طراحی الگوی ارزیابی استراتژیک عملکرد کارکنان در نهادهای حاکمیتی غیر وابسته به دولت
محورهای موضوعی : مدیریت(منابع انسانی)سعید جعفری نیا 1 , اکبر حسن پور 2 , یوسف وکیلی 3 , بهرام ترابی 4
1 - دانشیار گروه مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران.
2 - دانشیار گروه مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران.
3 - استادیار گروه مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران.
4 - دکتری گروه مدیریت منابع انسانی، گروه مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران.
کلید واژه: عملکرد کارکنان, ارزیابی استراتژیک عملکرد کارکنان, نهادهای حاکمیتی غیروابسته به دولت.,
چکیده مقاله :
با عنایت به جایگاه استراتژیک نظام ارزیابی عملکرد کارکنان در ستاد اجرایی فرمان حضرت امام (ره) و نقش آن در رشد، تعالی و موفقیت سازمان و همچنین ماهیت، مأموریت‌ها و ویژگی¬های منحصر به فرد سازمان مذکور، پژوهش حاضر با هدف کاربردی و توسعه‌ای انجام شده است. جامعۀ آماری پژوهش، گروهی از مدیران و کارشناسان ستاد اجرایی فرمان امام (ره) هستند که بر اساس روش نمونه‌گیری هدفمند انتخاب شدند. در فاز کیفی، به دلیل استفاده از روش تحلیل مضمون، ابزار اصلی جمع‌آوری داده‌ها مصاحبه عمیق با خبرگان و بررسی مستندات سازمانی مرتبط است. جمع‌آوری داده‌ها در فاز کمی از طریق پرسشنامه‌ای بسته و محقق ساز مشتمل بر 42 گویه- که بر اساس مدل مفهومی پژوهش طراحی و میان 40 نفر از مدیران میانی و عملیاتی و کارشناسان سازمان مورد مطالعه توزیع گردید- صورت گرفته است. الگوی پیشنهادی با 6 بعد، شامل رشد و توسعۀ فردی، بهره‌وری شغلی، دغدغه‌مندی ملی، توجه به منافع ذی‌نفعان، خلاقیت و نوآوری و روابط اثربخش و 14 مؤلفه، شامل دانش و مهارت‌های عمومی، دانش و مهارت‌های تخصصی، کارایی، اثربخشی، مجاهدت در راه آرمان‌های کشور، قانون‌مداری، حفظ منافع جامعه، حفظ منافع ارباب‌رجوع، حفظ منافع کشور، تفکر خلاق، حل مسائل سازمانی، نوآوری، روابط اثربخش با کلیه همکاران و رابطه اثربخش با سازمان است که اعتبار آن با روش اعتبارسنجی CVR تأیید شده است. همه ابعاد و مؤلفه‌های الگوی پیشنهادی جهت ارزیابی استراتژیک عملکرد کارکنان از لحاظ ساختاری مورد تأیید قرار گرفتند.
This research was designed and implemented with a practical purpose. Using a qualitative method, 11 experts and operational managers of IKEO were interviewed using targeted sampling and after analyzing the content of the interviews and organizational documents (Guide to the strategic management system of IKEO and its subordinate units and the third five-year strategic formulation directive of this organization) the conceptual model of the research was extracted. In the validation phase, the researcher-made questionnaire consisting of 42 items was studied, distributed and analyzed among 40 field and operational managers and experts of the organization. The results led to the design of the model of strategic evaluation of the performance of employees in non-governmental institutions, especially IKEO. This model has six main factors that include personal growth and development, effective relationships, attention to the interests of stakeholders, creativity, innovation, national concern and finally job productivity. All the dimensions and components of the proposed model for strategic evaluation of employee performance in non-government institutions were approved after the evaluation in the research validation stage. Due to the lack of a suitable model to evaluate the performance of employees in IKEO and the acknowledgement of its managers to the existing deficiency, the designed model with the dimensions, components and indicators mentioned in this research meets the needs of the studied organization.
Key Words: employee performance, strategic employee performance evaluation, institutions independent of the government
1.Introduction
The appropriate management of human resources of organizations plays a key role in achieving major goals and also causes the growth and development of human capital. In this regard, the effective performance of employees is one of the main factors of achieving productivity (Memarzadeh et al., 2022: 234). Employee performance management provides an important tool for aligning the goals of the organization and the goals of the employees. Employee performance evaluation systems are a very important source for feeding other human resource management activities, such as human resources planning, employee training, recruitment and selection, determining the path of career advancement and salaries and benefits (Adeebzadeh et al., 2016: 3).
This research tries to answer the need of the studied organization for a suitable and scientific model to evaluate the performance of its employees while considering all its features including missions, size and impact in the economic and social fields, answering this question “What is the strategic performance evaluation model of employees in non-governmental institutions?"
2.Literature Review
Clark mentions in his research that the development of human resources depends on the use of information, training, strategies, organizational learning and employee performance management system (Clark, 2018, p. 76). Also, performance management provides the foundation for organizational growth and excellence through the improvement and development of employee performance (Kampkötter, 2017, p.769). In previous researches, criteria such as quality, efficiency, effectiveness, quality of working life, profitability, etc. were taken into consideration. For example, to evaluate the performance of employees with an integrated approach in state banks, dimensions including goal setting, coaching and process and sub-categories including competence of trainers, collaborative process, internal factors, external factors and goal setting characteristics have been considered. In a similar vein, in the performance evaluation system of educational institutions in Kenya, performance evaluation is done both internally and externally and issues such as weak targeting, uncertain financial resources, and lack of educational resources were found to be the main obstacles to successful performance evaluation (Muthuri et al., 2017, p. 20). Hosseini et al. (2021) have identified and developed indicators for evaluating the performance of employees from an ethical perspective and have emphasized the observance of justice (p. 237). Salamat Ahwazi et al. (2020, p.774) also considered the development of human resources management as related to performance evaluation variables and organizational learning. Many researches on employee performance management in organizations confirm that organizations are not familiar enough with the basics and specialized principles of employee performance management due to the fact that the desirability of human resource performance in societies has a different scope. Regarding the importance of performance evaluation models in people’s life and the country's environment, we can refer to a research that has identified the indicators of employee performance evaluation with a focus on sustainable development, looking at 4 economic, social and cultural, political and environmental dimensions, such as healthy social activities for example NGOs, participation in social and political affairs and the employee's efforts to preserve the material resources of the organization (Mohammadi & Alvani, 2019, p. 39). Similarly, Aguinis et al., a prominent expert in the field of employee performance evaluation, mentioned the performance of individuals as one of the key factors that should be considered in any organization, which can block the way to the organization's success, and can play a role as a competitive and strategic element in preserving the organization's survival and increasing profits (Aguinis et al., 2012, p. 707). The employee performance evaluation system is one of the most important human resources systems whose functions and consequences affect other human resources systems and personnel decisions, and provides career development program of employees by the organization's human resources managers (Bao et al., 2021, p. 12).
3.Methodology
The purpose of this research was to design a practical model for the strategic evaluation of employees' performance in non-governmental institutions. Therefore, the current research is applied and developmental in terms of its purpose, and from the point of view of data analysis, it is considered mixed method because the findings of the qualitative method were used in the formation of the quantitative method. The statistical community were groups of managers and experts of IKEO, and a purposeful sampling method was used to select the participants. In the qualitative phase, theme analysis was used and the data was extracted from in-depth interviews and the review of organizational documents. In the quantitative phase, the data was collected using a questionnaire that was distributed among 40 middle and operational managers and experts of the studied organization.
4.Result
Analyzing the data, the researchers achieved a model with six dimensions and fourteen components. The dimensions of the proposed model include individual growth and development, job productivity, national concern, attention to the interests of stakeholders, creativity and job innovation, and effective relationships. The components of the proposed model are the promotion of general knowledge and skills, the promotion of specialized knowledge and skills, efficiency, effectiveness, striving for the country's ideals, the rule of law, protecting the interests of society, protecting the interests of the customers, protecting the interests of the country, creative thinking, solving organizational problems, innovation. , effective relationships with all colleagues and effective relationships with the organization, all of which will help to more accurately evaluate the performance of employees in non-governmental institutions.
The difference between performance evaluation in the studied organization and other types of organizations is due to its characteristics. Therefore, the presented model is different from all the models and frameworks presented so far in that by analyzing the interviews conducted with experts and elites and reviewing relevant organizational documents, it has tried to give more depth and richness to the previous researches, and has added dimensions, components and indicators. to match the characteristics and real environment of the studied organization. Therefore, the factors identified in this research are completer and more proportional compared to previous researches.
This research added six innovative components regarding the strategic evaluation of employees' performance in IKEO, including striving for the country's ideals, the rule of law, attention to the interests of society, attention to the interests of the country, creative thinking and effective relationship with the organization to the previous models.
5.Discussion
Considering the background of the research, it can be concluded that the existence of a comprehensive model to evaluate the performance of employees in non-governmental institutions is very important; However, no model was found that fits the mentioned cases. In previous researches, some criteria such as quality, efficiency, effectiveness, quality of work life, profitability, etc. were considered; therefore, the need to design specific criteria for the studied organization was necessary. In order to evaluate the performance of employees with an integrated approach in state banks, the dimensions of goal setting, coaching and the process and sub-categories of the competence of coaches, collaborativeness of the process, internal factors, external factors and goal setting characteristics have been considered. A very important point is that the development of human resource management is related to the performance evaluation variables.
The studied organization has unique characteristics such as size (very large organization), variety of activities and range of activities (various industries), multiple nature of activities (economic, non-economic-social) and nongovernmental structure. The difference between the performance evaluation in the studied organization and other types of organizations is due to its characteristics; a very large organization, with national goals and profit and non-profit combinations, based on the values of the Islamic Revolution and economic and social values, requires a special model to evaluate the performance of its employees, which is distinct from other organizations. In line with the development of the research related to the present study, it is suggested to conduct a comparative study of the presented model with the performance evaluation models of public and private sector organizations. Moreover, the model of succession and development of employees of the studied organization can be designed based on the employee strategic performance evaluation model in non-government institutions.
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