Designing a Strategic Performance Management Model in Large Engineering Organizations

Aim and introduction: Since the goal of today's management and its success criterion is to help achieve the vision, goals, strategies and continuous improvement of organizational performance and one of the most important steps for organizational success in the field of performance, comprehensive and strategic view of management Performance in the organization. Also, a system of evaluation and monitoring in the form of performance management that monitors the macro plans of the camp with a systematic view at all levels and from the feedback received not only for evaluation, but with the aim of continuously improving it and achieving strategic goals and plans. It is one of the necessities. The main purpose of this article is to Designing a Strategic Performance Management Model in Large Engineering Organizations (Case Study: Khatam-al Anbiya Construction Headquarters) in order to benefit from it.
 Methodology: This article is descriptive-survey in terms of practical purpose and in terms of type and method of data collection. In order to collect information on the factors affecting strategic performance management, theoretical-field studies have been conducted. After reviewing the research background, a Delphi panel was formed and appropriate members were selected for it. Judicial sampling method has been used in selecting panel members; Two groups were selected. The first group of experts familiar with the camp and the second group of experts in the field of performance management in the organization. 25 people from the first group and 15 people from the second group announced their readiness, which formed a panel of 40 people in total. Finally, after three rounds of implementation, a consensus was reached on the factors affecting the management of strategic performance; The identified factors were the basis for preparing the ISM questionnaire. At this stage, 25 managers and experts were identified to determine the type of relationship and prioritization of factors and this questionnaire was used to determine the final pattern. In this research, due to the high complexity of the systems and multilayer units of the relevant organization, by no means, it is not possible to be satisfied with just using one method (quantitative or qualitative) and with it, gain sufficient knowledge about the research situation. For this reason, in order to meet this need, a combination of quantitative and qualitative methods, called combined or mixed research methods, the combined exploratory method has been used and the approach of this research is inductive-deductive. In terms of strategy, this research uses content analysis and typology strategies, and finally, the method of data collection is document review and questionnaire.
 Findings: In this study, the factors affecting the strategic performance management of Khatam-al Anbiya Construction Headquarters construction camp were identified by Delphi method. The 14 factors affecting the strategic performance management of the construction camp include the following: Strategic goals taking into account stakeholders; Define the expected level; Strategic control; Performance measurement; Continuous performance feedback; Reporting and disseminating information; Performance review and correction; Key success factors and selection of key metrics and indicators; Operational control; Organizational Structure; Collection and flow of information; Pivotal action plan; Conceptual exploration and environmental exploration.
 Discussion and Conclusion: Based on the final diagram of the ISM model, the strategic goals factor, considering the stakeholders, as the underlying factor affecting the strategic performance management is in the highest priority over other factors. This factor includes many factors that the mission and purpose of the organization; Micro and macro goals of the organization; Core values ​​and culture of the organization; Internal strengths and weaknesses of the organization; Opportunities and environmental threats of the organization are among these factors that the placement of this factor in the highest priority, shows the importance and comprehensiveness of this factor and the accuracy of the designed model. At the next levels, there are two factors: conceptual exploration (mission, vision, resources and values) and environmental exploration (strengths and weaknesses, opportunities and environmental threats); According to the majority of experts, these two factors support the strategic goals, which was also correctly obtained in the diagram. The level after the conceptual and environmental exploration is strategic control. In fact, strategic control by considering internal and external issues (from the outputs of conceptual and environmental exploration) always monitors strategic goals and, if necessary, modifies them according to the circumstances. The construction site is a military organization and has a hierarchy, so if there is a need for reform in the organization, it is necessary to make that change in the structure of the base (both organizational structure and information structure), which is clearly indicated in the diagram. Is. Now, it is time to plan the action and determine the key factors for success and select the key indicators that these two factors are correctly listed one after the other in the ISM diagram. In fact, although appropriate goals are set in any organization, but not implemented in the organization will not be of much value. In this regard, it is necessary to determine the key factors of success of the organization and its indicators, based on the strategic goals of the organization. The next step (data collection and dissemination factor) is to ensure its implementation. In the next level, two factors of reporting and disseminating information and collecting and flowing information that are bilaterally obtained are obtained, and in the last level, completely related factors such as defining the expected level; Performance measurement; Continuous performance feedback; Performance review and operational control achieved.