The appropriate model for evaluating the performance of employees of the University of Medical Sciences of the Islamic Republic of Iran Army

Abstract:

Evaluating the performance of employees is one of the most effective tools for measuring efficiency and making decisions about their careers. Recruiting and training, maintaining, transferring, encouraging and punishing, retrenchment and other issues related to employees are all related to the performance evaluation system.

The aim of this research is to provide a suitable model for employee performance evaluation at the University of Medical Sciences of the Islamic Republic of Iran Army. The current type of research is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of this research consisted of all the employees of the Army University of Medical Sciences (total of 500 people), from whom 210 people were selected as a sample using Cochran's sampling formula. The validity of the questionnaire was confirmed through the opinion of experts. The reliability of the questionnaire was also calculated using Cronbach's alpha coefficient of 0.97, which can be claimed that the questionnaire has high reliability. In this research, by using the study of theoretical foundations and research background, a basic model including two components of behavior and performance with 20 indicators was proposed. By using descriptive and inferential statistical techniques of factor analysis, the proposed model was analyzed and confirmed. The findings of the research show that the appropriate model for evaluating the performance of Army University of Medical Sciences employees includes two components of behavior and performance and 20 indicators. 11 indicators of the behavior component in order of priority (based on their weight) including; Courage and courage, ethics, commitment and sincerity, responsibility, honesty, discipline, politeness and respect, communication, patience and stability, flexibility and self-confidence. 9. The performance component index also includes, in order of priority (based on their weight); Management is leadership, planning, problem solving and decision-making, growth and development, training, creativity and innovation, the quantity of tasks performed and the quality of tasks performed. At the end, suggestions are provided to improve the performance evaluation of employees.

Key words:

model, employee performance evaluation, key success factors, performance evaluation criteria, performance evaluation indicators

Introduction

Man is a purposeful and idealistic being. From the beginning of life, he is looking to the future and always wants to achieve his ideals and goals. He is happy with success and victory and unhappy with not achieving his goals. He spends all his energy and resources to achieve his predetermined plans or goals, that's why he always tries to determine his status in relation to the goals. He needs to have feedback, and by gathering information about progress and how this progress is measured, he measures his position and making sure that the goals are achieved, which is called performance evaluation and is considered a kind of motivation and reward for human responsibility. is Therefore, in the rich and fruitful school of Islam, the matter of "evaluation" and "evaluation" is examined in a more precise and beautiful way than other schools, in a phrase from the letter of Hazrat Ali (pbuh) to Malik Ashtar Nakhai: "The righteous and the wicked should not be on the same footing in your eyes, which will discourage the righteous from doing good and make the wicked to do evil, reward each of them according to what they have bitten". The performance evaluation system of the army employees does not meet the desired needs, and in this research, we seek to provide a suitable model for evaluating the performance of the employees of the University of Medical Sciences of the Islamic Republic of Iran Army. 1-1- Description and statement of the problem.

1-1- Description and statement of the problem

A cursory look at the evolution of evaluation shows that in classical management, it was viewed as controlling the tasks and functions of the manager, but today it is a dynamic, continuous, qualitative and reciprocal process (manager and employees) as part of the main human resource management system, a function beyond giving rewards, emphasizing behavior support, creating relationships between managers and employees, and improving human resources in organizations. (Farhadi, 2011). The performance evaluation system is considered one of the most important and fundamental sub-systems of human resources, it is obvious that the performance evaluation of employees is a very important process and one of the most sensitive issues that the managers of organizations face. Despite constant efforts to design optimal and effective systems for employee evaluation, the evidence shows that, in general, the organization's officials are not satisfied with the methods and systems used for employee evaluation. The main reason for this dissatisfaction is various factors, including the complexity of the evaluation process and the existence of shortcomings in the comprehensive evaluation system. The lack of management support, the inapplicability of evaluation systems, the inability of evaluators to evaluate correctly and fairly, and the lack of appropriateness and adaptation of evaluation systems to reality are among the problems that usually hinder the effectiveness of most evaluation systems (Saadat, 2014, 214). But organizations as a social entity need rules to evaluate the competencies of their employees, it is necessary to re-examine and measure the performance of employees after a suitable period of time to ensure its performance and effectiveness, as well as to remove unseen obstacles and problems. Evaluating employees' performance is one of the most difficult tasks of evaluators, because evaluators are usually optimistic about the impact of evaluation results and are aware of its effects on their future progress. Such problems, apart from this, cause conflicts between supervisors and subordinates, which will strengthen destructive behaviors as a result. Knowing the issues and problems and optimizing the performance evaluation system is important from at least two dimensions: First, organizations need to be aware of the efficiency of their employees so that they can improve the status of their human resources and increase the quantity and quality of their products or services in order to improve performance and promote individual and organizational productivity. Second, making employees aware of the results of their performance is desirable for them, they will generally feel growth; By realizing their strengths and weaknesses, they will try to increase their capabilities based on facts (Tajaldin, 2018). A review of the research literature related to the areas of measurement and measurement in the military and law enforcement forces of the world (Gal and Mangelsdorf [2], 2001) shows that with the end of World War II, there have been extensive efforts to use scientific methods to evaluate the performance of military personnel. Especially, these efforts have improved and accelerated after the 80s. According to his interpretation, "the fields of activity of the army have become so specialized that it is not possible to make an error-free judgment about the performance, characteristics, skills and attitudes of the employees and officers working in the armed forces, except by using precise mechanisms and methodologies." Performance evaluation is a process that evaluates employees based on improving efficiency and effectiveness, and provides solutions to improve the situation by determining indicators and getting information about the status of employees. Performance evaluation is one of the most important duties of commanders, managers, and supervisors and is a way to manage employees' affairs (Shahlai, 2011, 281).

In evaluating the performance of employees of the University of Medical Sciences of the Islamic Republic of Iran Army, the drawing scale method is now used. In this method, evaluation factors such as: quantity of work, quality of work, behavior with colleagues and reliability are determined first. For each factor, scores are determined from poor to excellent and at the end, the given scores are added up. In this method, the commander, chief, or supervisor are people as evaluators, and one of the main problems of this method is that it is subjective, in which the personal judgment of the evaluator is effective, and if the number of employees is large, it requires spending a lot of time.