Explaining and Designing a Model of employee performance management with integrated approach in the governmental banking systems with methasynthesis and structural-interpretive method
Subject Areas :
Maryam
Fahima
1
(PhD student in Public Administration, Human Resources, Tehran Branch, Islamic Azad University, Tehran)
daruosh
Gholamzadeh
2
(Assistant Professor, Department of Public Administration, Central Tehran Branch, Islamic Azad University, Tehran)
Ahmad
vedadi
3
(Associate Professor, Department of Public Administration, Central Tehran Branch, Islamic Azad University, Tehran)
Keywords: Integrated management of employee performance, banking system, hybridization, mixed method,
Abstract :
This article is aimed at designing and explaining the integrated pattern of employee performance management in the country's state-owned banks. In order to achieve this goal, first the integrated categories of integrated performance management have been identified and validated, and finally, by determining the model of causal relationships of these elements, the final model has been obtained. This research is based on empiricist philosophy and deductive-inductive method. The present study is a fundamental research in terms of purpose, and in terms of data collection method, it’s a cross-sectional research. In this research, mixed method (qualitative & quantitative) has been used. The statistical population of this article includes professors and experts with management experience in SepahBank and has been used to sample the method of bullet and snow. The sampling process continued until theoretical saturation was achieved, and finally 11 managers of the central offices of SepahBank participated in this study. To identify the infrastructural categories of employee performance management, a metasynthesis method has been used and by using interpretive-structural modeling, an integrated staff performance management model has been presented. Data analysis was performed with MaxQda and MicMac software. The results show that among integrated management structures, performance, planning and targeting and organizational culture have high penetration power and have low effectiveness. So the variables are independent. The two variables of knowledge management and coaching have high penetration power and dependency, so they are transferable variables. Employee performance management variables and performance analysis and revision are also highly dependent but have little influence, so they are dependent variables.
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