Alireza Badeleh; Rohollah Sameie
Abstract
Abstract Introduction The current study seeks to develop the Productivity Measurement Model (PMM) at Farhangian University to maximize the use of resources, manpower, facilities, reduce production costs, expand markets and increase employment.Methodology In the qualitative phase, using an exploratory ...
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Abstract Introduction The current study seeks to develop the Productivity Measurement Model (PMM) at Farhangian University to maximize the use of resources, manpower, facilities, reduce production costs, expand markets and increase employment.Methodology In the qualitative phase, using an exploratory data collection, the participating team including academic experts in different fields of humanities including the directors of Farhangian University (n=50), were selected by a non-probability (purposive) manner and the snowball method to develop and validate the PMM. Fifteen interviews were conducted with university faculty members until theoretical saturation was reached. To rank and fit the PMM, a questionnaire consistent with the findings of the qualitative section was sent to the academic staff at random. The validity and reliability indices of the questionnaires were calculated by experts; factor analysis and Cronbach's alpha-test of 0.70 were all confirmed. Out of 274 questionnaires distributed, 221 complete questionnaires were returned used as the basis for statistical analysis. Findings After conducting interviews and reviewing previous research, indicators related to productivity measurement by content analysis method (142) and interviews with experts (34) were identified and finally by Delphi method 138 indicators in the areas of "design, planning and resource development" "Education", "Research and Technology" and "Student, Cultural and Social" were approved. In the quantitative phase, the structural equation model was used for validation.DiscussionConsidering that all productivity measurement indicators in Farhangian University have been approved using confirmatory factor analysis in each field, the indicators in the field of research and technology with a path coefficient of 0.977 have a value of t, higher than 1.96. The coefficient of determination of this index is 95.4% of the productivity measurement and it has the first rank and the indicators of the student, cultural and social field with a path coefficient of 0.947 have a value of t, higher than 1.96. The coefficient of determination of this index (89.7%) explains the productivity measurement and is in the second place, and the indicators of the field of education with a path coefficient of 0.937 have a value of t, higher than 1.96. The coefficient of determination of these indicators of 87.9% explains the productivity measurement and has the third rank and the coefficient of determination of this index of 87.7% explains the productivity measurement and ranks fourth among other factors. After determining the productivity indicators, calculations related to productivity indicators and factors affecting productivity changes can be determined.
Bahman Narimani; Hossein Mehrdad; Razieh Jalili
Abstract
IntroductionDeveloping drivers to improve the performance of school principals is one of the vital strategies to increase the efficiency and effectiveness of the organization. In fact, these drivers drive the Optimal and constructive changes and ultimately Improvement and improve the performance of school ...
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IntroductionDeveloping drivers to improve the performance of school principals is one of the vital strategies to increase the efficiency and effectiveness of the organization. In fact, these drivers drive the Optimal and constructive changes and ultimately Improvement and improve the performance of school principals and the education system. Improving the performance of school principals seeks the growth and development of human resources and organizing to design change and qualitative development of human resources, and its purpose is to empower, Empowerment, strengthen skills and build self-confidence and job competence in school principals. The way employees also achieve better performance. The aim of this study was to identify the drivers needed to improve the performance of primary school principals.MethodThis research was conducted in 2020 based on a mixed approach and using both qualitative and quantitative methods. In the qualitative part, the data research method was used and in the quantitative part, the descriptive method was used. Participants in the qualitative section were selected using criterion-based purposive sampling method and according to the theoretical saturation rule, after in-depth and semi-structured interviews with 15 experts, data adequacy was obtained. In the quantitative section, the statistical population included 561 principals of primary schools in Kermanshah province, from which 228 people were selected using multi-stage cluster sampling method with proportional assignment and Morgan table. The construction based on qualitative data was implemented among primary school principals in Kermanshah province. For data analysis, in the qualitative section, systematic coding method and content analysis approach were used, and in the quantitative section, descriptive and inferential statistics were used using Smart pls software. ResultsAfter conducting the interviews and in-depth data analysis, four dimensions of "leadership development", "structure improvement", "performance planning", and "self-development" were extracted and validated.DiscussionThe results showed that the above four dimensions and their related components are specialized and professional drivers that can be used to improve the performance of primary school principals.
