Human capital in urban management
A. Rajabipoor Meybodi; A. Jahanfekr; H. Mahjoor; E. Hosseini
Abstract
BACKGROUND AND OBJECTIVES: The employee's experience during employment can play a very important role in various aspects of the employee-employer relationship and subsequently in the personal improvement of the employee and the development and progress of the organization. Due to the fact that so far, ...
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BACKGROUND AND OBJECTIVES: The employee's experience during employment can play a very important role in various aspects of the employee-employer relationship and subsequently in the personal improvement of the employee and the development and progress of the organization. Due to the fact that so far, the experience of employees has not been measured with regard to the effect of job satisfaction, workplace and organizational culture, this research has innovation. Therefore, the purpose of this research is the identifying the dimensions of employee experience according to the effect of satisfaction, workplace, and organizational culture.METHODS: This study is applied and descriptive. The statistical population consisted of employees of the municipality of Kohgiluyeh and Boyer Ahmed provinces. The statistical population of the research included 823 municipal employees, which was estimated to be 260 for the statistical sample according to the online Cochran formula. The researcher-made questionnaire was compiled according to the research literature and sent to the statistical sample through the porsline link of the questionnaire. For content validity, the evaluation of scientific and executive experts who are aware of the subject and society showed that the questions of the questionnaire evaluate the variables and their relationships well. In the measurement model, the internal consistency of the model or reliability has been measured by calculating Cronbach's alpha coefficient and shared reliability. To measure divergent validity, Fornell and Larcker criteria were used. Data analysis was done using the software of structural equations of Lisrel.FINDINGS: Convergent validity and Cronbach's alpha were used to fit the measurement. The convergent validity was higher than the standard value of 0.5, which was acceptable for all variables. Cronbach's alpha was higher than the standard value of 0.7, which was acceptable for all variables. The t-statistic was used to test the hypotheses. The amount of t-statistic for culture and satisfaction variable was more than the acceptable limit, i.e. 1.96, which means that these two hypotheses have been confirmed. The value of t statistic was less than acceptable and this hypothesis was rejected.CONCLUSION: Considering the relationship between organizational culture and job satisfaction with employee experience, there is a need for managers to try to carry out activities or make decisions that increase employee job satisfaction and improve and make organizational culture more effective in order to create an effective experience and be efficient for employees.
Human capital in urban management
M. Hakkak; M. Nadaf; H. Khalilipour
Abstract
BACKGROUND AND OBJECTIVES: Today, human resources play a key role in the success of organizations and leading organizations have creative, motivated and capable employees. In addition to the characteristics of the employees, the measures and practices related to strategic human resources management ...
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BACKGROUND AND OBJECTIVES: Today, human resources play a key role in the success of organizations and leading organizations have creative, motivated and capable employees. In addition to the characteristics of the employees, the measures and practices related to strategic human resources management planned and implemented by organizations are effective mechanisms to attract employees who believe in their abilities and create energy and motivation in the Khuzestan Regional Water Organization, like any other organization. Also, it requires the deployment of the strategic human resources management capacity and its subsystems to improve the perceived organizational fairness of employees in order to improve work behavior and employee satisfaction, which the present study has dedicated to this important topic. The aim of the study is therefore to examine the relationship between performance appraisal measures and employee satisfaction and to investigate the mediating role of procedural and distributive justice in the relationship. METHODS: The research population were employees of the Khuzestan Regional Water Organization. The sample size was selected based on Morgan's table as 297 people. Data were collected using simple random sampling method. Data were analyzed by descriptive and inferential statistics using SPSS25 and AMOS24 software.FINDINGS: Based on the quantitative data analysis, the results of testing the research hypotheses show that financial measures are significantly related to procedural fairness (C.R.= 6.009) and distributive fairness (C.R.= 5.748), non-financial measures are significantly related to procedural fairness (C.R. = 3.643) and Distributive Justice (C.R.= 5.196). Financial metrics have a significant correlation with employee satisfaction (C.R.= 4,080), non-financial metrics have a significant correlation with employee satisfaction (C.R.= 2,569). Procedural fairness has a significant association with employee satisfaction (C.R.= 2.786), distributive fairness has a significant association with employee satisfaction (C.R.= 2.084). Procedural and distributive justice play a partially mediating role in the relationship between financial and non-financial measures and employee satisfaction.CONCLUSION: The results showed that the use of the comprehensive performance evaluation system is effective on organizational justice and the result will lead to the improvement of the job satisfaction of the employees and the results of this research can be used and generalized in governmental organizations and public non-governmental organizations that have almost the same organizational structure. The use of non-financial measures is suggested to evaluate employee performance, in addition to using traditional financial objective measures to evaluate performance.
