Studying the clarity of organizational mission on employee performance based on Denison model in Torfeh Negar Company

Transcription

1 Studying the clarity of organizational mission on employee performance based on Denison model in Torfeh Negar Company Abstract 33 Vajiheh Aghamohsenifashami, 34 Mohammadmahdi Moghadam, Dr. Narges Hassanmoradi 35, Dr. Farzad Fakhimi 36 The aim of this study is investigate the influence of clarity of organizational mission on the performance of human resources in the torfeh negar company. In this research, mission dimension in Denison model is used to recognize the clarity of organizational mission following his studies and comprehensive performance evaluation model for evaluating employee performance. Methods: a descriptive correlation research method was utilized. The data gathering tools include the Denison s organizational mission questionnaire and forms and documents related to employee performance evaluation in 3 periods of time in the H. department. The Cranach s alpha method was used in order to estimate the reliability of a questionnaire. The Cronbach's Coefficient Alpha method is 0.88 respectively. The population is consisted of full staff torfehnegar company, their total number is 210 within regard to Morgan table, the sample 132 employees were selected through sequential sampling that questionnaires were returned to researcher. Pearson correlation analysis was used for statistical analysis. The results of this research showed that clarity organizational mission has significant and positive effect on employees performance in 1. M.A of Public management, Islamic Azad University, Tehran - Shomal branch, faculty of social science & management 2. M.A of public management, Islamic Azad University, Tehran - Shomal branch, faculty of social science & management 3. Professor, PHD, in training management, Islamic Azad University, Tehran - Shomal branch, faculty of social science & management 4. Professor, PHD, in administrative management, Islamic Azad University, Tehran - Shomal branch, faculty of social science & management COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1105

2 three indicators: process indicators and criteria, reviews hierarchy management and H indicators but it doesn`t have positive influence on goals and programs. Key words: Torfeh Negar Company organizational mission- Denison model- employees performance. Introduction In the modern world we witness huge changes in different fields, always the environment faces challenge and competiveness has been increased. Organizational systems should utilize intro-perspective and retro-perspective programming (Fred 2012). If organization accommodate changes and activate in internal external environment with economic and social and technologic changes they must have comprehensive insight and consider different necessities. Moreover in this time the main comprehensive competitive resources for organization are effective human resources. today human resources is the most valuable factor of production and also the most important resources for each organization in competition and it is considered as inseparable factor in strategic programming. In organization which competitiveness advantage is the principle for organization to survive, recognizing and understanding organization mission is important. if the mission for organizational be clear for all; this can proved agreement toward main goal for all levels in organization and all people can be focus on main goal and by creating proper values with common goals in COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1106

3 company this can promote responsibility and commitment among employees and finally high level performance of employees can be achieved(campbell 2001). Organization mission and related and independent variables definitions: Organization mission and its dimensions Organizational mission- David (1997) believes that current view about organizational mission is resulted from Draker. He believes that this question: what is our activity? Means what is our mission? In this regard it can be said that the organizational mission is a phrase which distinguishes the intention of an organization with other ones (Emamiyan 2007) due to the importance of transparency of organizational mission in an organization for manager and employees now different perspectives of organizational mission are considered perfectly. If the mission of an organization is announced to stockholder as written documents we have provided mission of organization (Arabi 2007 and Denison 2000) have introduce strategic targeting and perspective and goals as 3 elements of mission. The importance of mission for organization in strategic management literature has been emphasized perfectly. A research which recently was conducted on mission of 500 fortune companies and compared them perfectly and it indicated that companies with high performances have comprehensive organizational mission. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1107

4 Organizational perspective: Dwivedi describes that the perspectives is the ability of leader to imagine future and some perspectives related to understand future this definition is combining mental concept and virtual resources which it is determined in perfect structure. Goals Organization has some goals which are formed to achieve them which in fact these goals are long-term and organization tries to achieve goals within 3-5 years. Short-term goals of each organization are determined based on mission and long-term goals. Goal definition by Scott Goals determine aim and intention to plan project and program. Those have been collected based on process structure and convert the clear ideas to determined results. Strategic direction and trend Strategic coordination and direction include support rate of strategy for intelligence system and also business strategy of organization related to intelligence system. Stresemann 1997 believes that directing is ability and presentation capability of the determined relation between information and business performance standard in general level. Employees performance and its role in improving organization s goals Armstrong believes that performance means achievement of goals with determined quantity and quality.the standard of success for each organization and performance quality rate of employees in that organization to measure success of organization some human resources COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1108

5 must be considered which in this regard the proper guidelines are presented to coordinate goals of organization and employees and this provide conditions for organization to achieve goals. Coordinated performance of employees with organizations goals shall have short term and long term advantages so that managers can guide employees to achieve goals in organization. esearch Background About studying relation of organization mission and performance of employees many researches have been conducted as follow: Mr shakil Ahmad conducted a research in year 2012 entitled the effect of organizational culture on performance management based on Denison model in Sates information institute in Pakistan. According to information analysis it was determines that recognizing and understanding organizational mission on performance of employees has direct and positive effect in comparing 3 other factors and resulted score is 81%. William phanuel and cofi darbi in year 2012 conducted a research about the effect of mission and perspective understanding on performance and behavior of employees in high education centers and business managers education and leaders and governmental mangers in management sciences in Ghana and western Africa countries. According to the obtained results it was determines that there is a direct relation between performance and behavior of employees with organizational mission and perspective recognition. Dr Mohamad Haghighy in year 2000 conducted a research about studying relation between COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1109

6 organizational mission measurement and organizationalperformance. In hypotheses testing it was determines that there is a significant and positive relation among all characteristics. Mohammad Aslam khan in year 2010 conducted a research in media, banking, drug equipments companies about the effect of organizational mission as facilitator factor to improve organizational performance. According to obtained information of questionnaires analysis it was determines that there is a significant and positive relation between organizational mission and dimension. Theoretical pattern of research Describing comprehensive measurement model of organizational mission. Due to perfect and new model of organizational culture measurement belongs to Denison and its application in IT companies and its extendibility to all levels of organization this model was used completely. Describing comprehensive model of human resources performances evaluation. The most important factor related to activities and performance of employees in each day is studying and determining standards and process pivots which are extracted from strategy and programs of organization. The second factor related to evaluating goal achievement rate and programs in each unit which have been determined based on long-term and short-term goals of organization. The third factors related to evaluating performance and output of employees in general approved system such as attendance and absence and educational activities and encouragement and COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1110

7 work teams and success. The Forth factor related to evaluating employees performance using management hierarchy opinion which the performance of employees are recognized and considered by management. Organizational mission dimension: Organizational perspective Goals and objectives Strategic direction Performance measurements elements of employees: Goals and programmers Process and indices Human resource indices Administrative indices esearch hypotheses The main hypotheses Organizational mission transparency on human resources performance measurement in Torfeh Negar companies group has significant and positive effect. Secondary hypotheses - Organizational perspective on human performance measurement elements in Torfe Negar companies group has significant and positive effect. - ecognized goals on human resources performance measurement elements in Torfe Negar companies group have significant and positive effect. - Tendency and strategy direction on human resources performance measurement elements in Torfe neguor companies group have significant positive group. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1111

8 Community, sample and sampling method This research is applicable kind and is based on descriptive data collection from survey kind. in this research the statistical community includes all employees and experts of Torfe Negar engineering company as 210 people and using Morgan table, 132 people with classified sampling method were selected and the organizational mission questionnaires were distributed to respondents. Tools and research method Data collection in this research includes questionnaires related to organizational mission measurement based on Denison organizational cultural model with 15 questions also the performance average of employees and expert based on indics was analyze using performance evaluation form of subject in 3 quarters s winter 2012 and 3 months of winter 2012 and spring of 2012 which in this research they have been determined as the first, second and three s. The reliability and validity of questionnaires were confirmed and Cronbac`s Alfa method has been used perfectly. esearch findings The obtained findings of research indicate that 32 % of respondents were men and 68% were women. About educational level the findings show that 51/7% were computer graduates and 9/2% were graduates and 16/7% were accounting graduates and 14/2 were management graduates and 10% were graduates in other fields. In following table using obtained analysis from person correlation test the relation between COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1112

9 two dependent and independent variables is determined. Correlations Organizational Human Indices & Management mission resources Goals & standards hierarchy Organizational Strategic Long transparency indices programs of process opinions perspective direction term goals Pearson 1.245** *.832**.987**.956**.979** Correlatio Sig N Pearson.245** ** **.256**.219* Correlatio Sig N Pearson ** Correlation Sig N Pearson.219*.257**.513** ** ** Correlation COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1113

10 Sig N Pearson.832** **.809**.800** Correlation Sig N Pearson.987**.242** **.822** 1.911**.973** Correlatio n Sig N Pearson.956**.256** **.911** 1.886** Correlation Sig N Pearson.979**.219* **.800**.973**.886** 1 Correlation Sig N COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1114

11 Testing the main hypotheses - Organizational mission transparency on employee s performance measurement elements is significant and positive. - Organizational mission transparency on process standard of human resources performance measurement elements is significant and positive. esources * Organizational mission transparency and process standers So the observed r in level 5% shows the significant and positive correlation of organizational of mission transparency on process standard score of human resources performance. On the other hand whatever the organizational mission transparency increases the human resources performance shall be increased and hypothesis 0 is rejected. - The organizational mission transparency on opinions of human resources performances management hierarchy is significant and positive. esources ** Organizational mission transparency and opinion of management hierarchy So the observed r in level 1 % shows the significant and positive correlation of organizational of mission transparency on process standard score of human resources COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1115

12 performance. On the other hand whatever the organizational mission transparency increases the human resources performance shall be increased and hypothesis 0 is rejected. - The organizational mission transparency on goals and programs score of human resource performance is significant and positive. esources Organizational mission transparency and goals and programs So according to obtained results the organizational mission transparency on programs and goals human resource performance not positive and significant so H0 is accepted. - The organizational mission transparency on human resources indices of human resource performances is significant and positive. esources ** Organizational mission transparency and human resources indices So the observed r in level 1 % shows the significant and positive correlation of organizational of mission transparency on process standard score of human resources performance. On the other hand whatever the organizational mission transparency increases the human resources performance shall be increased and hypothesis 0 is rejected. Testing secondary hypotheses COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1116

13 In this part the secondary hypotheses are studied in 3 sub scales (tendency, strategy direction, goals and perspective) and for organizational performance perfectly. Organizational perspective has positive and significant effect on employees and measurement elements. Organizational perspective has positive and significant effect on process standard of human resources performance and measurement elements. esources ** perspective and process standard So the observed r in level 1 % shows the significant and positive correlation of perspective effect on process standard of human resources performance. On the other hand whatever perspective for employees be more visible, the performance shall increase and hypothesis 0 is rejected. Perspective has positive and significant effects on human resources indices of human resources performance. esources ** human resources indices and perspective So the observed r in level 1 % shows the significant and positive correlation of perspective COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1117

14 effect on human resources indices of human resources performance. On the other hand whatever perspective is clearer, the human resources performance shall be increased and hypothesis 0 is rejected. Perspective has positive and significant effects on goals and programs of human resources performance. esources Perspective and goals and programs According to the obtained result, the observed r, the organizational perspective has not significant and positive effect on programs and goals development of human resources performance and H0 is confirmed. - Perspective has positive and significant effect on management hierarchy opinions of human resources perspective. esources ** Perspevtive and management hierarchy opinions So the observed r in level 1 % shows the significant and positive correlation of perspective effect on management hierarchy opinions of human resources performance. On the other hand whatever perspective for employees, the human resources performance shall be COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1118

15 increased and hypothesis 0 is rejected. - Organizational goals have significant and positive effect on employees performance measurement elements. - Clear goals and organizational have significant and positive effect on indices and process standard of human resources performance. esources ** Clear goals and indices and process standards So the observed r in level 1 % shows the significant and positive correlation of long-term goals of organization on process standard of human resources performance. On the other hand whatever the organizational goals are clearer, the human resources performance shall be increased and hypothesis 0 is rejected. - Clear goals of organizational have positive and significant effect on human resource indices of human resources performance. esources * Clear goals and human resources indices So the observed r in level 5 % shows the significant and positive correlation between longterm goals of organization influence on human resources indices. On the other hand COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1119

16 whatever the organizational goals are clearer, the human resources performance shall be increased and hypothesis 0 is rejected. - Clear goals of organizational have positive and significant effect on human resources indices performance programs. esources Clear goals and program According to the obtained result and obtained r, long-term goals of organization have not positive and significant on goals and human resources performance program development and H0 is confirmed. esources ** clear goals and management hierarchy opinions So the observed r in level 1 % shows the significant and positive effect of clear goals on management hierarchy opinions. On the other hand whatever the goals are clearer, the human resources performance shall be increased and hypothesis 0 is rejected. - Tendency and strategic have significant and positive effect on employees performance measurement elements. - Tendency and strategic have significant and positive effect on indices and process standard of human resource employees performance. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1

17 esources Tendency and strategic direction and standard According to the obtained result and observed r, strategic direction and tendency have not significant and positive effect on indices and process standard of human resources performance of employees and H0 is confirmed perfectly. - Tendency and strategic direction have significant and positive effect on indices and process standard of human resource employees performance. Significant esources level ** Tendency and strategic direction and human resources indices So the observed r in level 1 % shows the significant and positive correlation between tendency and strategic direction influence on human resources indices of human resource performance. On the other hand whatever the tendency strategic direction for employees is clearer, the human resources performance shall be increased and hypothesis 0 is rejected. - Tendency and strategic direction have significant and positive effect on human resources performance programs and goals. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1121

18 esources Tendency and strategic direction and goals and programs So the observed r in level 122 % shows there is no significant and positive correlation between tendency and strategic human resources performance programs and goals and hypothesis 0 is confirmed. - Tendency and strategic direction have significant and positive on management hierarchy opinion of human resources performance. esources ** Tendency and strategic direction and management hierarchy opinions So the observed r in level 1 % shows there is a significant and positive correlation between tendency and strategic direction influence on management hierarchy opinions of human resources performance on the other hand whatever tendency and strategic direction is clearer, the performance rate of human resources shall be increase and hypothesis 0 is rejected. After studying performance evaluation forms of subject based on four indices of performance measurement and 3 model following information were obtained. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1122

19 management hierarchy opinions Process standard Goals & programs Human resources indices Scores first Scores second Scores third Scores first Scores secon d Scores third Scores first Scores secon d Score s third 70.3 Score s first 68.9 Score s secon d 73.6 Scores third 75.3 Employee performance measurement Employees performance average scores first scores second scores third The char of performance employees COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1123

20 According to above information about employees performance it can be said that in all indices except program and goals indices, employees performance in 3is better than the first and second s. But about employees performance programs and goals indices a reduction is observed in 3and the second has higher score than the s 3and1. Conclusion Using Pearson correlation coefficient the relation between organization mission transparency and employees performance measurement elements was studied and determined that the organizational mission transparency has significant and positive effect on indices and process standards and human resources indices and management hierarchy opinions on the other hand whatever employees of an organization activate about organizational mission it can improve the performances in 3 performance measurement indices. Due to obtained results for researcher it is suggested that to improve performance, employees must be familiarized with experts and personnel in organizational mission process, perspective and also many sessions must be held to informe based on documented resources. members of each organizational unit must participate in internal goals process so that the individual goals of employees be applicable and employees believe that if the organizational goals be realized they can reach to their individual goals and in regarding organizational goals achievement, employees must interact in group with increasing responsibility and with presenting proper feedback with performance and evaluation can be announced at the end of the process. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1124

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23 20. Phanuel, W, darbi, D, (2012), impact of mission statement and vision on employee behavior and performance, International Journal of Business and Social Science, Vol. 3 No. 14, PP: Vedadi, ahmad, at.el 2009,wise leadership, the importance of organizational culture management - year 7. COPY IGHT 2013 Institute of Interdisciplinary Business esearch 1127