Balance Score Card (BSC) is an integrated model with a new function for evaluating the performance of organizations. This model, with a focus on organization strategies and creating Balance for perspectives (financial, customers, internal processes, and growth and learning), tries to manage and evaluate complex organizations. In present research, from among comprehensive models of performance evaluations, BSC model was considered as a more appropriate research model for the evaluation of performance in public organizations. After theoretical studies and discovery interviews, social responsibility was added to BSC model as a new perspective, and intended measures in finance, citizen, and internal processes of learning and growth were identified and the research hypotheses were tested and verified. After presenting the model, the importance rate or the weight of perspectives and measures were determined. Finally, with regard to the results the suggested comprehensive model of this research can be applied to the performance of public organizations.
Background and Purpose: This study aimed to evaluate the relationship between organizational structure and organizational performance from the perspective of the staff of 115 emergency departments of Mazandaran province, Iran. Materials and Methods: In this study, data were collected from the emergency personnel of different hospitals of Mazandaran province, Iran in 2014. Moreover, data on two variables of organizational performance and organizational structure were obtained using Frank's standard organizational structure questionnaire (2006). In this questionnaire, organizational structure is assessed in three dimensions of formalization, centralization, and complexity. This study was conducted on the staff of 115 emergency departments of Mazandaran province. Initially, 499 emergency personnel were selected, and sample population was determined using the Cochran's formula and random sampling. In total, 207 participants were enrolled in this study. Data analysis was performed using the Kolmogorov-Smirnov test, Spearman's correlation-coefficient, and Friedman's rank test. Results: According to the results of Spearman's correlation-coefficient, the correlation-coefficient between organizational structure and organizational performance was 0.793. Moreover, the correlation-coefficients of the complexity and centralization dimensions of organizational performance were 0.979 and 0.493, respectively. Correlation-coefficient of the formalization dimension of organizational performance was obtained at 0.287. Conclusion: According to the results of this study, all the dimensions of organizational structure (formalization, complexity, and centralization) had significant, positive correlations with organizational performance in the viewpoint of the staff of 115 emergency departments of Mazandaran province.
The purpose of this study was to present a comprehensive model of empowerment in the Social Security Organization. Methodology: This research was based on the applied purpose and in terms of quantitative and qualitative research method (mixed) and in terms of data collection was descriptive-survey. The statistical population of the study consisted of two groups of experts and thinkers. The first group consisted of university professors whose field of study and field of study was related to the field of research and the second group included organizational experts with a master's degree or higher with managerial and experimental backgrounds related to human resources in the qualitative section after counting the criteria and indicators extracted. From the theoretical foundations, a researcher-made questionnaire based on the Looshe and Likert spectrum was prepared and after passing the Delphi survey, a conceptual model was extracted. Then, in the quantitative part, exploratory factor analysis method was used to identify the model factors and confirmatory factor analysis method was used to fit the model. In order to check the validity of the questions, purposive sampling method was used among organizational and academic experts, of which 15 people were included as a statistical sample. In the second and third stages of validity of the questions, to strengthen the screening process, the snowball method was used to compile the sample, which after saturating the data of 32 final experts for the exploration section and building a conceptual model participated. Statistical analysis was performed using SPSS software to cluster the indicators and create research components and Smart PLS software to confirm the research model. Findings: The results of this study identified 11 components and 37 indicators as the most important factors of comprehensive empowerment and showed that individuals will be empowered individually when intra-individual intelligence, creativity-oriented education, psychological self-knowledge, internal performance, knowledge-based decision making and individual self-efficacy. Together, they will be empowered in the collective, team, and organizational spheres when the culture of bureaucracy, internal reward, fundamental self-efficacy, and interactive policy come together. Conclusion:After exploratory factor analysis and component classification, the fit of the model obtained from the previous step was investigated and confirmed with a good fit.
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