فصلنامه چشم انداز مدیریت دولتی
پیاپی 17 (بهار 1393)

God has created Human better than more of creatures. By believing this verse, it will increase our self- efficacy. So, it is necessary to understand factors improve students’ self-efficacy and individual capability in the universities of Iran. The new concept of Indigenous Knowledge Management can improve students S-E and I.C. by Indigenous Knowledge creation. In this article, it has been analyzed the impact of Indigenous Knowledge Management as independent and latent variable (along with 4 observed variables) on Individual Capability as mediator and Self-Efficacy as dependent variables, through interviewing and questionnaire ghathering from 280 person, include professors and Ph.D. students in Management Discipline and production managers, using Factor Analysis and Path Analysis techniques and applying LISREL and SPSS software. The results confirm positive and significant relation between independent, mediator and dependent variables.

The purpose of this study was to compare the perceptions of key players in the formation of the Civil Service Management Act and the employees of University of Tehran about organizational justice. Thus a sample of 120 employees was chosen by the stratified sampling in the University of Tehran. The data was gathered from those using a questionnaire developed by the researcher and was designed according to the triple dimensions of organizational justice (distributive, procedural and informational justice). Furthermore, 13 key policy-makers, who had played an impressive role in formulating process of the Civil Service Management Act, were selected with the snowball sampling. The semi-structural interview was also used to gather data. The results show that there is meaningful difference between the perceptions of the two groups in the case of these three dimensions of organizational justice. Furthermore, the key policy-makers evaluate the organizational justice more than the employees of Tehran University.

Like all other organizations the Higher Education need their operations to be examined and assessed in order to benefit optimally. Present study is to define a model to assess necessarily universities’ operations based on humanistic, research, and administrative- logistic, cultural and educational studies by contingency factor (life cycle) among Esfahan and Shiraz provinces. The present study data were collected by 64-question questionnaire and the universe included 322 members of scientific board, specialists and directors. Having examined the data it became known that all factors have positive and significant effects on the assessment except the cultural factor. By virtue of the gained path coefficient it can be said that the most effect was by the educational sources indicator (It had a greater path coefficient) and then the study sources, humanistic sources, administrative- logistic sources, were second, third, fourth and cultural Sources With Negative path coefficient did not have any Effect on the assessment . Of course, such effect increases or decreases by life cycle contingency factor.

Management has been defined in several ways and this has led to a certain ambiguity in its concept. This paper selects 10 definitions that are more comprehensive and examines and evaluates them in terms of the logic and culture of management.

The aim of this research was to investigate the relationship between the Perception of Organizational Politics (POPs) and job satisfaction. The political approach organization was the conceptual framework of this investigate. It was necessity to appear the concept of the "POPs" and describe its role as an independent variable for recognition of role and influence of political behavior organization on main variables, especially job satisfaction. Research Questionnaires were separately evaluated POPs and job satisfaction. Received results of this research shows that first: Perception of Organizational Politics have reverse relation with job satisfaction of emploees. Second: Perception of employee of politics are more than perception of responsibles of politics, also results of this reserch tells relatively extream political space and less job satisfaction in object organization.

Today, philosophy and viewpoints which dominate on personnel performance appraisal of organizations have changed and the necessity to pay attention to employment of suitable strategies of personnel performance appraisal and their integration with strategy of human resources is more obvious. In this research, it is tried that suitable strategy personnel performance appraisal is selected by use of strategic reference points Theory (SRPs). Statistical society of this research composed of all the chiefs and senior specialists of SAPCO Company. This research is among applied researchers from the view point of method purpose and is among descriptive-scanning researches from the view point of method. In this research, first of all it is tried that personnel performance appraisal system is studied in present state by use of a questionnaire, a binomial distribution test and Freedman test, and then the opinions of individuals of statistical society about minor strategic reference points are collected by another questionnaire and strategic situation of personnel performance appraisal in ideal state is achieved. Personnel performance appraisal strategy is motivational strategy in present state and suitable strategy of personnel performance appraisal is considered a multilateral strategy.

Knowledge sharing between individuals to utilize key competencies and achieve competitive advantage in the competitive 21st century is a vital order. Since knowledge sharing is voluntary and not compulsory, thus it is dependent upon soft strategies. In this research, therefore, we are to examine the impact of team climate and empowering leadership on knowledge sharing behavior. Based on that, we presented a model on the basis of previous studies on knowledge management and gathered information from 285 individuals from Tehran University’s faculties’ sports teams. In order to test the model, we used structural equations and PLS. Our findings show that team climate and empowering leadership influenced individuals’ knowledge sharing behavior by way of the mediating attitude and in the same fashion team climate directly affects individuals’ knowledge sharing behavior.