IRANIAN JOURNAL OF PUBLIC POLICY IN MANAGEMENT
Year:2019 | Volume:9 | Issue:32 |Papers Count:7

Background: Balanced Scorecard is one of the tools for maintaining, training and evaluating human resources in the university, and its strength and weakness are directly reflected in the efficiency and effectiveness of the community. Performing the right things correctly, creating a balanced relationship between the organization's mission (mission), including the university, and its functions (education, research and services) with regard to competitive threats and everyday pressures affecting the organization's processes for improvement and efficiency. Facing future challenges has forced the organizations to have a high degree of excellence both in terms of strategy and processes. Objectives: The present study aimed to investigate how the Balanced Scorecard is applied to improve higher education and determine the indicators of performance measurement from four perspectives Method: The method of this study was descriptive-analytic and library and electronic information gathering method. Results: develop strategic management tools in order to improve their performance, providing tools such as a balanced scorecard for improving the evaluation of higher education institutions and providing this opportunity. Allocate resources in an appropriate strategic way and, by learning from the market and customers, refine and improve their processes and operations in all circumstances in order to follow their mission and goals.

Background and Objectives: The main purpose of this research is to investigate the performance of Knowledge Based Companies in Southern, Northern, and Razavi Khorasan provinces based on the performance prism model. The results of this research provide solutions to improve the performance of new Companies, especially knowledge-based Companies, as a " pioneer Institution in acquiring value-added in the knowledge economy Method: The present research is purposeful, applied and field survey type. Data gathering tool in this research, were used a researcher-made questionnaire based on the theoretical model of the performance prism of Nilly et al. (2014) consisting of 5 components. The statistical population of this study included all employees of the knowledge based companies is located in Science and Technology Park of South, North and Razavi Khorasan provinces in 2019. The statistical sample was determined based on the formula of the number of indices in the structural equations also basis of programming in software (R) and with at least 80% of the test power and the amount (RMESEA), which were 140 person. Findings: The results of the CFA analysis have shown that the five components of the performance prism in knowledge-based companies (such as key stakeholders satisfaction, key stakeholders strategies, critical processes and key processes, capabilities, assistance Key stakeholders) as well as its indicators to measure the performance of knowledge-based firms are suitable Conclusion: Among the five components of the performance prism, stakeholder contribution with 3. 13 value has the largest average of the other components, although this component still has a fundamental gap to reach the top position, and the component of strategies with a value of 2. 85 is the smallest that knowledge-based companies in Khorasan provinces have been weak in strategies. Also, the average performance is 3. 2, which is moderate, indicates that Knowledge-based companies need to invest more in this area in order to fulfill their capacities and potentials in the Khorasan provinces. In this regard, proper policy making and support for them and provision infrastructure for their effective presence, especially in international markets, will be important.

Background: A large volume of executive activities in the country is carried out by public sector employees. Therefore, any activity related to the development of employees in this sector will bring significant results in promoting public services. Purpose: The main purpose of this study was to identify dimensions and related components with human resource development in government employees of organization in Islamic republic of Iran. Methods: The research was descriptive in terms of qualitative type and inductive in terms of approach. The research data included documents, documents and the results of interviews with 12 people and a questionnaire was presented to 20 academic and executive elites selected through purposeful sampling. Findings: Based on this study, four comprehensive themes and fifteen theme organizer and eighties basic theme identified and extracted. Conclusion: Accordingly, four main themes, 15 organizing themes (later) from 89 themes (components) related to the model of evaluation of implementation of human resources development policies of the staff of the Government of the Islamic Republic of Iran were identified and extracted. In order to validate the extraction factors, 20 factors were introduced to the university elite, and 76 of the components were confirmed and 13 of them were rejected.

Background: Policy making has always been at the forefront of the priorities of each organization. The main objective of this research is to Investigate the impact of management policy making on performance in big companies of the steel industry. Methodology: Based on purpose of the study, which is considered as a practical research, descriptive, survey and correlation methodologies were used. Statistical population included all professionals of Steel Industry out of which 384 people were selected based on Morgan table trough random sampling and received questionnaire. Questionnaires were analyzed by structural equations modeling. Results: Results of the study showed that management policy making has a positive effect on the Territory, supply chain management, and Economies of scale. Territory has a positive effect on the supply chain management, logestic, and price. Also, manufacturing technology has a positive effect on the productivity of steel companies. productivity, Economies of scale, logestics and supply chain management have positive effect on the price. Also, supply chain management, manufacturing technology, and Customer engagement have positive impact on product of big steel companies. The impact of price and product on brand performance as well as product and brand performance on brand equity were also identified. However, the effect of Supply Chain Management on product was not confirmed. also Customer engagement on brand performance and brand equity was not confirmed. as well as effect of prices on the brand equity of steel companies was not confirmed. Conclusion: The key factors obtained in this study are consistent and similar with the results of research carried out in this area. In addition, Also, the status of each of the variables is also determined by the one sample t-test; hence, policy-making can give more attention to variables with inappropriate status.

Background: In public management, the good governance principles is a new paradigm that emphasis on public managers role in providing high quality services and offering them to citizens and different groups. Goal: The main aim of present research implementation pathology of administrative integrity policies with the good governance approach to present the solutions for implementing the administrative integrity policies. Methods: This is a descriptive-applied study and used the explorative, survey, content analysis, combined and experimental methods. The statistical society of research included 408 persons among managers and personnel of Jahad Keshavarzi Organization of Markazi Province that based on Cochran’ s formula, 198 persons selected as research sample among them by stratified simple randomly sampling method. The author’ s made questionnaire used as data gathering tool that its validity verified by experts and by confirmative agent analysis and its reliability verified by calculating the Cronbach’ s alpha coefficient (0. 89). Findings: The research findings show that in dimensions of provisions quality, the law reign, responsiveness and transparency respectively, the most distance exist between current situation and the ideal situation. Conclusions: To reach the research goals and reduce this distance for any of these dimensions, some pathologies and solutions provided in present research.

Introduction: The purpose of this study was to investigate the mediation of the effect of social capital between transformational leadership and organizational citizenship and behavior in health care staff working in the health-care network of Qom province. Method: This research is descriptive and correlational and its results are applicable. The statistical population of this research includes health care staff working in the health-treatment network of Qom province, 4789 people. A sample of 384 people was used from Cochran sample size and random sampling was done. Data were collected using three questionnaires: Social Capital and Empathy (2007), Organizational Citizenship Behavior (2000), and Transformational Leadership Style (Bass & Volivo, 1997). For data analysis, descriptive statistics (mean and standard deviation) were used. Also, elongation and skidding indices were used to examine the data distribution. To answer the research questions, design and modeling of the model, and the structural model of the soft SPSS version 24 and Smart PLS version 0. 2 were used. Findings: The results showed that transformational leadership affects the citizenship behavior of health care staff working in the health-care system of Qom province. Social capital in the relationship between transformational leadership and organizational citizenship behavior is a minor mediator. Discussion and Conclusion: These results can pave the way for improving the organizational behavior of health center staff and improving their job performance.

Background: Capability and flexibility of human resources plays an important role in the organizational success, in agile organizations that experiences continuous environmental changes. Human resource strategy develops human resource competence for responding the future needs of internal and external environment and access the organizational success. Purpose: Hence, the aim of this research is the effect evaluation of human resource strategies on organizational agility in Islamic Azad University of Shoushtar. Methodology: The method of present study based on objective is practical and in terms of how data collection descriptive-causal. The study population is consisting of 200 masters and 40 managers that were selected 132 masters and 36 managers as sample with using stratified sampling method and distribute the questionnaire of human resource strategies from model of Armstrang (1994) and Organizational agility questionnaire from Bardvaj and Sambamurti (2005). In order to the hypothesis test, we used structural equation modeling. Data from the questionnaires got analyze with SPSS and LISREL statistical software. Results: The results showed human resources strategy has a significant positive impact on organizational agility and their Components. In addition the components of human resource Strategy have significant positive impact on organizational agility. Conclusions: The results of hypothesis testing confirmed the research hypotheses and also the existence of a positive and significant effect of HR strategies on organizational agility and its components. Also, the results of the research confirmed the positive and significant impact of components of human resources strategies on organizational agility. The human resources planning strategy has a positive and significant effect on organizational agility. On this basis, we can conclude that Islamic Azad University of Shoushtar Through human resource planning and having a programmed to predict human resources, it will be able to provide the required human resources.