شناسایی عوامل و مؤلفه‌های مؤثر بر نظام مدیریت عملکرد سازمان های دولتی
محورهای موضوعی : مدیریت دولتی
1 - استادیار،گروه مدیریت (رفتار سازمانی و مدیریت منابع انسانی)، دانشکده مدیریت و حسابداری، دانشگاه هرمزگان
کلید واژه: ارزیابی عملکرد, مدیریت منابع انسانی, مدیریت عملکرد, سازمانهای دولتی, تکنیک دلفی,
چکیده مقاله :
پژوهش حاضر درصدد است به شناسایی عوامل و مؤلفه های مؤثر بر نظام مدیریت عملکرد سازمان های دولتی بپردازد. پژوهش در قلمرو پارادایم اثبات گرایی قرار گرفته و از حیث هدف، یک تحقیق کاربردی به شمار می رود. جامعه پژوهش مشتمل بر خبرگان دانشگاهی و نظام اداری بوده که 21 نفر از خبرگان در تحقیق مشارکت داشته اند. در این مرحله، از تکنیک دلفی جهت شناسایی عوامل و مؤلفه های تأثیرگذار بر مدیریت عملکرد استفاده گردید. نتایج حاصل از اجرای سه دور تکنیک دلفی نشان داد که 29 مؤلفه به عنوان عوامل مؤثر بر مدیریت عملکرد عمل می کنند. به طوری که این مؤلفه ها به کمک تحلیل عاملی اکتشافی به پنج طبقه کلی دسته بندی گردیده که 5/79% واریانس کل را تبیین می نماید. در مرحله دوم، سازمان های دولتی به عنوان جامعه آماری پژوهش در نظر گرفته شدند. حجم نمونه بر اساس جدول مورگان و کرجسی، 108 سازمان به دست آمد. در تدوین ابزار گردآوری داده ها، اعتبار محتوایی با نظر خبرگان احصاشده و اعتبار سازه نیز با استفاده از تحلیل عاملی تأیید شد. پایایی سنجه نیز به روش آلفای کرونباخ با ضریب 846/0 محاسبه و مورد تأیید قرار گرفت. جهت تجزیه و تحلیل داده ها از تحلیل عاملی تأییدی، شاخص های نیکویی برازش، آزمون فرض، تحلیل واریانس و آزمون تعقیبی بونفرونی به کمک نرم افزارهای اس.پی.اس.اس و ایموس استفاده شد. نتایج نشان داد که پنج دسته عوامل کلی 1) منابع انسانی، 2) خدمت به ارباب رجوع، 3) رهبری، 4) تحول سازمانی و 5) فرهنگ و ارزش ها بر مدیریت اثربخش عملکرد سازمان های دولتی تأثیرگذار است.
The present positivist applied study sought to identify the factors and components affecting the performance management system at governmental organizations at two stages. Initially, the factors and components affecting organizational performance management were identified based on views of 21 administrative system and university experts that were analyzed through the Delphi technique in three rounds. The results of Delphi analysis revealed 29 factors which were further classified via exploratory factor analysis into five major groups of factors within a questionnaire that could explains 79.5% of the total variance. The construct and content validity of the researcher-made questionnaire was then verified via factor analysis and its reliability was estimated through Cronbach's alpha, indicating a coefficient of 0.846. In the second phase, the validated questionnaire was employed to collect the research data from a sample of 108 governmental organizations selected randomly based on Morgan and Krejci Table. The gleaned research data were subsequently analyzed through SPSS and Amos software and employing confirmatory factor analysis, fitness indexes, assumptions, analysis of variance and Bonferron's post hoc test. The results indicated that five general factors impacting effective performance management of governmental organizations included human resources, customer service, leadership, organizational transformation, and culture and values, respectively.
Allameh S. M., Askari, N., Khazaei Pool, J. (2016). The Effect of Organizational Culture on Organizational Performance: Emphasizing the Role of Knowledge Sharing and Organizational Agility with Balanced Scorecard Approach. Journal of Management of Organizational Culture, 2(14), 453-474. (In Persian).
Andersen, S. C., Donald P. M. (2016). Bureaucratic investments in expertise: evidence from a randomized controlled field trial. Journal of Politics, 78(4), 1032–44.
Armstrong, M. (2008). Performance Management: Key Strategies and Practical Guidelines. Philadelphia: Kogan Page Limited.
Askim, J., Åge, J., Knut-Andreas, C. (2008). Factors behind organizational learning from benchmarking: experiences from Norwegian municipal benchmarking networks”, Journal of Public Administration Research and Theory, 18(2), 297–320.
Barrows, S., Michael, H., Paul E. P., Martin, R. W. (2016). Relative performance information and perceptions of public service quality: evidence from American school districts. Journal of Public Administration Research and Theory, 26(3), 571–83.
Bosilj-Vuksic, V., Milanovic, L., Indihar-Stemberger, M. (2008). Organizational Performance Measures for Business Process Management: A Performance Measurement Guidelin”. In Computer Modeling and Simulation, UKSIM 2008. Tenth International Conference on Computer Modeling and Simulation, 94-99.
Bouckaert, G., Halligan, J. (2006). Performance and performance management. in B. Guy Peters and jon Pierre (eds.), Handbook of public policy, Thousand Oaks, CA, US: Sage Publications, 443-460.
Boyne, G., A., Richard, M. W. (2010). Strategic management and public service performance: the way ahead. Public Administration Review, 70(1), 185–92.
Dimba, B., K’Obonyo, P. (2009). The effect of strategic human resource management practices on performance of manufacturing multinational companies in Kenya: moderating role of employee cultural orientations and mediating role of employee motivation, 403–408.
Dulewicz, V., Higgs, M. (2005). Assessing Leadership Styles and Organizational Context. Journal of Managerial Psychology, 20(2), 105-123.
Fisher, J. (1992). Use of non-financial Performance Measures. Journal of Cost Management, 6 (1), 8-31.
Gerrish, E. (2016). The impact of performance management on performance in public organizations: a meta-analysis. Public Administration Review, 76 (1), 48–66.
Green, W. K., Wu, C., Whitten, D., Medlin, B. (2006). The Impact of Strategic Human Resource Management on Firm Performance and HR professionals’ Work Attitude and Work Performance. International Journal of human resource Management, 8(3), 263-276.
Hosseini Abolhassan, Tabasmi Amir, Dadfar Zahra. (2017). Investigating the Impact of Human Resources Management Functioning on Organizational Performance. Public Administration Perspaective, 29, 155-171, (In Persian).
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
Jafari Harandi, R., Najafi, H. (2017). The Effect of Leadership Style on HRM Performance by Organizational Silence Mediation", Journal of Management Studies (Improvement and Evolution), 85, 57-85, (In Persian).
Jakobsen, M., Martin, B., Donald, P., Moynihan, A., Nina, V. L, (2017). Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning. Perspectives on Public Management and Governance.
James, O., Alice, M. (2014). Does performance information about public services affect citizens’ perceptions, satisfaction, and voice behaviour? field experiments with absolute and relative performance information. Public Administration, 92 (2), 493–511.
Kellen, V. (2003). Business Performance Management. at the Crossroads of Strategy, Decision- Making, Learning and Information Visualization, available at: WWW.kellen.net/bpm.htm
Ku, T. H .(2011). How to improve organizational performance through learning and knowledge?. International Journal of Manpower, 32 (5), 58-190.
Lai, M., Lee, G. (2007). Relationships of organizational culture toward knowledge activities. Business Process Management Journal, 13(2), 306-322.
Lavertu, S., David, E. L, Donald, P. M., (2013). Government reform, political ideology, and administrative burden: the case of performance management in the bush administration. Public Administration Review, 73 (6), 845–57.
Marr, B. (2008). Managing and delivering performance. Jounal of Nursing Regulation, 60. Oxford: ButterworthHeinemann/Elsevier.
Mashbaki, A., Davtalab Sarou Kalai, M. (2007). Determining Performance Evaluation Criteria through Balanced Scorecard. First National Conference on Balanced Scorecard Assessment, September 2007, (In Persian).
McDougall, G. H. G., Levesque, T. (2000). Customer satisfaction with services: Putting perceived value into the equation. Journal of Services Marketing, 14(5), 392-410.
Modell, Sven (2005). Performance management in the public sector: Past experiences, current practices and future challenges. Australian Accounting Review, 15 (37), 56-66.
Mowday, R. T. (1998). Reflections on the study and relevance of organizational commitment. Human Resource Management Review, 8, 387-401.
Moynihan, D. P. (2008). The dynamics of Performance Management: Constructing information and Reform. Washington, D.C.: Georgetown University Press.
Moynihan, D. P., Alexander, K. (2016). Performance management routines that work? an early assessment of the GPRA modernization act. Public Administration Review, 76 (2), 314–323.
Odumeru, J. A. O., Ilesanmi, O. A. (2013). The Effects of Human Resources Development on Financial Performance of Organisations. Asian Business Review, 2 (1), 19–23.
Rahnavard, F., Najafi Tawani, S., Yazdi Zadeh, A. (2017). A study on the role of organizational agility and strategic alignment in the relationship between governance of information technology and strategic thinking with organizational performance. Quarterly of Management and Development Process, 30 (1), 5-27, (In Persian).
Schneider, B., & Bowen, D. E. (1999). Understanding customer delight and outrage. Sloan Management Review, 41, 35-46.
Shidani, S. (2001). Supply Chain Performance Evaluation and Implementation Metrics. Master's thesis, Faculty of Industrial Engineering, University of Science and Technology, (In Persian).
Triguero, R., Peña-Vinces, J., González-Rendon, M. and Sánchez-Apellaniz, M. (2012). Human Resource Management Practices Aimed at Seeking the Commitment of Employees on Financial and Non-Financial (Subjective) Performance in Spanish Firms: An Empirical Contribution. Journal of Economics, Finance and Administrative Science, 17 (32), 17-30.
Yavari, V., Zahedi, S. S. (2013). Designing a Conceptual Model for Organizational Performance Management for Governmental and Nonprofit Organizations", Strategic Management Thought, seventh year, 1(7-13), 79-122., (In Persian).
_||_Allameh S. M., Askari, N., Khazaei Pool, J. (2016). The Effect of Organizational Culture on Organizational Performance: Emphasizing the Role of Knowledge Sharing and Organizational Agility with Balanced Scorecard Approach. Journal of Management of Organizational Culture, 2(14), 453-474. (In Persian).
Andersen, S. C., Donald P. M. (2016). Bureaucratic investments in expertise: evidence from a randomized controlled field trial. Journal of Politics, 78(4), 1032–44.
Armstrong, M. (2008). Performance Management: Key Strategies and Practical Guidelines. Philadelphia: Kogan Page Limited.
Askim, J., Åge, J., Knut-Andreas, C. (2008). Factors behind organizational learning from benchmarking: experiences from Norwegian municipal benchmarking networks”, Journal of Public Administration Research and Theory, 18(2), 297–320.
Barrows, S., Michael, H., Paul E. P., Martin, R. W. (2016). Relative performance information and perceptions of public service quality: evidence from American school districts. Journal of Public Administration Research and Theory, 26(3), 571–83.
Bosilj-Vuksic, V., Milanovic, L., Indihar-Stemberger, M. (2008). Organizational Performance Measures for Business Process Management: A Performance Measurement Guidelin”. In Computer Modeling and Simulation, UKSIM 2008. Tenth International Conference on Computer Modeling and Simulation, 94-99.
Bouckaert, G., Halligan, J. (2006). Performance and performance management. in B. Guy Peters and jon Pierre (eds.), Handbook of public policy, Thousand Oaks, CA, US: Sage Publications, 443-460.
Boyne, G., A., Richard, M. W. (2010). Strategic management and public service performance: the way ahead. Public Administration Review, 70(1), 185–92.
Dimba, B., K’Obonyo, P. (2009). The effect of strategic human resource management practices on performance of manufacturing multinational companies in Kenya: moderating role of employee cultural orientations and mediating role of employee motivation, 403–408.
Dulewicz, V., Higgs, M. (2005). Assessing Leadership Styles and Organizational Context. Journal of Managerial Psychology, 20(2), 105-123.
Fisher, J. (1992). Use of non-financial Performance Measures. Journal of Cost Management, 6 (1), 8-31.
Gerrish, E. (2016). The impact of performance management on performance in public organizations: a meta-analysis. Public Administration Review, 76 (1), 48–66.
Green, W. K., Wu, C., Whitten, D., Medlin, B. (2006). The Impact of Strategic Human Resource Management on Firm Performance and HR professionals’ Work Attitude and Work Performance. International Journal of human resource Management, 8(3), 263-276.
Hosseini Abolhassan, Tabasmi Amir, Dadfar Zahra. (2017). Investigating the Impact of Human Resources Management Functioning on Organizational Performance. Public Administration Perspaective, 29, 155-171, (In Persian).
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
Jafari Harandi, R., Najafi, H. (2017). The Effect of Leadership Style on HRM Performance by Organizational Silence Mediation", Journal of Management Studies (Improvement and Evolution), 85, 57-85, (In Persian).
Jakobsen, M., Martin, B., Donald, P., Moynihan, A., Nina, V. L, (2017). Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning. Perspectives on Public Management and Governance.
James, O., Alice, M. (2014). Does performance information about public services affect citizens’ perceptions, satisfaction, and voice behaviour? field experiments with absolute and relative performance information. Public Administration, 92 (2), 493–511.
Kellen, V. (2003). Business Performance Management. at the Crossroads of Strategy, Decision- Making, Learning and Information Visualization, available at: WWW.kellen.net/bpm.htm
Ku, T. H .(2011). How to improve organizational performance through learning and knowledge?. International Journal of Manpower, 32 (5), 58-190.
Lai, M., Lee, G. (2007). Relationships of organizational culture toward knowledge activities. Business Process Management Journal, 13(2), 306-322.
Lavertu, S., David, E. L, Donald, P. M., (2013). Government reform, political ideology, and administrative burden: the case of performance management in the bush administration. Public Administration Review, 73 (6), 845–57.
Marr, B. (2008). Managing and delivering performance. Jounal of Nursing Regulation, 60. Oxford: ButterworthHeinemann/Elsevier.
Mashbaki, A., Davtalab Sarou Kalai, M. (2007). Determining Performance Evaluation Criteria through Balanced Scorecard. First National Conference on Balanced Scorecard Assessment, September 2007, (In Persian).
McDougall, G. H. G., Levesque, T. (2000). Customer satisfaction with services: Putting perceived value into the equation. Journal of Services Marketing, 14(5), 392-410.
Modell, Sven (2005). Performance management in the public sector: Past experiences, current practices and future challenges. Australian Accounting Review, 15 (37), 56-66.
Mowday, R. T. (1998). Reflections on the study and relevance of organizational commitment. Human Resource Management Review, 8, 387-401.
Moynihan, D. P. (2008). The dynamics of Performance Management: Constructing information and Reform. Washington, D.C.: Georgetown University Press.
Moynihan, D. P., Alexander, K. (2016). Performance management routines that work? an early assessment of the GPRA modernization act. Public Administration Review, 76 (2), 314–323.
Odumeru, J. A. O., Ilesanmi, O. A. (2013). The Effects of Human Resources Development on Financial Performance of Organisations. Asian Business Review, 2 (1), 19–23.
Rahnavard, F., Najafi Tawani, S., Yazdi Zadeh, A. (2017). A study on the role of organizational agility and strategic alignment in the relationship between governance of information technology and strategic thinking with organizational performance. Quarterly of Management and Development Process, 30 (1), 5-27, (In Persian).
Schneider, B., & Bowen, D. E. (1999). Understanding customer delight and outrage. Sloan Management Review, 41, 35-46.
Shidani, S. (2001). Supply Chain Performance Evaluation and Implementation Metrics. Master's thesis, Faculty of Industrial Engineering, University of Science and Technology, (In Persian).
Triguero, R., Peña-Vinces, J., González-Rendon, M. and Sánchez-Apellaniz, M. (2012). Human Resource Management Practices Aimed at Seeking the Commitment of Employees on Financial and Non-Financial (Subjective) Performance in Spanish Firms: An Empirical Contribution. Journal of Economics, Finance and Administrative Science, 17 (32), 17-30.
Yavari, V., Zahedi, S. S. (2013). Designing a Conceptual Model for Organizational Performance Management for Governmental and Nonprofit Organizations", Strategic Management Thought, seventh year, 1(7-13), 79-122., (In Persian).
