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  3. Investigating the impact of training on organizational effectiveness with regard to the role of moderator of the knowledge management process

Investigating the impact of training on organizational effectiveness with regard to the role of moderator of the knowledge management process

Number of pages: 130 File Format: word File Code: 30583
Year: 2016 University Degree: Master's degree Category: Management
Tags/Keywords: Education - Electric company - Knowledge management processes - Organizational effectiveness - Tehran Regional Electricity Company
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  • Summary of Investigating the impact of training on organizational effectiveness with regard to the role of moderator of the knowledge management process

    Academic thesis for obtaining a master's degree

    Department: Business Management - Transformation Management

    Abstract:

         According to the results obtained from many researches and also observing the course of activities of organizations and companies;  It can be seen that in today's highly competitive environment, there is a strong pressure to improve productivity. And organizational effectiveness is also a part of productivity. On the other hand, it has been proven that the success of an organization depends on having a coherent and dynamic education system; Only by having such a system, the organization can keep pace with social and industrial developments and developments and enjoy a worthy position among other organizations.

    The main goal of the current research is to study the level of organizational effectiveness of the Tehran Regional Electric Company with regard to training and knowledge management in order to answer the key question of whether training can affect organizational effectiveness. In terms of purpose, this research is an applied research and in terms of method, it is descriptive with emphasis on the relationships between variables. The statistical population of the present study is the staff of the Tehran Regional Electricity Company in the number of 750 people, of which 109 people were selected as a statistical sample using targeted non-probability sampling. The required information was collected through a standard questionnaire. Data analysis was done in order to obtain descriptive and inferential findings using SPSS 20 software.

    The results show that training has had a positive effect on the organizational effectiveness of Tehran Regional Electric Company, and knowledge management processes have been able to influence the relationship between training and organizational effectiveness.

    Key words: training, organizational effectiveness, knowledge management processes, Tehran Regional Electric Company

    Introduction:

    This chapter first states the problem of the upcoming research, then states the importance and necessity of the research, and after mentioning the objectives of the research, it enters into the discussion of the theoretical framework of the research and the conceptual model of the research. In the following, it is followed by stating the assumptions of this research and the definition of its variables, and finally the scope of the research is mentioned in terms of subject, place and time.

    Statement of the research problem: (Omidi, Tandnovis, & Ahmad Mozafari, 1391) (Sadeghi & Mohtashmi, 1389). are unsuccessful The answer to such questions requires extensive studies and research in the field of factors related to the effectiveness of organizations. By researching different organizations, researchers have found key and common factors that formed the main focus of future research (Amidi et al. 2013). According to the results obtained from many researches and also observing the activity of organizations and companies, it can be seen that in today's highly competitive environment, there is a strong pressure to improve productivity (Moghareh Abed & Haghighi, 2009) and organizational effectiveness is also a part of productivity. On the other hand, it has been proven that the success of an organization depends on having a coherent and dynamic education system; Only by having such a system, an organization can keep pace with social and industrial changes and developments and enjoy a worthy position among other organizations (Sadeghi and Mohtashmi, 2019). Organizational effectiveness, as the most important goal of any organization, is the destination that all organizational efforts are made to achieve (Mehrabi et al., 2013). (Mehrabi et al., 2014).

    Several factors influence organizational effectiveness, but in the present research, the researcher intends to investigate the effect of training on organizational effectiveness with the role of moderating the knowledge management process in the Tehran Electric Company. It should be noted that most government organizations have several programs for practical training and pay attention to this. On the other hand, knowledge management is also the main tool for increasing effectiveness in organizations. Tehran Regional Electricity Company, considering the sensitivity of the field of activity and also announcing its goals and ideals under the title of "more attention to internal training with the aim of creating a culture of organizational learning" and "emphasis on the productivity of human resources at all levels"; Also, having 3000 personnel and covering 8 million subscribers in Qom, Alborz and Tehran provinces, a suitable statistical population was identified for the implementation of this research.

    Today's world is a world of change and transformation. Rarely a day goes by without innovation and change in the product or service situation.. In such a situation, most organizations are looking for a solution to adapt to these conditions. The solution mentioned by most experts is training and improvement of human resources. According to this article, most organizations have paid more attention to training courses in order to improve human resources. Therefore, the role of training and retraining in organizations is important; In such a way that training is one of the most important preoccupations of managers and policy makers of effective organizations (Sadeghi & Mohtashmi, 1389). Training, while guaranteeing the success of human resources, also leads to the achievement of organizational goals with greater effectiveness. Therefore, one of the factors that has a great impact on organizational effectiveness and can play an important role in its improvement is the training of human resources (same source). (Sadeghi & Mohtashmi, 2019). Many companies around the world spend millions of dollars on training their employees so that they can acquire the necessary skills and knowledge; But there is no guarantee that this training will lead to better performance. This situation occurs especially when the training held in the daily activities of employees is not implemented, or is not transferred to others (Rahman et al., 2013).

    Training alone will not lead to an increase and improvement of organizational effectiveness; Because all the knowledge and skills presented in the training are not correctly and completely transferred to the organization and are not implemented. In other words, in order to obtain the full benefits of training, knowledge and skills must be transferred through training and people must use it productively (Dirani, 2012).

    1-3) Importance and necessity of research: (Rezae Kilidbari, Alikhan Gorgani, & Bagherslimi, 2013).

    In today's world, productivity is almost synonymous with progress. The standard of living in a society depends on the degree of meeting the minimum needs of the society. In other words, the quantity and quality of food, clothing, housing, etc., determine the living standards. Therefore, to improve these standards, production must be increased. An increase in the amount of production requires an increase in labor and capital inputs. On the other hand, these inputs are somewhat limited; Therefore, there is no other choice but to use resources in a better and more useful way (Rezae Keyldbari et al., 2011). Taking a closer look at the previous sentences, we can understand that these concepts are related to the topic of productivity and consist of 2 sub-branches of productivity, that is, effectiveness (more production) and efficiency (better and more useful use).

    The result of the discussion is that the set of managers of societies, countries, organizations, large and small private businesses and even families, which are the smallest structured unit of societies, are forced to consider productivity. But the important point in this valley is to pay attention to the fact that before focusing on efficiency, we must be able to do the right thing (effectiveness) in the first step. In other words, before finding a better way to do a task, the activity itself should be chosen.

    When it is known what needs to be done to solve a problem, progress or any other goal, then you will look to find out what factors can play the role of an auxiliary force on the way to achieving the goal, or what factors can be obstacles on the way. One of the measures that helps organizations in achieving their goals is training employees and empowering them according to the needs of the organization so that they can perform the tasks assigned by the organization. In most of the large companies in the world, about 50% of investments are made in the field of training and development (Jodlbauer et al., 2011) and companies all over the world spend millions of dollars on training their employees. Training enables employees to acquire new skills and knowledge, but there is no guarantee that training will lead to improved performance; This happens especially when employees are taught knowledge and skills that are not appropriate for the organization. Therefore, the category of training is a very important issue that cannot be ignored easily.

    Training alone cannot increase organizational effectiveness to a higher level, because all the knowledge obtained from training is not implemented in the organization. In other words, knowledge transfer (productive use of acquired knowledge and skills) must be effectively carried out to its appropriate place in the organization in order to achieve maximum benefit (Dirani, 2012).

  • Contents & References of Investigating the impact of training on organizational effectiveness with regard to the role of moderator of the knowledge management process

    Table of contents

    Chapter 1 - Research overview

    1-1) Introduction.. 2

    1-2) Statement of the problem. 2

    1-3) The importance and necessity of research. 3

    1-4) research objectives. 5

    1-5) theoretical framework. 5

    1-6) Research hypotheses. 7

    1-7) Conceptual and operational definition of research variables. 7

    1-8) research field. 11

    Chapter Two - Research Literature

    Part One: Education

    2-1-1) Introduction... 14

    2-1-2) Definition of Education. 15

    2-1-3) Theories of education. 16

    2-1-3-1) theories of behavioral learning school. 16

    2-1-3-1-1) theory of classical conditioning. 17

    2-1-3-1-2) theory of instrumental conditioning. 17

    2-1-3-1-3) theory of agent conditioning. 17

    2-1-3-2) Cognitive learning school theories. 17

    2-1-3-2-1) Bandura's cognitive-social learning theory. 18

    2-1-3-2-2) Piaget's theory of cognitive development. 18

    2-1-4) Effects and importance of education. 21

    2-1-5) Factors affecting education. 26

    Part Two: Knowledge Management

    2-2-1) Introduction... 29

    2-2-2) Definition of Knowledge Management. 29

    2-2-3) Knowledge Management Theories. 32

    2-2-4) Effects and importance of knowledge management. 34

    2-2-5) Factors affecting knowledge management. 36

    2-2-6) Introduction of knowledge management project in Tehran Regional Electricity Company.  38

    The third part: Organizational effectiveness

    2-3-1) Introduction... 41

    2-3-2) Definition of organizational effectiveness. 41

    2-3-3) organizational effectiveness theories. 42

    2-3-3-1) approach to achieving the goal. 42

    2-3-3-2) systemic approach. 42

    2-3-3-3) strategic stakeholders approach. 43

    2-3-3-4) competitive values ??approach. 43

    2-3-4) effects and importance of organizational effectiveness. 43

    2-3-5) Factors affecting organizational effectiveness. 44

    2-3-6) History of Tehran Regional Electricity Company. 46

    Fourth section: research background

    2-4-1) Introduction .. 54

    2-4-2) Research conducted abroad. 54

    2-4-3) Investigations done inside. 55

    Chapter 3: Research implementation method

    3-1) Introduction... 57

    3-2) Research implementation process. 57

    3-3) research method. 58

    3-4) Statistical society. 59

    3-5) research sample. 59

    3-6) sample size. 60

    3-7) Research data collection method. 61

    3-8) research data collection tool. 61

    3-9) Validity and reliability of the data collection tool. 61

    3-9-1) validity (credibility). 62

    3-9-2) reliability (trust). 62

    3-10) data analysis method. 63

    Chapter Four: Data Analysis and Research Findings

    4-1) Introduction... 66

    4-2) Description of demographic variables of the respondents. 67

    4-3) Description of research variables. 71

    4-4) The normality test of research variables. 76

    4-5) Research hypotheses. 76

    6-4) Investigating the impact of knowledge management process dimensions on the relationship between skill training and organizational effectiveness. 78

    4-7) Inferential statistics to investigate the effect of demographic variables on research results. 79

    Chapter Five: Discussion, Conclusions and Suggestions

    5-1) Introduction... 83

    5-2) Description of research variables. 83

    5-2-1) Descriptive statistics results. 83

    5-2-2) Description of research variables. 83

    5-3) Results of hypothesis testing and research model. 88

    5-4) Comparing the results of the hypothesis test with the results of the research background. 89

    5-5) Suggestions from the results of hypothesis testing. 90

    5-6) research limitations. 92

    5-7) Suggestions for future research. 93

    List of sources

    Persian sources.. 95

    English sources. 99

    Appendices.. 105

    Persian sources:

    Ebrahimi, S. (2012). Knowledge management in governmental and non-governmental organizations. Cooperative and Village, 5(0), 53-70.

    Akhvan, P., Olyaei, A., Destranj Mamqani, N., and Thaghafi, F. (1389). Development of knowledge management cycle processes based on factors affecting the success of knowledge management. Science and Technology Policy, 3(2), 1-12.

    Omidi, A., Tandnavis, F., and Ahmad Mozafari, S. (2011). The relationship between organizational culture and the effectiveness of knowledge management and organizational effectiveness in some sports organizations in Iran. Journal of research in sports management and movement behavior, 2(4), 87-103.

    Omidi, A. R., Tandnavis, F., and Mozafari, A. A. (2011). The relationship between organizational culture and the effectiveness of knowledge management and organizational effectiveness in some organizationsThe relationship between organizational culture and the effectiveness of knowledge management and organizational effectiveness in some sports organizations in Iran. Research in sports management and movement behavior, 2(0), 87-104.

    Amini Faskhudi, A., and Hadinejad, B. (2011). Measuring organizational effectiveness with structural equation modeling approach. Management Research in Iran, 16(3), 1-20.

    Bardbar, G., and Zarei, M. (2012). Investigating the effect of organizational social capital on improving the level of knowledge management in the welfare organization of Yazd province. Applied Sociology, 24(4), 227-244.

    Bahyan, M., Salimi, Q., and Talebi, H. (1384). An analysis on the amount of use and the effect of various trainings in improving the knowledge and skills of employees. Journal of Faculty of Administrative Sciences and Economics, 7(1), 21-45.

    Pourqar, A., Nastizaei, N., and Hazare Moghadam, M. (1389). A comparative study of the effect of short-term face-to-face and non-face-to-face training courses on employees' organizational commitment. Management Research, 3(8), 141-123.

    Pourkiani, M., and Gholami, M. (2012). Investigating the relationship between positive employee behaviors and organizational effectiveness in the executive bodies of Birjand city. Work and society, 0(0), 38-50. M. (1388). Evaluation and development of the knowledge management cycle model (case study: University of Science and Technology). Military Management, 3(9), 95-118.

    Heidari, N., Farahani, A., and Ghofrani, M. (1388). Investigating the relationship between empowerment and knowledge management of employees of the General Department of Physical Education of Sistan and Baluchistan province. Physical education and sports sciences, 2(0), 25-34.

    Khosh, S. G., Ebrahimi, N. M., and Falah Lajimi, Hamid, R. (2005). Investigating the relationship between knowledge management processes and the effectiveness of knowledge management. Industrial Management Studies (10), 25-46. Desler, G. (1942). Fundamentals of human resource management (translated by A. Parsaian and M. Arabi), Tehran: Cultural Research Office.

    David, F. A. (1999). Strategic management (translated by A. Parsaian and M. Arabi), Tehran: Cultural Research Office.

    Robins, A. P. (1388). Theory of Organization (Organizational Structure and Plan) (Translated by M. Elwani and H. Danai Fard), Tehran: Saffar Publications. Radfar, R., Rezaei Malek, N., and Rezaei Malek, M. (2013). Evaluating the degree of improvement of the financial operators of the organization by implementing the knowledge management system. Management Accounting, 7(0), 33-46.

    Rezae Kilidbari, H., Alikhan Gorgani, R. A., and Baghersalimi, S. (2011). Human resources productivity with emphasis on concepts, models and effective factors. Rasht: Farhang Ilya Publishing House.

    Raofi, M. H., and historical Quchani Darus, A. (1383). The effect of in-service training on the efficiency and productivity of school administrators and staff. Educational and Psychological Studies, 5(1), 67-80.

    Zarger, M. (1382). Principles and concepts of information technology. Tehran: Optimum Publications.

    Saadat, A. (2011). Human resource management. Tehran: Samt.

    Sekaran, A. (1386). Research methods in management. Saebi Mohammad, Shirazi Mahmood. Tehran: National Management and Planning Organization, Public Management Training Center.

    Sidjavadin, S. (1388). Basics of human resource management. Tehran: Tehran University Press.

    Safi Saldehi, M. H., Kozechian, H., Ehsani, M., and Saifi Saldehi, M. (2011). The effect of entrepreneurial structure on organizational effectiveness in the physical education organization of the Islamic Republic of Iran. Sports Medicine Studies, 0(0), 215-236.

    Sadeghi, Z., and Mohtashmi, R. (1389). The role of educational evaluation in improving organizational effectiveness. Human Development of Police, 7(33), 87-106.

    Salehi De Padkani, H., and Minaeifar, M. (1389). The role of knowledge management in meeting information needs

    Ziaei, M. S., Taleghani, G., Tanami, M. M., and Nargesian, A. (1386). Investigating the impact of various training techniques on improving the productivity of human resources in Tehran University. Organizational Culture Management, 5(1), 139-160.

    Alagmand, A. (1387). General management. Tehran: Forozesh Publications.

    Qassimi, B. (2011). Management of organizational behavior. Tehran: Sepahan.

    Kazemi, M., Rezaei Rad, M., and Pour, S. (1390). Examining the model of the influencing factors of e-learning on knowledge management capacity and innovation in performance. Technology Research and Development, 3(5), 67-94.

    Karam Dokht, R. (1390). Investigating the relationship between managers' organizational ethics and organizational effectiveness of secondary schools in Babolsar city. Educational leadership and management, 5(1), 115-126. Keshavarzi, A. H., and Vazin Karimian, M. (2012). Exploring the legal system of preparation and development of knowledge and knowledge management in Iran's administrative system, focusing on the civil service management law. Public administration perspective, 1(4), 37-62.

    Guderzond Chegini, M. (2012)

Investigating the impact of training on organizational effectiveness with regard to the role of moderator of the knowledge management process
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