ORIGINAL_ARTICLE
The Impact of Human Resource Management Practices (HRMPs) on the Organizational Performance among Employees of the University of Tehran
The Validity of Survey was approved by human resources experts in University of Tehran and reliability has been calculated using Cronbach's alpha coefficient in Which the Coefficient of each Dependent and Independent variable Calculated more than 0.7. The Statistical Population of this Research included as Employees of University of Tehran Including staff and Expert Managers, this population is total of 4000, 384 Sample Selected By Cochrane Formula, Finally 400 questionnaires were distributed among Employee and Managers and for Decreasing The rate of Falling Out, more questionnaires Distributed, Finally 400 Survey was used to analyze the data. For Information analysis, structural equation modeling technique used applying path analysis using LISREL 8.88; the results of the analysis showed that the hypothesis of human resource management Practices has significant and positive impact on organizational performance in University of Teran
https://jipa.ut.ac.ir/article_57498_7cb4d14894eeb96b40fcb525bb0cd349.pdf
2016-03-20
1
14
10.22059/jipa.2016.57498
Human Resource Management Practices
organizational performance
human resource Acquision
preserve and maintain of the human resources
training and human resource development
Gholamreza
Taleghani
gtalghani@ut.ac.ir
1
استاد مدیریت دولتی، دانشکدة مدیریت، دانشگاه تهران، تهران، ایران
AUTHOR
Ali
Ghafari
alighafary@ut.ac.ir
2
کارشناس ارشد MBA، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران
LEAD_AUTHOR
Mohammad
Haghighi
mhaghighi@ut.ac.ir
3
دانشیار مدیریت بازرگانی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران
AUTHOR
Arvey, R.D. (1995). Job satisfaction. In Nicholson, N. (Ed.), The Blackwell encyclopedic dictionary of organizational behavior (pp. 272-274). Cambridge, MA: Blackwell.
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Barber, G. (1986). Correlates of job satisfaction among human service workers. Administration in Social Work, 10(1): 25-38.
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Bruce Tracey, J. & Tews, M. J. (1995). Training effectiveness: Accounting for individual characteristics and the work environment. The Cornell hotel and Restaurant Administration Quarterly, 36(6): 36-42.
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Carnevale, D. G. (2003). Organizational development in the public sector. Boulder, CO: Westview Press.
6
Cho, S., Woods, R. H., Jang, S. & Erdem, M. (2006). Measuring the impact of human resource management practices on hospitality firms’ performances. International Journal of Hospitality Management, 25(2): 262-277.
7
Cho, Y. S. (2004). Examining the impact of human resources management: A performance based analytic model. (Doctoral dissertation, University of Nevada, Las Vegas, NV). Dissertations Abstracts International, 65(08): 3054A. (UMI No. 3144524).
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13
Ellickson, M. C. (2002). Determinants of job satisfaction of municipal employees. Public Personnel Management, 31(3): 343-358.
14
Erbisch, P.S. (2004). Management style, organizational climate, and organizational performance in a mental health agency: An integral model. (Doctoral dissertation. Western Michigan University. Kalamazoo, MI). Dissertations Abstracts International, 65(11): 4341A. (UMI No. 3154494).
15
Ferguson, K.L. (2006). Human resource management systems and firm performance. (Doctoral dissertation. University of Louisville. Louisville, KY). Dissertations Abstracts International, 67(09). (UMI No. 3234243).
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Follett, M.P. (1926). The giving of orders: Scientific foundations of business administration. Baltimore, MD: Williams and Wilkins.
17
Gelade, G. A. & Ivery, M. (2003). The impact of human resource management and work climate on organizational performance. Personnel Psychology, 56(2): 383-404.
18
Hugman, R. & Hadley, R. (1993). Involvement, motivation, and reorganization in a social services department. Human Relations, 46(11): 1319-1349.
19
Jamali, D. R., El Dirani, A. M. & Harwood, I. A. (2014). Exploring Human Resource Management Roles In Corporate Social Responsibility: The CSR-HRM Co-Creation Model. Business Ethics: A European Review. doi: 10.1111/beer.12085
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Manistitya, M. & Fongsuwan, W. (2015). Human Resource Management, Job Satisfaction and Employee Commitment Affecting Information Technology Staff Turnover Intention: A Structural Equation Model. Research Journal of Business Management, 9(1).
24
Melo, A. I. & Sarrico, C. S. (2015). Performance Management Systems and their Influence on the Governance Structures of Portuguese Universities: A Case Study. In Incentives and Performance pp. 413-430. Springer International Publishing.
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26
Platonova, E. A. (2005). The relationship among human resource management, organizational culture, and organizational performance. Doctoral dissertation, University of Alabama, Birmingham, AL. Dissertations Abstracts International, 67(01). (UMI No. 3201176).
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28
Spurgeon, P., Cooper, C. L. & Burke, R. J. (Eds.). (2012). The innovation imperative in health care organisations: Critical role of human resource management in the cost, quality and productivity equation. Edward Elgar Publishing.
29
Tagging, P. (2016). Human Subjects Research. Policy, 12(2001)
30
Ulrich, D. (1997). Human Resource Champions, Harvard Business School Press, Boston, MA.
31
Ulrich, D.. (1997a). Measuring human resources: An overview of practice and a prescription for results. Human Resource Management, 36(3): 303-320.
32
Youndt, M. A & Snell, S. A.. (2004). Human resource configuration, intellectual capital and organizational performance. Journalof Managerial Issues, 16(30): 337-360.
33
ORIGINAL_ARTICLE
Human resource development by means of personal development plan in project-based organizations
Most researches in the felid of human resource development by means of personal development plan has focused on education and health industries. The aim of this research is to explain human resource development process in order to gain a better understanding and identifying factors affecting this process in project- based organizations. To this end, by adopting grounded theory methodology, Data was gathered through open and in depth interviews from 12 person of HR department of Nasbniroo company based on the notion of theoretical sampling and then was rigorously analyzed. Findings show’s that varying individual, group and organizational factors such as development seeking, competition for progress, receiving performance feedback and compulsory development cause individuals and organizations to embark on developing personal competencies. Furthermore, personal development plan is an effective tool for coordinating developmental efforts and can result in desirable outcomes such as enhanced employability and improved individual and organizational performance, as well as undesirable outcomes such as justice-seeking conflicts.
https://jipa.ut.ac.ir/article_51676_0c60e0a29e7f598836df86e66ea4c777.pdf
2016-03-20
15
32
10.22059/jipa.2016.51676
Human Resource Development
competencies development
personal development plan
Grounded theory
vahid
beygi
vahidbeygi@ut.ac.ir
1
دانشجوی دکتری مدیریت دولتی، دانشکدة مدیریت دانشگاه تهران، تهران، ایران
LEAD_AUTHOR
Arian
Gholipour
agholipor@ut.ac.ir
2
استاد گروه مدیریت منابع انسانی، دانشکدة مدیریت دانشگاه تهران، تهران ایران
AUTHOR
Aguinis, H. (2005). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
1
Aguinis, H., Gottfredson, R. K. & Joo, H. (2012). Using performance management to win the talent war. Business Horizons, 8(2): 609-616.
2
Armstrong, M. (2009). Armstrong’s handbook of human resource management practice. London: koganpage.
3
Atwood, C. G. (2007). Succession planning basics. Baltimore: American Society for Training and Development.
4
Austin, Z., Marini, A. & Desroches, B. (2005). Use of a learning portfolio for continuous professional development: A study of pharmacists in Ontario (Canada). Pharmacy Education, 8(1): 175-181.
5
Bahrami, J., Rogers, M., and Singleton, C. (1995). Personal education plan: A system of continuing medical education for general practitioners. Education for General Practice, 6(2): 342-345.
6
Beausaert, S. (2011). The use of personal development plans in the workplace. PhD Thesis. Maastricht University, The Netherlands.
7
Beausaert, S., Segers, M., van der Rijt, J. & Gijselaers, W. (2011). The use of Personal Development Plans in the workplace: A literature review. Dordrecht: Springer.
8
Bennett. B. (2006). Personal development plans: evidence from research on their use. Development and Learning in Organizations, 20(6): 13–15.
9
Cardy, R. L. and Selvarajan, T. T. (2006). Competencies: Alternative frameworks for competitive advantage. Business Horizons, 49(2): 235-245.
10
Challis, M. (2001). Portfolios and assessment: Meeting the challenge. Medical Teacher, 23(5): 437-440.
11
Cleveland, J., Murphy, K. & Lim, A. (2007). Feedback Phobia? Why Employees Do Not Want to Give or Receive It. Cheltenham. Edward Elgar Publishing.
12
Cusella, L. P. (1987). Feedback motivation and performance: Handbook of organizational communication. Newbury Park, CA: Sage.
13
De Vos, Ans., De Hauw, S. & Willemase. (2011).Competency development in organizations: Building an integrative model through a qualitative study . Katholieke Universiteit Leuven. Retrieved from: http://econpapers.repec.org/paper/nerleuven/urn_3ahdl_3a123456789_2f325227.htm
14
Evans, A., Ali, S., Singleton, C., Nolan, P. & Bahrami, J. (2002). The effectiveness of personal education plans in CPD: An evaluation. Medical Teacher, 24(1): 79-84.
15
Fulmer, R. M. & Conger, J. A. (2004). Growing your company’s leaders: How great organizations use succession management to sustain competitive advantage. New York: American Management Association.
16
Gibbs, G. & Simpson, C. (2004). Does your assessment support your student’s learning? Journal of Learning and Teaching in Higher Education, 1(2): 3-21.
17
Hattie, J. & Timperley, H. (2007). The power of feedback. Review of Educational Research, 77(2): 81-112.
18
Johnston, M. and Thomas, M. (2005). Riding the wave of administrator accountability: A portfolio approach. Journal of Educational Administration, 43(4): 368-386.
19
Kvale, S. (1996). Interviews: An Introduction to Qualitative Research Interviewing. London, Uk: Sage.
20
Moore, Z. & Bond, N. (2002). The use of portfolios for in-service teacher assessment: A case study of foreign language middle-school teachers in Texas. Foreign Language Annals, 35(1): 85-92.
21
Roshandel Arbatani, T., Sharifi, S. M. & Nargesian, A. (2013). Explanation of Model of Human Resource Development in Order to Achievement Media Reputation: Case Study IRIB. Quarterly Journal of Public Administaration, 5(4): 139-156. (In Persian)
22
Seyed Javadein, S. R., Heydari, H. & Shahbaz Moradi, S. (2009). A Study on Employees Empowerment in Service Sector (Case study of banking system). Quarterly Journal of Public Administaration, 1(2): 75-88. (In persian)
23
Sharifzadeh, F., Alvani, S. M., Rezaei Manesh, B. & Mokhtarianpour, M. (2013). Implementation Barriers of the Cultural Policies of the First to Fourth Development Programs: A Review of the Experiences of Cultural Managers. Strategic management Thought, 7(1): 33-77.
24
Smith, K., and Tillema, H. (1998). Evaluating portfolio use as a learning tool for professionals. Scandinavian Journal of Educational Research, 42(4): 193-205.
25
Stewart, G. & Brown, K. (2011). Human Resource Management: linking strategy to practice. Danvers. John Wiley and Sons, Inc.
26
Strauss, A. L. & Corbin, J. (1998). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, Translated by: Afshar, E., Tehran: Ney. (In Persian)
27
Sundberg, L. (2001). A holistic approach to competence development. Systems Research and Behavioral Science, 18(4): 103-114.
28
Swallow, V., Clarke, C., Iles, S. & Harden, J. (2006). Work based, lifelong learning through professional portfolios: Challenge or reward? Pharmacy Education, 6(2): 77-89.
29
Swanson, R.A. & Holton, E.F. (2001). Foundations of Human Resource Development. San Francisco: Berrett-Koehler.
30
Taleghani, G., Amini, S., Ghaffari, A. & Adoussi, H. (2013). An Investigation of the relationship between talent management and the performance of faculty members in Esfehan University. Quarterly Journal of Public Administaration, 5(3): 83-102. (In Persian)
31
Tseng, C. & Mclean, G. N. (2008). Strategic HRD practices as Key Factors in Organizational learning. Journal of European Industrial Training, 6(1): 418-432.
32
Wildy, H. & Wallace, J. (1998). Professionalism, portfolios and the development of school leaders. School Leadership and Management, 18(1): 123-140.
33
Willig, C. (2008). Introducing Qualitative Research Methods in Psychology (2nd Edition). Maidenhead: McGare Hill/Open University Press.
34
Zahedi, S., Roshandel Arbatani, T. & Hassanpour, A. (2010). Influencing Organizational Factors on Employability in Public Organizations. Quarterly Journal of Public Administaration, 2(4): 73-88. (In Persian)
35
Ziaea, M. S., Nargesian, A. & Abiaghi Esfehani, S. (2010). The Role of Spiritual Leadership on Human Resource Empowerment in the University of Tehran. Quarterly Journal of Public Administaration, 0(1): 67-86. (In Persian)
36
ORIGINAL_ARTICLE
An Investigation of Organizational Ambidexterity dominant element in the scientific and technological organizations (Case study: ICECR)
This study aims to achieve a theory in the field of organizational ambidexterity and has been done to better understand this phenomenon in scientific and technological organizations. The research Method is based on qualitative Study and relying on Grounded Theory, in Data collection unstructured and semi-structured research interviews was used and for Data Analysis paradigm model Clarified by Strauss and Corbin was applied. By Using Theoretical Sampling and using sampling techniques targeted (Purposive) Sampling and application of Snowball (chain) and Purposive Sampling was carried out on the basis of 16 interviews with administrators, faculty and Academic Experts of ACECR Which were Experienced in the field of Exploitation and Exploration and are Expert in both Fields. Analysis of Interview Data in The Process of Open Coding, Axial Coding and Selective Coding emerged in a theory in the field of ambidexterity in which architecture of Ambidexterity based on Committed Intelligence, Engineering Exploration and Technology-Based Exploration were Selected as Main Concepts Orienting to Ambidextrous
https://jipa.ut.ac.ir/article_57501_c930c8cb00de3e4535e4e587e5e9a893.pdf
2016-03-20
33
54
10.22059/jipa.2016.57501
Ambidexterity
Scientific and technological organizations
ICECR
Mohammadreza
Pourabedi
pourabedy@acecr.ac.ir
1
استادیار مدیریت منابع انسانی، جهاد دانشگاهی، تهران، ایران
LEAD_AUTHOR
Adler, P., Goldoftas, B., & Levine, D. (1999). Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 10(1): 43-68.
1
Beckman, C. M. (2006). The influence of founding team company affiliations on firm behavior. Academy of Management Journal, 49(4), 741-758.
2
Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305-337.
3
Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4): 781-796.
4
Danneels, E. (2006). Dialogue on the effects of disruptive technology on firms and industries. Journal of Product Innovation Management, 23(1): 2-4.
5
Denzin, N. K. & Lincoln, Y. S. (1994). Introduction: Entering the Field of Qualitative Research, Handbook of Qualitative Research, London: Sage Publication Inc.
6
Duncan, R. (1976). The ambidextrous organization: Designing dual structures for innovation. Killman, R. H., L. R. Pondy, and D. Sleven (eds.) The Management of Organization. New York: North Holland. 167-188.
7
Eisenhardt, K. M., & Brown, S. L. (1998). Patching. Restitching business portfolios in dynamic markets. Harvard business review, 77(3): 72-82.
8
Flickinger, M., Gruber-Mücke, T. & Fiedler, M. (2013). The linkage between human resource practices and organizational ambidexterity: An analysis of internal labor market dynamics in a port-of-entry context. Journal of Business Economics, 83(8): 923-946.
9
Geer, N., Kujawa, J. & Patureau-Mirand, B. (2013). Ambidextrous objects and trace functions for nonsemisimple categories. Proceedings of the American Mathematical Society, 141(9): 2963-2978.
10
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
11
Glaser, B. G. (1992). Emergence vs forcing: Basics of grounded theory analysis. Sociology Press.
12
Graetz, F. & Smith, A. (2005). Organizing forms in change management: The role of structures, processes and boundaries in a longitudinal case analysis. Journal of Change Management, 5(3): 311-328.
13
Grant, R. M. (1996). Toward a Knowledge-Based Theory of the Firm. Strategic Management Journal, 17(S2): 109-122.
14
Gupta, A.K., Smith, K.G. & Shalley, C.E. (2006). The interplay between exploration and exploitation. Academy of management journal, 49(4): 693-706.
15
Janesick, Valerie J. Denzin, Norman K. (Ed); Lincoln, Yvonna S. (Ed), (1994). Handbook of qualitative research. , (pp. 209-219). Thousand Oaks, CA, US: Sage Publications, Inc, xii, 643 pp.
16
Junni, P., Sarala, R., Taras, V. & Tarba, S. (2013). Organizational ambidexterity and performance: A meta-analysis. The Academy of Management Perspectives, 27(4): 299-312.
17
Kogut, B. & Zander, U. (1995). Knowledge, market failure and the multinational enterprise: A reply. Journal of international business studies, 26(2): 417-426.
18
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1): 71-87.
19
Matson, E., Patiath, P. & Shavers, T. (2003). Stimulating Knowledge Sharing:: Strengthening Your Organization’s Internal Knowledge Market. Organizational Dynamics, 32(3): 275-285.
20
McFadzean, E. (2007). Developing a Proposal: A Nine Step Process. Available in: http://distinctivemanagement.biz/Assets/courses/mba KnowledgeBytes/Developing%20a%20Proposal%20_IC01.pdf.
21
O'Reilly, C. A. & Tushman, M. L. (2004). The ambidextrous organization. Harvard business review, 82(4): 74-83.
22
O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in organizational behavior, 28, 185-206.
23
O'Reilly, C., & Tushman, M. (2013). Organizational ambidexterity: Past, present and future. The Academy of Management Perspectives, 27(4): 324-338.
24
Pellegrinelli, S., Murray-Webster, R., & Turner, N. (2015). Facilitating organizational ambidexterity through the complementary use of projects and programs. International. Journal of Project Management, 33(1): 153-164.
25
Pellegrinelli, S., Murray-Webster, R., & Turner, N. (2015). Facilitating organizational ambidexterity through the complementary use of projects and programs. International Journal of Project Management, 33(1): 153-164.
26
Raisch, S. & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, (34) (3): 375-409.
27
Strauss, A. & Corbin, J. (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques, London: Sage.
28
Wang, C. L. & Rafiq, M. (2014). Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and Chinese High‐tech Firms. British Journal of management, 25(1): 58-76.
29
Wei, Z., Yi, Y., & Guo, H. (2014). Organizational learning ambidexterity, strategic flexibility, and new product development. Journal of Product Innovation Management, 31(4): 832-847.
30
Wei, Z., Zhao, J., & Zhang, C. (2014). Organizational ambidexterity, market orientation, and firm performance. Journal of Engineering and Technology Management, (33): 134-153.
31
Yang, Z., Zhou, X., & Zhang, P. (2015). Discipline versus passion: Collectivism, centralization, and ambidextrous innovation. Asia Pacific Journal of Management, 32(3), 745-769.
32
ORIGINAL_ARTICLE
Presentation of a language testing model suitable for the public
(Study domain: Health and Treatment Field of Tehran)
Since language finds bureaucracy a kind of abuse by the public servants of the language and bureaucracy is considered by nature as a controversial speech, no desirable aspects could be found for it and no suitable model could be presented for a relatively negative phenomenon. That is why it is better to use the term 'post - bureaucratic language' instead of the phrase 'suitable model of the language of government '. Thus it would be more appropriate to use the term “post bureaucratic language” instead of a new bureaucracy language pattern. Hence the objective of this study is to present a model to assess the suitable language of government and to study it within the health and treatment sector of the 11th administration in Tehran. The method of research is of descriptive - quantitative. The used instrument to collect data was the researcher's questionnaire whose validity was tested by using confirmatory factor analysis method. Also in order to assess whether the language of government is suitable, a sample Ti - tech test was used. The results of the study showed that the testing model of the research had a suitable fitting and the desirable language of government in health and treatment sector is at a suitable condition.
https://jipa.ut.ac.ir/article_50758_9d035cec37f01a7f7243362812c98d4c.pdf
2016-03-20
55
74
10.22059/jipa.2016.50758
Bureaucracy
bureaucratic language
language of government
post bureaucratic language
abbas
nargesian
anargesian@ut.ac.ir
1
استادیار گروه مدیریت دولتی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران
LEAD_AUTHOR
Elham
Avestan
elllo1113@yahoo.com
2
دانشجوی کارشناسی ارشد MBA، دانشگاه تهران، تهران، ایران
AUTHOR
Herman, E. S. (1992). Beyond hypocrisy: Decoding the news in an age of propaganda Boston. South End Press.
1
Hummel, R. P. (1994). The Bureaucratic Experience: A Critique of Life in the Modern Organization. New York: St. Martin’s Press.
2
Hummel, R. P. (2008). The Bureaucratic Experience: The Postmodern Challenge, 5th ed. M.E. Sharp, Inc.
3
Lutz, W. (1988). Fourteen Years of Doublespeak. English Journal, 77: 40–43.
4
Lutz, W. (1989). Doublespeak: From ‘Revenue Enhancement’ to ‘Terminal Living.’ In How Government, Business, Advertisers, and Others Use Language to Deceive You. New York: Harper and Row, 3(8): 10-11.
5
Mirzaei Ahranjani, H. (2006), Philosophical foundations oforganization theory, Tehran: Samt Publication.(In Persian)
6
Moghimi, M., Ziaee, M. S., Ameli, S. R. & Nargesian, A. (2012). StudyofNature of Language ofGovernment in Three Decades of Islamic Revolution of Iranand Design Its Efficient Pattern in Iran, Public Administration, 4(4):113-128. (In Persian)
7
Nargesian, Abbas (2011). Theory of Public Administration, Tehran: Negah Danesh Publication. (In Persian)
8
Nargesian, A. (2012). Study of Nature of Language of Government in Three Decades of Islamic Revolution of Iran and Design Its Efficient Pattern in Iran, PhD Thesis of Public Administration of University of Tehran, Tehran. (In Persian)
9
Nargesian, A. & Ayatollahzadeh Shirazi, M. (2013). Citizen relationship management: The study of relationship with participation, public accountability and transparency in the region 3 in Tehran, Public Administration, 2(5): 143-168. (In Persian)
10
Pourezzat, A. A. (2008). Principlesofgovernanceand administration, Tehran:
11
Samt Publication. (In Persian)
12
Roche, G. (1988). Bureaucracy: Enemy of the People. In Public Administration Debated, In H. M. Levine (editor). Englewood Cliffs, N.J.: Prentice Hall, 6–15.
13
Sarmiento, R. (2005). El lenguaje de la Administración. Revista de Llengua I Dret, 7(43): 13-46.
14
Segares, A. H. (1997). Assessing the unidimensionality of measurement: a paradigm and illustration within the context of information system. International Journal of Management Science, 25(1).
15
Trikha, R. (2009). Bureaucracy and Public Administration. P. 277.
16
Von Mises, L. (2007). Bureaucracy. Edited and with a Foreword by Bettina Bien Greaves, Yale University Press.
17
Watson, R. P. (2006). On the Language of Bureaucracy: Postmodernism, Plain English, and Wittgenstein. in Handbook of Organization Theory and Management: The Philosophical Approach, by Thomas D. Lynch and Peter L. Cruise, CRC Press, Taylor & Francis Group, Second Edition.
18
Ziaee, M. S., Nargesian, A. & Kyamonfared, M. (2009). Study of the relationship between language and the legitimacy of government authority (Critical discourse analysis of Imam Khomeini). Public Administration, 3(1): 85-104. (In Persian)
19
Ziaee, M. S., Nargesian A. & Aybaghy Esfahani, S. (2009). Role of spiritual leadership empowerment of Tehran University’s personel, Public Administration, 1(1): 86-67.(In Persian)
20
ORIGINAL_ARTICLE
A model to explain social responsibility in the oil and gas companies using interpretive structural modeling (ISM)
Many of the behaviors and actions of managers and employees, by moral values. Due to lack of work ethic and responsibility in the management of organizations, societies like Iran could create problems for large organizations..Social responsibility is examined in this paper, using eight experts explain the factors of social responsibility in the oil and gas companies were identified. Then, using interpretive structural modeling techniques of the five levels, was SthBndy.
https://jipa.ut.ac.ir/article_57505_9880549833684c877bd62503831479fd.pdf
2016-03-20
75
92
10.22059/jipa.2016.57505
Organizational Culture
Culture
Social Responsibility
Reza
Seyyed Javadin
rjavadin@ut.ac.ir
1
استاد دانشکدة مدیریت دانشگاه تهران، تهران، ایران
AUTHOR
Mahdi
Hashemi
mehdihashemi180@ut.ac.ir
2
دانشجوی دکتری مدیریت تحقیق در عملیات، دانشگاه تهران، تهران، ایران
AUTHOR
Omid
Mahmoudian
omid.mahmoudian@gmail.com
3
ut.ac.ir
LEAD_AUTHOR
Mandal, A. & Deshmukh, S.G. (1994). Vendor selection using interpretive structural modelling (ISM). International Journal of Operations & Production Management, 14(6): 52-59.
1
Carroll, A. B. (2004). The four faces of corporate citizenship. Business and Society Review, 100(1): 1- 7.
2
Carroll, A. B. (2009). A three-dimensional conceptual model of corporate social performance. Academy of Management Review, 4: 497- 505.
3
Carroll, A. B. (2011). The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons Jul- Aug: 34(4): 39-48.
4
Charan, P., Shanka, R. & Baisya, R. (2008). Analysis of interactions among the variables of supply chain performance measurement system implementation. Business Process Management, 14(4): 512-529.
5
Cherry, A. A. (2000). Testing the effects of social accounting information on desision making and attitudes: A laboratory experiment, University of California-Los Angeles.
6
Cochius, T. (2006). Corporate social responsibility in dutch smes- motivations and CSR stakeholders. Department of Organization and Strategy. Maastricht, Maastricht.
7
Harrison, J. S. & R. E. Freeman (2010). Stakeholders, social responsibility and performance: empirical evidence and theoretical perspectives. Academy of Management Journal, 42(5): 479- 485.
8
Hay, R. & E. Gray (2009). Social responsibilities of business managers. Academy of Management Journal, 17(1): 135- 143.
9
10. Hess, D. (2006). Reguulation corporate social performance- a new look at social accounting, auditing and reporting. Business Ethics Quarterly, 11(2): 307-330.
10
11. Hopkins W. E., (2001). Diversity and organizational applreformance, Routledge, Ny.
11
12. Mandal, A. & Deshmukh, S. (1994). Vendor selection using interpretive structural modeling (ISM). International Journal of Operations & Production Management, 14(6):52-59.
12
13. Norman, W. & MacDonald, C. (2009). Getting to the bottom of triple bottom- line. Business Ethics Quarterly March, 1(1): 1-19.
13
14. O’Dwyer, B. (2009). Stakeholder democracy- challenges and contributions from social accounting. Business Ethics: A European Review, 14(1): 28-41.
14
15. Poesche (2002). Agile Manufacturing Straegy & Business Ethics. Journal of Business Ethics, 38(4): 307- 326.
15
16. Richmond, B. J., et al. (2008). Social Accounting for Nonprofits-Two Models. Nonprofit Management & Leadership, 13(4): 308-324.
16
17. Wood, D. J. (2009). Corporate Social Performance Revisited. Academy of Management Review, 16(4):691- 718.
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18
19. Silva. P. & Yarlagadda, P.K.D.V. (2014) Complete and competent engineers: A coaching model to developing holistic graduates, Proceedings of 5th World Congress on Educational Sciences, Feb 5th-8th 2013, Rome, Italy.
19
20. Jenkins, H. (2014). A ‘business opportunity’model of corporate social responsibility for small and medium sized enterprises. Business Ethics: A European Review, 18(1): 21-36.
20
ORIGINAL_ARTICLE
The role of self-leadership and self-management on human capital in service public organizations
(Case: Ministry of Cooperative, Labour and Social Welfare)
This study aimed to explain the role of self-leadership and self-management on human capital of Ministry of C.L and S.W. The research method was descriptive and correlational and data analysis metod was SEM that Using Cochran's sampling formula that Sample size was determined 306 personnel by simple random sampling. Self-leadership and self-management of Abili and Mazari (2014) with reliability (α =0/94) and human capital questionnaire of Naderi (2011) with reliability (α=0/95) were used. Results showed that that self-leadership, self-management and human capital of Personnel higher than the average and self- self-leadership (r=0/49) self-management(r=0/48) had a significant positive correlation with human capital of Personnel (p<0/01). Stepwise regression analysis showed that, among the components of SM, the self-goal setting, self-observation and self-evaluation predicted 38% and among the components of SL, focus on natural reward and behavioral focus strategies predicted 38% of their human capital. SEM of self- directed learning and human capital, with parameters fitted χ2/df, GFI, IFI, RMSEA, NFI and AGFI was approved and self-management (γ=0/75) and self- leadership (γ =0/68) have impact on human capital
https://jipa.ut.ac.ir/article_57507_bfba9f3891f5938d1a057b9d87f90cd8.pdf
2016-03-20
93
112
10.22059/jipa.2016.57507
Human capital
Service public organizations
Self-leadership
Self-management
Khodayar
Ebili
abili@ut.ac.ir
1
استاد دانشکدة روانشناسی و علوم تربیتی دانشگاه تهران، تهران، ایران
AUTHOR
Kobra
Khabaze
khabare.k@gmail.com
2
کارشناس ارشد مدیریت آموزشی، دانشکدة روانشناسی و علوم تربیتی، دانشگاه تهران، تهران، ایران
AUTHOR
Ebrahim
Mazari
mazari.ebrahim@gmail.com
3
دانشجوی دکتری مدیریت آموزش عالی، دانشکدة روانشناسی و علوم تربیتی، دانشگاه تهران، تهران، ایران
LEAD_AUTHOR
Bijhan
Graile
geraili.bijan@gmail.com
4
دانشجوی دکتری مدیریت آموزش عالی، دانشکدة روانشناسی و علوم تربیتی، دانشگاه تهران، تهران، ایران
AUTHOR
Abili, K. & Mazari, E. (2014). Human resource development (Emphazing on self-development, self-leadership and self-management).Tehran: Omid publication. (In Persian)
1
Abili, K., Mazari, E., Khabare, K., Maleki, M., Explanation role of employeesʼs human capital of higher education centers on their tendency to organizational innovation (Case: University of Birjand). Quarterly Journal of New Approach in Educational Administration, In press. (In Persian)
2
Abili, K., Pourkarimi, J., Mazari, E., Khabare, K., et al. (2014). Explanation the role of self-development of principle schools on improvement their performance (Case: principle schools of Ray-City). Education and Evaluation Quarterly, 7(26): 103-124. (In Persian)
3
Ahmadian, M. & Ghorbani, R. (2013). The relationship between intellectual capital and organizational performance: The Case of the Ministry of Economic Affairs and Finance. Economic Journal, 13(11-12): 111-130. (In Persian)
4
Akbari, M., Hosseyni, S. M., Hejazi, S.U., Rezvanfar, A. (2014). Analysis mechanisms to improve the human resources: The members of the faculty of agriculture. Public Administration, 6(1): 25-44. (In Persian)
5
Anvari Rostami, A.A. & Seraji, H. (2005). Assessment and review of the relationship between intellectual capital and intellectual capital Tehran Stock Exchange market value of companies. Journal of Accounting and Auditing Reviews, School of Management of University of Tehran, 12(39): 49-62. (In Persian)
6
Asghari, M. (2007). A study on the relationship between computer experience and social skills, self-efficacy blind students. Dissertation, Faculty of Psychology and Educational Sciences, University of Tehran. (In Persian)
7
Bagheri, A. (2014). Network management, organizational learning, information systems and human capital development. Journal of Management Education Law, 78(25): 40-19. (In Persian)
8
Bridgstock, R. (2008). The graduate attributes we’ve overlooked: enhancing graduate employability through career management skills. Higher Education Research & Development, 28(1): 31–44.
9
Carrillo, J. (2003).A note on Knowledge-based Development. Center for Knowledge Systems, Technologic de Monterrey, 1: 1-5.
10
Chen, J., Zhu, Z., & Xie, H. Y. (2004). Measuring Intellectual Capital: A New Model and Empirical Study. Journal of Intellectual Capital. 5(1): 195-212.
11
Davenport, H.W., De Long, B. C. (1998). Successful knowledge management project. Sloon Management Review, 39 (2): 203-218.
12
Emadzadeh, M. (2007). Economics of Education.Esfahan: Jehade Daneshghahi. (In Persian)
13
General Directorate of Cooperatives, Labour and Social Welfare in Isfahan (2011). Service description. 40-1. (In Persian)
14
Haji Karimi, A.A., Farajian, M. (2008). Human, social and emotional capital management with effective approach to career success: A Case Study of Bank Mellat. Public Administration, 1(1): 51-66. (In Persian)
15
Hatami gharvosi, J. (2012). Relationship between teachers human capital and academic achievement of students in the high school in the sahneh city.M.A thesis, Faculty of Psychology and Educational Sciences, University Tehran. (In Persian)
16
Hooshyar, N. (2013). Investigation of the Relationship between Principals’ Human Capital and Performance in Marvdasht City in the Academic Year 2012-2013 .M.A. Thesis, Tehran, University of Tehran. (In Persian)
17
Houghton, J.D., Neck, C.P. and Manz, C.C. (2003). Self-leadership and super leadership: the heart and art of facilitating shared leadership. in Pearce, C.L. & Conger, J.A. (Eds). Shared Leadership: Reframing the How’s and Why’s of Leadership, Sage Publications, Thousand Oaks, CA, 123-40.
18
Houghton, J.F., Bonham, C., Foti, R.J., Madigan, R.M., et al. (2000). The Relationship between Self-Leadership and Personality: A Comparison of Hierarchical Factor Structures. Dissertation submitted to the Faculty of Virginia Polytechnic Institute and State University in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management, 1-77.
19
Kang, S. C., Morris, S. & Snell, S. (2007). Relational Archetypes, Organizational Learning and Value Creation: Extending the Human Resource Architecture. Academy of Management Review, 32(1): 236-57.
20
Khavndkar, E., Motaghi, A. (2009). Intellectual capital, management development and assessment models. Tehran: Iran Industrial Research and Training Center. (In Persian)
21
Mazari, E. & Abili, Kh. (2014). Role of self-development skills in improving classic management functions and performance Indexes of school administrators. First International Conference on Economics, Management, Accounting and Social Sciences, Rasht. (In Persian)
22
Mazari, E. & Mazari, M. (2014). A comprehensive self-development model of leaders and managers in organizations (With an emphasis on individual factors, and organizational).First International Symposium of Management Sciences, Iran, Tehran. (In Persian)
23
Mazari, E. (2014). Explaining the idea of self-developer organizations, with emphasis on human resource self-developers (self-developers).First International Symposium of Management Sciences, Iran, Tehran. (In Persian)
24
Mazari, E., Abili, Kh., Pourkarimi, J. & Khabare, K. (2014). Analysis Condition of Self-Development Qualities of School Principals (Based on Successful Managers’ Self-Development Model). International Journal of Management and Humanity Sciences, 3(1): 2050-2060.
25
Mazari, E., Abili, Kh. & Shakouri Bakhtiar, M. (2014). Explanation the Role of Self-Development Skills in Improving Classic Management Functionsand Performance Indexes of School Administrators. Reef Resources Assessment and Management Technical Paper, 1(40): 258–269. (In Persian)
26
Mazari, E., Abili, Kh., Vaezi, M. & Shakouri Bakhtiar, M. (2014). Human resources development with Design and Implementation Strategic Tool (Grounded Theory).Journal of Middle East Applied Science and Technology (JMEAST), 11(1): 61–66.
27
Mazari. E. (2013). A study on the relationship between self-development qualities and performance of school principals of Ray city (suggestion for improvement), M.A thesis, University of Tehran.(In Persian)
28
McCauley, C. D. & Hezlett, S. A. (2001). Individual Development in the Workplace. Handbook of Industrial, Work and Organizational Psychology. 1: 313-336.
29
Mc-Gregor, J., Tweed, D. & Pech, R. (2004). Human Capital in the New Economy. Journal of Intellectual Capital, 5(1): 153-164.
30
Meer-Kooistra, J. V. D. & Zijlstra, S. (2001). Reporting on Intellectual Capital. Accounting Auditing & Accountability Journal, 456-476.
31
Naderi, A. (2004). Economics of Education. Tehran: Yasturoon. (In Persian)
32
Naderi, A. (2005). Knowledge economy as the new model development and evaluation of knowledge economy. Journal of Business Research Letter, (35): 1-28.(In Persian)
33
Naderi, A. (2011). Model for the measurement of human capital in organizations. Tehran, University of Tehran. (In Persian)
34
Neck, C. P. & Manz, C. C. (2001). Thought self-leadership: The impact of mental strategies training on employee behavior, cognition, and emotion. Journal of Organizational Behavior, 17(3): 445-467.
35
Pourkarimi, J., Mazari, E., Khabare, K. & Farzaneh, S., The study on the relationship between self-development meta-qualities, Knowledge and basic information and performance of manager (Case: principle schools of Ray-City). Quarterly Journal of New Approach in Educational Administration, In press. (In Persian)
36
Prussia, G. E., Anderson, J. S. & Manz, C. C. (1998). Self-leadership and performance outcomes: the mediating influence of self-efficacy. Journal of Organizational Behavior, 19: 38-522.
37
Sayed Javadin, S. R., Heydari, H. & Shahbaz Moradi, C. (2009). Factors contributing to the empowerment of human resources services: The case of the banking system. Public Administration, 1(2): 75-88. (In Persian)
38
Seetharaman, A., Sooria, H. H. B. Z. & A. S. Saravanan (2002). Intellectual Capital Accounting and Reporting in the Knowledge Economy, Journal of Intellectual Capital, 3(2):128-148.
39
Shahabad, A. & Sadeghi, H. (2014). The impact of human capital on innovation selected countries Organization of Islamic Cooperation. Quarterly business survey, 18(70): 1-22. (In Persian)
40
Shirvani, A.R. & Shafieh, M. (2010). Review and assess the maturity level of human capital management in public sector organizations in Isfahan. Productivity Management, 14(15): 77-114. (In Persian)
41
Statistical Center of Iran (2014). Factors affecting national and international digital divide and ways to reduce it. Address cross-Journal Statistics, 2(5): 1-56. (In Persian)
42
Tayles, M., Pike, R. H. & Sofion, S. (2007). Intellectual capital management accounting practices and corporate performance perception of managers. Accounting, Auditing & Accountability Journal, 20(4): 522-48.
43
United Nations (2013). United Nations development programme. U.N. publishing.
44
Wayne, S. J., Liden, R. C., Kraimer, M. L. & Graf, I. K. (1999). The Role of Human Capital, Motivation and Supervisor Sponsorship in Predicting Career Success. Journal of Organizational Behavior, 20(5): 577-595.
45
ORIGINAL_ARTICLE
The mediating role of sense of powerlessness on the relationship between perceived accountability and the participation behavior of college students case study : Students of University of Tehran
This study examines the mediating role of sense of powerlessness on the relationship between the perception of accountability and citizenship participation among the students of university of Tehran. Lack of proper accountability can lead to a sense of powerlessness for students to influencing the processes and cause them no incentive to provide cooperation. Accordingly, accountability variable has been analyzed in general and in the six dimensions, include ethical, legal, democratic, financial, performance and political. In this regard, the analysis of data using Pearson correlation, linear regression and structural equation modeling was done by SPSS and Lisrel software. The results show that the student’s perception of accountability affects their participation by affecting the sense of powerlessness variable. In addition, students perception of accountability of moral, legal, political and democratic, can predict their sense of powerlessness and consequently to predict the level of their participation.
https://jipa.ut.ac.ir/article_57508_bedadb3c9a88697eff5283105662e89b.pdf
2016-03-20
113
136
10.22059/jipa.2016.57508
Accountability
Citizen participation
Sense of powerlessness
structural equation model
Seyyed Kamal
Vaezi
vaezi_ka@ut.ac.ir
1
Associate Prof., Faculty of Management, Tehran University
AUTHOR
Reza
Rahbar
rezarahbar@ut.ac.ir
2
کارشناسارشد مدیریت دولتی، دانشکدۀ مدیریت دانشگاه تهران، تهران، ایران
LEAD_AUTHOR
Arnstein, S. R. (1969). A ladder of citizen participation. AIP Journal, 35(4): 216-224.
1
Blagescu, M., L. Casas, D.L. & Lioyd, R. (2005). Pathway to accountability, the global accountability, London: One World Trust.
2
Bovens, M. (2007). Analyzing and Assessing Accountability: A Conceptual Framework. European Law Journal, 13(4): 447-468.
3
Bovens, M. (2010). Two concepts of accountability: Accountability as a virtue & as a mechanism. West European Politics, 33(5): 946-967.
4
Bradbury, M.D. & Williams, M.R. (2012). Diversity and Citizen Participation: The Effect of Race on Juror Decision Making. Administration & Society, Online First Version of Record - Oct 8: 1-20.
5
Coffe, H. & Geys, B. (2008). Measuring the Bridging Nature of Voluntary Organizations: The Importance of Association Size. Sociology, 42(2): 357-369.
6
Cornwall, A. & Gaventa, J. (2001). Bridging the gap: citizenship, participation and accountability. In the PLA Notes 40: Deliberative Democracy and Citizen Empowerment, National Lotteries Charity Board.
7
Coser, L.A. (2007). Masters of Sociological Thought: Ideas in Historical and Social Context. Translated by M. Salasi. Tehran, Elmi press. (in Persian)
8
Danaee Fard, H. & Rostamy, A. (2007). Promoting Public Trust in Public Organizations: Explaining the Role of Public Accountability. Public Organization Review, 7(4): 331-344.
9
Dowdle, M. (2006). Public accountability: Conceptual, historical & epistemic mappings. London, Cambridge University Press.
10
Ghaffary, G. & Jamshidzadeh, E. (2011). Popular participation and Urban Affairs (Barriers, problems and strategies for the development of popular participation). Tehran, Society and Culture press. (in Persian)
11
Jensen, L. (2000). Image of accountability in Danish public Sector form. Discussion paper for IPMN Conference 2000 at Macquarie School of Management.
12
Kahne, J.E. & Sporte, S.E. (2008). Developing Citizens: The Impact of Civic Learning Opportunities on Students’ Commitment to Civic Participation. American Educational Research Journal, 45(3): 738-766.
13
Michels, A. (2011). Innovations in democratic governance: how does citizen participation contribute to a better democracy.International Review of Administrative Sciences, 77(2): 275-293.
14
Min, S. & Mentzer, J.T. (2004). Developing and measuring supply chain management Concepts. Journal of Business Logistics, 25(1): 63-100.
15
Mirsepasi, N. & Etebarian, A. (2009).Reform of the Iran’s administrative system based on the model of balance of power. Tehran, Mir press. (in Persian)
16
Mohseni-Tabrizi, A. (2002). Pathology of the socio-cultural alienation: value isolation in Tehran’s state universities. Quarterly journal of Research and Planning in Higher Education, 8(4): 119-182. (in Persian)
17
Mohseni-Tabrizi, A. (2004). Fatalism measure and its relation to the sense of political efficacy and sense of powerlessness among adult women in urban areas. Journal of Cultural Studies, 8(9): 169-201. (in Persian)
18
Mulgan, R. (2003). Holding Power to Account: Accountability in Modern Democracies. Basingstoke: Palgrave.
19
Omotayo, O.A., Abiodun, A.J. & Fadugba, A.O. (2012). Executives Perception of the Impact of Flexitime on Organizational Performance: Evidence from the Nigerian Private Sector. International Journal of Applied Behavioral Economics, 1(3): 16-27.
20
Rabbani, R. & Aranchoolam, D. & Abbas-Zadeh, M. & Ghasemi, V. (2007). The impact of economic and social welfare on the citizens' participation in municipal affairs (case study: city of Isfahan). Journal of Social Sciences, 4(2):73-99. (in Persian)
21
Roberts, N. (2008). The age of direct citizen participation. Armonk, NewYork, M.E. Sharpe.
22
Shakoori, A. (2011). Social participations and Charity para-governmental organizations: with an emphasis on Iran. Tehran, SAMT press. (in Persian)
23
Sharifian Sani, M. (2001). Urban Culture: citizen participation, urban governance & urban management. Journal of urban management 8: 42-55. (in Persian)
24
Stout, M. (2010). Symposium introduction: Deliberative democracy and participatory practice. Public Administration and Management, 15(1): 1-8.
25
Uzzaman, W. & Mphande, C. (2012). Gaps in Pursuing Participatory Good Governance: Bangladesh. Administration & Society, 44(s5): 1-33.
26
Vaezi, R. & Azmandian, M. (2011). Three-dimensional accountability model: a different look to accountability. Journal of Law enforcement management studies, 6(1): 131-155. (in Persian)
27
Yazdan-panah, L. (2007). The Barriers to social participation among the citizens of Tehran. Social Welfare Quarterly, 7(26): 105-130. (in Persian)
28
Zhang, W., Johnson, T.J., Seltzer, T. & Bichard, S.L. (2010). The Revolution Will is Networked: The Influence of Social Networking Sites on Political Attitudes and Behavior. Social Science Computer Review, 28(1): 75-92.
29
ORIGINAL_ARTICLE
The Role of Organizational Development at reducing conflict and alienation adjusted job (studied in the faculty and Ghyrehyat Ministry of Science, Research and Technology).
Today, the management and development of enterprises, is knowledge of the aims; They know that using their knowledge continuity in the management of human resources better and more effective aid and assistance And thus may be more effective to reduce and mitigate the destructive effects of the human resources to deal with the buckle. This study was the development impact of the reduction of conflicts and alienation adjustment career at the Ministry of Science and Technology carried out. The population of the research faculty and non-faculty, which are about 312 people; Cochran formula is used to determine the sample size which, combined with a greater number of questionnaires distributed a total of 200 questionnaires were analyzed; The results show that knowledge to reduce alienation and career development of organizational conflict in the ministry of science and technology.
https://jipa.ut.ac.ir/article_57509_d6c48a523adb290284aec6c5b70f5b62.pdf
2016-03-20
137
152
10.22059/jipa.2016.57509
development
Job alienation
Ministry of Science Research and Technology
Organizational Conflict
amirhossein
amirkhani
amirhosseinamirkhani944@gmail.com
1
Faculty member / Payam Noor university
AUTHOR
roghayeh
safikhani
rsafikhani@yahoo.com
2
Expert Administration / Ministry of Science, Research and Technology
LEAD_AUTHOR
Ahanotu, N. D. (1998). A conceptual framework for modeling the conflict between product creation and knowledge development amongst production workers. Journal of Systemic Knowledge Management, 1(1).
1
Alvedary, H. (2010). The formulation of transformational leadership development at universities to modify the job alienation (Case Study: PNU), public management, Organizational behavior tendency thesis, Tehran University, School of Management. (In Persian)
2
Alvedary, H. (2012). Triangle work alienation, sides, roots and approaches, Tehran: TV knowledge. (In Persian)
3
Awa, N. E. (1989). Participation and indigenous knowledge in rural development. Science Communication, 10(4): 304-316.
4
Dalkir, K. (2013). Knowledge management in theory and practice. Routledge.
5
De Long, D. & Seemann, P. (2000). Confronting conceptual confusion and conflict in knowledge management. Organizational dynamics, 29(1): 33-44.
6
Fuller, S. (2012). Knowledge management foundations. Routledge.
7
Haghigi, M. A. (2009). Management of Organizational Behavior. Fifth Edition, Tehran: Cashmere. (In Persian)
8
Hislop, D. (2013). Knowledge management in organizations: A critical introduction. Oxford University Press.
9
Jaffee, D. (2008). Conflict at work throughout the history of organizations. In Carsten K.W De Drea & Michael J. Gelfand (Ed). The psychology of conflict and conflict management in organization. New York: Lawrence Erlbaum Associates.
10
Kalleberg, A. L., Nesheim, T. & Olsen, K. M. (2009). Is participation good or bad for workers, Effects of autonomy, consultation and teamwork on stress among workers in Norway. Acta Sociologica, 52(2): 99-116.
11
Keeble, D. & Wilkinson, F. (1999). Collective learning and knowledge development in the evolution of regional clusters of high technology SMEs in Europe. Regional studies, 33(4): 295-303.
12
Kolb, D. M. (2008). Making sense of an elusive phenomenon. In Carsten K.W De Dreu and Michael J.Gelfand (Eds). The Psychology of Conflict and Conflict Management in organizations (pp.425-433), New York: Lawrence Erlbaum Associates.
13
Mohammadnezamy, E., Mahdieh, O. & Fatemi, A. (2014). The relationship between conflict management and the acquisition and sharing of knowledge. Arth prabandh: A Journal of Economics and Management, 3(3): 9-29. (In Persian)
14
Omid, M. (2012). A model for the interaction between communication, conflict and organizational culture and its relationship to performance, organizational behavior and human resource management thesis business management orientation, Tehran: Allameh Tabatabai University, Faculty of Management and Accounting. (In Persian)
15
Pelled, L. H., Eisenhardt, K. M. & Xin, K. R. (1999). Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative science quarterly, 44(1): 1-28.
16
Rahim, M. A. (2001). Managing conflict in organization. 3rd Edition, London: Quorum Books.
17
RaminMehr, H. & Charstad, P. (2013). Quantitative research methods using structural equation modeling (LISREL software), Tehran: Cashmere. (In Persian)
18
Roome, E., Raven, J., & Martineau, T. (2014). Human resource management in post-conflict health systems: review of research and knowledge gaps. Confl Health, 8(18), 2-12.
19
Sanderson, E. & Kindon, S. (2004). Progress in participatory development: Opening up the possibility of knowledge through progressive participation. Progress in Development Studies, 4(2): 114-126.
20
Stroh, L. K., North, C., Gregory, B. & Neal, M.A. (2002), Organizational Behavior: A Management Challenge, 3rd Edition, Mahwah New Jersey: Lawrence Erlbaum Associates, Inc., Publishers.
21
Tempest, S. (2009). Learning from the alien: Knowledge relationships with temporary workers in network contexts. The International Journal of Human Resource Management, 20(4): 912-927.
22
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of organizational behavior, 13(3): 265-274.
23
Ziaee, M. S., Nargesian, D. P. & Aybaghy Isfahani, S. (2008). The role of spiritual leadership in Tehran University employee empowerment.Public administration, 1(1): 67-86. (In Persian)
24
ORIGINAL_ARTICLE
The effect on reducing corruption organization Transparency mediated by organizational trust studied Khordad hospital staff Varamin.
Conservation organizations are looking for new tools and one of the tools that can help organizations to meet goals, organizational transparency. Trust is the foundation of empowerment and the leadership role in the formation and increase organizational effectiveness is undeniable. Without confidence there is no chance of achieving its strategic objectives. However, corruption is an issue that has been in all ages gripped agencies and organizations and many scientists and thinkers thought political core had formed. The affects the confidence to reduce corruption in the hospital 15 KHordad Varamin aim of study was to investigate the effect of reducing corruption organization Transparency brokered trust an organization that has been done in the hospital 15 May Varamin population of the research doctors and nurses of the hospital staff khordad Varamin which are about 280 people; to determine the sample size of the sample which is used to broadcast a larger number of questionnaires A total of 184 questionnaires were analyzed in total. The results show that the trust does not affect transparency. And corruption
https://jipa.ut.ac.ir/article_57511_75fc5c036c752cf082b7110fa490776e.pdf
2016-03-20
153
166
10.22059/jipa.2016.57511
Organizational Transparency
corruption
Corporate trust
Hasan
Darvish
dr.darvish@hotmail.com
1
دانشیار مدیریت دولتی، دانشکدة مدیریت و علوم اجتماعی، دانشگاه پیامنور، تهران، ایران
AUTHOR
fatemeh
azimi zachekani
fatemehazimi461@yahoo.com
2
کارشناس ارشد مدیریت دولتی، دانشجوی دانشکدة مدیریت و علوم اجتماعی، دانشگاه پیامنور، تهران، ایران
LEAD_AUTHOR
English, L. (2003). Emasculating public accountability in the name of competition. Transformation of state audit in Victoria. Critical Perspectives on Accounting, 14(1): 51-76.
1
Chander, P. & Wilde, L. (1992). Corruption in tax administration. Journal of Public Economics, 49(3): 333-349.
2
Rawlings, B. (2007). Measuring the relationship between organizational transparency and trust. The measurement standard, 8: 425-439.
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Lewicki, R. McAlliste, D. & Bies, R.J. (1998). Trust and distrust: New relationships and realities. Academy of Management Review, 23(3): 438 – 458.
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6
Lindstedt, C. & Naurin, D. (2010). Transparency against corruption. Gothenburg University.
7
Bauhr, M. (2012). Resisting Transparency: Corruption, Legitimacy and the Quality of Global Environmental Policies. Global Environmental Politics, 12(4): 9-29.
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Augustine, D. (2012). Good practice in corporate governance: Transparency, trust and performance in the microfinance industry. Business & Society, 170-185.
9
Hakhverdian, A. & Mayne, Q. (2012). Institutional trust, education and corruption: A micro-macro interactive approach. The Journal of Politics, 74(03): 739-750
10
Pavel, J. & Ochrana, F. (2013). Analysis of the Impact of Transparency, Corruption, Openness in Competition and Tender Procedures on Public Procurement in the Czech Republic. Central European Journal of Public Policy, 7(2): 114-134.
11
Grimmelikhuijsen, S., Porumbescu, G., Hong, B. & Im, T. (2013). The Effect of Transparency on Trust in Government: A Cross-National Comparative Experiment. 80–101.
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18
Rabie, A., (2004). Long Live Corruption. The Publications of the Ministry of Culture and Islamic Guidance, Edition 3. Iran (In Persian)
19
Madanchiuan, A. (2001). Check the status and plans for the fight against corruption in South Korea and Tanzaya. Institute of Imam Khomeini and the Islamic Revolution Research Center. (In Persian)
20
Pourfard, F. & Kosha, M.B. (2002). The attitudes of managers and employees of the administrative system features healthy, health promotion office system. Administrative System Development Conference edition 1. (In Persian)
21
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22
ORIGINAL_ARTICLE
Investigating the Impact of HRMP on Job Satisfaction (A Case in University of Tehran)
Today, the human resources are the assets of any organization and their unique role in the development of the organization, whether indoor or outdoor environment and competition is evident. On the other hand, if an organization fails to satisfy its human resources, in this case it would be doomed to stay away from progress and development. In this context, organizations using HRM tools can keep employees satisfied and improve the performance of the organization, and play this important step. This Research is done in two parts.Reliability and validity of each sectionis reviewed by the relevant techniques, reliability and convergent validity Reviewed by experts andcertified by the validity of qualitative research and quantitative reliability by Cronbach's alpha and composite structures has been approved by more than 0.7. Results showed human resource management Practices has a Positive and Significant Impact on organizational performance and Job satisfaction and additionally, Job Satisfaction has a significant and positive impact on organizational performance
https://jipa.ut.ac.ir/article_57512_904db95b295a1f39559b8ab0ee46ffc9.pdf
2016-03-20
167
180
10.22059/jipa.2016.57512
Human Resource Management Practices
Job satisfaction
University of Tehran
Saeed
Sadeghian Gharaghie
saeed.sadeghian@yahoo.com
1
مربی گروه مدیریت، دانشگاه پیامنور، تهران، ایران
LEAD_AUTHOR
Saber
Shokri
nimakaa@yahoo.com
2
مربی گروه حسابداری، دانشگاه پیامنور، تهران، ایران
AUTHOR
Zohre
Shakeri
alisre2000@gmail.com
3
مدرس مدعو گروه مدیریت، دانشگاه پیامنور، تهران، ایران
AUTHOR
Golara
Pourmojarab
g.pourmojarab@gmail.com
4
دانشجوی دکتری مدیریت دولتی، پردیس ارس، دانشگاه تهران، ایران
AUTHOR
Ahmad, S. & Schroeder, R. G. (2003). The impact of human resource management practices on operational performance: recognizing country and industry differences. Journal of operations Management, 21(1): 19-43.
1
Becker, B. E. & Gerhart, S. (1996). The impact of human resource management on organizational performance: Progress and prospects, Academy of Management Journal, 39(4): 779–801.
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6
Cooper, L. M. (2011). Human Resource Management Practices,Job Satisfaction, and Organizational Performance in a Public Social Sservices Agency, Doctoral Dissertation, University of Laverne, College of Business and Public Management, Department of Health and Public Administration.
7
Daley, D., Vasu, M. L. & Weinstein, M. B. (2002). Strategic human resource management: Perceptions among North Carolina county social services professionals. Public Personnel Management, 31(3): 359-375.
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18
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21
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22
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23
ORIGINAL_ARTICLE
Understanding the Role of Organizational Storytelling in HRD: A Literature review
Abstract. The purpose of this paper is to show the relevance of storytelling for HRD. This paper, according to Creswell’s thematic literature review (Creswell, 2008), provides a literature based rationale for adopting organizational storytelling as a powerful and effective HRD tool in which stories can help HRD practitioners to achieve HRD purposes. In this paper, journal articles, written on storytelling, in English, were reviewed. The gathered information from literature demonstrates several positive applications of storytelling, e.g. as a tool for learning, training, motivation and behavioral changes that are relevant to HRD and its purposes. However, a part of the literature, considers negative and dark side of storytelling, e.g. concealing or distorting the truth, and manipulating people actions and intentions. The paper argues that storytelling should be a part of HRD’s toolkit and sugestes storytelling skill is a sterategic skill that HRD practitioners should not neglecte it.
https://jipa.ut.ac.ir/article_57513_3abf487736f73cfe07dea46087445d8a.pdf
2016-03-20
181
218
10.22059/jipa.2016.57513
Human Resource Development
Literature Review
Narrative Theory
Organizational Storytelling
Ali
Asghari Sarem
ali_asgharisarem@yahoo.com
1
Ph.D. Student in Human Resource Management, Faculty of Management and Economic, Tarbiat Modares University, Tehran, Iran.
LEAD_AUTHOR
Hasan
Danaee Fard
hdanaeefard@modares.ac.ir
2
Prof., Faculty of Management and Economic, Tarbiat Modares University, Tehran, Iran.
AUTHOR
Ali Asghar
Fani
afani@modares.ac.ir
3
Associate Prof., Faculty of Management and Economic, Tarbiat Modares University, Tehran, Iran.
AUTHOR
Aryan
Gholipour
agholipor@ut.ac.ir
4
4. Prof., Faculty of Management, University of Tehran, Tehran, Iran.
AUTHOR
Abma, T. A. (2003). Learning by Telling Storytelling Workshops as an Organizational Learning Intervention. Management Learning, 34(2): 221–240.
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6
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ORIGINAL_ARTICLE
iThe investigation of the individual factors on turnover intention of employees in education administration of Kurdistan Province
In this article we are going to investigate effect of factors effect turnover intention. Population is all of employees of education administration of Kurdistan Province and sample includes 140 people of this population which were selected randomly. Competitiveness questionnaire of Brown et al.(1198), self efficacy of Jones (1986), effort of Brown and Leigh(1996), performance of Babin and Boles(1998), job satisfaction of Hartline and Ferrell(1996), turnover intention of Hartline and Allen(2000) were used to aggregate data. We took advantage factor analysis for validity of instruments. LISREL and SPSS were used to data analysis. Results show that competitiveness, self efficacy and effort have meaningful effect on performance; self efficacy and effort have meaningful effect on job satisfaction; performance and job satisfaction have meaningful effect on turnover intention and finally structural model between variables was desirable (GFI: 0.94, AGFI: 0.92 and RMSEA: 0.031).
https://jipa.ut.ac.ir/article_51042_3cfbbeaed4bba5cd2b0aa6efa59f70eb.pdf
2016-03-20
219
232
10.22059/jipa.2016.51042
Competitiveness
Self efficacy
performance
Job satisfaction
Turnover intention
Gholamreza
Taleghani
gtalghani@ut.ac.ir
1
استاد مدیریت دولتی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران
AUTHOR
Jamal
Abdolmaleki
j_abdolmaleki@sbu.ac.ir
2
دانشجوی دکتری برنامهریزی درسی، دانشگاه شهید بهشتی، تهران، ایران
LEAD_AUTHOR
Ali
Ghafari
alighafary@ut.ac.ir
3
کارشناسارشد MBA، دانشگاه تهران، تهران، ایران
AUTHOR
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