جستجوی مقالات مرتبط با کلیدواژه « شایستگی مدیریت » در نشریات گروه « مدیریت »

In this article, it is argued that there is variation in the meaning of managerial competence for members of groups dealing with managers, and empirical study is proposed to grasp it. Next, application of this proposal is shown through a qualitative study using phenomenography method with 33 participants from employees of an organization. Research data is gathered through semi-structured interviews, and analysis shows six qualitatively different ways of experiencing managerial competence: Competence as being referral, as being developer, as being enabler, as being director, as being institutionalizer, and as being representative. In addition, these ways of experiencing are seen as embedded in a hierarchy constituted by four levels of personal management, employees’ management, work management and work foundation management; which shows their structural differences besides differences in their meanings.

The main objective of this research is to investigate the relationship between managerial competency and management commitment to the employee empowerment on job performance of employees. As an applied research، this study used descriptive-quantitative method. The employees of EN Bank in Tehranmade upour population and based on Cochran’s formula as well as simple random sampling، 187 people were selected. For data collection six different questionnaires were applied. The collected datawere analyzedbased on Pearson correlation coefficient and path analysis test. The results showed that managerial competency and management commitment to the employee empowerment have positive effect on employee job performance. In addition، management motivation and employee empowerment havepositive impact on job performancethrough job satisfaction.