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, ...
Read More
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.
Urban social and cultural welfare
T.L.S. Mangahas
Abstract
BACKGROUND AND OBJECTIVES: Innovation can help the human capital of teachers to work more creatively. The job atmosphere consists of the physical environment in which teachers work and the psychological or social-emotional climate created by the interactions and relationships between teachers, students, ...
Read More
BACKGROUND AND OBJECTIVES: Innovation can help the human capital of teachers to work more creatively. The job atmosphere consists of the physical environment in which teachers work and the psychological or social-emotional climate created by the interactions and relationships between teachers, students, and school officials. The study focused on the teaching environment of public tertiary teachers and their association with innovation.METHODS: The study employed a descriptive research method to examine the relationship between the teaching environment and innovation among tertiary teachers. 196 teachers and 28 superior respondents filled out the survey questionnaire. The instrument used the percentage and frequency to analyze the respondent’s profile data and verbal descriptions and weighted mean to describe the variables. It used the following scale: Never, Seldom, Sometimes, Often, and Always.FINDINGS:The respondent profile reveals that 53.1% are females and 46.9% are males. 36.7% of respondents have five years of teaching experience, and 30.6% have a master's degree, while 22.4% have a doctorate degree. Regarding challenging work, teachers and their superiors responded "always" to opportunities to express their ideas, with a mean rating of 4.25 and 4.29, respectively. Teachers also use innovative strategies to improve student performance, with mean ratings of 4.15 and 4.35. Teachers are recognized for a job well done in terms of organizational encouragement, with mean ratings of 3.98 and 4.14, respectively. Teachers possess the professional skills required for resources, with mean ratings of 4.05 and 4.54. Their superiors appreciate extra effort in supervisory engagement, with mean ratings of 4.20 and 4.43. Peers are supportive, with mean ratings of 4.23 and 4.25. Organizational independence was rated "seldom" by superiors on the item that some teachers ingratiate themselves with school officials to the disadvantage of their co-teachers, with a mean rating of 2.43. The result in the Culture of Innovation category shows that school officials allow teachers to try new ideas or strategies, as rated "always" by teachers and their superiors.CONCLUSION: These findings may provide teacher’s human capital development program to align the faculty in their field of specialization, minimize inbreeding and raise the quality of faculty members, and encourage senior faculty to undergo leadership capability training to prepare them how to handle sensitive positions in the university, to give opportunities to be more innovative, to engage them in high-quality research.
