JOURNAL OF MANAGEMENT STUDIES IN DEVELOPMENT & EVALUATION
Year:2012 | Volume:21 | Issue:66|Papers Count:7

Initially, Performance appraisal process was just carried out by the executive managers, but recently it has evolved into an evaluation process based on the opinion of different reviewers including: supervisors, collaborators, customers (subordinates) and the employees themselves (360-degree method). Therefore, it seems necessary to develop a unified model in which subjective assessments are weighted and aggregated based on different appraisal resources. So, the main purpose of this paper is to determine the criteria and to present the 360-degree appraisal mathematical model of the national productivity organization of Iran based on de Andres et al. (2010). This paper is also designed to answer the following questions: 1) what is the type of 360-degree appraisal mathematical model? And 2) is there a significant difference between performance evaluation criteria of different organizational levels of national productivity organization of Iran? To answer stated questions, first the performance appraisal criteria are derived from the literature and are classified into four major categories composed of technical skills, human skills, conceptual skills (Katz's classification) & individual characteristics,. Then, fuzzy AHP technique is utilized to calculate the importance of each appraisal criterion and each evaluation resource. Finally, personnel's performance score is calculated on three scenarios through the aggregation mathematical model (using 816 models).The findings of this study indicate that the 360-degree appraisal mathematical model is a linear programming (LP) model. Yet, due to the various weights, performance appraisal criteria are different in each organizational level.

With an emphasis on the role of social capital as one of the most important intangible assets in modern organizations, the present study aims to add to the literature in this area and help managers to create and maintain this in their organizations. Specifically, the study has aimed to develop and fit a model that considers the employees' perceived organizational support as one of the major sources for creating social capital and highlights the importance of organizational citizenship behavior as a mediator. To this end, 192 employees from Telecommunication Infrastructure Company of Iran (TIC) were randomly selected to participate in the study. The applied research methodology is survey design and specifically the research is based on Structural Equation Modeling. The results indicated favorable fit for the model that considers organizational citizenship behavior as a mediator that explains the impact of perceived organizational support in creating social capital. Based on the results of this model, the employees who conceive of their organization as supportive help improve the social capital through displaying citizenship behavior in the organization.

This study has been followed with the aim of communications model validity evaluation, between Clients and Contractors in mega projects in the field of Oil Industries. Such model explains the relationship between factors via measuring the respondents' perceptions. The respondents have been chosen from Contractor/Consultant and Client firms. The impressive factors have been extracted from the literature review of the research and Delphi method which has been done formerly. The result were interpreted and analyzed by the Exploratory- Conformity Factor analysis and finally Structural Equation Modeling. Based on factors loading scores and components loading distribution, the relevant clusters for each five latent factors were extracted and named. The presented model explores the relationships between sensational factors through communications between Client and Contractors of Oil downstream projects. Also such model quantifies the influences of each factor on the others. The outcome of this study will be useful for promotion of client's and contractors' staff in order that recognizes and mange those factors in different stages of the projects.

Now a days, entrepreneurial orientation and its role in the innovativeness, proactiveness, risk-taking enforcement are attractive subjects in management literature. The existence of proper organizational factors could play major role in entrepreneurial orientation development. Purposely this paper focuses on the study of organizational factors effect on the entrepreneurial orientation in Private Banks. Jaworski, Cohli and Covin, Slevin models have been used for organizational factors and the entrepreneurial orientation measurement. On this way, by using factorial analysis has been changed. The population consisted of Private Banks in Tehran. By using random sampling, 350 persons were selected for study. The related results indicates that top management support has better effect than creating organizational effective relation, decentralization, informality also the existence of efficient reward system could enforcement entrepreneurial orientation in Private Banks.

Talent management is one of the most important issue for leaders of organizations and talent retention as a critical part of it, can affect on organizational success. Human wealth means talent people that play important role to succeed every company. This article is focused on to determine the types of organizational elements include strategy, leadership, structure and culture that influence to retain talent in organization. In this research tourism industry has been studied because of human resource oriented industry. Finally researchers offer the applied model for human wealth in organization. Mixed method research was used in this research. At the first step, it was used qualitative research method-grounded theory- by semi structured interviewing for gathering data. Based on results of the first step, the questionnaire was made to gather data in quantitative research method. Structural equation models (SEM)-Confirmatory Factor Analysis (CFA)-was used in this step. The final result of this research represents that organic/dynamic structure, participating/delegating leadership, clan/adhocracy culture and paternalistic/commitment strategy are critical for retaining talent.

Brand extension strategies will increase the likehood success of new products, while deducts the risks of brand image dilution.This study analyzes how brand extension impacts on brand image. Research model includes six variables: initial brand image, brand extension attitude, category fit, brand image fit, final brand image and consumers innovativeness.The current study is a descriptive- survey one, from the reseach approach and the population consists of the customers of Peghah and Tak Makaroons' products in Ghazvin city. The cluster sampling is used in this study. The questionnaires were distributed among the available customers of groceries in Ghazvin city. Respectively, 298 and 300 questionnaires were collected from customers of Peghah and Tak Makaroon's products.The Results of Beta Coefficient shows that in both Peghah and Tak Makaroon companies, the initial brand image has the most impact on brand extension attitude as well as final brand image of new products. However the relevant impact on Peghah company is more than Tak Makaroon firm.

The aim of this study was survey of relationship between organizational structure types and administrators' power resources at Shiraz University's administration division. Tow Scales were used: Organizational Structure Types (Torkzadeh & Mohtaram, 2011) and Power Resources Identification (Torkzadeh & Moeini, 2010). Validity and reliability of scales were Assessed. Research Sample were 243 persons. Results showed: 1) The dominant organizational structure Type in the research scope was enabling structure.2) dominant power resource was reward and the lowest was information, differences were significant.3) the ranks of administrators' using power resources was as follows: reward, environmental dominance, expert, referent, coercive, ethic, legitimate, culture and information.4) enabling structure was a significant positive anticipant of environmental dominance, expert, referent, ethic, legitimate and information power resources and it was a significant negative anticipant of reward, coercive and culture power resources. hindering structure was a significant positive anticipant of reward, coercive and culture power resources and it was a significant negative anticipant of other mentioned power resources.