جستجوی مقالات مرتبط با کلیدواژه "توسعه فردی" در نشریات گروه "مدیریت"

By increasing organizations' understanding of the impact of individual development as one of the forms of human resource development and its role in increasing organizational productivity, employee job satisfaction and increasing individual capabilities they, recognized the obstacles to individual development of employees in general and faculty members are especially important as thinking capitals of the society is important. In this regard, the current research was conducted with the aim of identifying the obstacles to the individual development of faculty members of Gilan Azad Universities province and providing ways to improve it.This research is a type of applied research that uses the qualitative method as a research method. The statistical population is all academic faculty members of Gilan Azad universities province and experts in human resource development and individual development. interviews were conducted with 15 of them as a research sample up to the theoretical saturation stage. Sampling was done purposefully and semi-structured interviews were used to collect data. In order to analyze the findings, open and axial coding method was used. The results of the research showed that there are 4 basic obstacles in front of the individual development of faculty members of Gilan Azad universities province, which include individual (personal), scientific(research and educational), organizational obstacles (policymaking, infrastructure and structural) and managerial (managerial characteristics) each of these obstacles has specific components.

The aim of this study was to develop a comprehensive model for job Anchorages of employees of the General Office of Deeds and Real Estate. This research is a combination of data-based type in terms of purpose, applied-development and research method. The statistical population of the research is the employees in the quantitative department, the employees of the General Office of Deeds and Real Estate of the country, whose number is 488 people. According to which, 153 people were selected based on Cochran's formula as a statistical sample and by relative stratified random sampling method. In the qualitative method, sampling was targeted non-randomly until it reached the saturation point in the experts section. In the qualitative section, field method and interview tools were used to extract the factors affecting the job anchors of employees. In the quantitative part, after extracting the components of the employees' job anchors through interviews; Questionnaires were prepared and distributed among employees. The obtained data were used in the qualitative part of content analysis using software MAXQDA and in the quantitative part of structural equation model and SmartPLS software. The results showed that the causal factors affecting employee innovation including organizational, extra-organizational, individual and national factors should be sought. Also, according to the experts of this research, the central category can be considered equivalent to innovation in organizational structure, education, research, human capital, technology and equipment.

Nowadays, one of the most important components of the organizations development is human resources and their empowerment, and leaders by means of empowering behaviors, can provide the basis for the organization’s development and progress and achievements to the desired organizational performance. Considering the importance of this issue, the present research was conducted with the aim of knowing and understanding the leaders empowering behaviors and identifying and explaining their types. This research is practical in terms of it’s purpose and by regard to its nature and method, it is combined with a sequential exploratory approach, in which the content analysis method was used in the qualitative phase, and the survey method was used in the quantitative phase. The participants of the present study in the qualitative and quantitative part of experts include university professors and managers of government organizations, 30 of whom were selected according to the principle of theoretical adequacy and using the purposeful sampling method. In the qualitative part of the research, the data collection tool is a semi-structured interview, the validity and reliability of which was confirmed using the CVR coefficient and intra-coder and inter-coder tests. Also, the data collection tool in the quantitative part is a fuzzy Delphi questionnaire, which was answered by 30 experts, which includes university professors and managers of government organizations and the participants form the quantitative part, And its validity and reliability were confirmed using content validity and retesting. In this research, the coding method and Atlas.ti software were used in the qualitative part, and the Delphi fuzzy method was used in the quantitative part. The results of the research include identifying the types of leaders empowering behaviors, and finally, 20 types of empowering behaviors were identified, among them, power sharing and decentralization, delegation and independence,

The purpose of this study was to identify the process of personal development in order to provide a model of personal development program for primary school principals. The main framework of the research is qualitative and semi-structured interview tools were used to collect data. The research method is qualitative in terms of the nature of the data and applied in terms of purpose. The research participants consisted of professors and management specialists and managers and experts of the education system after theoretical saturation of 22 people who were selected by purposive sampling. Data analysis was performed using thematic analysis technique. The results indicate the identification of 6 main steps as a process for the model of individual development plan of primary school principals including drawing the desired situation, analyzing the current situation, analyzing the gap between the two situations, determining needs and goals, actions and activities of the development plan and Evaluation, feedback and recording of development program results. Also, the prerequisites for the personal development program of primary school principals, the effective factors of the program (individual, organizational and environmental), the requirements (skills, abilities, knowledge and attitude) of the development program, and the strategies of this program in the form of components. Some were identified. Based on the research findings, adopting a practical approach and mechanism to design and implement an individual development plan is inevitable and it is suggested that the research model be used as a tool for this purpose.

Today, the activity scope of organizations is constantly changing, therefore, to overcome these changing conditions, managers must constantly increase their competencies and skills. Managers in Mostazafan Foundation are not exempt from this rule, and to overcome the shortcomings and upcoming developments, they must have new knowledge and skills. Accordingly, personal development is vital for managers. The purpose of this research is to provide a model of individual development of strategic managers of the Mostazafan Foundation.

This research is developmental in terms of purpose and is a qualitative research. The present research was conducted using the theme analysis method. For this purpose, a semi-structured interview was conducted with 30 senior managers of the Mostazafan Foundation who were selected purposefully. The interviews continued until theoretical saturation was reached.

Based on the findings, six dimensions for personal development including knowledge, attitude, communication, professional matter, leadership, and spiritual competence were identified. Additionally, two categories of actions for personal development of strategic managers including knowledge-oriented and skill-oriented methods were found. Besides, a set of individual, organizational, and environmental drivers as well as individual and organizational consequences for the individual development of strategic managers were identified. Then, the set of these variables was presented in the form of a pattern.

The results of the research suggested that the strategic managers of the Mostazafan Foundation can improve their competencies and achieve desirable results at the individual and organizational level by using knowledge-based and skill-based measures of individual development.

Development studies now focus on human resource and human resource development analysis levels. Accordingly, this research is generally concentrated on the individual aspects of HRM. Researches regarding this field are various in terms of concepts, methods and approaches, each of which refers to parts of the individual development model. Therefore, this research aims at developing an integrate review of the present literature and conducting a comprehensive competency-based individual development model through a systematic literature review. The researchers employed open, axial and selective coding method and ATLAS.ti9 for data analysis. 7322 documents were identified. Having subjected them to non-inclusion standards, the researchers presented 37 documents to the software for an in-depth investigation. As a result, 359 narrations were identified and grouped into 177 codes, 21 subcategory and 5 main categories. This research led to the presentation of a new model including the following categories: input, individual development plan (setting goals, prioritizing the goals, goal achievement strategies, time management, revising the individual development plan, participatory implementation, determining evaluation criteria, assessment and monitoring of individuals, feedback, reviewing the individual development plan, output, intervening conditions, and contextual conditions. The proposed model can be employed as a basis of the successful individual human resource development plan by various organizations.

This research is prepared to present a structural model for personal development in TCI. Personal development is an effective procedure in developing and empowering managers in a systematic way.

The descriptive research method is correlational in which the correlations between the components are examined. The research community consists of 220 TCI managers selected using random sampling and another 140 selected from Morgan Table. We collected the relevant data using a personal development questionnaire for managers with reliability of 0.96. Of the components, 16 in three dimensions of development is reviewed including “the effective factors in personal development” and “actions performed in personal development” and “managers’ individual competencies”.

Results extracted from LISREL and “structural equations modeling analysis” demonstrated that structural model for development of managers consists of “three dimensions in personal development”, “the processes and actions in personal development” and “the managers’ individual competencies” in TCI. Each dimension has its set of components and the model has suitable fitness. Consequently, managers’ personal development was examined with a systematic structure. Additionally, the effective individual factors have an influence on process and actions with a path coefficient of 0.37. Process and actions have an influence on individual competencies with a path coefficient of 0.17. The relationship between the components is indicative of a clear process and a correlation so that factors effective in the process and actions will have an influence on individual competencies. The validity of model will be approved using structural equations and quantitative relationships between dimensions of model.

The purpose of this study is to design a pattern of self-developmental behavior.</span></span> This research has been done with a qualitative approach. </span></span></span>Participants in this study are 16 managers and experts of the country's water and electricity industry who are active in the field of technology and human resources and participated in the study through purposeful sampling and theoretical saturation rule. Data were collected using a semi-structured interview and the validity of the interview questions was collected using the participants' feedback strategies and receiving the opinion of colleagues in the research. The method of data analysis is content analysis using coding at three levels: open, central and selective. Findings indicate the identification of four categories of individual development, organizational development, extra-organizational development and self-development strategies, each of which has several components. In the category of individual development, components of self-efficacy, mental maturity, self-awareness, delegation and innovation and in the category of organizational development, components of organizational support, organizational trust, flexible structure, teamwork, in the category of extra-organizational, components of social culture, stability and resources Necessary and identified in the category of self-development strategies, components of education, talent development, succession and the path of career advancement. The results showed that self-efficacy, organizational support, succession and career path are the most important components of self-development behavior in the country's water and electricity industry.

The main purpose of this study is to design a mentoring model in Iran Grid Management Company. This research has been done with a qualitative approach. Participants in this study are 18 managers of Iran Grid Management Company who are active in the field of technology, engineering and human resources and participated in the research through purposeful sampling and theoretical saturation rule. Data were collected using semi-structured interviews. Validity of interview questions was done by content validity ratio (CVR) method and applying the opinions of 5 management experts and all participants in the study. The method of data analysis is inductive content analysis using coding at three levels: open, axial and selective. Findings indicate the identification of three categories of personal development, organizational development and communication development, each of which has several components. In the category of personal development, the components of knowledge, personality and job, in the category of organizational development, the components of management, motivation and human resources and in the category of communication development, the component of customers / stakeholders were identified.The results showed that management, personality and job are the most important components and three aspects of the mentoring pyramid in the company. Effective mentoring depends on the attitude of senior management and how to organize, direct and supervise matters and pay attention to the personality and job component.

This research was conducted with the purpose of analyzing improvement mechanisms of Human Resource Development (HRD) in agriculture faculties. This survey research was descriptive-explanatory. The population of this research consisted of all agricultural faculty members of Iran universities (N=1178). Data was collected using multi-stage random sampling method. Finally، 248 questionnaires were collected. The questionnaire’s validity was confirmed by a group of agriculture faculty members and its reliability was calculated using Cronbach''s alpha coefficient (above 0. 7). Data was analyzed using SPSSwin18 software. The results showed that 48 improvement mechanisms are effective in developing faculty members. They were classified into four principal components of individual، social-participation، professional and educational factors، using explanatory factor analysis technique، which explained 61 percent of variance.