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  • طراحی مدلی برای مدیریت عملکرد سازمان (مورد مطالعه صنعت نفت)

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آدرس مقاله


کد مقاله : IMJ-2203-1764 (R2) بازدید : 167 صفحه: 65 - 83

10.30495/imj.2022.1955190.1764

نوع مقاله: پژوهشی

طراحی مدلی برای مدیریت عملکرد سازمان (مورد مطالعه صنعت نفت)

محورهای موضوعی : مدیریت صنعتی

Ghavam Saleh 1 , Farshad Haj Alian 2 , Ali Mehdizadeh Ashrafi 3 , Majid Jahangir Fard 4

1 - PhD Candidate, Department of Public Administration, Firoozkooh Branch, Islamic Azad University, Firoozkooh, Iran
2 - Assistant Professor, Department of Public Administration, Firoozkooh Branch, Islamic Azad University, Firoozkooh, Iran
3 - Assistant Professor, Department of Public Administration, Firoozkooh Branch, Islamic Azad University, Firoozkooh, Iran
4 - Department of Public Administration, Firoozkooh Branch, Islamic Azad University, Firoozkooh, Iran

تاریخ دریافت : 1400/12/25 تاریخ پذیرش : 1401/07/18 تاریخ انتشار : 1401/08/01

کلید واژه: طراحی مدل, صنعت نفت, مدیریت عملکرد سازمان,

چکیده مقاله :

چکیدهامروزه یک نظام ارزیابی و پایش در قالب مدیریت عملکرد که برنامه های سازمان را با یک نگرش سیستمی در تمام سطوح مورد پایش قرار داده و بازخوردهای لازم را جهت هموار کردن راه رسیدن به اهداف تعیین شده ارائه نماید، یکی از ضرورت ها برای هر سازمان است. پژوهش حاضر با هدف طراحی مدل مدیریت عملکرد سازمان در صنعت نفت انجام شد. این پژوهش در دو بخش کیفی و کمی توسط روش‌های دلفی فازی و تحلیل عاملی اکتشافی و تحلیل عاملی تاییدی انجام گرفت. بخش کیفی توسط مصاحبه‌های نیمه ساختار یافته از 20 نفر از خبرگان صنعت نفت و خبرگان دانشگاهی انجام شد. در بخش کمی، تعداد 241 نفر از مدیران عالی و میانی به عنوان نمونه آماری انتخاب شدند. بر اساس نتایج بخش کیفی و روش دلفی فازی 4 مولفه اصلی (رگلاتوری، شناخت ابعاد و معیارهای عملکرد، برنامه اجرایی و سنجش عملکرد و اصلاح و بهبود مستمر عملکرد) و 31 مولفه فرعی برای مدیریت عملکرد سازمان شناسایی گردید. در بخش کمی، نتایج حاصل از تحلیل عاملی اکتشافی نشان می‌دهد که 366/96 درصد کل واریانس توسط این 31 مولفه تبیین مى شود. نتایج تحلیل عاملی تاییدی نیز نشان داد که رگولاتوری (مقررات) بر شناخت ابعاد ومعیارهای عملکرد به میزان 771/0؛ شناخت ابعاد ومعیارهای عملکرد بر برنامه اجرایی و سنجش عملکرد به میزان 063/1 و برنامه اجرایی و سنجش عملکرد براصلاح وبهبود مستمر عمکلرد به میزان 056/1 تاثیر دارند.

چکیده انگلیسی:

AbstractNowadays, one of the necessities for every organization is an assessment and monitoring system in performance management form, monitoring the organization’s plans with a systemic approach at all levels, besides providing the feedback required to pave the way to achieve the predetermined objectives. The present study was aimed at designing a model for an organization’s performance management in the oil industry. It was carried out in two qualitative and quantitative phases by fuzzy Delphi and exploratory factor analysis methods, as well as confirmatory factor analysis (CFA). The qualitative phase was progressed by semi-structured interviews with 20 experts in oil industry and academic experts. In the quantitative phase, 241 senior and middle managers were chosen as the statistical sample. Based on the qualitative phase’s results and the fuzzy Delphi method, four main components (regulatory, recognition of criteria and dimensions of performance, executive plan and performance measurement, and continuous performance improvement) and 31 sub-components were identified for the organization’s performance management. The results of the exploratory factor analysis in quantitative phase revealed that 96.366% of the total variance is explained by these 31 components. Furthermore, according to the confirmatory factor analysis results, regulatory component affects the recognition of performance measures dimensions with the size of 0.771; recognition of criteria and dimensions of the performance has an effect with the size of 1.063 on the executive plan and performance measurement; and finally, the executive plan and performance measurement have an effect with the size of 1.056 on the continuous improvement and modification.

منابع و مأخذ:


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_||_

  1. Adibzadeh, M. (2015). Pathology of performance evaluation in civil service management law and presenting the optimal model of performance management. PhD Thesis, Islamic Azad University, Science and Research Branch, Tehran. (In Persian)
    2.
  2. Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander Krane, R., & Pulakos, E.D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology, 9(2): 219–252.
    3.
  3. Adnan, Z., Abdullah, H. S., & Ahmad, J. (2016). Assessing the Moderating Effect of Competition Intensity on HRM Practices and Organizational Performance Link: The Experience of Malaysian R&D Companies. Procedia Economics and Finance, 35, 462-467.
    4.
  4. Aguinis, H. (2013). Performance management (3rded.). Upper Saddle River, NJ: Pearson Prentice Hall.
    5.
  5. Aguinis, H., & Pierce, C.A. (2008). Enhancing the relevance of organizational behavior by embracing performance management research. Journal of Organizational Behavior, 29(1): 139–145.
    6.
  6. Ahmadi, I. Karahi Moghadam, S. & Rahimi, F. (2012). The impact of knowledge management strategies on innovation and performance of Jihad Agricultural Organization of Chaharmahal and Bakhtiari Province. University of Science and Research, Khuzestan Branch. (In Persian)
    7.
  7. Baars, I. J., Evers, S. M., Arntz, A., & Van Merode, G. G. (2010). Performance measurement in mental healthcare: Present situation and future possibilities. The International Journal of Health Planning and Management, 25, 198–214.
    8.
  8. Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as drivers of project management performance. International Journal of Project Management, 36(6): 876-888.
    9.
  9. Boakye, D.J., Tingbani, I., Ahinful, G.S. & Nsor-Ambala, R. (2021). The relationship between environmental management performance and financial performance of firms listed in the Alternative Investment Market (AIM) in the UK. Journal of Cleaner Production, 278.
    10.
  10. Braz, R. G. F., Scavarda, L. F., & Martins, R. A. (2011). Reviewing and improving performance measurement systems: An action research. International Journal of Production Economics, 133, 751–760.
    11.
  11. Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10): 58–67.
    12.
  12. Chirau, T.J. & Blaser-Mapitsa, C. (2020). How performance management regulations shape evaluation practice in South African municipalities. Evaluation and Program Planning, 82.
    13.
  13. Creswell, (1998). Qualitative Inquiry and Research Design: Choosing Among Five Traditions. Sage, Thousand Oaks, CA.
    14.
  14. De Harlez, Y., & Malagueno, R. (2016). Examining the joint effects of strategic priorities, use of management control systems, and personal background on hospital performance. Management accounting research, 30, 2-17.
    15.
  15. Enige, R. (2020). The effect of integration on job satisfaction and organizational performance (Case study: Alborz Province Industry, Mining and Trade Organization). Quarterly Journal of Interdisciplinary Strategic Studies, 11(31): 283-296. (In Persian)
    16.
  16. Goh, F.A., & Anderson, M.C. (2007). Driving business value from performance management at Caterpillar. Organization Development Journal, 25(2): 219–226.
    17.
  17. Ghanizadeh, A., Noori, R., Hassanpoor, A. & Vakili, Y. (2022). Pathology of Performance Management System of Iranian Public Sector Organizations, Journal of Public Organization Management, 10(1), 47-66. (In Persian)
    18.
  18. He, Y. & Shi, D. (2009). Study on Grounded Theory in Social Surveys, 5, 46-48
    19.
  19. Heinrich, C. J., & Marschke, G. (2010). Incentives and their dynamics in public sector performance management systems. Journal of Policy Analysis and Management, 29, 183-208.
    20.
  20. Kinicki, A. J., Jacobson, K.J., Peterson, S.J., & Prussia, G.E. (2013). Development and validation of the performance management behavior Personnel Psychology, 66(1): 1–45.
    21.
  21. Kubiak, E. (2020). Increasing perceived work meaningfulness by implementing psychological need-satisfying performance management practices. Human Resource Management Review.
    22.
  22. Kuhlmann, S. (2010). Performance measurement in European local governments: A comparative analysis of reform experiences in Great Britain, France, Sweden and Germany. International Review of Administrative Sciences, 76, 331–345.
    23.
  23. Leviäkangas, P. (2021). Addressing sustainability or following political climate Rhetoric? Anatomy of government Agency’s performance management, Case Studies on Transport Policy, 9(1), 191-199.
    24.
  24. Moghaddasi Nia, H. (2014). Designing an employee performance evaluation model based on psychological patterns: a case study of Kermanshah Export Bank. National Conference on Management Sciences Research. (In Persian)
    25.
  25. Neely, A., Gregory, M., & Platts, K. (2005). Performance measurement system design: A literature review and research agenda. International Journal of Operations & Production Management, 25, 1228–1263.
    26.
  26. Peixoto, M.G.M., Musetti, M.A. & de Mendonca, M.C.A. (2020). Performance management in hospital organizations from the perspective of Principal Component Analysis and Data Envelopment Analysis: the case of Federal University Hospitals in Brazil. Computers & Industrial Engineering, 150.
    27.
  27. Pulakos, E.D. (2009). Performance management: A new approach for driving business results. Malden, MA: Wiley-Blackwell.
    28.
  28. Radnor, Z., & Mcguire, M. (2004). Performance management in the public sector: Fact or fiction? International Journal of Productivity and Performance Management, 53m, 245–260.
    29.
  29. Rafizadeh, A. & Mirsapasi, N. (2016). Designing a performance management model with emphasis on higher education. Educational Measurement and Evaluation Studies, 7(17): 55-33. (In Persian)
    30.
  30. Ribeiro, J., Ladeira, M., de Faria, A. & Barbosa, M. (2021). A reference model for science and technology parks strategic performance management: An emerging economy perspective, Journal of Engineering and Technology Management, 59.
    31.
  31. Sayad, S. & Fayez, S. (2019). Implementation of a new performance appraisal system in the National Iranian Oil Company: A comprehensive performance management information system. (In Persian)
    32.
  32. Steen, R., Ingvaldsen, G., & Patriarca, R. (2022). Engineering resilience in a prison's performance management system, Safety Science, 142.
    33.
  33. Suleymanli, S. (2018). Common challenges in public sector performance measurement in post-soviet countries-remedies taken to escape from the Soviet legacy. Khazar Journal of Humanities & Social Sciences, 21, 23–33.
    34.
  34. Sun, R., & Van Ryzin, G. G. (2014). Are performance management practices associated with better outcomes? Empirical evidence from New York public schools. The American Review of Public Administration, 44(3): 324-338.
    35.
  35. Sun, X. (2011). Grounded theory: theory-development in in-depth interview research. J. Xi'an Jiaot. Univ. 31(6): 87-92.
    36.
  36. Wisetsri, W., John, S.F., Prasad, A.B., Garg, S., Mohiddin, K. & Bhaskar, B. (2022). Analysing the importance and impact of cloud computing on organization's performance management during economic crises, Materials Today, 56(4), 2217-2220.
    37.
  37. Yang, H., & Klaas, B.S. (2011). Pay dispersion and the financial performance of the firm: Evidence from Korea. The International Journal of Human Resource Management, 22(10): 2147–2166.
    38.
  38. Zharfpeykan, R. & Akroyd, C. (2022). Factors influencing the integration of sustainability indicators into a company's performance management system, Journal of Cleaner Production, 331.
    39.

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