Ranking of dimensions of organizational learning in human resources productivity using TOPSIS fuzzy method (case study of Mahalat city municipality)

Dissertation for Master's Degree

(M.A(

Public Administration Orientation (Human Resource Management))

Abstract:

In this research, the relationship between organizational learning components and human resources productivity was examined. The statistical population of this research is all senior, middle and executive managers of Mahalat city. The number of main managers equals 15 people, the number of middle managers equals 28 people and the number There are 19 executive managers. A questionnaire was used to collect research data. The questionnaire of this research includes 24 seven-choice questions. To determine the impact of each dimension of organizational learning and also to rank the dimensions of organizational learning in the productivity of human resources, the FTOPSIS method is used.

In this research, 5 important factors include individual skills, mental models, and perspective Common is team learning and system thinking, it was investigated and it was found that using the opinion of the main managers, individual skills have the most impact and shared vision has the least impact on the productivity of human resources in the organization. Using the opinion of middle managers, individual skills have the most impact and team learning has the least impact on the productivity of human resources in the organization. According to executive managers, mental models have the most impact and shared vision has the least impact on the productivity of human resources in the organization. Keywords: organizational learning, human resource productivity, individual skills, mental models, team learning, systems thinking, shared vision. Chapter 1. Research overview 1-1 Introduction:

In today's business environment, changes are taking place with rapid steps. Organizations in the field of competition in the global business environment are required to respond favorably to continuous changes or perish. In order to be superior to other organizations, an organization must develop human resources and increase the amount of information and knowledge available. Employees and the knowledge in their heads are very valuable resources for organizations. Knowledge and how to know are strategic resources of organizations that must be managed and developed. Therefore, organizational learning and knowledge production have been receiving attention in recent years. (Hornstein, 2006; Otala, 2000; Paajane & Kantola, 2008)

One of the ways to gain sustainable competitive advantage is to emphasize and pay attention to the continuous learning of the organization's employees in order to achieve organizational goals with maximum effectiveness. Certainly, today's changing environment will not allow organizations to be managed in a traditional and permanent way in the face of the pressures caused by the skills, abilities and technologies of competitors. (Shahabi, 1384)

Organizational learning is a dynamic process that enables the organization to quickly adapt to change. This process includes the production of new knowledge, skills, and behaviors. Organizational learning is the main way to create expertise and improve the organization's efficiency. So a successful organization must be in dynamic learning. were not working, and they were doomed to be dinosaurs who did not have the ability to adapt to the environment, especially with regard to the changes in the environment, and they are forced to either change their structure or equip themselves with the tools to deal with global changes. One of the most important tools is to create a learning organization, to institutionalize organizational learning They are more successful to learn earlier, faster and better than their competitors. Instead of their traditional behaviors and movements, which included training in the best form, they become an organization that always learns, that is, they use their efforts to learn as a competitive advantage. The need to check it considering the competitive levels, technological complexity, variety of tastes, lack of resources and the speed of information exchange is not hidden from anyone. The productivity of human resources is one of the most important factors that play a role in the progress of any organization.Nowadays, more attention is paid to the productivity of human resources and determining the position of man and his contribution in the production of goods and providing services, and one of the productivity strategies is to pay attention to the role of human resources (Alwani and Ahmadi, 2013).

The productivity of human resources means maximizing the use of human resources in a scientific way in order to reduce costs and satisfy employees, managers and consumers in order to move towards the goals of the organization with the least time and least cost (Minai Fard, 2017). According to Somanet, the productivity of human resources from the point of view of managers means achieving everything together with effective performance.

On the other hand, organizational learning is a kind of ability that all organizations must learn and develop. The reason for this point is that the more organizations are progressive in the matter of organizational learning, the better they can recognize their problems and correct mistakes (Najaf Begi, 1379, 190). Therefore, despite learning at the level of the above organization, it is possible to identify the problems and errors that are effective on the productivity of human resources, and overcome the above-mentioned problem in the desired set.

Organizational learning is the process of updating and changing the common mental patterns of the organization, which through the acquisition and use of information, creating knowledge and its internalization in the organization leads to gaining a competitive advantage, increasing profitability and finally improving performance.

Learning is the heart of productivity activities. In other words, it is easier to learn a new form of work. (Markurat, translated by Zali, 1385). Therefore, the relationship between organizational learning and productivity can be expressed according to the perspective of "Restata" in such a way that the learning of individuals and organizations is a permanent and stable source for competitive profitability that increases the efficiency of the organization. Learning helps people to see and understand the future and take it and use it to achieve the organization's goals. According to the definition of effectiveness, the effectiveness of the organization increases. As we know, the two main dimensions of productivity are efficiency and effectiveness. Therefore, by applying learning at the organization level, productivity increases. The purpose of this research is to investigate the issue of increasing the productivity of human resources in the municipality of Mahalat, which is one of the main concerns of the senior managers of the organization, by emphasizing the role of education in achieving goals. This is while the issue of training and improvement of human resources is one of the important pillars of human resources management (Jezni, 2008; Seyed Javadian, 2007).

According to the development of the five-year strategic plan of Mahalat Municipality (2009), one of the important goals is to strengthen the urban management system by relying on maximum participation, which is created only in the shadow of organizational learning. Therefore, by spreading learning at the organization level, the municipality can solve the problem of low productivity of its human resources while advancing its strategic goals. On the other hand, due to insufficient attention to learning at the level of the organization in question, the researcher, while proving the issue that organizational productivity is affected by organizational learning, seeks to provide solutions to solve the problem of learning as an important factor on the productivity of human resources of local municipalities. The problem is that the municipality of Mahalat suffers from the low productivity of human resources in its complex. And this drop is due to the low level of organizational learning. 1-3 The importance and necessity of research: There is always a danger for the organization that with the passage of time they gradually fall in love with their traditional and inflexible patterns and do not take a step to change and evolve them and ultimately be destroyed by inappropriate patterns. According to Peter Senge, if organizations want to succeed, they must increase their knowledge levels and this can only be achieved by practical learning. (Sengeh, 1385).

Productivity is always a result of a group of intervening variables that dim its brightness. Factors such as the low quality level of doing things, the inefficiency of the structure, the weakness of management systems, the lack of meritocracy in management, the lack of suitable cultural platforms for the implementation of projects related to productivity, the job dissatisfaction of employees, the lack of job stability of managers and employees, the lack of trust between managers and employees, the lack of appropriate and up-to-date training in the field of productivity systems, the lack of a long-term vision in management, the lack of clarity in the organization's missions, the lack of work ethics in employees, the weakening of the employee participation system within the organization, quality The absence of a management system and other reasons have made productivity a complex variable.