Human capital in urban management
Y. Nazimi; K. Teymournejad; K. Daneshfard
Abstract
BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods ...
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BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods and technologies of service. Utilizing the numerous capabilities of technology in the field of urban management also has tremendous consequences, and its development in the form of intelligent municipal services requires the proper management of human resources. With the advent of the Fourth Revolution and the development of a new paradigm called digital human resource management, various areas of the human resource management process, including human resource performance management, need to be revised and updated based on this approach. Therefore, the purpose of this study is to identify the factors affecting human resource performance management with emphasis on the digital city and the prioritization of factors in the Municipality of Tehran.METHOD: This research is applied in terms of purpose, descriptive-survey in terms of method. In order to extract the research background the library method and for data collection purposes the field method, and questionnaire tools were used. After applying the selection criteria, 10 articles were selected for information extraction. After extracting the initial indicators using Delphi technique, 10 experts were interviewed. In order to analyze the data, confirmatory factor analysis and structural equations using partial least squares method have been used. The perspective of 11 employees of Municipality of Tehran using pairwise comparison questionnaire and their aggregation (with geometric mean) and analytic technique network process were performed and factors were prioritized with Super Decisions software.RESULTS: All items had a t-statistic greater than 1.96; therefore, none of the items were removed from the model and in total, all coefficients were significant at the 95% level. The relative weight of technological factor was 0.537, organizational 0.045, behavioral 0.078 and environmental 0.340 and since IR > 0.1=0.07, then there is consistency in pairwise comparisons. With the formation of a limit super matrix through software, the values of technological factors with 0.133, organizational 0.124, behavioral 0.086 and environmental 0.071, respectively, had the first to fourth priorities for human resource performance management with emphasis on the role of digital city.CONCLUSION: According to the obtained indicators, four factors affecting the management of human resource performance including technological, organizational, behavioral, and environmental factors were obtained. Findings from network analysis among all the factors, technological factor had the most impact and organizational factor had the least impact on human resource performance management with emphasis on the role of the digital city.
Human capital in urban management
A. Shahrabi Farahani; K. Teymournejad
Abstract
BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative ...
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BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative and the statistical population of the study was 11 experts in the qualitative section and 660 employees of the organization in the quantitative section. The data collection tool was semi-structured interviews in qualitative section and in quantitative part of the questionnaire was researcher-made. Using the Grounded BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative and the statistical population of the study was 11 experts in the qualitative section and 660 employees of the organization in the quantitative section. The data collection tool was semi-structured interviews in qualitative section and in quantitative part of the questionnaire was researcher-made. Using the Grounded Theory and Theoretical Coding, the initial model was presented and the final model of the research was presented using Delphi technique and obtaining the opinions of experts. Exploratory Factor Analysis and Structural Equation Modeling were used to validate the model. FINDING: The final research model was based on 6 categories, 13 factors and 36 concepts: Causal Conditions included individual and organizational factors, Context including hardware and software capabilities, Intervening Conditions including environmental, behavioral and structural barriers, and Strategies including development and current strategies. Consequences of model implementation were classified into three categories: employees, organization and citizens. Among the 36 concepts identified, the highest factor load was related to the concept of job enrichment with a value of 0.882 and the lowest factor load was related to the concept of productivity with a value of 0.712. This model was investigated among the employees and the results of validation confirmed the model. CONCLUSION: By implementing career management, the field of growth and prosperity of employees in the organization is provided and improves the productivity of the organization and customer satisfaction.
Urban social and cultural welfare
K. Fatehi; k. Teymournejad
Abstract
The foundation of most intellectual discourse is Western-centric to the exclusion of other views. This includes ideal patterns of social interaction, preference for aesthetic, accepted norms and values, and the concepts of dignity, respectability, morality and ethics. Such a position is culturally myopic. ...
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The foundation of most intellectual discourse is Western-centric to the exclusion of other views. This includes ideal patterns of social interaction, preference for aesthetic, accepted norms and values, and the concepts of dignity, respectability, morality and ethics. Such a position is culturally myopic. Western cultural influence colors all of them including moral precepts. The assumption is that Western-centric moral precepts are universally followed. This paper explores these concepts and discusses the dominance of Western-centric point of view in moral precepts. It describes how non-Western-centric views are different and argues that understanding non-Western-centric concepts is a useful undertaking that could expand our horizons.
