Objective: In the present study, it is planned to evaluate and identify the factors affecting the self-development of the faculty members of the Islamic Azad University of Mazandaran, Gilan and Golestan provinces and to present its optimal model. Methods: Research
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Objective: In the present study, it is planned to evaluate and identify the factors affecting the self-development of the faculty members of the Islamic Azad University of Mazandaran, Gilan and Golestan provinces and to present its optimal model. Methods: Research method in terms of purpose, applied; In terms of data collection method is mixed (quantitative-qualitative), in terms of quantity is descriptive survey type and qualitatively descriptive is in the field theory. The statistical population is in the qualitative stage of all faculty members with at least 10 years of experience and in the quantitative stage of all faculty members of the Islamic Azad University of Mazandaran, Gilan and Golestan provinces who are engaged in job duties in 1399 and their number is 2789 people. Also, in the present study, purposive sampling method was used in the qualitative stage and relative stratified random sampling method was used in the quantitative stage, in proportion to the volume of each of the three provinces. Data collection tools were also standard self-development questionnaires of researcher-made questionnaires of factors affecting self-development with validity and reliability. The method of data analysis in the qualitative stage is content analysis and in the quantitative stage is based on structural equation modeling. Findings: The findings show that the factors affecting the self-development of faculty members of Islamic Azad University of Mazandaran, Gilan and Golestan provinces are: Individual factors (self-efficacy, job conflict, job motivation, professional commitment, need for success, responsibility, psychological empowerment, resilience Job creation, selfactualization, economic / social status, cultural capital), organizational factors (organizational culture, organizational support, organizational justice, organizational commitment) and group factors (group learning). Findings: Finally, it is suggested that managers and supervisors can play a vital role in employee self-development by creating informal learning opportunities, encouraging, believing in the value of development, providing time, information, support, resource allocation, and rewards.
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