self-development

The purpose of the current research was to investigate the impact of self-development on staff creativity with the mediating role of human capital mediation in high schools.

The study was applicable to the quantitative approach using the descriptive–correlative method. The population comprised (55888) all human resources, including Teachers, school administrations, and other support staff working in the high school of Tehran city, among whom 381 were selected using the multi-stage cluster sampling technique. Data have been collected based on "human capital," "creativity," and "self-development" questionnaire and then analyzed using the structural equation modeling approach.

The study findings revealed that self-development was effective on human capital with a path coefficient of γ=0.37, and human capital impacted creativity with a path coefficient of β=0.12. Furthermore, self-development with the mediation of human capital has positively impacted creativity (β=0.27). Finally, self-development can significantly influence human resource creativity (γ=0.23).

The present study analyses the link between self-development and job performance of secondary school principals in Isfahan. The study is applied in terms of purpose and done by a qualitative-quantitative combined method. In the qualitative section, we use the thematic analysis strategy and in the quantitative section, we test the proposed research model through structural equation modelling. The statistical population included all secondary school principals in Isfahan, Iran (n = 323), of whom 175 were selected via stratified sampling method. The data were collected via interviews and a validated researcher-made self-development questionnaire with a reliability coefficient of 0.85. Moreover, Paterson’s (1989) standard job performance questionnaire was applied. The qualitative findings show 3 main categories with 16 sub-categories for the self-development variable and the quantitative findings indicate that school principals’ self-development correlates with their job performance (correlation coefficient = 0.68). The structural equations modeling of principals’ self-development and job performance with approved fit indices revealed that self-development affects job performance (impact coefficient = 0.749). The results of stepwise regression indicated that individual and organizational components can predict 40% of principal’s job performance. The present study shows that self-improvement through individual and organizational components affect the job performance of school principals. So school principals will definitely have better job performance if they can evaluate themselves, control their behaviors, gain self-awareness, and stay motivated by setting goals and planning.