مدیران عالی آموزش و پرورش: شناسایی شایستگی ها و توانمندی های مورد نیاز و ارائه مدلی برای سنجش و ارزیابی شایستگی ها
محورهای موضوعی : شایستگی های مورد نیاز رهبران منابع انسانی
حسین خنیفر
1
,
صلاح الدین ابراهیمی
2
*
,
بهمن غلامی
3
,
بي بي مرجان فیاضی
4
1 - دانشگاه تهران
2 - دانشگاه تهران
3 - پردیس البرز داشگاه تهران
4 - دانشگاه تهران
کلید واژه: منابع انسانی, شایستگی مدیران, کانون ارزیابی, آموزش‌وپرورش.,
چکیده مقاله :
یکی از چالش‌های مدیریت منابع انسانی سازمان‌ها به‌خصوص در آموزش‌وپرورش، نحوه انتخاب و ارتقاء مدیران است. بنابراین پژوهش حاضر با هدف شناسایی شایستگی‌ها و توانمندی های مورد نیاز مدیران عالی آموزش‌وپرورش و ارائه مدل شایستگی مدیران جهت استفاده مراکز ارزیابی برای ارتقاء، انتخاب و انتصاب مدیران طراحي شد. برای انجام پژوهش از رويکرد پژوهش آميخته استفاده گرديد. این پژوهش از نوع آمیخته (کیفی– کمی) بود. ابتدا در مرحله کیفی مطالعه اکتشافی انجام شد و رویکرد پژوهش قیاسی- استقرایی بوده است. روش پژوهش در قسمت کمی توصيفي (غير آزمايشي) و طرح پژوهش همبستگي از نوع تحليل معادلات ساختاری است. جامعه پژوهش در بخش کیفی، کلیه صاحب‌نظران، اساتید و مدیران ارشد حوزه منابع انسانی در آموزش‌وپرورش بود که با استفاده از نمونه‌گیری هدفمند مبتنی بر گلوله برفی با 17 نفر از صاحب‌نظران مصاحبه شد و در قسمت دلفی 25 نفر از آنها انتخاب شدند. و جامعه آماري در مرحله کمی کلیه مدیران آموزش‌وپرورش شهر تهران بودند که با استفاده از روش نمونه‌گیری خوشه‌ای 462 نفر به‌عنوان نمونه انتخاب شدند. ابزار پژوهش در مرحله کیفی مصاحبه نیمه ساختار و در مرحله کمی پرسشنامه محقق ساخته بود. برای تحلیل اطلاعات در قسمت کیفی از روش کدگذاری باز و محوری و تحلیل دلفی و در قسمت کمی از روشهای تحلیل توصیفی، تحلیل همبستگی و تحلیل معادلات ساختاری (تحلیل عاملی تاییدی مرتبه دوم) استفاده شد. نتایج پژوهش نشان داد مؤلفه‌های الگوی شایستگی مدیران آموزش‌وپرورش عبارت‌اند از: شایستگی دانشی، شایستگی حرفه‌ای، شایستگی شخصیتی، شایستگی اجرایی، شایستگی رهبری و هدایت، شایستگی ارتباطی و شایستگی ادراکی.
Education is a very complex and sensitive issue, and the sustainability of a society depends largely on the efficiency and effectiveness of the education system. If the education system can properly fulfill its mission of individual and social development, it will also provide a favorable environment for cultural, economic, political and social development in society. It goes without saying that a great deal of the complexity and sensitivity of the education system goes back to the competencies of senior education managers. One of the challenges of HRM in organizations, especially in education, is how to select and promote managers. In this regard, the evaluation process process is used as a guideline for evaluating and effectively developing competencies in workplace-like conditions. Therefore, the present study was designed to identify the competencies of higher education managers and to present managers' competency models for use in evaluation centers. Mixed research approach was used to conduct the study. The research population in the qualitative section was all experts, professors and senior managers in the field of education, who were interviewed with 17 experts using snowball based sampling and the statistical population was all of the education managers in Tehran. 462 individuals were selected using cluster sampling method. The research instrument was a researcher-made questionnaire in the quantitative phase. Its validity was confirmed by experts and its reliability was confirmed by Cronbach's alpha test. Semi-structured interviews were used in the qualitative part. In the second step, quantitative method was used in descriptive-analytical method. Based on this, competencies of education managers for use in evaluation center were identified and then the model of competency of higher education managers for use in evaluation center was presented. To estimate the validity of the proposed model, second-order confirmatory factor analysis and structural equation modeling with partial least squares method were used. The results showed that the components of the model of education managers competency for use in the evaluation center are: knowledge competence, professional competence, personality competence, executive performance competence, leadership and guidance competence, communication competence and perceptual competence.
1. Pourezat, A. A., Mokhtarianpour, M., & Amini, A. (2019). Designing a Competency Model for the Ambassadors of the Islamic Republic of Iran. Journal of Human Resource Management Research, 2 (36): 75-100.(In Persian)
2. Phillips, D. R., & Roper, K. O. (2019). A framework for talent management in real estate. Journal of Corporate Real Estate, 11(1): 7–16.
3. Schanne, L. C., Stern, S., Hand, C., Collins, M., Kirk, G., Kweeder, S., Brody, R., LaPorta, P. H. & Meehan, D. (2016). From Chaos to Competency: Implementing a New Competency Model in a Multihospital System. The Journal of Continuing Education in Nursing, 47(3):111-117. .(In Persian)
4. Sparrow, P., & Otaye, L. (2015). Employee Branding: From Attraction to a Core HR Strategy. White Paper. Lancaster University: Management School.
5. Arefnejad, M. (2018). Identification and Prioritization of Competency Components of School Managers with Emphasis on Islamic Management. Journal of School Management, 5 (1): 172-151.(In Persian)
6. Ebrahimi, S. (2019). Designing a model of competencies of education managers for use in evaluation centers. Doctoral dissertation on Educational Management, University of Tehran. .(In Persian)
7. Shabani, R., Khorshidi, A., Abbasi, L., & FathiVajargah, C. (2018). Presentation of Competency Model for Primary School Teachers in Tehran. Research in Educational Systems, 1(12): 94-79.(In Persian)
8. Azizi, N. (2006). An Introduction to the Development of Higher Education in Iran with Emphasis on the Humanities, Tehran: Institute for Cultural and Social Studies. (In Persian)
9. Dorri, B., Habibi, M., & Bahraminasab, M. (2015). Identifying Strategic Competencies of Top Managers in Petrochemical Industry. Human Resource Management in Oil Industry, 6(23):217-242. (In Persian)
10. Donner, E., Michael, D., Ulrich, S., & Bluth, E. I. (2018), “Succession Planning and Management: The Backbone of the Radiology Group’s Future,” Journal of the American College of Radiology, 14(1), 125-129.
11. Acree-Hamann, C. & Dnpaprn, N. (2017). A call to action: Succession planning needed. Newborn and Infant Nursing Reviews, 16(3): 161–163.
12. Touhidi, A. (2012). Designing a Competency Model for Public Sector HR Managers in Iran. Perspectives on Management, 3 (2): 23-43.(In Persian)
13. Khannifar, H., Ebrahimi, S., Sayfi, A. & Fayazi, M. (2020). Designing a competency model for training managers to use in the Assessment and Development Center. School Management, 8 (1): 32-54.(In Persian)
14. Khannifar, H.m Naderibeni, N., Ebrahimi, S., Fayazi, M. & Rahmati, M. H. (2019). Identify the suitability of school principals for use in the assessment center. School Management, 7 (1): 230-240.(In Persian)
15. Taylor, I. (2007). A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development. Business & Economics, 3 (8): 141- 264.
16. Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1): 5–24.
17. Rusanivsky, V. A., Blinova, T. V., & Bylina, S. G. (2014). Youth unemployment in Russia: interregional comparisons. Bulletin of Saratov state socio-economic University, 5 (54): 29- 35.
18. Cochran, G. (2009). Developing a Competency Model for a 21th century Extension Organization, Ohio State University, a doctor of dissertation.
19. Khanifar., H. (2015). An Introduction to Standardization in Education. First Edition, Tehran: Contemporary Works.(In Persian)
20. Riccio, S. (2010). Talent management in higher education, Developing emerging leaders within the administration at private colleges and universities.
21. Siadati, F. (2014). Identifying the required competencies of media directors, Tehran University of Technology's Ph.D.(In Persian)
22. Mashoudi, M. (2016). Model of the Properties of the Good Managers of the Islamic Society Based on Imam Ali's (MA) Statement, Master's Thesis, Nahj Bolbaghah, Professor, Lorestan University, Faculty of Literature and Human Sciences.(In Persian)
23. Vartanova, E. (2010). THE ESSENCE CHARACTERISTICS AND TYPES OF STRATEGIC COMPETENCE. Information Technologies, Management and Society, 3(2): 55-59.
24. Tripathi, K., Agrawal, M. (2014). Competency Based Management In Organizational Context: A Literature Review. Global Joournal of Finance and management, ISSN 0975-6477, 6(4): 349-356.
25. Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. M., & Odman, R. B. (2011). Doing Competencies Well: Best Practices in Competency Modelling. Personnel Psychology, 64(1): 225-262.
26. Brits, D. W. & Veldsman, Th. H. (2014). A global central banker competency model. Journal of Human Resource Management, 12(1): 1-14.
27. Vazhir, L. (2016), Complication of Assessment and Development Centers in Iran and Providing Appropriate Strategies, Master's Degree Program in Strategic Human Resource Management, University of Tehran.
28. Seniwoliba A. J. (2020), “Succession planning: Preparing the next generation workforce for the University for Development Studies,” Research Journal of Educational Studies and Review, 1(1), 1-10.
29. Muller, R. & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 6 (28): 437–448.
30. Lee, Y. (2010). Exploring high- performers required competencies. Expert Systems with Applications, 3)37(: 434-439.
31. Martina, K., Hana U., & Jiri F. (2012). "Identification of Managerial Competencies in Knowledge-Based Organizations". Journal of Competitiveness, 3 (14):.129-142.
32. Bouchamma, Y., Basque, M., & Marcotte, C. (2018). School Management Competencies: Perceptions and Self-Efficacy Beliefs of School Principals. Creative Education, 5 (1): 580-589.
33. Jahanyan, R. (2010). Competencies Required by Educational Managers, Quarterly Journal of Educational Management, (3): 121-142.(In Persian)
34. Dargahi, H., Alipour, F., Mohammad, H., & Heidari, Gh. (2010). Presentation of the Competency Model in Human Resource Development Case Study of the Competency of Managers of the Cultural and Arts Organizations of Tehran Municipality. Journal of Strategy of Yas, 6 (23): 92-113.(In Persian)
35. Asadifard, R. (2011). The Model of the Empowerment of Iranian Government Managers Based on the Imam Sahife (RA) The Strategy Theory of Data Foundation, Public Management Publication, 3 (8), 92-75.(In Persian)
36. Mahmoudi, A., Abedi, A., & Heydari, Y. (2012). the study of the professional competencies of the departments' managers. Management and Development Process, 25(1): 99-61.(In Persian)
37. Shafiei, H. & Shams, N. (2016). Design and implementation of a model to assess the competence and performance of managers in higher education. Quarterly Journal of Innovation and Value Creation, 5(9): 30-17. (In Persian)
38. Bourgault, J., Charih, M., Maltais, D., & Rouillard, L. (2006). Hypotheses concerning the prevalence of competencies among government executives. according to three organizational variables. Public personnel Management, 11 (1): 89- 119.
39. Pakmehr, H., Dehghani, M., & Jafarisani, H. (2010). Examining Management Challenges in Education: A Different Viewpoint from Teachers. First International Conference on Management, Innovation and Entrepreneurship (27th and 28th of March 2010) - Shiraz.(In Persian)