ارزیابی عملکرد

This research was done with the aim of providing a model for evaluating the performance of maintenance and repairs of a military-enforcement center in 1403.

Regarding the purpose, this research is of an applied type, and in terms of data type, it is quantitative research. The method of data collection is descriptive and non-experimental and survey. First, the dimensions of the concept of the maintenance and repairs performance evaluation model were extracted through library studies, interviews, and questionnaires and collected using methods such as document study. They were processed and validated through the Lavosh coefficient mechanism in two stages with the participation of 12 experts and specialists in the field of maintenance and repairs. In the next step, with the help of a research-made questionnaire, the required data was collected from managers and experts in the field of maintenance and repairs in the military organization. Using the method of structural equation modeling, normality test by skewness method, Kolmogorov-Smirnov test, one-sample (T) test, confirmatory factor analysis, model explanatory power index (Kido), validity and reliability indices (Cronbach's alpha), index of the divergent validity of the data was analyzed using the Fornell Larcker method and the performance indicators were prioritized through the Friedman test.

Fifty-six indicators were identified in the form of 16 components and 4 dimensions in the framework of the logic model and roadmap of organizational success. The model for evaluating the performance of maintenance and repairs in the military organization includes two components and seven indicators in the consequences dimension, the outputs dimension includes four components and 15 indicators, the strategies dimension includes six components and 26 indicators, and finally the resources/requirements dimension includes four components and eight indicators.

The purpose of this research is to identify the effective factors on the performance management of employees with the approach of human resource development in research and technology organizations. According to its purpose, the research method is applied, and in terms of its implementation, it is mixed (qualitative-quantitative). The statistical population of the research included experts in the field of human resource management and public administration, as well as senior managers of the oil industry research institute with high experience and work experience, who were selected after conducting 19 theoretical saturation interviews and were selected using the purposeful and snowball sampling method. Data collection was done through semi-structured interviews. In the data analysis of the qualitative part, the foundation data method was used through coding and MAXQDA software, and in the quantitative part, DEMITEL software was used. According to the conducted interviews, 6 dimensions of the paradigm model and 23 components and 105 indicators were extracted. After that, according to the questionnaire of paired comparisons to identify the influential and influential dimensions, it was determined that among the 23 components, the components of the work environment, rules and regulations, socio-cultural factors, human resource planning, role clarity, performance measurement, Organizational climate, reward system, employee communication, training, performance evaluation, professional ethics, leadership style and motivational factors are the most effective in order.

The current theoretical foundations in performance evaluation are in conflict with the cultural foundations of our country, which is God-centered, guardianship-centered, and internally-controlled. Thus, this study aims at determining the features, principles, sources, standards, and consequences of performance evaluation based on the Supreme Leader’s orders of Islamic Republic of Iran. This research is applied research in terms of purpose and is descriptive in terms of method. The study population is the orders of the Supreme Leader. The information was collected in the form of libraries and analyzed by qualitative content analysis and cognitive mapping. Findings indicate that the principles governing performance evaluation in the Supreme Leader's thought includes avoiding speculation, emphasizing reason and argument, congruity and continuity of evaluation, emphasizing the institutionalization of religious and revolutionary values, attention to the environmental situation, comprehensiveness, ruling the spirit of work and effort, maintaining human dignity, confidentiality, and trustworthiness, etc. In addition, according to Supreme Leader’s opinion, the evaluation authorities include managers and commanders, clients and people, colleagues, regulatory bodies, individuals themselves, and professional evaluators. And finally, the performance evaluation criteria, the effects and consequences of performance evaluation were identified from the perspective of the Supreme Leader.

The purpose of this research is to evaluate the performance of organizations and municipalities of Shahrized based on balanced scorecard and fuzzy inference system.

In terms of practical purpose and in terms of data collection,this research is analyticaldescriptive from the survey branch.The statistical population of the research is1176managers and employees of5districts of the municipality,the central municipality and10organizations affiliated to the municipality of Yazd city.Cochran's method was used to determine the sample size in the structural equation modeling section.According to Cochran's formula,290people were selected as the sample size.In order to collect information from the electronic balanced score card(BSC)questionnaire(1400),including dimensions,financial,growth and Learning,internal processes and customer orientation were used,which has21items and is based on a5point Likert scale.To check the reliability of the first questionnaire,Cronbach's alpha method was used by SPSS software and the value of Cronbach's alpha was0.881The second research questionnaire was based on The system method is fuzzy inference.

Structural equation modeling(SEM)was used to analyze the information obtained and confirm the balanced scorecard model by SmartPLS3software,and the findings showed that the proposed model of the balanced scorecard and four financial factors,customer orientation,and internal processes,growth and learning are approved.

two factors of internal processes and customer orientation had the greatest effect(betacoefficient)in confirming the model.In order to evaluate the organization's performance,a fuzzy inference system under the software(MATLAB)based on four inputs(balanced scorecard factors)and one output(organization performance)was designed and then validated and compared with the average opinion of experts.Considering the previous results,the system It has high accuracy.

As one of the most important institutions providing health and treatment services, the hospital plays an important role in the return of the physical and mental health of the society; therefore, effective management during a crisis can have a significant effect on the optimal performance of this institution. Resilient hospitals play a vital role in reducing mortality and severity of injuries by providing emergency services needed during accidents and disasters. Hence, this research was carried out with the aim of designing a model for assessing the resilience of the supply chain of public hospitals in Yazd province with the approach of network data coverage analysis (NDEA). This research is applied in terms of purpose and a descriptive-survey study in terms of method. The data has been collected through the review of articles and opinions of experts in the field of health. Determining the effective and ineffective hospitals, and finally, according to the results of the data coverage analysis, the sensitivity analysis of the data has been done. The results of the envelopment analysis of the input-oriented network data revealed that only 07percent of the studied hospitals were efficient. After determining the efficiency at four stages and the efficiency of the network, the hospitals were respectively ranked from the most efficient to the least efficient, and at the end, some suggestions for improving the efficiency of hospitals and future research were provided.

The knowledge about human capital as a driving force of economic development has increased in recent years (Rashki , 2019). "Industry 0. 4" or "Fourth Industrial Revolution" is changing our lifestyles and customer-bank relations. It inevitably interprets that both existing commercial techniques and monetary management are not excluded from this change (Singh , 2022). Rapid changes in today's world have created great challenges for banks. Pioneer banks took advantage of opportunities with managerial tools and advanced technologies to achieve banking objectives (Najafbeigi et al , 2011). Such measures lead to bank changes, discussion of the bank's problems, solving problems, and preparing the bank for a successful future.

The knowledge about human capital as a driving force of economic development has increased in recent years (Rashki , 2019). "Industry 0. 4" or "Fourth Industrial Revolution" is changing our lifestyles and customer-bank relations. It inevitably interprets that both existing commercial techniques and monetary management are not excluded from this change (Singh , 2022). Rapid changes in today's world have created great challenges for banks. Pioneer banks took advantage of opportunities with managerial tools and advanced technologies to achieve banking objectives (Najafbeigi et al , 2011). Such measures lead to bank changes, discussion of the bank's problems, solving problems, and preparing the bank for a successful future.

Software developers occupy top ranks within fintech organizations, representing a significant portion of human capital costs. The complexity of software development tools, the application of specialized knowledge, diverse work attitudes, varying levels of interaction, team distribution, and individual differences in behavior and personality all contribute to making the performance management of software developers a distinct and challenging task in fintech organizations. Many fintech organizations consistently face challenges in their relationships with software developers, leading to a high turnover rate. This turnover not only results in the loss and transfer of valuable knowledge and experience outside the organization, thereby weakening its competitive position, but also causes stakeholder dissatisfaction and a significant waste of financial and credit resources. One of the primary reasons for these challenges is the absence of well-defined performance criteria tailored specifically to software developers in fintech. Although various studies have explored certain aspects of performance criteria, no comprehensive and integrated study has been undertaken in this regard. Consequently, this research endeavors to identify and analyze the effective components for evaluating the performance of software developers in fintech organizations.

This research examines the lived experiences of software developers within the framework of an interpretative paradigm using an inductive and strategic phenomenological approach. Twelve semi-structured, in-depth interviews were conducted with software developers who were selected through a snowball sampling method. The data extracted from these interviews were analyzed using the content analysis method, with the assistance of Maxqda software. In addition, the fuzzy Delphi method, coupled with a two-stage expert survey, was employed to confirm and rank the identified components. The statistical population during the fuzzy Delphi phase comprised 10 software engineering experts, who were selected through purposive sampling based on their expertise and experience in the field.

This research identified 197 primary codes from the semantic expressions gathered during the interviews, which were subsequently categorized into 12 sub-themes. These sub-themes, listed in order of priority, include teamwork, quality of produced software, customer satisfaction, documentation skills, participation in knowledge sharing, commitment to scheduling, mastery of production tools, participation in goal realization, compliance with organizational regulations, adherence to technical standards, problem-solving ability, and frequency of software rewriting. These criteria were further classified into three overarching dimensions: technical, individual, and organizational. The findings underscore the intricate nature of performance evaluation, highlighting the multifaceted factors that must be considered when assessing the effectiveness of software developers in fintech settings.

Based on the life experiences and insights of software developers, the research findings indicate that non-technical components, such as teamwork and customer satisfaction, carry more weight and importance in performance evaluation compared to purely technical skills. The occurrence of organizational conflicts and dissatisfaction in fintechs is often rooted in the lack of transparency regarding financial and non-financial obligations between software developers and fintech organizations. Therefore, establishing clear, agreed-upon performance criteria among all stakeholders can significantly improve satisfaction, retention, and overall performance of software developers. This approach not only enhances organizational stability but also contributes to the long-term success and competitiveness of fintech organizations.

The current theoretical foundations in performance evaluation are in conflict with the cultural foundations of our country, which is God-centered, guardianship-centered, and internally-controlled. Thus, this study aims at determining the features, principles, sources, standards, and consequences of performance evaluation based on the Supreme Leader’s orders of Islamic Republic of Iran. This research is applied research in terms of purpose and is descriptive in terms of method. The study population is the orders of the Supreme Leader. The information was collected in the form of libraries and analyzed by qualitative content analysis and cognitive mapping. Findings indicate that the principles governing performance evaluation in the Supreme Leader's thought includes avoiding speculation, emphasizing reason and argument, congruity and continuity of evaluation, emphasizing the institutionalization of religious and revolutionary values, attention to the environmental situation, comprehensiveness, ruling the spirit of work and effort, maintaining human dignity, confidentiality, and trustworthiness, etc. In addition, according to Supreme Leader’s opinion, the evaluation authorities include managers and commanders, clients and people, colleagues, regulatory bodies, individuals themselves, and professional evaluators. And finally, the performance evaluation criteria, the effects and consequences of performance evaluation were identified from the perspective of the Supreme Leader.

Today, in order to increase efficiency, effectiveness, reduce costs and improve the performance level of organizations in accordance with the expectations of stakeholders, the performance evaluation system of organizational units is considered important not only in the private sector, but also in the public sector and has become a fundamental challenge for managers. Considering the significant role that defense research and education centers play in the development of the defense industry and as a result the improvement of deterrence, measuring and evaluating their performance in achieving this goal has become increasingly important and the existence of an efficient system for evaluating the performance of these units. In the defense sector, it is an undeniable necessity. Although the evaluation of the performance of these units is done to some extent, the investigations show that the deficiencies in the current system of evaluating their performance are one of the most important reasons for not using it in practice. Therefore, the current research aims to provide a model to evaluate the performance of defense educational and research centers based on multi-dimensional approaches, from their function in meeting defense needs to performance in the axes of interest of various stakeholders. First, by reviewing the previous researches, the evaluation criteria were identified, and then by forming a focus group consisting of 15 experts’ managers and faculty members of defense educational and research centers, these native criteria and some new criteria were added.

Performance evaluation is an important measure to improve the performance of organizations. One of the most useful methods in evaluating the performance and rating of the insurance industry is the DEA method. The basic models of DEA, despite having many advantages, also have disadvantages. The main defects of these methods are not paying attention to internal processes, not taking into account expert opinions and not fully ranking the units. The integrated model of two-stage DEA and BWM considers the internal process and experts' opinion in the ranking process, but this model is not always able to completely rank the units. By adding an ideal virtual unit to the integrated model of two-stage DEA and BWM, this research has simultaneously fixed the three aforementioned problems and developed the model. Adding the ideal virtual unit to the integrated model makes the ranking of the units complete and provides better results. In a case study, 36 representatives of selected insurance companies in Yazd province were evaluated and ranked using the developed model. At the end, the management strategies to improve the performance of each of the insurance company's agencies were stated.

Considering that the performance of organizational entrepreneurship in small and medium-sized businesses faces different environmental conditions, then it is not possible to use the same performance evaluation approach. The main issue in this research is; What variables are effective in evaluating organizational entrepreneurship performance in small and medium businesses and how can this performance be evaluated by designing a fuzzy expert model. This research is modeling in terms of practical purpose and method. In this research, the primary variables effective in evaluating organizational entrepreneurship performance were selected and the final variables were selected with the help of a group of industry experts using the fuzzy Delphi method and in two rounds. Mamdani fuzzy expert system and triangular membership functions were selected for input and output variables for modeling. The final input variables include the development of new products, job creation, new market creation, income level, market share, and the output variable of the model includes the levels of organizational entrepreneurship performance. After extracting the decision variables, using the fuzzy expert system, the five-level model was designed and validated.

The purpose of this research was to investigate the moderating role of performance evaluation in the relationship between emotional commitment and job success of employees. The statistical population of the research was made up of all the employees of Razi Psychiatric Hospital in the number of 311 people. The sample size of the research was calculated as 172 people based on the Karjesi and Morgan table and the stratified random sampling method was used. The data collection tool was performance evaluation questionnaires (Parker, 2001). ), career success (Porath et al, 2011) and emotional commitment (Allen & Meyer, 1990). To determine the validity of the research tool, confirmatory factor analysis was used and to determine the reliability of the research tool, Cronbach's alpha coefficient was used. To analyze the data, the structural equation technique was used by SmartPLS statistical software. The research findings showed that There is a positive and significant relationship between emotional commitment and job success of employees with a path coefficient (0.278). There is a positive and significant relationship between emotional commitment and job success of employees, taking into account the moderating role of performance evaluation, with a path coefficient (0.167).

Organisational Citizenship Behaviour (OCB) is one of the important concepts that has been used as an effective factor in the success of organisations in recent years. Despite the proven effect of OCB on the effectiveness and efficiency of the organisation, the appropriate method to determine the extent of its effect is less known. OCB is a qualitative indicator as an output in performance evaluation. In this article, we measure the effect of the OCB quality index on the efficiency of institutions using the envelopment analysis method of ordinal data without compensatory properties.

Data coverage analysis is a powerful tool for assessing the performance of decision-making institutions based on a large number of input and output indicators, which can be quantitative or qualitative. Data coverage analysis models have compensatory properties, i.e. the weakness of one index is covered by the strength of another, and efficient institutions do not necessarily have a favourable quality level. This article presents a new method for performance evaluation that includes the quality index of OCB and a modification of the data envelopment analysis model without compensability. Another feature of the proposed model is the ability to separate qualitative and quantitative indicators in the evaluation. In the presented method for ranking institutions, the improvement of quality is considered simultaneously with the reduction of costs without compensability.

In this study, ten public and applied scientific institutions in three cities of the country were evaluated with the proposed model. Four quantitative indicators and one qualitative index of OCB were used in the evaluation.

Originality/Value: 

The OCB index was measured using 1024 questionnaires and the results show the efficiency of 7 institutions. Then, by using the proposed new method, the ranking of institutions with logical results in performance evaluation was achieved. To validate the method, the results of the proposed method were compared with the ranking results of the hierarchical process method.

In today’s world, Business Intelligence (BI) tools are recognized as one of the main pillars of evaluating the performance of organizations in various sectors, including banking. This research examines the role of business intelligence in evaluating the performance of banks and its impact on improving decision-making processes and enhancing the efficiency of organizations. By using Balanced Scorecard models and BI tools, banks are able to analyze complex data and make strategic decisions. This research has shown that successful implementation of BI in banks can lead to greater transparency, more accurate data analysis and ultimately improve the overall performance of organizations. However, challenges such as implementation costs, the need for appropriate infrastructure and cultural changes in organizations are among the obstacles to the optimal use of these tools. The present study has identified these challenges and provided solutions to overcome them.

In a world where change is evident, the only way to survive is to adapt to changes. Organizations have realized that their most important capital is human resources, which is an important factor in the success and progress of any organization. A necessary condition for the realization of the goals of any organization is the existence of special manpower and employees who, in addition to having special abilities and skills, have a commitment to their job and organization and feel satisfied with their duties. The purpose of the current research was to design and compile the human resource management audit model in Pars Petrochemical Company.

The research method was a mixed research type with an exploratory design and a fundamental goal. The research community in the qualitative section includes 12 experts in the field of human resources management who were selected by snowball sampling. In the quantitative part, all the employees of Pars Petrochemical Company (N=400), using Cochran's formula, 196 people were selected as a sample. Based on the opinions of experts, and based on the Delphi technique, 108 indicators were extracted to include the policy dimension (14 items), the process dimension (19 items) and the performance dimension (75 items) and based on that, a researcher made a questionnaire whose validity was verified by the Delphi panel. Its confirmation and reliability (α=0.91) were obtained. The data were analyzed by SAW multivariate analysis test, t-Student mean comparisons and SPSS and EQS software.

Based on the significance of each of the indicators in the explanation of the components of the model, the significance of the components in the explanation of the dimensions, as well as the significance of the dimensions in the overall explanation of the model, it can be concluded that the audit model of human resources management can be explained based on the 3 dimensions of policy, processes and performance. and each of these dimensions can be meaningfully measured through 3 identified components, i.e.: structure, developing systems and employee balance. Also, the role of each of the model indicators in explaining the components was found to be significant, which showed the overall significance of the human resource management audit model in this research. The results showed that the contribution of the policy dimension in explaining the human resources management audit was equal to 0.60, the process dimension was 0.89, and the performance dimension was 1.23. Also, the fit of the research model is appropriate and confirms its high power in explaining the causal-effect relationships of the variables.

Considering that the audit of human resources management, organization and human resources can have consequences such as productivity and increasing performance and efficiency, it is suggested that the managers of the organization establish and create a human resources management audit unit according to the results of the research. Pay attention as part of the human resource management system in the organization. Among the limitations of this research is the lack or absence of suitable standards and indicators for human resource development audit. On the other hand, the indicators designed for the unit studied in this research cannot be generalized to other works and can only be explained and improved in future audits for the same units; But the general steps of the audit process can be modeled. Also, the execution capability of the model depends on the availability of information and documents and evidence required by the units, and in addition, the resistance of some participants in the project (interviewees) or the lack of sufficient knowledge of the overall purpose of the audit or the process of conducting it, including other obstacles and problems are work. Also, in the worst case, the audit model may be used only for formal but unrealistic confirmations of existing conditions and reporting to managers. Finally, it can be stated that human resource management audit offers assurance and reflection about the main organizational costs and an opportunity to examine the efficiency and effectiveness of human resource management and its potential role in the future success of the organization. The future orientation of HRM audits (unlike other types of audits) is related to the planning needs of the organization and provides an emphasis on evidence-based review of credibility. The use of accepted auditing techniques, combined with audit independence and competence, provides a unique contribution to the organizational planning and control environment. Each audit's quality, skills and competencies, and potential costs and benefits should be considered individually at the organizational level. The benefits of human resource management audit can include discovering areas for improving the organization's future, clarifying human resources goals, aligning human resource plans with the organization's strategic plans and priorities, highlighting critical human resource issues for organizational success, and re-examining key assumptions. and clarifying in the organization that these goals can be achieved based on the model presented in this research.

improving the status quo in the operation of the shopping center requires providing a coherent and practical model. Therefore, this research has been conducted with the aim of providing a model for assessing the performance of the Shopping Center of I.R.I. Police Deputy of Logestics.
In terms of its objectives the present study is of an applied research type and in terms of method it is a qualitative study and thematic analysis type. The data collection tool is interview, and the interviewees are in the form of two categories of academic and logestics experts. Also, due to the need to use the opinions of mostly experts and elites in this research, a purposeful judgmental sampling method has been used and the research data has been analyzed using the thematic method.
The model for assessing the performance of the shopping center of I.R.I. Police Deputy of Logestics consists of five comprehensive themes of 1) Organization and management, 2) Supplier management, 3) Process and technology management, 4) Organization and management, and 5- Agility, 65 basic themes, and 14 constructive themes.
The results indicate that the theme of expertise, mastery and skill of employees in purchasing matters (such as negotiation, marketing, etc.) with the highest frequency among all the themes of shopping center performance assessment is in the first place and the theme of product compliance with quality, quantity, and predetermined specifications are in the second place.

Considering that the performance of organizational entrepreneurship in small and medium-sized businesses faces different environmental conditions, it is not possible to use the same performance evaluation approach. The main issue in this research is; what variables are effective in evaluating organizational entrepreneurship performance in small and medium businesses and how can this performance be evaluated by designing a fuzzy expert model. This research is modeling in terms of practical purpose and method. In this research, the primary variables effective in evaluating organizational entrepreneurship performance were selected and the final variables were selected with the help of a group of industry experts using the fuzzy Delphi method and in two rounds. Mamdani fuzzy expert system and triangular membership functions were selected for input and output variables for modeling. The final input variables include the development of new products, job creation, new market creation, income level, market share, and the output variable of the model includes the levels of organizational entrepreneurship performance. After extracting the decision variables, using the fuzzy expert system, the five-level model was designed and validated.

Improving the level of performance quality and achieving the goals and policies of the organization is realized when there is an effective appraisal system with appropriate indicators. Although measures have been taken in the field of employee performance appraisal in recent years, organizations are still not satisfied with the performance evaluation method and its results and feedback. The aim of the current research is to identify and prioritize issues and problem indicators of the performance evaluation system in Chaharmahal and Bakhtiari governorate problem indicators of the performance evaluation system in the Chaharmahal and Bakhtiari governorate. The current research is applied based on purpose and descriptive based on the method of data collection. The statistical population, based on the purposeful sampling method, consisted of 36 experts, including 34 experts, researchers, and managers in the field of performance evaluation in the Chaharmahal and Bakhtiari governorates and 2 university professors. Field, library, and open interviews with experts were used to collect the indicators, and 30 sub-indices were extracted in the form of 8 main dimensions. In order to prioritize the indicators, a questionnaire was designed, and screening was performed using the fuzzy Delphi method. The findings of this research showed that the main dimensions of "weak performance improvement and correction system," "failure to spend resources and facilities for performance evaluation," "incorrect and inappropriate implementation of performance evaluation", and "management weakness in relation to performance evaluation" respectively had the highest priority among dimensions of performance evaluation issues and problems were. In the end, there are solutions to reduce these problems.

In today's competitive arena, all organizations need an effective performance evaluation system, so as to be able to measure the efficiency and effectiveness of the organization, human resources and processes. On the other hand, Chipboard has many applications in the construction industry, including cabinets, bedding and furniture, wooden doors except to anti-theft doors. In this industry, wood waste is used, which can be very useful and constructive for the country's economy. Therefore, improving the performance of this industry is very important both in terms of improving the economy of country and in terms of the companies included in this industry

 In this article, using the balanced scorecard approach, indicators in four perspectives (growth and learning, customer, internal and financial processes) were compiled and using a questionnaire and non-parametric Wilcoxon test with a marked rank, 27 indicators were approved out of 46 indicators. Then, the TOPSIS method was used to rank the approved indicators

According to the research findings, the perspective of internal processes in chipboard industry is more important. Among the sub-criteria, the criteria of timely delivery of goods, compliance of employees' performance with regulations and instructions, service to the company's neighboring stakeholders and the level of employee satisfaction are very important in the performance of the chipboard industry.