Document Type : Original Research Paper
Author
Department of Management, Parsabad Moghan Branch, Islamic Azad University, Parsabad Moghan, Iran
Abstract
Background and Objectives: One of the most important challenges facing human resource experts is proving the role of these resources in value creation of the organization. With the advent of knowledge organizations in the knowledge-based economy, the share of human capital in the value creation of the organization has surpassed the physical and structural capital and heavy investments in human resources to make them the main factor justified competitive advantages. Since efficient and value-creating manpower is the most valuable resource of any organization, most of the investments are focused on human resources. The most important tool used for this purpose is training, which is used with the aim of improving the quality of skills, knowledge and attitudes that enable people to perform their duties and the success of the organization. In a dynamic and efficient organization, employees need new training and new skills to regain the success of their careers and to be equipped with what is needed for high-standard training. Manpower training courses include programs and activities designed to improve employee performance with the aim of solving current performance problems and preventing future problems of the organization. It is also an approach whose main purpose is to change and teach employees and increase the skills needed to perform job duties more effectively. This research has sought to explain the development model of the system supporting electronic performance with the human resource rewarding approach in governmental organizations.
Methods: The research method was mixed. The statistical population of the present study in the qualitative part included experts in the field of support of electronic performance and value creation of human resources of governmental organizations. In the qualitative part the population included senior staff of public organizations in Ardabil province. Sample size in the qualitative section was 24 people selected through targeted sampling and snowball interviews, and in the quantitative part, 278 of the senior staff members of public organizations in Ardebil province were selected by proportional allocation sampling method.The instruments used in the qualitative section were structured interviews and semi-structured interviews, and in the quantitative section, a questionnaire. Data were analyzed using SPSS and PLS software.
Findings: According to research findings, research structures were satisfactory Also, all components of the electronic performance support system offered in the human resource value creation were desirable.
Conclusion: Electronic performance support system plays an important role in realizing the value creation of human resources. This means that as the level of support for electronic performance increases, the value creation of human resources will also increase. Due to the multiplicity of government organizations, it is suggested that in future research, government organizations be clustered according to appropriate criteria and then be studied and analyzed in each cluster separately and if possible they merge to achieve more reliable results at the national level; providing a computer-based job environment and combining appropriate tools in it, which indicates the actual performance of employees, and can increase the effectiveness and efficiency of this system in creating value for employees; managers of government organizations should pay basic attention to the skill level of employees in designing support resources and choosing the level of support; and finally, according to the results of these analyses, the level and element of performance support should be identified and selected. to increase the value creation of human resources.
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COPYRIGHTS
©2020 The author(s). This is an open access article distributed under the terms of the Creative Commons Attribution (CC BY 4.0), which permits unrestricted use, distribution, and reproduction in any medium, as long as the original authors and source are cited. No permission is required from the authors or the publishers.
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