طراحی و اعتباریابی الگوی ارزیابی عملکرد مدیران سازمانی در سازمان بازرسی کل کشور

محورهای موضوعی : آموزش و پرورش

طیبه جعفری ¹ (دانشجوی دکتری)
عبدالله شفیع آبادی ² (استاد دانشگاه علامه طباطبایی)
کیومرث; فرح بخش ³ (استادیار رشته مشاوره شغلی- دانشگاه علامه طباطبایی تهران)
عباس عباسپور ⁴ (استاد دانشگاه علامه طباطبایی)
جلیل یونسی ⁵ (استاد دانشگاه علامه طباطبایی)

تاریخ دریافت : 1398/04/18 تاریخ پذیرش : 1400/02/06 تاریخ انتشار : 1399/12/01

کلید واژه: مدیران, اعتباریابی, الگو, ارزیابی عملکرد, سازمان بازرسی کل کشور,

چکیده مقاله :

این پژوهش با هدف طراحی و اعتباریابی الگوی ارزیابی عملکرد مدیران سازمانی در سازمان بازرسی کل کشور در سال 1397 انجام شد. روش پژوهش بر حسب هدف کاربردی و از نظر روش گردآوری داده­ها آمیخته اکتشافی بود. جامعۀ آماری در بخش کیفی شامل 15 نفر از صاحب­نظران و خبرگان سازمانی (مطلعین کلیدی و گروه کانونی) بودند که با روش نمونه­گیری غیراحتمالی هدفمند به شیوه زنجیره­ای انتخاب شدند. در بخش کمّی از 240 نفر مدیر در سطوح مختلف (عالی، میانی و پایه) سازمان بازرسی کل کشور در مرکز (تهران) با استفاده از روش نمونه­گیری طبقه­ای 170 نفر به صورت تناسبی انتخاب شدند. ابزار گردآوری داده­ها در بخش کیفی مصاحبه­های نیمه ساختاریافته اکتشافی بود. برای حصول اطمینان از روایی بخش کیفی و به­منظور اطمینان خاطر از دقیق بودن یافته­ها از دیدگاه متخصصان، صاحب­نظران و خبرگان حوزه مدیریت استفاده شد. در بخش کمّی نیز به­منظور گردآوری داده­ها از پرسشنامه محقق ساخته استفاده شد. برای تحلیل داده­ها، در بخش کیفی از روش کدگذاری سیستماتیک و در بخش کمی از آمار توصیفی (میانگین و انحراف معیار) و آمار استنباطی (تحلیل عاملی تاییدی و مدل­یابی معادلات ساختاری به روش PLS) استفاده شد. برای محاسبه‌ی معنی­داری ضرایب مسیر و رتبه بندی شاخص ها و مولفه ها از آزمون­های «بوت استراب»[1] و «فریدمن» استفاده گردید. برای تحلیل داده­ها از نرم افزارهایSPSS22  و smart – PLS 3 بهره گرفته شد. از تحلیل مصاحبه­ها، شاخص­های ارزیابی عملکرد مدیران در سه مؤلفه اصلی مهارت­های فردی، تحلیلی و تخصصی مورد شناسایی قرار گرفت که الگوی تدوین شده دارای 3 مؤلفه اصلی و 17 زیرمؤلفه بود. بر اساس ابعاد و مؤلفه­های شناسایی­شده، مدل پژوهش، ضمن توسعه مفهوم نظری در این خصوص، الگویی بومی را برای ارزیابی مدیران سازمان مذکور به ارمغان داشت که اثربخشی الگوی ارزیابی عملکرد مدیران طراحی­ شده، بر بهبود عملکرد مؤثر خواهد بود.



[1]. Bootstrap

چکیده انگلیسی:

The purpose of this study was to design and validate a model for evaluating the performance of organizational managers in the general Inspection Organization in 2018. The research method was applied in terms of purpose and in terms of the method of data collection, it was exploratory. The statistical population in the qualitative section consisted of 15 organizational experts and pundits (key informants and focus group) who were selected by purposive non-probability sampling method. In the quantitative part of 240 managers at different levels (high, middle and basic) of the General Inspection Organization in central (Tehran), 170 persons were selected proportionally using stratified sampling method. Data collection tools were exploratory semi-structured interviews. Experts, pundits, and management experts were used to ensure the validity of the qualitative section and to ensure that the findings were accurate. In the quantitative part, a researcher-made questionnaire was used for data collection. In the quantitative part, a researcher-made questionnaire was used for data collection. For data analysis, systematic coding method was used in qualitative part and descriptive statistics (average and standard deviation) and inferential statistics (confirmatory factor analysis and structural equation modeling by PLS) in quantitative part. Bootstrap and Friedman tests were used to calculate significance of path coefficients and rankings of indices and components. SPSS22 and smart - PLS 3 were used for data analysis. From the analysis of interviews, performance evaluation indices of managers were identified in three main components of personal, analytical and specialized skills. Based on the identified dimensions and components, the research model, while developing a theoretical concept in this regard, provided an indigenous model for evaluating the managers which effectiveness of the performance evaluation model of the designed managers will be effective on improving performance.

منابع و مأخذ:

• Abbaspour, Abbas. (2015). Advanced human resources management (approaches, processes and functions). Tehran: Position. (9). (in Persian)


• Aggarwal, A., & Thakur, G.S.M. (2013). Techniques of performance appraisal-a review. International Journal of Engineering and Advanced Technology (IJEAT) ISSN, pp 2249-8958.


• Arizi, Hamid Reza and Barati, Hajar. (2014).The role of role-based interfaces in the relationship between performance of managers in the focus area, cognitive abilities and self-compliance in a job with job performance. Contemporary Psychology, 9 (2). (in Persian)


• Arvin, Hossein and Yazdani, Hamid Reza (2018). Designing a Performance Evaluation Model for Auditors of the State Accounting Court: Performance Definition, Audit Knowledge Quarterly, 18 (73): pp 103 – 121.


• Bangchokdee, S., Bangchokdee, S., Mia, L., & Mia, L. (2016). The role of senior managers’ use of performance measures in the relationship between decentralization and organizational performance: Evidence from hotels in Thailand. Journal of Accounting & Organizational Change, 12(2): pp 129-151.


• Bimrose, J., Mulvey, R., & Brown, A. (2016). Low qualified and low skilled: the need for context sensitive careers support. British Journal of Guidance & Counselling, 44(2): pp 145-157.


• Brewer, P. D., & Brewer, K. L. (2010). Knowledge management, human resource management, and higher education: a theoretical model. Journal of Education for Business, 85(6): pp 330-335.


• Center for Management Studies and Productivity. (2001). Articles of the system of performance evaluation of the executive machinery of the country. Tarbiat Modares University. (in Persian)


• Designing the system of performance evaluation of the executive agencies of the country. (2001). First Stage Report Understanding the Scientific and Technical Foundations of Performance Assessment of Government Organizations. Tarbiat Modares University. Center for Management Studies and Productivity of Iran. (in Persian)


• Farhadi, Mohsen. (2013). Performance Management System and Organizational Performance Evaluation. Tehran. (in Persian)


• Gefen, D., Straub, D., & Boudreau, M. C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the association for information systems, 4(1): p 7.


• Hajian, Amir and Ahmadvand, Ali Mohammad. (2013). Performance evaluation model of non-industrial research organizations. Two Quarterly Journal of Human Resource Management Research at Imam Hossein University, 5 (2). (in Persian)


• Judge, T. A., & Ferris, G. R. (1993). Social context of performance evaluation decisions. Academy of management journal, 36(1): 80-105.


• Kakui, I.M. (2016). Effects of career development on employee performance in the public sector: a case of national cereals and produce board. Strategic Journal of Business & Change Management, 3(3). (in Persian)


• Kaplan R., & Norton D. (2008). Execution premium, Harvard Business School Press.


• Karimi, Fatemeh; Paydaee and Mirmehrdad. (2018). Design of Fuzzy Decision Support System for Performance Evaluation of IT Managers. Journal of Public Policy in Management. (29): 53-63. (in Persian)


• Malterud, K., Siersma, V. D., & Guassora, A. D. (2016). Sample size in qualitative interview studies: guided by information power. Qualitative health research, 26(13): pp 1753-1760.


• Maree, J.G., & Morgan, B. (2012). Toward a combined qualitative-quantitative approach: Advancing postmodern career counselling theory and practice.


• Murphy, K. R., & Cleveland, J. N. (1995). Understanding performance appraisal: Social, organizational, and goal-based perspectives. Sage.


• Office of Management Improvement and Performance Evaluation. (2001). Problems in determining the criteria for evaluating the performance of public institutions. Deputy Directorate for Human Resources and Management. (in Persian)


• Office of Management Improvement and Performance Evaluation. (2003). Performance appraisal, Vice President of Strategic Planning and Control. (in Persian)


• Office of Performance Management. (2001). Sustainable Development Strategy in the Kingdom of England. Deputy Directorate for Human Resources and Management. (in Persian)


• Office of Planetary Studies. (2001). Tables of Performance Evaluation Indicators in the Third Development Plan Law. Islamic Consultative Research Center. (in Persian)


• Pendaraki, K.N., & sagarakis, K.P. (2016). Linear Regression versus Fuzzy Linear Regression: Does it make a Difference in the Evaluation of the Performance of Mutual Fund Managers? In Artificial Intelligence in Financial Markets (pp 311-335). Palgrave Macmillan UK


• Porter. L.W., Lawler, EE. (1986). Managerial Attitudes & Performance, Homewood, Irwin.


• Projago D. I, Sohal A. S. (2006). The relationship between organization strategy, Total quality management TQM and organization performance the mediating role of TQM. European Journal of Operational Research.


• Rouhani, Mohammad. (2014). Investigation and study of the communication process in the performance of managers of affiliated organizations of the Ministry of Agriculture in Tehran, Master's dissertation. Azad university of Tehran. (in Persian)


• Rowlands, T., Waddell, N., & McKenna, B. (2016). Are we there yet? A technique to determine theoretical saturation. Journal of Computer Information Systems, 56(1): pp 40-47.


• Saadat, Abrahim. (2015). Human resource Management. Tehran: Samt. (in Persian)


• Sarukhani, Bagher. (2014). Research Methods in Social Sciences, Principles and Foundations (Vol. 1). Tehran: Research Institute for Humanities and Cultural Studies. (18). (in Persian)


• Tehran University Jihad. (2002). Performance evaluation of Tehran province. Proceedings of the First National Conference on Performance Management. (in Persian)


• Vice President of Strategic Planning and Control. (2003). Statement of Performance Assessment of Governmental Organizations. (in Persian)


• Wang, J., Ding, D., Liu, O., & Li, M. (2016). A synthetic method for knowledge management performance evaluation based on triangular fuzzy number and group support systems. Applied Soft Computing, 39, pp 11-20.