نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری،گروه علوم تربیتی، واحد رودهن، دانشگاه ازاد اسلامی، رودهن، ایران

2 عضو هیئت علمی، گروه علوم تربیتی، واحد رودهن، دانشگاه آزاد اسلامی، رودهن، ایران.

3 عضو هیئت علمی، گروه علوم تربیتی، واحد کرج، دانشگاه آزاد اسلامی، کرج، ایران

چکیده

هدف: هدف پژوهش حاضر ارائه مدلی جهت ارزیابی توانمندی حرفه ای اعضای غیر هیات علمی دانشگاه های ازاد استان تهران می باشد.
روش کار: روش پژوهش آمیخته کیفی و کمی است. جامعه مورد مطالعه شامل تمامی کارکنان غیر هیات علمی استان تهران (نفر3069) که درسال 1401 در واحدهای دانشگاهی اشتغال داشتند می باشند. براساس جدول مورگان ، 345 نفر از جامعه مذکور انتخاب شدند. برای پیشگیری از افت احتمالی حجم نمونه 450 نفر در نظر گرفته شد. برای انتخاب نمونه از روش نمونه گیری تصادفی استفاده شد. برای این منظور 6 دانشگاه در استان انتخاب شد. ابزار پژوهش شامل پرسش نامه محقق ساخته شامل 9 مولفه است. این مولفه ها و زیر مجموعه آنها به صورت پرسش نامه ای ساخته شد؛ پس از جمع اوری اطلاعات با استفاده از تحلیل عاملی و رگرسیون و برای پایایی آن از ضریب آلفای کرونباخ 834/0 محاسبه گردید.
نتایج: یافته های پژوهش نشان می دهد از 53 زیر مولفه مرتبط با مولفه های اصلی 36 نشانگر با کل 9 مولفه مورد نظر دارای همبستگی معنی دار است.
نتیجه گیری: تحلیل مسیر نشان داد که مدل پیشنهادی از 3 عامل مهم شامل مراحل اجرای چارچوب معنی دار بودن (90/0)، داشتن حق انتخاب (92/0)، موثر بودن (92/0)، و مولفه شایستگی در شغل (83/0) در افزایش توانمندی های حرفه ای منابع انسانی غیر هیات علمی نقش منفی ایفا می کند.

کلیدواژه‌ها

عنوان مقاله [English]

A model for evaluating the professional capability of non-faculty members of Azad universities of Tehran province

نویسندگان [English]

  • Laleh Heidary ghadikalayi 1
  • Mahdi Kalantar 2
  • Alireza Mohammadinejad Ganji 3

1 Ph.D. student, Department of Educational Sciences, Roudhen Branch, Islamic Azad University, Roudhen, Iran

2 Faculty member, Department of Educational Sciences, Roudhan Branch, Islamic Azad University, Roudhan, Iran

3 Faculty member, Department of Educational Sciences, Islamic Azad University, Karaj Branch, Iran

چکیده [English]

Porpose: The purpose of the current research is to provide a model to evaluate the professional capabilities of non-academic members of Azad universities in Tehran province.
Methods: The research method is a combination of qualitative and quantitative. The studied population includes all non-academic employees of Tehran province (3069 people) who were employed in university units in 1401. According to Morgan's table, 345 people were selected from the mentioned society. To prevent the possible drop in the sample size, 450 people were considered. A random sampling method was used to select the sample. For this purpose, 6 universities in the province were selected. The research tool includes a researcher-made questionnaire that includes 9 components. These components and their subsets were made in the form of a questionnaire; After collecting data using factor analysis and regression, Cronbach's alpha coefficient was calculated as 0.834 for its reliability.
Findings: The findings of the research show that out of 53 sub-components related to the main components, 36 indicators have a significant correlation with all 9 components.
Conclusion: The path analysis showed that the proposed model of 3 important factors including the stages of implementing the framework is meaningful (0.90), having the right to choose (0.92), being effective (0.92), and the competence component in the job (0.83) plays a negative role in increasing the professional capabilities of non-academic human resources.
 
A model for evaluating the professional capability of non-faculty members of Azad universities of Tehran province
Introduction: Today's organizations are characterized by dynamism and complexity, ambiguity and tradition avoidance, which are always influenced by their surroundings, and have accepted these changes as an inevitable necessity. Predicting changes with relatively reasonable accuracy will be difficult. With the understanding that change has become an integral part and the essence of organizations of the third millennium, the power of adaptation and adaptation to recent developments in various economic and social fields increases. In order to overcome uncertain, complex and dynamic conditions, the only way facing managers is to empower the organization and employees through knowledge and skills that quickly become obsolete. In this study, we have shown what are the obstacles facing the empowerment of human resources of the university and what effect they have on the provision of services in the university. Today, universities have complex and interconnected social, cultural, educational and research roles. Due to the continuous changes and complications that the world is constantly facing; Political and social systems, and especially the higher education system, have been exposed to the criticism of the strong-minded society more than other systems.
Universities, as the most important institutions of education and weak will, are responsible for providing necessary training to science applicants, training the specialized human resources needed by the country, creating and producing new knowledge, and advancing the frontiers of science and knowledge. Today, at the international level, the duties and missions of universities have increased. Therefore, the purpose of this research is to provide a model to evaluate the professional capabilities of non-academic members of free universities in Tehran province.
Materials and methods: The research method is a combination of qualitative and quantitative. The studied population includes all non-academic employees of Tehran province (3069 people) who were employed in university units in 1401. According to Morgan's table, 345 people were selected from the mentioned society. To prevent the possible drop in the sample size, 450 people were considered. A random sampling method was used to select the sample. For this purpose, 6 universities in the province were selected. The research tool includes a researcher-made questionnaire that includes 9 components. These components and their subsets were made in the form of a questionnaire; After collecting data using factor analysis and regression, Cronbach's alpha coefficient was calculated as 0.834 for its reliability.
Results and discussion: The findings from the first sub-question of the research show that 55 indicators for human resource empowerment in Islamic Azad University were identified through exploratory factor analysis, factor extraction method, principal component analysis and all indicators that have values Their extracted commonality was greater than 0.5, they were identified, also 9 components, after explaining the total variance remained in the analysis, and these factors explain almost 72 percent of the variance of the indicators of non-faculty human resource empowerment components in Islamic Azad University. they do.
The findings of the second sub-question of the research: showed that according to the t calculated for each of the dimensions of empowerment including meaningfulness (9.525), sense of competence (8.408), right to choose (5.016), Effectiveness (3.209), participation (7.649), at the confidence level of 0.95, the null hypothesis that H0:M=3 and the counter hypothesis H1:M≠3 have a significant effect. According to the obtained findings, according to the positivity of the average difference (indicating that the average is more than 3), it can be concluded that the state of the identified dimensions of human resources empowerment in the Islamic Azad University is in a satisfactory state.
The findings of the third sub-question of the research show that according to the t calculated for the employee evaluation variable (39/542), at the confidence level of 0.95 the null hypothesis that H0:M=3 and the counter hypothesis H1:M≠ 3 has a significant effect. Therefore, according to the current situation, all variables are at a favorable level due to the positive average difference. It is worth mentioning that in the variable of employee evaluation, only the component of significance with calculated t is 44.093 with calculated t (2.601) at the confidence level of 95/95. 0 has significant values more than 5 hundredths, which can be concluded, the average for this component is not much different from the number 3 (test value) and for this case, the null hypothesis is confirmed and the status of this component in the studied society is not at a favorable level.
The findings of the fourth sub-question of the research: It showed that based on the confirmatory factor analysis, there is a significant effect between each component and each variable. Because based on the calculations, the factor loading of all components is more than 0.4 and is within acceptable limits. Also, considering that all values of the t statistic of the routes are greater than 2.58. Therefore, the evaluation variable is calculated with t (15.79) and the path coefficient is (0.91). have a significant effect on the employee empowerment variable in Islamic Azad University.
The findings of the fifth sub-question of the research: based on the obtained model fit indices (chi-square divided by the degree of freedom) with a value of (2.34), the mean root of the estimation error with a value of (0.045), adjusted fit with a value of (98.98) 0) and... it can be said that the model of this research has a good fit and the model estimated in the sample based on the observations corresponds to the expected model in the society. Undoubtedly, in order to realize the output of the model, which is to create the necessary opportunities to achieve the empowerment of employees, it is necessary to emphasize the dimensions, components and indicators of the model.
Therefore, the findings of the research show that out of 53 sub-components related to the main components, 36 indicators have a significant correlation with all 9 components in question.
Conclusion: The path analysis showed that the proposed model of 3 important factors including the stages of implementing the framework is meaningful (0.90), having the right to choose (0.92), being effective (0.92), and the competence component in the job (0.83) in increasing the abilities of speech Non-faculty human resources play a negative role.

کلیدواژه‌ها [English]

  • Evaluation
  • Professional Capability
  • Non-Faculty Human Resources
Abdullahi B. (2006). "The role of self-efficacy in empowering employees", Tadbir scientific-educational monthly, No. 168. [In Persian].
Abtahi H, Abbasi A. (2017). "Employee Empowerment" (Tehran: Management Research and Training Institute, Khurshid Publishing. [In Persian].
 Bostani Amlashi T. (2009). "Empowerment and its implementation methods in the organization", Tehran: Third Human Resource Empowerment Conference. [In Persian].
Daft Richard L. (2016). “Organization Theory and Design “, United States: South- Western college.
Jahanian R. (2007). "Investigation of the dimensions of the empowerment of educational managers in order to provide a suitable framework for the managers of elementary and middle schools in the country", "Specialized doctoral dissertation in the field of educational management", Tehran: Islamic Azad University, Science and Research Branch. [In Persian].
 Khalili Shurini S. (2004). "Research Methods in Human Sciences", 3rd edition, (Tehran: Yadvareh Kitab Publications. [In Persian].
Kinella Denis C. (2008). "Empowerment of Human Resources", translated by Mehdi Irannejad Parisi and Masoom Ali Salimian, second edition, Tehran: Madirean Publishing House, 2017. [In Persian].
Litie N. (2008). Thaddeus and Linus Teku Fon and Gbolahan Awomodu, “Top Management Commitment and Empowerment of Employees inTQM Implementation” Universit College of Boras.
Maxwell James R. (2005). “Management of Employee Empowerment “, Journal of Organizational Culture, Communications and Conflict, Jan.
Menon Sanjay T. (2001). “Employee Empowerment: An Integrative Psychological Approach”, Clarkson University.Box 5790, Potsdam.
Mirzaei Daryani Sh. (2009). "Empowerment of Human Resources and Change Management", Tehran: Third Conference on Empowerment of Human Resources. [In Persian].
Mohammadi H. (2009). "The role and position of human resource empowerment in Iran's administrative system", Tehran: The Third Human Resource Empowerment Conferenc. [In Persian].
Mohammadi P. (2009). "Informal learning and its role in psychological empowerment of employees", Tehran: Third Human Resources Empowerment Conference. [In Persian].
Momeni M, Faal Qayyomi A. (2007). "Statistical analyzes using SPSS", Tehran: Kitab No. [In Persian].
Ongori H. (2009).“Managing Behind The Scenes: A View Point on Employee Empowerment “, African Journal of Business Management, Vol. 3, No. 1, Pp. 9-15.
Pour Safar A, Hosseini S R. (2009). "Empowerment: Concepts, Theories and Consequences", Tehran: Third Human Resources Empowerment Conference. [In Persian].
Qadirian A A. (2003). "Learning groups, the axis of learning and development of human resources", "New Journal of Cognitive Sciences", Vol. 5, No. 2. [In Persian].
Quinn R and Gretchen S. (1999). “The Road To Empowerment: Question Every Leader Should Consider”, Marshall School of Business University of Southern California.
Ratmawati D. (2007). “Managerial Competency and Management Commitment to Employee Empowerment: Banking Companies Case “, Proceeding of the 13 Th Asia Pacific Management Conference, Melbourne, Australia.
Ravichandran S and Shirley G. (2007). “To Empower or not Empower: The Case of Student Employed in One Midwestern University،s Dining Services “, United States: Kent State University.
Sabzikaran E. (2009). "Investigation of the factors that create the feeling of psychological empowerment of human resources: the case study of Iran's National Oil Products Distribution Company - Tehran region", Tehran: Third Human Resources Empowerment Conference. [In Persian].
Saebi M. (2002). "Trends and challenges of human resource management in the government sector", "Modares Humanities Quarterly", Vol. 6. [In Persian].
Samad S. (2007)/ “Social Structural Characteristics and Employee Empowerment: The Role of Proactive Personality”, International Review of Business Research Paper, Vol. 3, No. 4, Pp. 254-264.
Sayer K and Lynda H. (2004). “Empowerment in Business Process Reengineering: An Ethnographic Study of Implementation Discourses”, Sydney, University of Technology.
Taheri N. (2009). "Evaluation of the current situation of human resources development and formulation of productivity strategies: the case study of Ipco company", "Master's Thesis of Executive Management", Tehran: Industrial Management Organization. [In Persian].
Talebian A. (2009). "Comprehensive model of human resources empowerment", "Tadbir scientific-educational monthly", No. 203. [In Persian].
Ugboro Isaiah O. (2006). “Organizational Commitment, Job Redesign, Employee Empowerment and Intent to Quit Among Survivors of Restructuring and Downsizing“, United States: A&T State University, North Carolina.
 Zare Benadkoki M R. (2009). "The role of employee empowerment in the successful implementation of TQM in organizations", (Tehran: Third Human Resource Empowerment Conference. [In Persian].