نوع مقاله : پژوهشی
موضوعات
عنوان مقاله English
نویسندگان English
Introduction
Analytical thinking in the field of performance leads to waste of resources, weak performance at every level, and inefficiency of organization management; Therefore, it is necessary to create efficiency at all organizational levels for coordination in human resource management. The current research has been conducted to designing a human resources performance management model at individual, group, and organizational levels in Tehran Municipality. Among the other research gaps resolved in this research are determining the performance management of human resources with a multi-level approach and determining the reward system it as a factor influencing the performance management of human resources. The researcher is one of the employees of Tehran Municipality, and according to the expert investigations he has conducted with the help of experts in this organization, he has realized that in Tehran Municipality, there is relatively low work motivation and work commitment among the employees (at the individual level). Working groups, whether formal or informal, are not properly understood and do not have the proper position they should have (at the group level), the performance of the organization has many weaknesses, and there is a lot of waste of resources (at the organizational level). These problems are among the existing problems of human resource performance management of Tehran Municipality Organization.
Methodology
The type of research is the developmental and applied ine. The population’s size of the qualitative part included twelve managers and senior experts of the 124 districts of Tehran city, which were conducted by snowball method until reaching the theoretical saturation limit, by field method, and a semi-structured interview with them. In this research, in addition to the fact that human resources performance management is modeled in these three levels, the relationships between these three levels are also investigated. The findings of this research revealed two overarching themes at the individual level, two categories of overarching themes at the group level, and six overarching themes at the organizational level. The method of data collection is qualitative and quantitative, field and data collection tools. In the qualitative part, it is a semi-structured interview with experts, and in the quantitative part, it is a questionnaire. The research method is thematic analysis and in the quantitative part it has been validated using factor analysis. In the qualitative part, to ensure the validity of the model, analysis and review solutions by other experts have been used. The reliability of the qualitative part has been measured using the test-retest method. Convergent and divergent validity and composite reliability have been used in a small part. Validity was measured by expert review and reliability by Kreppendorff's alpha method. In the quantitative part of the research, among more than 8 thousand employees working in 124 districts of Tehran Municipality, the sample size was selected based on Cochran's formula, 380 people. To validate the model, confirmatory factor analysis and model fit test were used, as a result of which all the dimensions of the components and indicators of the model were confirmed and the importance of the dimensions and components of the model is acceptable.
Results and Discussion
The role of each of these three levels has been clarified and defined, and considering the importance of all three levels and the importance of relationships between these levels, in this research, the theory of developing relationships between levels in the organization has been proposed and introduced. At the individual level: This study has identified and investigated the links between psychological factors and manager's abilities individually with the performance of human resources in the organization. The interpersonal and individual psychological ability of managers constitutes the individual level of human resources performance management, and it has been concluded that the two individual psychological factors of managers and the interpersonal ability of managers can improve the performance of human resources in the organization; Because managers can creatively solve dynamic problems in a dynamic environment with job motivation, building interactions, abilities and personality traits. When municipalities improve the performance of human resources at the individual level based on two individual psychological factors and interpersonal ability, they cultivate motivated, highly social, capable, and useful employees who can quickly adapt to the new environment. At the group level: the efficiency of human resource performance at the group level depends on the credibility of the group in terms of group competence and group atmosphere, and on the group's agility. The core of the working group depends on the individual; Therefore, people should be members of those working groups that have a high degree of compatibility and are also efficient. When there is an agile and credible group, participation in decision-making increases, and appropriate decisions are made to increase performance for the organization. The most important component in group agility is creating a combination of skills and capabilities. At the organizational level: To check the success of human resource performance management at the organizational level, sixty indicators have been obtained, of which forty-nine indicators are recognized as the most important.
Conclusion
By asking the same experts, the relationships between the three levels were investigated. The results indicate that the levels have a positive effect on each other. The extractive model helps the human resources management of Tehran municipality to improve the performance at the levels by accurately identifying the concepts affecting the performance management process.
Keywords: Designing model, Performance management, Human resources, Multilevel, Municipality of Tehran
کلیدواژهها English
https://doi.org/10.22059/jipa.2020.307321.2785
https://sid.ir/paper/514516/fa
https://doi.org/10.1080/09585190902770547
Delery, J. E. (1998). Issues of fit in strategic human resource management: implications for research. Human Resource Management, Review, 8 (3), 289-309. https://doi.org/10.1016/S1053-4822(98)90006-7
Drazin, R., Glynn, M.A., & Kazanjian, R.K. (1999). Multilevel theorizing about creativity in organizations: a sense making perspective. Academy of Management Review, 24 (2), 286-307. https://doi.org/10.2307/259083
Ganjali, A. (2018). Developing comprehensive model of performance using multilevel approach. Public Administration Perspectives Journal, 10 (1), 59-94. [In Persian] https://doi.org/10.48308/JPAP.2019.96488
Glick, W.H. (1985). Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research. Academy of Management Review, 10 (3), 601-616. https://doi.org/10.2307/258140
Imani, H., Azar, A., Gholipour, A., & Pourezzat, A. A.(2019). Presenting an interpretive structural model of employees' compensation system toward administrative integrity in the public sector. Government Management, 12(3), 427-460. [In Persian] https://doi.org/10.22059/JIPA.2020.300130.2727
https://doi.org/20.1001.1.20084528.1395.8.1.1.0
Lauring, J., & Jonasson, C. (2022). How is work group inclusiveness influenced by working virtually?. Human Resource Management Review, 33 (2), 19-38. https://doi.org/10.1016/j.hrmr.2022.100930
Sherafat, Sh., Khaef Elahi, A. A.,; Gholipour, A., & Danaei Fard, H. (2018). Development and construct validation of performance management of human resources in line with organization objectives. Public Management Researches, 11 (39), 33-59. [In Persian] https://doi.org/10.22111/JMR.2018.4010
Shore, L., & Chung, B. G. (2022). Inclusive leadership: how leaders sustain or discourage work group inclusion. Group & Organization Management, 47(4), 723–754. https://doi.org/10.1177/1059601121999580
Shoss, M., Witt, L.A., & Vera, D. (2012). When Does Adaptive Performance Lead to Higher Task Performance?. Journal of Organizational Behavior, 33 (7), 910-924. https://doi.org/10.1002/job.780
Sun, Y., Zhu, M., Jeyaraj, A., & Wu, L. (2020). Impact of enterprise social media affordances on thriving at work: a perspective from the psychological empowerment theory. International Conference on E-Commerce and Internet Technology (ECIT), Zhangjiajie, China, 183-188. https://doi.org/10.1109/ECIT50008.2020.00048
Waldman, D.A., & Yammarino, F.J. (1999). CEO Charismatic Leadership: Levels-of-Management and Levels-of-Analysis Effects. The Academy of Management Review, 24 (2), 266-285. https://doi.org/10.2307/259082
Zhang, L., Zhu, J., & Liu, Q. (2012). A meta-analysis of mobile commerce adoption and moderating effect of Culture. Copmputers in Human Behavior, 28 (5), 1902-1911. https://doi.org/10.1016/j.chb.2012.05.008
