فصلنامه آموزش و توسعه منابع انسانی
پیاپی 6 (پاییز 1394)

The purpose of this research is to Study the effect of coaching on psychological empowerment of first-grade teachers in Khuzestan province, Saydoon region. This is quantitative research and semi experimental along with pretest-posttest with control group. This research has practical aim. From 40 teachers of first grade, 28 people (17men, 11women) have been selected based on volunteers subjects as a sample. They have been divided randomly to one control group and experimental group. Data was collected through questionnaire. The used tool was Spritzer Psychological empowerment questionnaire with 0.86 reliability. Coaching administered through contacting with experimental group and presenting a package of education during 3 months. Data analysis was done through descriptive statistics (mean, standard deviation) and inferential statistics, t- test by means. Research results showed that the average of psychological empowerment and its dimensions in the post-test of experimental group was significantly different from the post-test. So coaching makes psychological empowerment among teachers.

The main objective of this study is to evaluate the current status of the employee training and development system in Iranian organizations. The study deploys a descriptive research design and a combination of survey approaches including field study, interviews, focus groups, longitudinal study and trend analysis for data collection. The main basis for data collection and analysis is a Training and Development Excellence Model, which is used for evaluating the organizations under study. The statistical population of the study is comprised of all Iranian organizations that are active in five businesses; services, manufacturing, health and medicine, finance and insurance, and education. Moreover, these organizations are categorized into (1) large and (2) small- and medium-sized enterprises (SMEs) each of which are further divided into private and public businesses. According to this algorithm and using a combinational approach, 20 organizations are selected as the sample population from the four categories described above via purposeful single-stage cluster sampling. Apart from literature review, methods such as interviews and focus groups are conducted in the evaluation process. The collected data are analyzed for descriptive statistics including the indicators of central tendency and dispersion. Furthermore, levels of excellence are analyzed with radar logic. The results indicate that the status of training situation differs for types of business, sizes of enterprise and types of organizational ownership. Of the five types of business, organizations active in the banking and financial sector scored highest on three key indicators of training performance: the average direct cost of training per employee, hours of training per employee, and the ratio of trained employees to the total staff. Organizations active in the manufacturing sector had the highest performance only in the key indicator of the ratio of trained employees to the total staff. Moreover, large-sized organizations had a better performance than SMEs and private organizations had a better performance than public organizations in all the four indicators of performance. The findings also suggest that organizations active in banking and finance, manufacturing, health and medicine, education, and services have shown the lowest degree of overall satisfaction with training performance.

This article has examined the current and favorable situation of training transfer and prioritizing its influencing factors in NPC. Method of this study due to the nature is descriptive of the survey type. The population of this research is 500 people of the National Petrochemical Company employees, according to Morgan table among them 220 people were selected by random sampling. The data gathering tools consist two separate questionnaires are included learning transfer system questionnaire with 46 items and paired comparison questionnaire with16 factors. The results of the onesample T-test showed that organizational factors with their component included positive personal results, negative personal results, supervisor sanction and supervisor feedbacks/coaching performance in the NPC are placed in unfavorable condition. But colleague support components and support supervisor / managers are in a good condition. Training factors with individual capacity for transfer are in good condition, but component of content validity, transfer design and opportunity of the use in learning is in the unfavorable condition. Individual factors, along with their components included, Learner readiness, self-performance, transfer motivation, effort-performance expectations and performance-result expectations in Petrochemical Company are in a good condition. And eventually results of the group AHP technique showed that organizational factors, training factors and individual factors, respectively, in the first, second and third priority on the learning transfer.

The purpose of this study is to seek Effectiveness for psychological needs of workplace through In-service training, test for role of mediator in employees’ socialization. The current research method is descriptive and the research project used was based on Structural equations model. The statistical population is all employees of Urmia University in which 260 were selected by stratified random sampling method. Data were gathered through three questionnaires, In-service training, organizational socialization and needs of workplace. Results of structural equation modeling showed that: The relationship between in-service training with psychological needs of workplace and organizational socialization is positive and significant. Relationships between organizational socialization and psychological needs of workplace are positive and significant. Also the relationship between inservice training and psychological needs of workplace with role of mediator in organizational socialization is positive and significant.

The purpose of this study was to investigate the effectiveness of training for positive leadership behaviors of managers on job performance of employees. The experimental research design was through pre-test and post-test with control group. The participants were 42 managers in NIPC who were selected by random sampling method and then divided randomly in experimental and control groups (each 21 employees). Furthermore in order to evaluate the impact of educational programs, 2 to 3 employees per manager were randomly selected then a pre-test was tested on control groups. After 3 days (20 hours training) educational interventions related to the main treatment were performed on managers and after 6 months the experimental test have been done on control groups. Data has been collected by using from two questioners: authentic leadership questionnaire (by Walumbwa and et al, 2008) and job performance questionnaire (by Heilman and et al, 2000). Data analysis with ANCOVA indicated that the training of positive leadership behaviors of managers increases employees job performance.

Traditionally, mentoring process was very important and it seems to be more important than before with the use of information technology. This study was a quasiexperimental study and its aim is to investigate the effect of an electronic mentoring program on students career path decisions among graduates of management and also the effect of face to face communication to improve the outcomes of these relationships. In order to implement the study, a mentoring relationship was carried out between 12 mentors and 86 mentees and in order to examine the importance of face to face meeting among mentors and mentees, half of the mentees had the opportunity to meet their mentors. The results indicate that students career decisions in each of the five dimension of self-assessing, getting occupational information, goal setting, planning for the future, and problem solving has been promoted after mentoring courses compared to before holding course. Other results of the study indicate that the face to face meeting create higher satisfaction of mentoring relationship and promote the career path decisions.

Implementing Performance Management System (PMS) is seen as a main concern of enterprises. According to research findings, near to 70 per cent of enterprises evolutionary programmes, such as: Strategic Planning, Knowledge Management, Performance Management, and Total Quality Management (TQM), have been failed due to a lack of enough motivational factors. Therefore, it is important to identify and trigger motivational factors of enterprises in order to decrease the failure rate of their evolutionary programmes. PMS as one of these evolutional programmes needs to be aggravated by the relevant motivational factors; and therefore, the current study seeks to identify these motivators in Iranian large enterprises. Further to identifying these motivators, the current study explores the interdependencies amongst the motivators in order to weigh their importance as well. Semi-structured interviews and Interactive Management (IM) as two qualitative research methods were used to explore the ideas of PMS experts in six Iranian large enterprises. All of the interviews and IM sessions have been transcribed and coded in three stages, using Strausss open coding process. Idea Writing, Nominative Group Technique (NGT), and Interpretive Structural modeling (ISM) were also used in the process of gathering and analyzing data in IM stage of this research. According to the findings of the current study, the most important motivators of Iranian large enterprises to implement PMS in their businesses are: working in a competitive environment, willingness of their leaders to make an evolution in their working processes, making sure of achieving their goals, matching between the enterprises and their employees goals, performance evaluation and adjusting their employees compensation system based on this evaluation, and finally, willingness to being recognized by their performance. Further to identifying the most important motivators of Iranian large enterprises in implementing PMS, the final model draw by ISM shows that existing a competitive environment is the most influential factor which affects all of the other motivators as well. Moreover, some of the other motivators, such as: performance-based compensation system, performance evaluation, and being recognized by the performance, are seen to mutually affect and interact with each other. The practical and research implications of the findings of the current study are also highlighted and the limitations of the study are discussed.