Providing a model of performance evaluation strategies for the regulatory organizations of the Islamic Republic of Iran studied by the General Inspection Organization

Commercial Management - Policy Orientation

Doctoral Dissertation

Abstract

Studies conducted on performance evaluation strategies show that there is no comprehensive model of performance evaluation for regulatory organizations in Iran. The main goal of this research is to design a model of performance evaluation strategies for the regulatory organizations of the Islamic Republic of Iran. In this research, a combined research method was used. Therefore, the grounded theory method was used in the qualitative phase and then the structural equation method was used to confirm the findings. In the qualitative phase of the research, according to the types of organizational performance evaluation strategies obtained (human-centered, process-centered, result-centered, and context-centered), several theoretical propositions were presented in this field. After making hypotheses based on the presented theory, it was time to test the desired hypotheses in the studied society. First, in order to confirm and finalize the conceptual model of the research obtained from the fundamental theory method, before implementing it as a survey, the confirmatory factor analysis of the measurement models was carried out, and then Spearman's correlation coefficient test was used to examine the relationships between the variables. In the qualitative phase, the most important finding is the presentation of a comprehensive model for determining performance evaluation strategies, which was obtained from the data extracted from in-depth interviews. This model describes different types of performance evaluation strategies in regulatory organizations. In the quantitative phase, according to the hypothesis test, all performance evaluation strategy measurement models were recognized as appropriate. Also, the correlation coefficients between all performance evaluation strategies, including human-oriented, process-oriented, result-oriented, and platform-oriented performance evaluation strategies, and organizational performance at a 99% confidence level were obtained.

Chapter One

Research Overview

1-1 Introduction

Nowadays, all organizations - both public and private - need some kind of performance evaluation system for development, growth and sustainability in the competitive arena of today's world. so that they can evaluate the efficiency and effectiveness of their organization's programs, process and human resources. Effective organizations do not just collect and analyze data, but use this data to improve the organization and realize missions and strategies. Therefore, reviewing performance evaluation results is considered an important strategic process. If the performance evaluation is done from a process point of view and regularly and continuously, in the public sector, it leads to the improvement and accountability of executive bodies and public trust in the performance of organizations and the efficiency and effectiveness of the government, and in the non-governmental sector, it leads to the promotion of resource management, customer satisfaction, national development, the creation of new capabilities, sustainability and the promotion of the world class of companies and institutions. In other words, performance evaluation is a light that shows the way. Currently, on one hand, the tremendous changes in management knowledge and on the other hand, the need of organizations to provide optimal performance, have made the existence of an evaluation system inevitable. In fact, the problem of this research is considered in both scientific and practical aspects.

By considering the creation system, we can see that evaluation is at its heart. The existence of a highly balanced order in the universe of creation indicates a well-calculated feedback loop. The evaluation system is considered as one of the elements of this circle, although humans may not be able to explain it due to the lack of knowledge and information, but basically, the consistency and durability of a system depends on the existence of the evaluation and control system in it. Experts and researchers believe that performance is the main subject in all organizational analyzes and it is difficult to imagine an organization that does not include performance evaluation and measurement. Every organization has an urgent need for an evaluation system in order to know its performance, especially in complex and dynamic environments. On the other hand, the absence of an evaluation system in a system is considered to mean a lack of communication with the internal and external environment of the organization, which will cause many problems for the organization. In addition, Executive Regulation No. 4325/44327 dated 1/14/1389, Articles (81) and (82) of the Civil Service Management Law, on the establishment of a performance evaluation system at three levels of the organization.

In addition, Executive Regulation No. 4325/44327 dated 1/14/1389, Articles (81) and (82) of the Civil Service Management Law, has emphasized the establishment of a performance evaluation system at three levels of the organization, managers and employees. According to Article 81, the executive bodies are obliged to implement performance and productivity measurement and evaluation programs in their units by establishing a performance management system including evaluation of the organization's performance, based on a bylaw that is approved by the organization's proposal, and to report the results to the organization while preparing periodic and regular reports. According to Article 82, the organization is obliged to follow and monitor the establishment of the performance management system at the level of all executive bodies and to prepare and submit to the president and the Islamic Council of Ministers every year a report on the performance of the executive bodies and their evaluation in terms of specific and general indicators and how to implement the provisions of this law based on the bylaws that are approved by the organization's board of ministers. These two regulations confirm the necessity of developing performance evaluation models.

Therefore, it can be acknowledged that in the field of application, the studies conducted on performance evaluation and related strategies show that there is no comprehensive performance evaluation model for regulatory organizations in Iran. Currently, there is no specific system with an identity to evaluate the performance of Iranian organizations. The regulatory bodies do not have a clear strategy for evaluating the evaluated organizations, and these evaluations; It is based solely on the preferences and various procedures of the supervisory bodies. This has hindered the effectiveness of evaluation of monitoring devices. This issue creates a condition and a situation in which the costs of conducting the evaluation exceed its benefits and benefits.

In the scientific field, despite the use of the term performance measurement since the 70s, there is still no single and universal definition of it. A review of theoretical foundations shows that there is no general and specific theory in the field of performance structure. In fact, in this field, we are faced with a set of approaches and models that are often based on interdisciplinary perspectives such as economics, psychology, or production management and help us understand and classify the dimensions and aspects of performance.

From a conceptual point of view in human resource management, evaluation as a process with the purpose of measuring performance (Abtahi, 2017; 221), regular performance measurement and providing feedback (Schermerhorn, 2018; 146), performance measurement and presentation Feedback (Singer, 1378; 304) is defined as the regular measurement of work progress, initiative, judgment and innovation (Parkinson, 1369; 61).

The experts mention that attention to the issue of organizational performance leads to the development of organizational theory, and they consider performance to be the main issue in the practical environment. Therefore, this issue has attracted the attention of organization and management researchers, political scientists, economists and executive managers. The evaluation and measurement of performance provides the necessary feedback in the following cases:

According to both the scientific and applied aspects that were investigated, the main problem of the research is what is the model of the types of performance evaluation strategies for the regulatory organizations of the Islamic Republic of Iran? The meaning of the organizational dimension is the organizational domain, and from the thematic point of view, attention is paid to its scientific field or theoretical field. In each of these two perspectives, the general and specific domains are separated from each other, and this research is more focused on selected specific domains (organizational and thematic). In diagram 1-1, the various domains studied in the current research are introduced. 4. Importance and necessity of research in these domains: Explaining the logic and providing acceptable reasons to justify the necessity of study and research in the thematic and organizational domain of any research will be the first necessary condition to guarantee the success and effectiveness of that research. For this purpose, it is necessary first of all to introduce the general scope of the research and in this way prepare the necessary preparations to justify the reasons for choosing the specific scope of the research.

1-5 The importance and necessity of research in the thematic domain

In 1980, the Government Accountability Office [1] of the United States defined performance measurement as an evaluation of the organization's performance taking into account the criteria and measures of productivity, effectiveness, quality and timing (citizen-oriented government performance) 2004).