Designing a Competency Model for Managers for Organizational Profitability, Case study: Tehran railway

Most researches have been conducted on the presentation of a competency model with a general look at behavioral features and the selection and categorization of features based on the views of staff and internal and external experts. And fewer researches can be found that specifically examine the purpose of the organization's profitability in choosing a competency model and its impact on the efficiency and profitability of the organization. In this research, we selected ninety-nine management competency components by studying previous researches in two areas of human resources and accounting management and using a content checklist based on Delphi method. Accordingly, the researcher-made questionnaire was prepared in two parts: the first part of the demographic information, the second part, the importance of each of the components of organizational competence was evaluated. The total population of the statistical society was 2141 directors, assistants, advisers, supervisors and urban trainers, with a sample size of 326 people. Distributed questionnaire and information were collected and analyzed. Data analysis was done using SPSS software (version 22) at two levels of descriptive and inferential statistics. In the descriptive statistics section, statistical characteristics such as percentage, mean, standard deviation and inferential statistics of t-test, factor analysis, Pearson correlation test and development priority index were used.Results The highest correlation was found between professional ethics and transformation, and the least correlation was related to human resource management with customer focus.