عنوان مقاله [English]
Aim and introduction: The low productivity of Iranian government organizations is one of the issues that has been repeatedly emphasized by internal and sometimes external evaluation institutions. Given the vital importance of productivity and its major impact on the achievement of organizations to the desired goals, as well as its important role in the development of the country, it seems necessary to examine the various dimensions and, in other words, to find the reasons of this issue.
Despite the efforts made so far, a comprehensive model that can be used to consider all matters related to employees and to act 100% fairly and only on the basis of the final and real results of performance to determine their salaries is not provided.
In government organizations, due to the many problems and obstacles, the accurate implementation of academic methods is not possible and, in fact, requires a strong will to rebuild the inflexible structure of seemingly private organizations (originally governmental). The issue of conflict of interest of an organization and its employees, especially in government organizations, is always raised. What an organization wants from each of its employees is to perform all the assigned tasks with the highest level of productivity and with the lowest expectations regarding issues such as salaries, benefits and bonuses, leave, incentives and etc. On the other hand, employees try to perform their tasks in the shortest time and receive the highest level of salary and benefits (and of course, regardless of productivity). This contradiction depicts the environment of the organization as a playground with the senior management of the organization on one side and the employees on the other side, each side trying to get the most profit and points from the other side. In other words, this campaign consists of continuously playing n two-player games between senior management and n employees, and the final profit of the organization is optimized when each of the parties is at least satisfied with the results of the game.
The aim of this study is to provide a mathematical model using a combination of data envelopment analysis (DEA) and game theory that can be helpful in improving the productivity of the organization while meeting the demands of employees and managers. In this study, using data envelopment analysis as one of the non-parametric methods of evaluating the performance of decision-making units (DMU), we have tried to simulate the organization environment as a game environment. Also, using game theory strategies and proposing a platform based on blockchain technology, while evaluating existing strategies, we tried to provide solutions to improve productivity and ensure the interests of players.
Methodology: The subject of the present study is first to calculate the efficiency of DMUs and determine the efficient and inefficient DMUs by the senior management of the organization and using DEA, and then according to the objective observations and accurate rooting done by the authors of the research and based on the reward/punishment payment system of a state-owned company in the field of electricity (structurally similar to other government organizations), using the principles Game theory and determining new equilibrium points a practical model to improve the productivity of government organizations is proposed. The data used in this study have been prepared from the review of the annual rulings of official personnel and with the cooperation of experts working in the financial fields and job classification of the electricity distribution company. Also, the statistical population of this research is the official employees of the company.
Findings: Determining a strategy solely for the purpose of gaining more financial resources can't put organizations on the path to excellence, and therefore it seems that determining new strategies and establishing new equilibrium points between senior managers and employees in new places can be effective. It is recommended that organizations stop overtime for employees, and employees perform their duties solely in the form of office time. On the other hand, considering that the main emphasis of this research is on government organizations that are funded by the government budget and therefore their performance is usually evaluated annually by higher institutions, obtaining high scores and obtaining top rankings in the results evaluations are key importance, and therefore one of the main strategies of organizations should be to save money while providing appropriate incentives to employees who seek to improve their efficiency to level one and keep the level of efficiency in this They are level and support the organization in achieving high scores.
Discussion and Conclusion: Based on the results of this study, it was found that the main reason for the low productivity of Iranian government organizations is the lack of mutual understanding of senior managers and employees of each other's demands and, in fact, the lack of a model to simultaneously ensure the satisfaction of the interests of both parties when promoting productivity is the organization.
In this study, it is suggested that the current equilibrium point of organizations is changed and in a new environment by adding a strategy to improve efficiency to level 1 instead of the strategy of doing overtime for employees and the strategy of increasing special encouragement instead of reducing The input for the new equilibrium point organization is determined by simultaneously selecting these two strategies. On the other hand, senior managers of organizations should avoid the view that generally views employees as a tool that has no claims and is completely obedient to the policies of managers and instead of exerting destructive discrimination in the organization, provide conditions for worthy employees to others set them as a valuable role model for themselves.
Zare, H., Tavana, M., Mardani, A., Masoudian, S., & Kamali Saraji, M. (2019). A hybrid data envelopment analysis and game theory model for performance measurement in healthcare. Health Care Management Science, 22(3), 475-488.