خلاصة:
This research was conducted with the aim of identifying the dimensions and components of the performance gap in the Social Security Organization. The main method of the present research was the survey method, where data collection was carried out with the help of a questionnaire and its analysis was performed using PLS software and various statistics. The statistical population of the research includes all employees of the Social Security Organization, from whom 395 people were selected as a statistical sample using random sampling. Through exploratory factor analysis of the collected data, various factors were determined and then finalized based on confirmatory factor analysis; the research findings indicate that the 'performance gap' can be explained in three dimensions: leadership style, work environment, and human resource management. Based on the aforementioned findings, in the first dimension, the components of 'strategic approach', 'interactive and transparent work environment', 'delegation style', and 'feedback from stakeholders' were confirmed; in the second dimension, the components of 'performance management', 'recruitment and appointment system', 'effectiveness of job motivation tools', 'effective training', 'compensation system', and 'specialized knowledge'; and finally, in the third dimension, the components of 'ethical and informational order', 'participatory culture', and 'knowledge-centricity' were confirmed. Thus, while developing the final performance gap model in the Social Security Organization, the degree of fit of the presented model was specified, and its fit was confirmed with a strong value of 0.6.
ملخص الجهاز:
Through exploratory factor analysis, various factors were identified from the collected data and then finalized based on confirmatory factor analysis; the research findings indicate that "performance gap" can be explained in three dimensions: leadership style, work environment, and human resource management; based on the aforementioned findings, in the first dimension, the components of "strategic approach," "interactive and transparent work environment," "delegation style," and "stakeholder feedback" were confirmed; in the second dimension, the components of "performance management," "recruitment and appointment system," "effectiveness of job motivation tools," "effective training," "compensation system," and "specialized knowledge" were confirmed; and finally, in the third dimension, the components of "ethical and informational order," "participatory culture," and "knowledge-centeredness" were confirmed.
Solution Selection Root Cause Analysis Performance Analysis Business Analysis • Defining business and • Job level Performance • Linking these desired goals with performance • Human knowledge / skills • Type of root cause • Motivators • Aligning solutions with • Physical resources them • Structures/processes • Gap • Recommendations • Information • Health • Current • Solution implementation status Performance • Project management • Assisting the organization in Adapting to changes • Formative evaluation • Results evaluation • Collecting formative evaluation data Diagram 1: The general process of Human Performance Technology of the Association for Talent Development Source: (12) Performance analysis in organizations and identifying the performance gap along with its causes and roots is a very important matter that can, while preventing waste of costs and improving the quality of organizational services, also bring about the satisfaction of customers and service recipients.
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