Zohreh Namaki; Sayyed Mohammad Reza Davoodi; Saeed Aghasi
Abstract
Digital transformation, which has always been important as a fundamental and strategic action in organizations, has become more important in recent years following the outbreak of coronavirus and the pressures of the coronavirus epidemic have accelerated the efforts of organizations to create digital ...
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Digital transformation, which has always been important as a fundamental and strategic action in organizations, has become more important in recent years following the outbreak of coronavirus and the pressures of the coronavirus epidemic have accelerated the efforts of organizations to create digital transformation. The purpose of this study is to design an organizational performance model based on the digital status of the organization in the Corona era with the data foundation approach in the Ministry of Silence. This research was conducted with a qualitative-inductive approach and the method of Strauss-Corbin contextual theory. The research tool (data collection) was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 27 elites and qualified specialists of the Ministry of Silence were analyzed in three stages of open, axial, and selective coding. 18 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, technological factors, and environmental factors) central phenomenon (digital status of the organization), underlying conditions (digital context, management context, individual context, technology context), conditions Intervener (individual factors, cultural factors, and organizational factors) and strategies (individual strategy, managerial strategy, and organizational strategy) and consequences (individual results, organizational results, and social results).
Reza Jafariharandy; Habibeh Najafi
Abstract
Due to global competition, performance evaluation is required for the survival of the organization; main reason to assess and measure organizational performance is to increase the organization’s overall effectiveness and business processes. the aim of this study is to investigate the impact of ...
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Due to global competition, performance evaluation is required for the survival of the organization; main reason to assess and measure organizational performance is to increase the organization’s overall effectiveness and business processes. the aim of this study is to investigate the impact of leadership style on human resources performance in organization mediated by organizational silence. Research method is correlation based on structural equation modeling, the statistical population consist of Sari Sepah Bank branches official staff to number 430. The sample size was estimated by Cochran formula to number 203 that were selected by multistage random cluster sampling. The used instrument in this study is three standard questionnaires- leadership measurement Avolio (1997), organizational performance Echio (2003) and organizational silence Vandyne ;et al (2003) - On which their reliability were confirmed by factor analysis and have appropriate validity. Data were analyzed by SPSS software and LISREL. The results showed that transformational leadership style and exchange have positive and significant relationship with organizational performance. organizational silence have negative relationship with organizational performance. Transformational leadership enhances performance mediate by organizational silence and transactional leadership reduces performance mediate by organizational silence. Tansformational leadership have negative relationship with organizational silence. transactional leadership have positive relationship with organizational silence. Due to greater impact of transformational leadership in enhancing organizational performance in compared to transactional leadership and broke the silence; were recommended to banks managers to operate this leadership style in their plans as common style and dominant and enhance the performance of their organizations in today's competitive world .
Seyyed Mohammad noe Pasand Asil; Majid Ashegh oseyni Mehravani
Volume 23, Issue 75 , September 2014, , Pages 19-38
Abstract
At this time, focus on available resources is extraordinary important due competition among organizations for more advantages. The organizations couldn’t have been affected on environment and overcome in competition if they have had the best technology and provisions but also without expert human ...
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At this time, focus on available resources is extraordinary important due competition among organizations for more advantages. The organizations couldn’t have been affected on environment and overcome in competition if they have had the best technology and provisions but also without expert human resources. Nowadays, the organizations have found that talents are resources which they must be management for the best results. This study examines the relationship between talent management and organization performance. This is application study in order to objective and descriptive-correlation in nature. The population of this study is Guilan Ports and Maritime organization in1390 and over 281 emplogees which collected by Morgan table and stratified random sampling method with 162 samples. For data collecting used by a questionnaire contended 41 questions composed of 26 questions for talent management processes and 15 ones for organizational performance. For analyzing the fitness of questionnaire and constructs of research, CFA method and goodness of fit indices were used. For analyzing of data pearson correlation coefficient and multiple regression with using of Enter method were used
Mir Ali Seyed Naghavi; Mahdi Haghighi Kaffash; Vahid Najafi Kalyani
Volume 21, Issue 67 , April 2012, , Pages 129-153
Abstract
Human resource flexibility has become an undeniable imperative in the uncertainty and dynamic environment of today since it gives organization the appropriate response to the fast environmental changes. While researchers in strategic human resource management consider human resource flexibility as a ...
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Human resource flexibility has become an undeniable imperative in the uncertainty and dynamic environment of today since it gives organization the appropriate response to the fast environmental changes. While researchers in strategic human resource management consider human resource flexibility as a source of sustainable competitive advantage for the firms, the process through which human resource flexibility have been affected organizational performance has not been empirically investigated. Based on the study of 123 organizational units in 17 insurance companies operating in Iran, this paper tries to clarify the content of the causal relationship between human resource flexibility and organizational performance by extending and testing the causal model. Evidence indicates that HR flexibility has a positive effect on the organizational performance in insurance companies. Results of structural equation modeling of the causal model indicate that all the path’s coefficients are significant, so all the research hypotheses are supported. The research findings suggest that, between the dimensions of HR flexibility, skill flexibility has the greatest effect on the organizational performance. Therefore, employee skills and their ability to acquire new skills, play an important role in competitive advantage and performance in insurance companies.
