جستجوی مقالات مرتبط با کلیدواژه « competency development » در نشریات گروه « مدیریت »

The aim of this study was to identify the indicators of staff competency development in the center of evaluation and development in the judiciary affiliated to the judiciary in Yazd province. This research is a descriptive study with applied purpose and has been done in a mixed way (qualitative and quantitative). First, by reviewing the literature on the subject of research and then by Delphi method, indicators of employee competency development in order to create a center for evaluation and development are identified and in the next step, using interpretive structural modeling, relationships between dimensions and indicators are determined and analyzed. Is located. Based on the research literature and Delphi method, 7 dimensions and 32 indicators were identified. The main dimensions are structural factors, contextual factors, behavioral factors, factors related to the characteristics of evaluators, competency indicators, characteristics of those evaluated and competency assessment tools. The results show that in model leveling, competency assessment tools were identified in the first level as a dependent variable and structural factors in the sixth level as an independent variable. It is suggested that the improvement of structural factors that are the basis of the model be given priority and in accordance with the set indicators, measurement tools be developed and used for the development of employees and managers.

The aim of this study was to "design a model for the development of employee competence using the Center for Evaluation and Development." This research was an exploratory study with an applied purpose and in a mixed form. First, by reviewing the literature of the research subject and then by Delphi method, the dimensions and indicators of staff competency development were identified and in the next step, the implementation of structural equations was performed. The statistical population in the qualitative field includes 14 experts in the field of human resources and in the quantitative part includes all employees of the judiciary affiliated to the judiciary of Yazd province to 650 people and using Cochran's equation, 241 people as a statistical sample randomly selected Were. Based on the research findings, for the proposed model, 6 dimensions and 32 identification indicators and the main dimensions of the model including structural, contextual, behavioral factors, factors related to the characteristics of evaluators, characteristics of the evaluated and competency assessment tools were identified. It is related to the dimensions of "contextual factors" and "behavioral" and the lowest dimension is related to the "characteristics of evaluators". It is suggested that in order to develop human resources and assess the competencies of the employees of the studied devices, the implementation of the evaluation center is on the agenda and in order to develop the competencies of the employees, attention should be paid to structural, contextual and behavioral factors. Establishing the establishment of the proposed model is helpful.

The purpose of this research was to design a model for developing the competencies of top and middle managers of the National Iranian Petrochemical Company. This research carried out by using a mixed approach. Statistical population was top and middle managers of the National Iranian Petrochemical Company. In data collection stage, it was used a semi-structured interview method, study of high-level documents and literature review of research in the qualitative part and a researcher-designed questionnaire in quantitative part. The extracted data from the interviews analyzed by thematic method using the MAXQDA  software. Based on the findings, the managers' competency model, including three dimensions of personal, interpersonal and administrative, ten components and forty six indices and managers' development model with two general methods, organizational development and self-development designed and the necessary development methods for every competency were presented.

This research is intended to present a model of competency development of commanders and executives of the Islamic Revolutionary Guard Corps of Iran (IRGC). To achieve this goal, one main question and 6 peripheral questions were raised. Using grounded theory, this qualitative research follows developmental research method on the basis of epistemology. The statistical population of this research includes three groups of "academic experts", “commanders", and "executives" of the IRGC. Theoretical sampling method is used to select the sample including 16 people. The data collection is performed by deep interviews and a questionnaire. Data analysis is performed through qualitative method. The research resulted in the competency model of the commanders and managers of Sepah including a comprehensive integrated model. Delphi method was employed for the validation of the research tools. The results of the research were exposed to the interviewees in a questionnaire and after receiving the answers, they were analyzed by binomial tests. With the exception of one environmental dimension, the overall model was confirmed.

In order to develop a competency development model for the staff managers of the National Iranian Gas Company (NIGC), this research was performed using exploratory and combined methods. In the qualitative analysis phase of the study, 12 professionals were selected. Semi-structured interviews were conducted and in a two-step analysis the qualitative data were identified. Following that, a focal group was formed in order to adjust these findings in the framework of a conceptual model. To gather quantitative data, a questionnaire was performed on a sample group of 160 managers of NIGC, selected based on random sampling method. The validity of the questionnaire was 74% and the Cronbach's alpha coefficient of 89% verified its reliability. Quantitative data analysis indicates that management competency status in NIGC is significantly above average. Also, the cause-and-effect analysis indicates that the suggested seven major factors of management competency are complete and comprehensive enough to explain and project the competency levels of NIGC managers. Therefore, it is suggested that continuous assessment of managers’ performance together with training and development programs for them will bring about productivity growth and better competitive advantage for the company.