جستجوی مقالات مرتبط با کلیدواژه "ارزیابی عملکرد مدیران" در نشریات گروه "مدیریت"

This study was conducted to design a performance evaluation model for high school principals of Tehran using fuzzy logic.

In this applied research, the mixed approach method with two statistical populations has been executed. In the qualitative section, 20 experts, and in the quantitative section, for the purpose of selecting districts and schools in the city of Tehran, 5 districts (2, 3, 4, 3, 6 and 12) were selected. The statistical population is consisted of 150 individuals from the Tehran Ministry of Education and school principals, teachers and parent associations of the districts, estimated from the entire population census. The data collection tools in the qualitative part were semi-structured interviews for determining the components and indicators using Pseudo fuzzy and quasi TOPSIS-fuzzy methods. In the quantitative part, the mentioned components and indicators were utilized to design a questionnaire. With the implementation of Multi Source Feedback and Performance Significance Analysis, the performance of principals was assessed.

Exploited from books, 97 indicators in the form of 5 main components were identified and with the approval of experts, 26 final indicators were confirmed. Next, the weights of the indicators were determined using Best-Worst Method, DEMATEL and Network Analysis Process. For establishing the questionnaire, content and structure validation was used. The content validation was confirmed by the experts and for assessing structure validation, two convergent and divergent validity criteria were created, leading to a variance mean of 0.980, representing high convergence of the structure.

The qualitative results indicate that the components of personality traits and communication skills had the most weight. The quantitative results show that the main indicator of personality traits and communication skills has the highest rank and priorities among the five indicators, while the decision-making skills indicator has achieved the lowest weight and priority.

Nowadays evaluation system existence is necessary because of wondrous changes in management knowledge. None existence of evaluation system in the different organization dimensions especially in the level of managers is one of the signals that shows the organization problem. The aim of this research is combing of 360degree method and technical VIKOR for evaluating performance. The statically society in this research is included from13persons of Research Center managers. Performance evaluation criteria are prepared from expert opinions with Delphi method and visionary basis. Questioner's perpetuity is supported with Cronbach's alpha correlation (0.92). Achieving the manager's suitable ranking is the result of combing 360degree method and technical VIKOR that the capability of it is proved in research center. The total of the subordinates and self-evaluator idea is equal to the superior ideas. Using of the weight stability intervals formula in other MADM technique for criteria weights sensitivity analysis is completely similar with reality decision making environment.

This research has been conducted in the field of operation with the goal of managerial performance appraisal of managers and commanders of NAJA in the frame of 360 degree appraisal (multi sources) and tool appraisal. Therefore, at first fourteen police agencies and vice presidency have been selected, then fourteen managers or commanders or vice presidents have been selected from each province by opinion of top inspection department and then for each manager or commander, one superior manager, two peers and two subordinates were selected to evaluate these managers and commanders. Thus each manager or commander has been appraised by six persons (himself, superior position of him, two peers, and two subordinates). In order to make samples from provinces of country, first of all the country was divided geographically into five districts, north, south, east, west and center; and from each district some provinces have been selected randomly, so 22 provinces have been selected as research samples. The size of sample in this stage of research was 1848 persons so the performance of 308 managers or commanders has been assessed. In order to evaluate the managerial performance of NAJA managers and commanders and to gather the essential data, the measures developed in meritocracy project in NAJA and the validated tools in Younesi (1390) research have been used. The results from assessment of managers and commanders and drawing the related schematic show that in one hand the managers perception of their managerial competencies are not correct so to rectify this perception bias and to change it into a correct and real perception the managers should be provided with regular and continuous feedbacks. On the other hand the managers are likely to evaluate their merits, better than other sources of evaluation (superior position of him, peer, and subordinate).

The main purpose of this research is the provision of a standard tool to evaluate qualitative performance of managers and commanders of NAJA based on indices of managerial performance of meritocracy according to new methods of measurement. Therefore 664-individual samples of managers and commanders of NAJA from different provinces of the country and the headquarter of NAJA were randomly asked to indicate the amount of each of the performance indices of meritocracy on the continuum. In the data analysis stage, after examination of the statistical hypotheses of valid data, psychological features of indices and questions were determined according to Classical Theory (CTT) and Item Response Theory (IRT) using statistical softwares of Statistica and Multilog and some of managerial indices were eliminated this way. Then performance indices of managers and commanders were reduced to forty-one and seven elements of organizational knowledge, direction skill, leadership and encouragement, planning skill and decision making, communication skill and organizational interaction, control and inspection skill, application of technology, and communicative skill were classified.