Abbas Ghaedamini Harouni; Mehrdad Sadeghi De Cheshmeh; Samaneh keldani; Ghulam Reza Maleki Farsani
Abstract
Purpose: The purpose of this study was to investigate the effect of organic and mechanical structures on organizational performance with the moderating role of organizational culture.Methodology: The present study was conducted by descriptive correlation method. The statistical population of the present ...
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Purpose: The purpose of this study was to investigate the effect of organic and mechanical structures on organizational performance with the moderating role of organizational culture.Methodology: The present study was conducted by descriptive correlation method. The statistical population of the present study included Toka Foolad (public joint stock) investment companies with 24 companies with 5340 employees, which was extracted by stratified sampling method with a volume of 363 samples. In order to determine the sample size, Cochran sampling formula was used. The collection tool of this research is standard questionnaires including; the organizational structure was Vega and Januzas in 1979, Denison's organizational culture in 1999 and the organizational performance of Nadi and Hazeghi [1]. The content validity of the questionnaires was confirmed by the supervisor and several thematic experts and the face validity was confirmed by several members of the statistical community 0.839, 0.820 and 0.868 were estimated. Analysis of research data at two descriptive levels using statistics such as mean and standard deviation and inferential using structural equation model, etc. was performed by SPSS 26 and warp pls 6 software.Findings: The results showed that Mechanical and organic structures affect organizational performance with coefficients of -0.37 and 0.32, respectively, but organizational culture does not moderate these relationships.Originality/Value: In this research, the effect of organic and mechanical structures on organizational performance with the moderating role of organizational culture has been studied and analyzed.
Manpower productivity
Abbas Ghaedamini Harouni; Meysam Babaeefarsani; Mehrdad Sadeghi Deh Cheshmeh; Ghulam Reza Maleki Farsani
Abstract
Purpose: The purpose of this study was to determine the impact of HR strategies on human resource productivity with the effect of moderating strategic leadership in Islamic Azad University of Shahrekord.Methodology: The research method was descriptive and correlational in terms of purpose and data collection. ...
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Purpose: The purpose of this study was to determine the impact of HR strategies on human resource productivity with the effect of moderating strategic leadership in Islamic Azad University of Shahrekord.Methodology: The research method was descriptive and correlational in terms of purpose and data collection. The statistical population of this study consisted of 300 employees and managers of Islamic Azad University of Shahrekord. 168 individuals were selected through Cochran formula through simple random sampling. The research tool was the standard strategic leadership questionnaire of Serat et al. [1]. The standard questionnaire of human resources strategies of [2] and [3] standard questionnaire of human resource productivity were validity of questionnaires based on content validity using the viewpoints of experts, formal based on the view of a number of communities. Statistical analysis was performed using factor analysis the validity of the questionnaires was confirmed after the necessary terms. On the other hand, the reliability of the questionnaires was estimated by Cronbach's alpha as 0.90, 0.91 and 0.92, respectively. Data analysis was performed at two levels including descriptive and inferential. Pearson correlation coefficient, Structural Equation Modeling (SEM) was used.Findings: The results showed that HR strategies have an impact factor of 0.72 on personnel productivity and this effect is significant less than 0.05. On the other hand, the amount of adjustment effect of strategic leadership is 0.55 and it is less than 0.05, meaning that this adjustment effect is significant.Originality/Value: In this regard, the present study investigates the effect of human resource strategies on human resource productivity with the effect of adjusting strategic leadership in Islamic Azad University, Shahrekord Branch.
Manpower productivity
Abbas Ghaedamini Harouni; Mehrdad Sadeghi De Cheshmeh; Majed Maharani Barzani; Javad shah Mohammadi
Abstract
Purpose: The purpose of this study was to determine the relationship between talent management and employee productivity in Isfahan governorate.Methodology: The research method was applied in terms of purpose and descriptive-correlational in terms of data collection. The statistical population of the ...
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Purpose: The purpose of this study was to determine the relationship between talent management and employee productivity in Isfahan governorate.Methodology: The research method was applied in terms of purpose and descriptive-correlational in terms of data collection. The statistical population of the present study consisted of all employees and managers working in Isfahan governorate in the number of 416. 370 people were selected as a sample through Cochran's sampling formula through simple random sampling method. Goldsmith (1980) and Armstrong talent management questionnaire (2006) that the validity of the questionnaires were examined based on content, face and structural validity and after the necessary terms the validity was confirmed and on the other hand the validity of the questionnaires by alpha method. Cronbach was estimated to be 0.91 for manpower productivity and 0.86 for talent management, and the data were analyzed at both descriptive and inferential levels including pearson correlation coefficient and multivariate regression.Findings: The results showed that talent management has a significant positive relationship with human resource productivity among Isfahan provincial staff (p <0.05) and also showed that the dimensions of talent absorption, retention of talents and talent development with human resource productivity among Isfahan Governor's staff has a significant positive relationship (p <0.05) and the dimensions of talent retention and talent development can predict the productivity of human resources among Isfahan Governor's staff.Originality/Value: The results of this study provide completely accurate, correct and clear information about the relationship between talent management and employee productivity. These results can be a roadmap for Isfahan provincial managers to strengthen and improve staff productivity through talent management.
