fuzzy delphi method

There are many indicators and criteria in the effectiveness of skill training so that the trained person can enter the labor. These indicators and sub-indices should have an operational aspect and be weighted and ranked based on modern methods. The purpose of this study is to identify the weight and the rank of these criteria so they can be used in codification and evaluation of educational and skill models. The statistical population of the research consists of 7 managers and administrators of industrial companies, school managers of skills training and experts in the field of developing training courses, technical courses. These people reviewed the research works and interviews at the first place. The indicators and criteria of the research have been identified with experts. Then, using Fuzzy Delphi method, 5 main indicators and 12 sub-indicators have been approved, and at the end, with the fuzzy best -worst method, the ranking of indicators and sub-indicators were calculated. The results show that the criterion of education alignment with employment status is the most important and main indicator. Also, the criterion of participation of business owners in curriculum planning is the most important sub-indicator of the effectiveness of skill training.

The main purpose of this study was to provide a model for reducing the educational planning deficiencies of Social Security employees. This research is a mixed research in terms of applied purpose and based on the research approach. In the qualitative part of the study, participants included 24 experts who were selected by purposive sampling. Semi-structured interviews were used to collect qualitative data and the data were coded through MAXQDA software and analyzed using content analysis method. The validity and reliability of the data were assessed through aptitude test. In the quantitative part, the data collection tool was a researcher-made questionnaire and the data were analyzed in two stages of fuzzy Delphi survey. Using retest method, Cronbach's alpha was estimated 783% and in order to fit the extracted pattern, Demetel method was used. The statistical population at this stage was the staff of the organization's resources, which was determined using Morgan's table of 364 people and the sample was selected by simple random sampling. Findings indicated that the training planning model of employees's organization faces 7 main problems that inadequacy and inefficiency of training planning system and short-term view of staff training programs were among the most important failures of the organization. The results show that the extractive components of the research model are community-approved. The organization can do the necessary planning to reduce the shortcomings of the staff educational planning model by identifying the shortcomings, the factors affecting it and the solutions presented in this research.

Today, information technology is used as a tool to improve education in organizations and universities. Due to the dependence of education on information technology, the e-learning framework has been welcomed as a method worldwide. The purpose of this study is to identify and prioritize the key factors of success in implementing e-learning. The research method of this research is applied research in terms of purpose and quantitative research in terms of data collection. By reviewing the relevant literature, 6 dimensions and a total of 56 indicators were identified for the implementation of e-learning. The multiplicity of indicators led to the use of fuzzy Delphi technique to reduce the number of indicators using the opinions of 20 scholars and academic experts. After selecting the indicators of high importance using the Analytical Hierarchy Process (AHP), the weight and importance of the dimensions and indicators were determined. The managerial dimension was the most important and the organizational dimension was the least important.

The purpose of this study was to identify and prioritize key performance indicators in elementary schools using fuzzy Delphi and SWARA methods. Experts (statistical population), including faculty members and specialists in the Ministry of Education, were selected through a purposive sampling method to reach the theoretical saturation of 15 people. The data collection tool is a structured interview. At first, by reviewing the existing literature, effective components and indicators were selected and a list of identified components and indicators was provided to the experts, and then the desired components and indicators were selected based on the expert opinion. Fuzzy Delphi method was used to identify and screen the indicators. Research findings showed that elementary schools have 102 indicators in 6 components of human relations development, strategic planning, growth and learning, instruction and evaluation, management and leadership, and environment and community. In the end, the final weight of the key components and indicators was determined by the SWARA method. The most important components of management and leadership, growth and learning, and environment and community were introduced. There are several definitions of performance. According to Lockett (1992), performance is defined as “a multidimensional construct and the common factors that are frequently associated with organizational performance are efficiency, quality, responsiveness, cos, and overall effectiveness”. In 2017, Armstrong has extended the definition to a “Performance management” as “a means of getting better results from the organization, teams, and individuals by understanding and managing performance within an agreed framework of planned goals, objectives, and standards of achievement and competence.” More recently, Neely et al. (2002, pp. xiii) defined a “performance metric” as the scope, content, and component parts of a broadly-based performance measure (Marson & et al, 2012). In today’s competitive scenario, organizations are forced to monitor their performance on a sustained basis, across several dimensions. However, developing an effective performance management system (PMS) remains a challenge. Several problems regarding the building of a performance management system, such as the accuracy of data, the definition of meaningful metrics to support decision-making processes, and the measurement of the company’s intangible aspects, continue to represent challenges for managers. In order to be useful, performance management systems should ensure that performance is clearly defined and metrics accurately measure performance. Closely related to this subject is the selection of valuable performance indicators Any effective performance management system has to adopt a limited number of indicators, i.e., key performance indicators (KPIs), capable of providing an integrated and complete view of company’s performance and to measure progress toward organizational goals(Carlucci, 2010). In many organizations, the basic issue is that performance appraisal should be done with what criteria and indicators. Because if an appropriate indicator is introduced, they can better manage their resources in particular and guide the sectors to the strategic goals of the organization in general (Kaplan & Norton, 2004). The selection of performance indicators is one of the major challenges of organizations developing and implementing a performance management system. The performance indicators represent the means for monitoring processes and related outcomes to drive management actions. Therefore, the selection of performance indicators has to be addressed: limiting the number of indicators to prevent information overload, to avoid confusion for their potential users, to provide a clear picture of the critical organizational competitive factors and to facilitate the overall measurement (Carlucci, 2010). Measurement of performance allows to make clear performance issues, compare the current situation to the goals and to provide exact steps towards the elimination of the problems (Graham, 2012). Good indicators share two characteristics: first, they are well-founded in theory, having an explanation for the assumption that they correctly represent a given feature of reality and second, they are robust against limitations in the underlying data. After adding a few more important characteristics, quality indicators should be cost-effective, timely, reliable, valid and specific (Markic, 2014). According to Parmenter (2015) “key performance indicators (KPIs) represent a set of measures focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization” (p. 4). KPIs are a set of measures that should be measured frequently and tie directly to the success of an organization. KPIs need to be tracked on a regular basis, and if they are not meeting the target then processes or systems need to be modified (Arif & Smiley, 2004). Lyddon and McComb (2008) state every KPI measure should include several components: “(1) the actual results of the indicator; (2) the target for which the indicator is striving; (3) the difference between actual results and target results; and 4) signal values, or benchmarks” (p. 139). KPIs allow gathering knowledge and exploring the best way to achieve organization goals (Badawy & et al, 2018). In today’s world KPIs are essential for planning and controlling (Meier & et al, 2013) through consolidating information (Gladen, 2005), creating transparency and thereby supporting decision making of the management. KPIs are also known as Key Performance Index, Key Process Indicators, Balanced Scorecards, Business Dashboards, Scoreboard, Key Result Areas, Key Success Indicators or a number of other identifications depending on the consultant and management experts you are talking with (Ismail & Yu, 2007). The Key Performance indicators are the modern tools that help to keep the performance in the production on a high level (Kaganski & et al, 2018). KPIs are financial and non-financial indicators that organizations use in order to estimate and fortify how successful they are; aiming previously established long-lasting goals (Velimirović & et al, 2011) In this identification, the component of human relations management has 13 indicators, the strategic planning component has 20 indicators, the component of education and assessment has 13 indicators, the component of growth and learning has 21 indicators, the component of the environment and society has 11 indicators, and finally, the component of the management and leadership has 24 indicators. Six indicators are rejected by experts. With Swara's method, key indicators of leaders' performance in elementary schools were prioritized. The results of this method show that management and leadership & growth and learning components are of the highest importance for improving the performance of schools.

The educational methods used in the retraining program and improving the level of professional capability of the medical community are one of the concerns in the field of health for sustainable development and quality assurance of health services. Blended learning is a thoughtful integration of e-learning and face-to-face learning, which in the field of continuing education in the medical community can play a significant role in improving the country's health system by improving the quality and quantity of education. This research is applied in terms of purpose and was conducted in Shahid Beheshti University of Medical Sciences in 2019. To collect data, a combined method including three methods of documentary study, fuzzy Delphi, and survey was used. Sampling method was purposeful and 10 experts and scholars in the fields of continuing medical education and blended learning were interviewed using semi-structured interviews to achieve data saturation. To analyze the content, the qualitative content analysis was used in the first stage and fuzzy Delphi analysis in the second and third stages. At first, 218 initial codes were extracted, which were reduced to 78 codes after continuous review. The results of this qualitative research lead to the identification and introduction of 7 main dimension including institutional, educational management and resource support, technology and design, pedagogical, evaluation and feedback, ethics and learning templates for the continuing education model of the community based on blended learning as well as 28 components and 100 subcomponents. The results of this research can be considered by policy makers and planners in this field and can be used for sustainable development of community health.

Faculty members are one of the important pillars of universities that play an significant role in the development of countries. Regarding the important position of faculty members in the development of the country and higher education, this research has proceeded to one of the policies that has a significant impact on faculty memberschr('39') performance. This study was aimed at lesson-drawing from system of faculty members promotion in foreign universities for the system of faculty members promotion in Iran. In this study, the promotion criteria of faculty members of 14 foreign universities studied, then a summary of their criteria was provided and based on that, a questionnaire was given to 20 experts (faculty members) and data were collected in two rounds. Data collected were analyzed by Fuzzy Delphi method. Finally, based on the results of Fuzzy Delphi analysis, the system of faculty members promotion inside and outside was compared and some suggestions were provided in this content. The differences between the system of faculty members promotion inside and outside included the following: The centralization of the promotion system in Iran,  low attention in internal system of promotion to teaching factors, innovation in teaching techniques, authoring of textbooks, ability to stimulate students to further education, factors related to the quality and practical of researches, communication with industry and private section and effectiveness of executive services.