Sakine Khatoon Ghazanfari; Reza Yoosefi Saeedabadi; Vahid Fallah
Abstract
Purpose: The purpose of this study was to model the relationship between human resource management system and appointment based on the competence of managers in the higher education system. Methodology: The research method was a combination of mixed (quantitative-qualitative) exploratory type. In the ...
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Purpose: The purpose of this study was to model the relationship between human resource management system and appointment based on the competence of managers in the higher education system. Methodology: The research method was a combination of mixed (quantitative-qualitative) exploratory type. In the qualitative section, the statistical population included university deputies in the department of management and resources development (support) of higher education centers in Mazandaran province. Using the "rich information samples" sampling method with 20 deputies by Delphi method and using semi-structured questionnaires; an interview was conducted. The statistical population of the study, in a small part, included the faculty members (instructor, assistant professor, associate professor and full professor) of higher education centers in Mazandaran province in the academic year 2018- 19. People were selected as the research sample. The data collection tools in the quantitative part were human resource management questionnaires and the desired appointment of managers. The face and content validity of the questionnaire was confirmed by experts and the reliability of the questionnaires was calculated and accepted through Cronbach’s alpha coefficient. Data analysis was performed using exploratory and confirmatory factor analysis with Spss and Amos software. Results: The results of the qualitative section indicated that the human resource management system had eight dimensions and the appointment of competency-based managers had twelve dimensions. The results of the quantitative section showed that all aspects of the human resource management system and the appointment of managers based on competence were approved. Conclusion: Based on the research findings, the optimal appointment of managers in educational centers leads to the strengthening and proper functioning of human resources and consequently the high efficiency of the educational system.
Maryam Bagheri Marghi; Saeed Alizade; Reza Sorani Yancheshmeh
Abstract
Purposes: The purpose of this study was to analyze, rank and evaluate the competency components of the departments of Islamic Azad University. Methodology: The present study was applied in terms of purpose and mixed (exploratory) in terms of data collection. The present study population consisted of ...
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Purposes: The purpose of this study was to analyze, rank and evaluate the competency components of the departments of Islamic Azad University. Methodology: The present study was applied in terms of purpose and mixed (exploratory) in terms of data collection. The present study population consisted of all department heads of Islamic Azad University, Science and Research Branch in the academic year of 1997-98, and 201 people were selected using stepwise cluster sampling. To compile the components, review of documents as well as semi-structured interviews have been used as data collection tools. To analyze the findings, content analysis method was used by categorization method. Also, in order to comprehensively identify the main and sub-components of competency of managers of educational groups, 48 study units in the field of competence components of managers were randomly selected and studied, and also semi-structured interviews with 10 people. Competency experts and department heads were selected and purposefully selected. Result: The results showed that the competencies of department heads include three main parts of managerial, social and personal competencies and 9 main components of perceptual, leadership, decision making, executive, communication, teamwork, people management, characteristics are personality and moral characteristics. Ranking and determining the importance of each component and subcomponent using AHP method. The ranking coefficients of the components are ranked in order of: managerial competencies (leadership, 0.388; perceptual, 0.268; executive, 0.210 and decision-making, 0.134), social competencies (management) Individuals, 0.445; communication, 0.294 and teamwork, 0.261), and individual competencies (personality traits, 0.703 and moral characteristics, 0.297) were identified. Also, with Demetel method, the criteria of managerial competence and social competence are the effective components and individual competence of the criterion is effective. Discussion: Trying to work with the inside of others to replace them with a different competition; Creating cohesion among the members of the educational group, accepting the responsibility of growth and excellence of activities in the group and supporting all of them; Creating a safe and acceptable environment for information with faculty members; Availability for faculty members There are examples of necessary rumors.
