نشریه مطالعات راهبردی در صنعت نفت و انرژی
سال چهارم شماره 13 (پاییز 1391)

This paper stems from a study in NIOC. The puropose of this study is organizing productivity activities in NIOC, and design and implementation of productivity management system based on MEPI Cycle (Measurement, Evaluation, Planing, Improvement). There are many productivity models, but almost none of them try to distinguish between efficiency, effectiveness, and productivity. Contribution of this paper is defining these concepts in theory and designing a model to measure productivity in NIOC. This model will be based on MEPI Cycle. The results of measuring human recourse efficiency, effectiveness, and productivity in Iranian Oil Terminal Company (IOTC) are studied in this paper.

In the new era, with changes of paradigms and emergence of technologies, HR role against success of organizations and its architectures must be changed in response to new needs, objectives, and strategies. Regarding the changes in oil industry approaches and goals of its top leader for future years, along moving toward a knowledge-based and a technology producer organization, and also promoting the career system to consider proper-leader principle, staff subject (managers and employees), and measuring their performance for short and long term value creation are very important to pass through advanced developments. The main goal of this paper is designing a framework for measuring performance of best employees for value creation in petroleum industry. Using developmental and descriptional methodology, library studies, and views of experts of oil industry, and after diagnosing the current process, a balanced framework for measuring performance of employees as strategic partners was designed, which includes four aspects: value creation in oil industry, value beneficiaries, value creation processes, and value creation attitude and capabilities. Implementing this framework is a big step in management of human capital management and wealth creation in oil industry.

Evaluation is a suitable tool for personal and professional promotion of staff. Staff performance often has two main personal and organizational goals. Organizations evaluate performance of their staffs in order to recognize their efficiencies toward improvement of their organizational goals. One of the basic principles in management improvement in an organization is using scientific evaluation methods; and effective evaluation can be used to recognize pros and cons. There are many several methods for performance evaluation in organizations. Undoubdetly, there isnt any perfect method and managers must select best methods for their organizations. Integrated indices and multi-criteria decision-making methods can be used to select the best method. In this article, we use a logical and systematic process and an appropriate framework to select a performance evaluation method with low cost and errors. Here, the suitable performance evaluation method is selected by the new fuzzy VIKOR multi-criteria decision-making method. This study is useful to solve fuzzy multi-criteria problems.

Knowledge management strategy is not enough by alone; knowing how to implement this strategy is also critical. This research studies the effective (material and spiritual) motivational factors affecting staff collaboration to implement knowledge management, including total receivables, special benefits, employee apprisal, organizational culture, employee involvement, social interactions, and opportunities for career advancement. The statistical community of this research is personnel of Isfahan Gas Company, which 119 persons were selected by random stratified sampling method. A researcher-made questionnaire was used to collect data. One-sample T Test, Hotelling T Square, and multi-variable variance analysis were used to analyze data. The results showed that material and spiritual motivational factors are higher than the average. Namely, in the views of employees, effect of material and spiritual motivational factors on staff collaboration to implement knowledge management in Isfahan Gas Company is higher than the average. On the other hand, material motivational factors play further role in implementation of knowledge management. In material factors, “total receivables” is more effective; and in spiritual factors, “organizational culture” is more effective.

The goal of this study is recognizing the existing and desirable leadership competencies identification and leadership competencies needed to create succession program in Parsian Gas Refinering Co. This research has been done using Fundamental Conception-making Theory. 14 persons were selected by snowball method and theoretical sampling. The main research questions were aimed to identify the leadership competencies in Parsian Gas Refining Co. Theme Analysis Method was used to analyze the gathered data. The results of this study identified leadership competencies in three categories: knowledge, skills and capabilities (KSA). Each of these categories consist different concepts and conceptual levels.

Today, organizations need innovation for their survival, growth, and development; and knowledge management can play a substantial role in this process. The goal of this paper is to study the relationship between knowledge management and organizational innovation in NIOPDC. Statistical society of this paper is managers and experts of this company. Data was collected by questionnaires. Knowledge management was measured by aspects of creation, storing, transferring, and application of knowledge; and organizational innovation was measured by aspects of cultural innovation, structural innovation, and human resources innovation. Findings show that there is a positive relationship between knowledge management and its hard and soft aspects, and organizational innovation. Also, knowledge management has a positive relationship with triple aspects of organizational innovation. Findings show that organizational innovation and its triple aspects are not in the expected level at the examined community of this research. Also, findings show that among four aspects of knowledge management, “knowledge application” has maximum effect on organizational innovation; and among soft aspect (including creating and transferring knowledge) and hard aspect (including storing and application of knowledge) of knowledge management, soft aspect has more effect on organizational innovation.

Today, using international reference models to develop routine processes of big companies and coincidence of processes with leading companies are from priorities of active companies. By these models organizations can confidently go toward development of their organizational activities. In this paper, current reference HRM models are studied by process maturity approach. In contindue, after selection of Philips Model as the most effective model for Iranian oil companies and implementation of its counterpart national model in NIDC, improvement projects are presented. By execution of these improvement projects, this company can promote its current HRM processes to strategy acceptance level.

The Research Institute of Petroleum Industry (RIPI) is one of the leading research centers to identify, supply, and development of advanced knowledge and technology for the oil industry and value creation for its customers through fundamental, applicational, and developmental researches to solve strategic and operational problems of oil industry. Since RIPI is a center for all research activities of oil industry, if such research center is converted to a costly place, it would not be effective then. Thus, its productivity must be more than its costs. Therefore, estimation of its efficiency and productivity and identification of its effective factors are very essential. In this study, Window Analysis method, Malmquist Index, and Data Envelopment Analysis (DEA) models are used to measure performance of each unit over time, and to analyze changes of productivity and efficiency over time, and separation of productivity into its two main parts: technological developments and efficiency changes. The results show that the average of technical efficiency of units 1, 2, 5 and 6 is about 82%, which is relatively low. The average of technical efficiency of units 1, 5 and 6 are about 84%. The average scale efficiency for all units of RIPI is desirable, except for unit 2 that is 83%. Regarding to Malmquist index, only performance of unit 5 has not improved during the period, and performance of other units were improved. The average of Malmquist productivity index for RIPI was 1.09 during the period, which shows improvement of its performance.