Designing productivity model for governmental Organizations in Iran
Subject Areas : Business Management
Assadullah
Karimi Shahabi
1
(دانشجوی دکتری مدیریت دولتی، واحدقزوین، دانشگاه آزاد اسلامی، قزوین،ایران)
Golamreza
Meamar zadeh
2
(دانشیار گروه مدیریت دولتی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران)
Seyed Mehdi
Alavany
3
(استاد گروه مدیریت دولتی، واحد قزوین، دانشگاه آزاد اسلامی، قزوین، ایران)
Mahmood
Modeari
4
(استادیار گروه مدیریت صنعتی، واحد تهران جنوب، دانشگاه آزاد اسلامی، تهران، ایران)
Keywords: Productivity, barriers, Governmental organization,
Abstract :
The main purpose of the present study was designing productivity model for governmental organizations in Iran. In this regard, after studying the literature and theoretical foundations of research, the conceptual model base on the factors affecting the productivity of governmental organizations in three categories namely, environmental, organizational, individual and the main productivity barriers were designed. Two questionnaires (17 and 19) questions were used to rank each categories effect on productivity and also on barriers. To compose the questionnaires, the university and organization’s experts were consulted. The questionnaires were distributed to a sample of 50 people. The results showed that productivity in governmental organizations the “environmental factors” having the most influential, and “individual factors” getting the most influential. The work ethic got the first priority.
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- Kazemi, M. and et all. (2012), “Comprehensive book labor productivity”, Marandiz Publication, Tehran, V 1, 28.
- Khaki, G. (2013), “Cycle to improve efficiency management”, Fuzhan Publication, Tehran, V 1.
- Najmi, M. (2010), “Europeian Productivity Award in”, Saramad, Tehran.
- Kivi, R., Copenhood, L. (1990), “Research Methodology of Behavioral Sciences”, Nik Ghohar, A. (2012), Tehran, Totia Publication, V 8.
- Ammons, D. N. (2004), Productivity barriers in the public sector. In: Holzer, M., ed. Public Productivity Handbook. New York: Marcel Dekker.
- Ammons, D. N., & King, J. C. (1983), Productivity improvement in local government: its place among competing priorities. Public Admin. Rev. 43(2):113–120.
- Balk, W. L. (1984), Productivity in government: a legislative focus. Public Product. Rev. 8(2):148–161.
- Cohen,J and S.Peterson (1997), Administrative Decentralization: A New Framework for Improvement. Governance, Accountability, Performance, Harvard University Press, p 44.
- Don Jyh-Fu Jeng, Gwo-Hshiung Tzeng (2012), Social Influence on the Use of Clinical Decision Support Systems: Revisiting the Unified Theory of Acceptance and Use of Technology by the Fuzzy DEMATEL Technique, Computers & Industrial Engineering, 819-828.
- Fainstein, N. I., & Fainstein, S. S. (1972), Innovation in urban bureaucracies. Amer. Behav. Sci. 15(4):511–531.
- Gurwitt, R. (1989), Cultures clash as old-time politics confronts button-down management. Governing 2(7):42–48.
- Goldsmith, S. (1997), The Twenty-First Century City: Resurrecting Urban America. Washington, D.C.: Regnery Publishing.
- Holzer, Marc, Lee, Seok-Hwan (2004), "Mastering Public Productivity and Performance Improvement from a Productive Management Perspective", In: Holzer, M., ed. Public Productivity Handbook. New York: Marcel Dekker.
- Hermal,PH. & Pujol,J. (2003), An Evolution of Excellence: Some Main Trends. The TQM Magazine. Vol 15, No 4, pp 91-103
- Hayes, F. O’R. (1972), Innovation in state and local government. In: Hayes, F. O’R.
- Kittower, D. (2001), Putting technology to work. Governing, 15(1):48–54.
- Kaufman, H. (2001), Major players: Bureaucracies in American government. Public Admin. Rev. 61(1):18-42.
- Kelvin, Lord, as quoted in Lehrer, R. N., ed. (1983), White collar Productivity. New York: McGraw-Hill.
- Lee, S. - H. (2000), A multidimensional view of public sector employee commitment and willingness to support productivity improvement strategies: A comparative study of public employees at managerial level between the United States and South Korea. PhD dissertation, Rutgers University, Newark, NJ.
- Marris, P., & Rein, M. (1973), Dilemmas of Social Reform. Chicago: Aldine.
- Opricovich, S., Tzeng, G,-Hshiung. (2004), “Compromise Solution by MCDM Methods: A Comparative Analysis of VIKOR and TOPSIS”, European Journal of Operational Research, Vol. 156, No. 2, pp. 445-455.
- Osborne, D., & Plastrik, P. (2000), The Reinventor’s Field book: Tools for Transforming Your Government. San Francisco: JosseyBass
- Prichard. R.D (1992), Hand book of Industrial psychology, 2ed, vol3, Palo atto, CA: Consulting psychology press.
- Schick, A. (1996), The Spirit of Reform, State Services Commission. New Zealand: Wellington.
- Smith,E.A(1990), The Productivity Manual: Methods and Activities for involving employees. In productivity improvement: Houston: Gulf publishing company.
- Talwar, B. (2011), “Comparative Study of Frame Work, Criteria and Criterion Weighting of Excellence Models”. In: Journal of Measuring Business Excellence. Vol.15, No. 1, PP. 49-65
- Talwar, B. (2009), “Comparative Study of Core Value of Excellence Modes Visà-Vis Human Value”. In: Journal of Measuring Business Excellence, Vol. 13, No.4,PP. 34-46
- Willcocks, Stephen Gorge, "Adopting a multi-perspective approach ao the studuy of public sector managerial effectiveness", The International Journal of Public Sector Management, Vol 15, N4,2002,PP.252-280.
- Zolkos, R. (1989), Mississippi counties streamline operations. City State 5:3, 45