IRANIAN JOURNAL OF PUBLIC POLICY IN MANAGEMENT
Year:2017 | Volume:8 | Issue:25|Papers Count:7

Objective: This study political behavior and its effect on the voices of employees and the size of it. Given the importance and necessity of the Voice staff The organization and its efficacy in achieving the goals of this study was to evaluate the effect of political behavior sounds of employees.Method: In this study, the purpose and the method of data collection is descriptive and was conducted by questionnaire The study population 340 Municipal workers in Hamedan province were selected using Cochran formula a sample of 200 people were chosen randomly distributed among the members.. For the validity of confirmatory factor analysis and software AMOS, Normality and Kolmogorov-Asmynrvf and test data to test hypotheses Regression and analysis of variance was used with software Spss 21.Findings: The results showed that the political behavior of 6.33 percent of the dependent variable captured the sound of the staff, 4.12 abiding voices and the voices of political behavior percent of impressive defensive 4.10, However, no significant effect was observed on humanitarian Voice.Conclusion: As a result of political behavior and obey the voice of defense is effective and does not affect the sound of altruistic.

Background and Objective: In this age that is the age of knowledge, attracting knowledge workers among the issues is that ignoring it destroy the organization, also slowly bring growth and development of the country. The objective of resent research is to identify the effective location factors on attracting knowledge workers in the public sector of Iran.Methods: This study is a descriptive- correlation research that has been conducted through a survey. Also, this study is in terms of the aim the development- applied research. The study population consisted of all staffs in ministry of science, research and technology that their number is 417 persons, and all of them were selected as volume of sample. The data gathering tool was the questionnaires of the assessment of condition knowledge-axial, effective location factors on attracting knowledge workers and attracting knowledge workers that the validity and reliability of the questionnaires have been approved, and descriptive and inferential statistics have been used to analyze the data.Findings: The results of enter multiple regression confirmed the suggested model of research, also indicated that technical infrastructure, amenities and entertainment, social and economic security, social services, social equality, population diversity, civil liberties, quality of urban architecture and environmental, cost of living index, housing, and conditions of labour market are including effective location factors on attracting knowledge workers in the public sector of Iran, and among the factors, social equality have had the most impact on attracting knowledge workers.Conclusion: Given that the effective location factors on attracting knowledge workers in the public sector of Iran include technical infrastructure, amenities and entertainment, social and economic security, social services, social equality, population diversity, civil liberties, quality of urban architecture and environmental, cost of living index, housing, and conditions of labour market, therefore executive officers should realiz each of effective location factors on attracting knowledge workers via the development and implementation of appropriate policies and programs.

Background: the need for knowledge management, given the economic conditions, requires the dynamic development of the audit profession so that this process out of the traditional mode and optimized based on existing technology development. Objective: This study aimed to identify barriers in computer audit in government agencies of Iran.Method: The study in term of purpose is functional, in terms of nature is descriptive and in terms of method is survey. The sample consisted of 240 respondents randomly from among the directors and auditors that audit the organization in Tehran were selected. The analysis of data using the Kolmogorov-Smirnov test and one-sample t was performed using spss software. Findings: The results showed that four hypotheses considered statistically significant importance was observed in one of hypotheses results were not statistically significant.Conclusion: Based on the results of the audit firm's lack of computer audit process, doubts concerning the benefits, the lack of strong software and mismatch between information systems, computer audit organizations as obstacles to the implementation of Iran's state audit agency were accepted from an audit perspective. However, in the absence of demand variables, this factor played a role in the implementation of computerized auditing in Iran.

Background and Purpose: Despite recognizing the importance of team work by scientists and organizational researchers, previous studies indicates that some organizations have failed to create teamwork. So the purpose of this research was pathology of teamwork in the agricultural cooperatives of Hamadan city.Methods: Concerning it’s purpose, the study was practical and considerate the data collection procedure it was a descriptive survey study. The statistical population had been all agricultural cooperatives in city of Hamadan (N: 45).35 cooperatives members were selected using census with reducing case. The data collection tool was paired comparisons questionnaire that teamwork obstacles were compared in the form of three dimension individual barriers, organizational barriers and working barriers. Validity of the questionnaire, verified according to experts. The reliability of the questionnaire was reviewed and approved by the inconsistency rate. Data were analyzed through AHP and using Expert Choice software.Findings: The findings showed that individual barriers, organizational barriers and working obstacles, respectively, were the most important aspects of teamwork barriers in agricultural cooperatives of Hamadan city. In the individual dimension, "distrust of some members of the cooperative to each other and to the authorities"; the organizational dimension "emphasize the achievements and rewards individual rather than achievements and rewards a group" and the working dimension "lack of clear objectives of team" were the main obstacles of teamwork.Conclusion: At the end is recommended to authorities of agricultural cooperatives that eliminate obstacles to teamwork by transparency of information, creating a safe environment for commenting and build trust.

Filed: Enterprise, logical, systematic approach to expansion, and is planning to increase organizational effectiveness can be applied. This approach affected the psychological factor is that one of these factors empower employees and its dimensions.Objective: the aim of the study was to investigate the impact of empowering employees on enterprise credit institution growing Hamadan Kosar. The present study was applied in terms of descriptive research of correlation type component method and a method of gathering data from the field research.Methods: statistical research community includes all the employees of the credit institution to the number 70 people in Hamedan Kosar is that in 2016 it activities to the organization. Statistical samples being the statistical community due to the small number of 70 people census method. Employee empowerment measurement tools, inventory tools and Spritzer have 16 measurement of organizational expansion, 30 questionnaire questions Aspayders. Reliability Reliability coefficient was used for growing enterprise surveys and empowering employees on 30 of the sample studied, respectively 0.91 and 0.93, respectively. The analysis of statistical data, Kolmogrov-Smirnov, Pearson correlation, Regression and T single-instance under the statistical software SPSS 22 edits.Findings: the findings of this research suggest that empower employees to about 65.2% and the level of organizational expansion from the perspective of employees was approximately 57% and between dimensions of empowering the staff feel deserve the highest average component and the component of feeling the freedom of action of the lowest average to. Average feedback component the most inner and outer dimensions of organizational expansion to between themselves and the lowest average corresponds to the component of education and empowerment.Conclusions: the results obtained showed that the empowerment of employees on enterprise credit institution growing Hamedan. Kosar As well as all the dimensions of empowering employees, including a feeling of competence, the feeling of being a significant freedom of action, a feeling and a sense of being an effective cause of the promotion of organizational expansion. Also, after feeling the greatest impact on the growing competence of the enterprise. On the other hand the level of empowerment of employees is relatively high while the rate of credit expansion in the bottom of the Hamadan Province Institute of Kosar.

Background: One of the new ideas of leadership that emphasizes the active participation of all employees in different activities, leadership is shared. Leadership feed all employees play an active role and to organizational goals attempted and in the meantime one of the most important determining factors in leadership effectiveness, success in influencing people and managers of successful has the ability to impact both on the and on the upper arms and the Hmpaygan simultaneously be used. This study aimed to investigate the relationship between the three dimensions of collective leadership with soft and hard tactics to influence the staff's Esfahan Steel Company. data were collected by a researcher-made questionnaire drawn through the ladder of abstraction that validity and reliability was approved.Results: The method equation modeling, to analyze data and research results show that the dimensions of collective leadership ambiguous task, task cohesion and indoor tactics came in soft and hard, which consists of commitment, consistency there is a positive relationship between resistance and solidarity.

Background and objective: regarding to diversity and complexity of missions, expectations, and needs of clients of social security organization, having knowledge-oriented, creative, and innovator employees who can assist the organization in implementation of missions and realization of desired goals by creativity, innovation, and modification or conscious changing in functions and processes is necessary. Regarding this, present study has been conducted to explain relationship between Torrance creativity components and establishment of knowledge management in social security organization.Methodology: population of the study are managers and employees of social security organization. With regard to the aim, nature of study, and analysis, the study is applied research, descriptive survey, and correlational. Population of the study are 1000 experts of social security organization. In this study, sample size is 280 which were determined by Cochran formula and selected by random sampling. In order to collect required data, field- library method, standard creativity questionnaire of Torrance, and standard knowledge management questionnaire of Nanako were used. To validate research instruments, face validity were used.Results: main findings of the study include: 1- There is a relationship between knowledge management components and creativity of social security organization employees.2- Measure of establishment of knowledge management components and creativity of social security organization employees are above mean.3- There is not any significant relationship between education, establishment of knowledge management, and creativity.4- There is not any difference between knowledge management and creativity of men and women.Conclusion: there is a direct and significant relationship between creativity and establishment of knowledge management. In addition, there is a direct and significant relationship between components of creativity including originality, fluency, flexibility, elaboration and establishment of knowledge management.