Designing pattern of Performance Skills Assessment native and non-native managers in Hormozgan Province Key Posts

Subject Areas :

طیب  دهقانی ¹ (گروه مدیریت، دانشکده مدیریت و حسابداری، دانشگاه آزاد اسلامی واحد قشم، ایران)
serajaldin  mohebbi ² (Associate Prof., Faculty of Economic and Management Sciences, Qeshm Branch, Islamic Azad University, Iran)
mehdi  bagheri ³ (department of economic & management , bandar abbas islamic azad university)

Received: 2021-06-03 Accepted : 2021-11-02 Published : 2021-08-23

Keywords: Native and non-native managers, performance Skills evaluation, 360 -degree evaluation method, and network analysis process,

Abstract :

Today, the problem of accountability of government executives for their actions in the new governance environment will be more intensely addressed. Therefore, in the new approach, evaluating the performance of managers as a framework for implementing strategies, policies, achieving organizational goals, as well as their accountability to stakeholders and society is important. The purpose of this study was to develop a desirable model for evaluating the performance of indigenous and non-indigenous managers from the four perspectives of human, perceptual, technical, and personal characteristics. The statistical population consists of two groups of native and non-native managers who were selected by proportional stratified random sampling. The sample required for the indigenous manager’s class is 31 and the non-indigenous class is estimated to be 23 people. Performance evaluation indices are extracted through a hybrid method and are validated and weighted based on The Delphi technique and expert opinion. From the combination of the 360-degree evaluation method and the network analysis process, a good ranking of native and non-native managers has been demonstrated to be applicable in Hormozgan province's executive agencies.