Skandar Shirazi Shirazi
Abstract
One of the main necessities of democratic governments is the existence of a comprehensive accountability system in the public administration sector, and without this system, there is a possibility of administrative corruption and dissatisfaction in public sector organizations. The main purpose of this ...
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One of the main necessities of democratic governments is the existence of a comprehensive accountability system in the public administration sector, and without this system, there is a possibility of administrative corruption and dissatisfaction in public sector organizations. The main purpose of this research is to identify and test the dimensions and components of organizational accountability and model design. The organization is responsible for public sector organizations. According to the purpose of this research, it is fundamental and its research method is mixed with a sequential-exploratory approach, and it was conducted in two phases, qualitative and quantitative, so that first, qualitative data was collected using interviews with 19 experts who were selected in a purposeful way. were collected and analyzed using the foundation data method and the use of three stages of open, central and selective coding, then using the survey questionnaire tool in the test environment, the collection of quantitative data has been carried out. They were tested by confirmatory factor analysis and structural equations, and finally the responsive organization model was designed. In the qualitative phase of the research, 167 subcategories were categorized in the form of 54 subcategories and 6 main categories of responsive government, responsive managers, responsive structure, responsive employees, responsive culture, and responsive clients. Based on the obtained results, breaking the structure in the laws and promoting the culture of accountability were chosen as the central categories of the research due to frequent repetition in the process of interviews. Also, among the dimensions of the responding organization, the category of creating a responsive structure with a t-statistic equal to 4.32 and an effect size of 0.7 has the highest impact, and the category of a responsive culture with a t-statistic equal to 2.96 and an effect size of 0.51 has the lowest impact on creating The responsible organization
Public Management
Nora Salarieh; Hasan DanaeeFard; Farajollah Rahnavard; Ali Rajabzadeh
Abstract
Human resource management quality has an extensive impact on employee attitude and their behaviors and the end in organizational performance. So, human resource management quality has an important role on employee behavior and performance. The aim of this research is to designing a tool for measuring ...
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Human resource management quality has an extensive impact on employee attitude and their behaviors and the end in organizational performance. So, human resource management quality has an important role on employee behavior and performance. The aim of this research is to designing a tool for measuring human resource management quality in good governance base and validating it in Iran’s public sector. To explore this state, in qualitative part, we surveyed the literature and then interviewed 28 employees of the different organization. By analyzing literature and qualitative data from interviewed, and use roadmap of Iran administration system correction and good governance in the public sector model , prepare a conceptual and operational framework. Roadmap of Iran administration system correction showed that human resource of Iran has a five sector(planning, recruitment, training, motivation, performance management, retirement). For determining content validity, it was sent to 30 management consultants and experts. Management consultants and experts confirmed the content validity of conceptual and operational framework. At the second stage, for determining construct validity of our measure, we use factor analysis. The results confirm the construct of our measure. The result of this research, is a validate tool for measuring human resource management quality in Iran’s public sector.
Hasan Danaee Fard; Hamidreza Harati
Volume 2, Issue 3 , June 2014, , Pages 7-24
Abstract
Productivity of Public sector has been considered as one of the most important and challenging issue in general affairs administration and public management literature from a long time ago. Managers and policy makers have been looking for solutions to enhance the public sector's productivity. productivity ...
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Productivity of Public sector has been considered as one of the most important and challenging issue in general affairs administration and public management literature from a long time ago. Managers and policy makers have been looking for solutions to enhance the public sector's productivity. productivity has been also emphasized in our country's policies and strategic plans but until now there has not been any research in the area of identifying strategies and policies to promote the public sector productivity; all efforts are limited to studyor measure the impact of some factors on the public sector's productivity and identifying mechanisms of the promotion of the public sector's productivity has been neglected. The present study aimed to identify mechanisms to enhance the public sector's productivity and study the gap between current and desirable situation of these mechanisms. This study hasbeen conducted using a mixed method and exploratory approach. At the first stage, through interviews with managers, experts and authorities of public sector, it was engaged with mining mechanisms to enhance public sector's productivity and then, results of the interviews were analyzed by Grounded Theory analysis method. The mechanisms of promoting the public sector's productivity were classified in four categories: cultural, technological, economic and political-legal divisions. After that,at the second stage, a questionnaire including 25 mechanisms in 4 categories was designedvia combining the obtained mechanisms from the research literature and the interviews and it was measured in two ranges of the current and desired situation.Results indicated that there is a significant gapin Utilization of the mechanisms of public sectors' productivitybetween current and desired status in 23 organizations out of Tehran public service organizations.
