, thesis for obtaining a master's degree, Marvdasht Islamic Azad University. (In Persian)
Mardani shahr babak, M., khaki, A. (2019). Designing a Productivity Model for the University Staff of the Armed Forces Emphasizing on the Role of Information and Communication Technology. Journal of Research in Human Resources Management, 11(2), 167-189. (In Persian)
Meshki bajlan, M., sattari, S., soleimani, T., & daryani, S. (2020). Factor Identification and Analysis of Human Resource Productivity Indicators in Service Organizations with Emphasis on Management and Leadership Factor (Case Study: Ardebil Education Department Staff). Journal of Human Capital Empowerment, 3(3), 159-173. (In Persian)
Mirkamali, M., hajkhozeymh, M. (2020). Investigate the relationship between managers' quantum management skills and staff readiness for organizational change. Journal of Research on Management of Teaching in Marine Sciences, 6(4), 19-34. (In Persian)
Moghimi, M., Rahbari, A., & Eslamie, H. (2007). Organizational spirituality and its impact on employee creativity (comparative approach). Quarterly Journal of Ethics in Science and Technology, 2(3 &4), 89-98. (In Persian)
Mohammad Shafi'i, M., Haghshenas, A., & Afrough, A. (2015). Empathy in the organization with a focus on the role of spirituality in the workplace with a spiritual leadership style approach (Case study: Isfahan University staff). National Conference on Management Research and Humanities in Iran; Tehran. (In Persian)
Mokhtari Nouri, J., Khadem Al-Husseini, S.M. (2008). Application of Quantum Model in Nursing Leadership. Shahid Beheshti School of Nursing and Midwifery, 18(61), 55-63. (In Persian)
Mousavi, A., Yarmohammadzadeh, P. (2015). The Relationship between Intellectual Capital and Organizational Participation with Human Resource Productivity with the Mediating Role of Organizational Empathy with the Mediating Role of Job Rotation. thesis for obtaining a Master's Degree, Shahid Madani University of Azerbaijan. (In Persian)
Nasrpour, H. (2003). Productivity of human resources and the factors affecting it. Cooperative Quarterly, 25(131).
Nazarpour, A. H., Arefnejad, M., & Shariatnejad, A. (2018). Designing a quantum leadership model in government organizations using a structural-interpretive modeling approach. Public Administration Perspaective. 8(29), 135-153. (In Persian)
Perch, R. (2013). Factors affecting the improvement of communication and organizational empathy of Azad University, thesis for obtaining a master's degree in educational management from Babol Islamic Azad University. (In Persian)
 Perry, J.,  Christensen R. K. (2015). Developing interpersonal skills, Handbook of public administration. Available at:
https://www.wiley.com/enus/Handbook+of+Public+Administration%2C+3rd+Edition-p-9781118775554
Pirooz, A., khedmati, A., & Beheshtinejad, M. (2005). Management in Islam, Qom: Hozeh and University Publications. (In Persian)
Rezaian, A. (2007). Fundamentals of Organization and Management, (Tenth Edition). Tehran: Organization for the Study and Compilation of University Humanities Books (SAMT). (In Persian)
Rieffe, C., Ketelear, L., & Wiefferink, C, H. (2010). Assessing empathy in young children: construction and validation of an empathy questionnaire (emque), Persohality and individnaldifferencess, in press.
Salimi, M. (2019). The relation between quantum management skills and organizational agility capabilities with the mediating role of organizational intelligence. Journal of Industrial Strategic Management, 4(2), 33-50.
Sayad, A. (2014). Investigating Job Burnout and Its Relationship with Human Resources Productivity of Mehvar Khodro Company, thesis for obtaining a master's degree of Public Administration (Organization and Methods), Tehran: Payame Noor University. (In Persian)
Sarfarazi, M., Shams, M., & Rahmanian, M. (2019). Identifying Factors Affecting Organizational Empathy. Fifth International Conference on Management and Accounting Sciences, Tehran. (In Persian)
Shahabi Nasab, A., Bahrami, M., Pirzad, A., & Hojjatdoost, S. (2021). The effect of quantum management skills on the formation of innovative work behavior based on the mediating role of psychological empowerment and knowledge management: a case study. (In Persian)
Shahrasebi, R., Mooghali, A., Ahmadi, S., & Amirkhani, A. (2019). Explaining and Presenting a Model of Organizational Empathy Improvement in the Country Education Assessment Organization Using the Data Theory Approach. Jiera, 13(47), 171-197. (In Persian)
Shariati, M., Sanei, M. (2017). Identifying the effective factors on creating organizational empathy in Omid Entrepreneurship Fund, thesis for obtaining a master's degree, Shahroud Islamic Azad University. (In Persian)
Shelton, C., Darling, J. R. (2003). From theory to practice: Using new science concepts to create learning organization. Journal of Learning Organization, 10(6), 353-360.
Shelton, C., Darling, J. (2000). “The quantum skills model in management: A new paradigm to enhance effective leadership”. Available at: www.psicopolis.com/dirigere/quantumskills.htm, pp. 264 – 273.
Shelton C, Darling JR. (2001). “The Quantum skills model in management: a new paradigm to enhance effective leadership”. Leadership and Organization Development Journal. 22 (6), 264-73.
Shelton, C., Darling, JR. (2003). From chaos to order: exploring new frontriers conflict management. Organization Develop ment Journal, 22(3), 22-41.
Shelton, C., Yang, J., & Liu, Q. (2005). “Managing in an age of complexity: quantum skills for the new millennium”. International Journal of Human Resources Development and Management, 5(2), 111-127.
Vaezi, R., Adnan Raad, A., & Shahmohammadi, M. (2015). An attitude to change from the perspective of Islamic teachings and its relationship with staff readiness for change. Organizational Behaviour Studies Quarterly, 3(1 & 2), 1-30. (in Persian)
zibandeh, E., Paziresh, J. (2020). The Study of the Role of Quantum Management Skills on Organizational Performance and Agility in the Physical Training of the Islamic Republic of Iran Army. journal of motor and behavioral sciences, 3(1), 43-51.