How to increase the human force productivity in Municipality of Tehran by the Goodwin Model

Transcription

1 Abstract How to increase the human force productivity in Municipality of Tehran by the Goodwin Model Mehdi Rahmani (PH.D Student of management, National academy of sciences of the republic of Armenia institute of economic) Manager of Human and Support Resources of the Fresh Fruit and Vegetables Markets Organization Author Nowadays, productivity enhancement is an appropriate tool to make a competitive space between organizations. For this reason, they are about improve related productivity by applying or effective combination of the available resources. These efforts to enhance the productivity, have been result in promoting the human resources in organizations. Following this, in current research, it has been tried to update the human force productivity in Tehran Municipality (civic services assistant). Applying approaches of Goodwin model, measuring productivity enhancement of the human force and eventually, presenting some suggestions for making an improvement on the human force have been done in this research. The method of BSC score card of balance as one of the EFQM tools, was used to evaluate the performance and indexes equilibrium and methods of the Goodwin model. In this regard, the methods of descriptive statistics including the frequency distribution table, average along with drawing sketch and the parametric derivative statistics methods, have been used to carry out the current research. Some statistical tests such as the test of average statistical hypothesis of two societies, the test of comparison means even, the test of Alpha Crown Bakhand and also the test of Friedman have been applied in different analysis. All these analysis accompanied with drawings were performed using the statistical software of advanced SPSS. Key words: human resource productivity improvement, the Good Win model, the Municipality of Tehran. 1-Introduction One of the most important criteria for progressing organization is the human force productivity improvement. In this case productivity can be considered as applying and the effectual combination of the existing resources of organizations to increase their efficiencies. Actually, the effectual enhancement of the human resource productivity is a necessity for organizations which need to improve their human resource productivity. Utilizing management cycle of the human resource productivity improvement brings the productivity, i.e. possessing the concept of upgrading efficiency to enhance like a permanent process, to find and recognition of the productivity path and making the required platforms. The prerequisite of the growth and progress of the organization is productivity mobility and it also will result in institutionalizing of the improvement in different organizational systems (Saatchi, 2003). Following this, it is completely clear for all experts and managers that if an organization is not able to continuously improve its productivity, in long term, it also will be eliminated from the racing cycle (Taheri, 2009). Therefore, at first they ought to recognize the factors which effect on deferment or speed of the human resource productivity improvement. Then, managers should plan and make the appropriate decisions to achieve the organizational goals. Of course, for an organization which follows the process of recognizing and preparing extensive knowledge for its executives and decision makers, such recognition of the effective factors on the human force productivity has many advantages (Khaki,2004)such as: * Increasing the accuracy and exactitude in stage of planning and forecasting * Making the organization more flexible * Preventing the organization to be shocked and make it better for controlling and monitoring the affairs. Between different effectual factors in productivity, two categories perform the main role: 1. Internal factors 2. External factors. However, it should be noted that the purpose of such effectual factors in improving the productivity, is to distinguish the main factors from the right affairs that may attract the manager s attention to the productivity (Abtahi& kazemi, 2002). About two aforementioned groups of the main factors, the internal (inner) factors can be controlled by the individual or by the institute manager, while the external (outer) factors are not controllable by anyone. The external factors should be noted due to being effective on management and efficiency and to help improving the organization performance. Therefore, recognizing the range of difficulties in the area of two groups of internal 49

2 and external factors is the first managerially step. For the next step, we will be about identifying the controllable factors (Taheri, 2006). It is clear that the right managerial activities in organizations which means a good management, will result in productivity improvement. For this reason, increasing the productivity and its growing forward, is the main responsibility and goal of the management. In fact, the human resource productivity management is based on the creation of appropriate conditions for making higher activities. Furthermore, as regards the process of productivity improvement is changeable, it is necessary for varying management to be actualized to increase the productivity. This means the concept of motivation, taking action and mobility. However, scale and varying speed should be sketched and adopted toward such actualization (human force, structure, technology, etc). 2- Problem statement This study examines the human resource productivity improvement of Tehran Municipality by the selected model. In this regards, current research aimed to find the proper approaches for progressing the human resource productivity, so that it would be adequate with well-known models of productivity improvement and it also have had its own proper practical and executional methods in an acceptable, scientific way. Studying the problems and taking it into consideration finally, the Goodwin model has been selected by the researcher and as it mentioned above, measurement of the Goodwin model effectiveness on the human resource productivity improvement for the Municipality of Tehran will be under discussion in this study. 3-Research Method: At first, it is necessary to be mentioned that considering the challenges encountering the Municipality of Tehran in the human resource productivity background, the corresponding research should be done. The "Survey for solutions of increasing the human resource productivity in Municipality of Tehran" will be the subject under disscusion and it will be carried out as a case study in the civic services assistant of Municipality of Tehran. It is included in the Applied Research based on the goal and as regards the method, it is a Descriptive Research. The library and documentary research, document and information questionnaire, interview and observation have been the corresponding tools to gather the necessary information (Saatchi, 2003). In this study and research, the statistical society is the civic services assistant of the Municipality of Tehran accompanied with 7 levels organizations (hysteresis management organization fire extinguishing and safety services organization parks and green space organization the organization for beautification of the city of Tehran morgue and slaughterhouse organization the organization of fresh fruit and vegetables fields Behesht Zahra organization (graveyard)) and 2 companies (the company for organizing industries and jobs the company of citizen's goods) and 2 headquarters (civic services affairs headquarters the headquarters for adaptation, programming and performance control) and based on the last reporting and statistics in the second half of year 2010, the number of corresponding personnel has been For sampling, the simple random sampling method was used and for distribution of questionnaires, Kerjesi and Morgan Tables were used for 365 headquarter and row individuals. In this regard, the researcher has examined the history of performed research and studied the proposed theories concerning the human resource productivity background. Afterward, the expert s idea about the productivity has been taken into consideration and consequently, the Goodwin model of productivity enhancement has been selected and applied as a practical model in this current research. Using Goodwin Model and also using the BSC method, the researcher struggles to represent practical approaches (Kaplan & Norton, 2005) for increasing organizational human resource productivity in the Municipality of Tehran. The Goodwin Model as a practical model, includes three main dimensions like scientific dimensions (tools and techniques), human dimensions (motivation and theory) and practical dimensions (the results for performing the job). A number of approaches has been determined for each one of the aforementioned dimensions that they altogether develop 17 approaches to improve the productivity. The researcher must take two stages of pre-test and post-test to be able to represent approaches of increasing the human resource productivity in the Municipality of Tehran. At first stage as pretest stage, it is necessary to calculate the human resource productivity in organization for existing situation through measuring the developed indexes of Goodwin Model (according to the EFQM Model indexes and the expert s approval). Of course, such stage would be before executing the improvement approaches. By the way, 50

3 assessing the obtained results, the researcher would propose and apply some approaches to improve the productivity. Afterwards, in second stage as post-test stage, the researcher would measure the indexes again (this stage would be after executing the improvement approaches) and compare the obtained results from the pre-test stage with ones in post-test stage to calculate the the development and improvement value and finally the application of the approaches. Consequently, having the experts' approval for each one of the 17-times approaches of the Goodwin Model, some indexes possessing the capability of improvement for Goodwin variables, were determined. The indexes has been calculated in year 2010 in the pre-test stage. As mentioned above, considering the results obtained from the human resource productivity indexes in the pretest stage, the researcher should proposed some approaches for the improvement of human resource productivity as they are proportional with the dimensions of Goodwin Model. According to this aim, at first, it is requisite to measure and evaluate the balance of results obtained from calculating the indexes and dimensions of the Goodwin Model to be able to propose appropriate and beneficial approaches. The method of BSC score card of balance as one of the EFQM tools (khaki, 2003), was used to evaluate the performance and indexes equilibrium of the approaches of Goodwin Model. By the following 6 aspects, the BSC method (Wongrassamee, 2003) evaluates the indexes and approaches of Goodwin Model (Kaplan & Norton, 1992): 1) financial 2) development and learning 3) customers 4) internal processes 5) personnel satisfaction 6) environment and society. The relation between the components of Goodwin Model with BSC one, has been accomplished by Coopras Method and the experts by means of directing us toward Optimum Programming of Human resource productivity (maximum profit) (Razani,2002). Here, based on the results elicited from BSC assessment in pre-test stage, the researcher has proposed the improvement approaches considering the Radar Logic by using the Coopras Decision Support Model possessing proportionality with Goodwin Model, to be executed in the Municipality Organization of Tehran that its result would define the planning projects which were officially noticed for executing in year The researcher has defined the improvement projects according to the pre-elicited results, the human resource productivity scale and the Balance Score Card (BSC) (RezaiiGhahraman & AghaSeyedHassainy, 2011) and made them executable considering the index improvement purpose. By making the projects executed in the post-test stage, the Goodwin Model indexes would be measured and calculated again in the year 2013 in the mentioned stage. Afterwards, the results outcome from measurement of indexes of Goodwin Model in both times of before executing the approaches (pre-test stage in the year 2010) and after executing the improvement projects (post-test stage in the year 2013) would be compared to determine the growth and improvement values in indexes. Furthermore, to evaluate the balance between indexes, the BSC indexes again, would be measured from the 6 aforementioned aspects in the year 2013 to provide the comparison between the BSC results in the pre-test stage with that of post-test stage and determine the balance improvement value in the BSC indexes. In this regards, the final decision made is to consider the research hypothesis: Hypothesis: the human resource productivity improvement in the Municipality of Tehran would be by applying the Goodwin Model. The methods of descriptive statistics utilized in current research, would be the frequency distribution table, average accompanied by sketching chart. The statistical parametric inference methods are utilized, according to the research goals, measurement scale and the recommendations of advisor professor and instructor professor. In different analyses, statistical tests including the statistical hypothesis test of the average of two societies the test of comparing the evenness of averages the Crown Bakh test and the Freedman test has been used for perusing the hypothesis of this survey, and using the advanced statistical software SPSS, all of the analyses and drawing charts have been accomplished. 4-Measuring the human resource productivity indexes in the organization of Tehran Municipality (civic services assistant) The organizational human resource productivity value was measured by the Goodwin Model in Then, the improvement projects were determined on the same basis. In 2013, the above mentioned value was again measured by the Goodwin Model. Some indexes were considered to actualize for each one of the Goodwin Model approaches, utilizing EFQM Model (Kaplan & Norton,1992) and the experts opinions and also the Goodwin Model indexes were measured in 2010 (before executing improvement approaches). Then in 2013, (after executing improvement approaches) 51

4 as a result of executing the improvement approaches, we took action and calculated the amount of changes in indexes. The numbers indicate the growth of all the indexes which is the result of the executing the improvement approaches. (Refer to the appendix No. 1). Diagram 1- Radar of dimensions of the Goodwin Model, before and after execution of Improvement human Approaches dimensions/attitude and motivation 70 pre-test post-test practical dimensions/results of doing job Scientific dimensions/engineer ing tools and techniques/systems According to the diagram 1 shown above (the radar of Goodwin Model), it can be seen that all the dimensions of the Goodwin Model by executing improvement approaches in 2013 have been grown in comparison with before executing them in 2010 and because of such development, more balanced can be seen in the radar of mentioned model as, before applying the improvement approaches, both dimensions of scientific and practical have had a lower number in comparison with the human dimension which has had more growth than them. 6 aforementioned aspects in previous section in the BSC model named financial, customers, internal processes, development and learning, personnel satisfaction and environment and society, would be measured to determine some indexes for each one of them as what is explained in the following table. (refer to appendix No. 2) Table 1- BSC indexes growth value before and after executing approaches balance Year outlook 2010 Year 2013 Changes Financial 21.10% 35.10% 14.00% Customer 67.80% 78.90% 11.10% Internal Processes 30.30% 44.30% 14.00% Growth and Learning 45.00% 51.20% 6.10% Personnel Satisfaction 83.20% 88.20% 5.00% Surroundings and Society 16.20% 22.10% 5.90% Average 43.93% 53.30% 9.37% As it can be seen in the above table, the financial sight indexes have the most growth value between the different sights indexes and it is the become of executing approaches and in return, the indexes of development and learning, personnel satisfaction and the environment and society have the least growth value. By applying the BSC method, the researcher had struggled to calculate the balance value in 6-fold views and then attempting to execute the improvement approaches which have proportionality with number or scale of each aspects, consequently executing the approaches accompanied with balance improvement in these aspects; so, observing the index changes sequels, it can be concluded that most of the time, the researcher had been able to establish the balance in indexes as the indexes that have had a high number in 2010, they have lower growth value in 2013 and vice versa, the indexes along with a low number in 2010, they could achieve more growth in 2013 by executing the improvement approaches. Therefore, the researcher has intended to establish balance between all indexes and reduce the existing distance between them by developing these indexes. Diagram 2- the radar of BSC indexes to compare them before and after executing improvement projects 52

5 Surroundings and Society Financial Pre-test Post-test Customer Personnel Satisfaction Internal Processes Growth and Learning It is clear from the above diagram that for financial and internal processes indexes radar which have had lower numbers in 2010, executing improvement approaches causes more growth on them in comparison with other indexes, in In return, for other indexes with higher numbers in 2010, they have had lower growth in 2013 for establishing more balance between all BSC indexes and finally, their balance has been improved. Considering the following hypothesis and studying the results Theory: applying the Goodwin Model to the Municipality of Tehran leads to human resource improvement. Reviewing the results elicited from the measurement of human resource productivity in 2010 (pre-test) and also comparing it with the year 2013 (post-test and after executing improvement projects of the Goodwin Model), it can be observed that utilizing the approaches of the Goodwin Model, the human resource productivity indexes in the Municipality of Tehran, have enhanced and improved. Model dimensions the results obtained for the year the results obtained for the year2013 human dimensions 52/33 % 60/74 % + 8/41 % Practical dimensions 23/6 % 36/82 % + 13/22 % scientific dimensions 25/15 % 47/82 % + 22/67 % Average 33/69 % 48/46 % + 14/77 % growth rate Observing the number of % as the result of measuring the Goodwin Model (pre-test stage, before executing the improvement projects) in 2010 and comparing it with the number of % for results after executing the improvement projects (post-test stage) in the year 2013, this comparison also shows a growth up to %. Finally, it is included that the theory of Applying the Goodwin Model will result in the productivity improvement for the Municipality of Tehran has been confirmed by the confidence level of 95 %. The outcome of the averages equality comparison test represents that: Effecting the approaches of the Goodwin Model, the human resource productivity has been improved based on its indexes. Showing the Goodwin indexes averages, before and after effecting µ1 and µ2 projects, respectively, the following statistical theory is held:

6 Two-sided test H0: µ1 - µ2=0 (1) H1: : µ1 - µ2 0 Two-sided test H0: µ1 > µ2 H1: µ1 < µ2 Considering the outcome T-Test table and the value of α = 0.05 and also Sig = 0 with the statistical value obtained in above table as pair 1, the theory of H0 is rejected, i.e. the Goodwin indexes average before executing the projects, is smaller than average after execution. Considering the value of µd = µ1-µ2 with confidence level of 95%, includes two negative value of -6.4 and -16.4, so the average µ2 is greater than µ1. This value will be seen in the paired samples test following confidence interval of 95 %. Mean Std. Deviatio n Paired Samples Test Paired Differences Std. Error Mean 95% Confidence Interval of the Difference Lower Upper t df Sig. (2- tailed) Pair 1 Goodwin2010 Goodwin Suggestions Current research had been carried out based on the hypothesis of Applying the Goodwin Model would lead to improve the human resource productivity in Municipality of Tehran and reviewing results elicited from the measurement human resource productivity indexes in two scenarios, one in 2010 (before executing the improvement approaches) and the other in 2013 (after executing the improvement approaches) and also measuring their variation, it has been proved and included. In this section, as a result for conclusion, there are some suggestions under attention of the researcher and viewpoint of executing the current approaches. These suggestion are limited to be reformed, completed or removed weak points of the current projects in the executional viewpoint: 1- Considering the obtained results, it seems that the perfect execution of the Organizational Excellence Model, is the most important step toward more productive organization. This model has empowerment levers, while known models of human resource productivity which have been partly indicated to them in the literature section, are missing empowerment patterns. Execution of Organizational Excellence Models can have appropriate effects on the total human resource productivity and efficiency enhancement. 2- It is suggested to grant prize in order to improve the human resource productivity value and establishing competence between various organizations. 3- The process of allocating budget to the organization of Municipality or field of civic services is proposed to be defined and executed based on the human resource productivity for each one of organizations. 4- According to a survey template, in order to establish competitive space between affairs and units of Municipality Organization, it has been proposed to measure the effect present of each work groups with regard to human resource productivity of total organization. It also can be carried out by executing the Goodwin Model separately. This subject of considering the organization being non-competitive (external competence) is a necessary and effective affair. 5- For institutionalizing human resource productivity in the organization, considering human resource productivity requirements, it would better to make efforts in order to generate a strategic base model for creating necessary adaptation between goals, approaches, and organizational missions and obtain necessary unidirectional efforts between tremendous and minute programs, and related activities. 54

7 6- As the last suggestion, it would be better for the organization to carry out their operational measurement by the human resource productivity measurement and execute it as current and routine activities in clear time periods. Indexes of personnel operations and the organizational human resource productivity should be measured several times a year, having excellent goals and approaches then, evaluating the gap existing between the current situation and the desired situation, would be effectively performed. References: Saatchi, Mahmood,"psychology of productivity"; Applied Dimentions of work & Industrial- organigation psychology, Tehran, 2003, PP Taheri, shahnam," Productivity Analysis in Organizations, Tehran, 2009, PP Khaki, Gholam Reza," productivity management, Analysis in Organization", Islamic Azad University Scientific publication center, Third Edition, 2004, PP Abtahi.s.h&kazemi.b, productivity, Institute for trade studies & research, Tehran,2002, p18. Taheri, Shahnam, productivity Analysis in organizations Tpmgt". Tehran, 2006, PP Saatchi, Mahmood,"psychology of productivity"; Applied Dimentions of work & Industrial- organigation psychology, Tehran, 2003, PP Kaplan, R. Norton, d, translator: HosseinAkbary, MasoudSoltany, Amir Maleky, "Strategy Map, Changing Invisible Assets into Visible Consequences", Tehran, 2005 Asia Pub.1stEdi., 310 p khaki, Gholam Reza," productivity management, (Analysis in Organization)", Islamic Azad University Scientific publication center, Tehran, 2003, PP Wongrassamee, J. S. (2003) "Performance measurement tools: the Balanced Scorecard and theefqmexcellence Model". Measuring Business Excellence.. (59-36 ) Kaplan, R. S. & Norton, D. P. (1992). "The Balanced scorecard- Measures that drive performance", Harvard business Review, Razani, Abdol-Mohammad, "Acquaintance with the Model EFQM", Tehran,2002, Mam Pub. 1 st Edi.325 p. RezaiiGhahraman, MohammadReza & AghaSeyedHassainy, Seyed Reza, 2011, "Twelve Steps toward Installing Balanced Score Card and Determination of the Operational Indexes", Tehran, Agah Pub.370 p. Kaplan, R. S. & Norton, D. P. (1992). "The Balanced scorecard- Measures that drive performance", Harvard business Review, 71-80,