Fatemeh helaliyan motlagh; Mohammad Hassanzadeh
Volume 2, Issue 4 , October 2015, , Pages 51-66
Abstract
Aim: The aim of this study was to investigate the role of knowledge management and organizational innovation in human resources productivity. Methods: A descriptive survey research has been applied. Is applied. The study population comprised 300 employees of the South Pars Gas Complex. To collect the ...
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Aim: The aim of this study was to investigate the role of knowledge management and organizational innovation in human resources productivity. Methods: A descriptive survey research has been applied. Is applied. The study population comprised 300 employees of the South Pars Gas Complex. To collect the data in this study, questionnaires were used. The content validity of questionnaires was reckoned based on the views of some experts (managers and professors) were calculated and used to calculate the reliability of Cronbach's alpha coefficient was calculated for the entire questionnaire was calculated 098/0. Finally, to evaluate and compare the data, descriptive and inferential descriptive and inferential Kolmogorov-Smirnov test, correlation, regression analysis and Friedman test were used. Findings: there is a positive significant relationship between the aspects of knowledge management and organizational creativity with human resources productivity. The aspect of knowledge creation and innovation mechanisms interact most with human resources productivity. Moreover the aspects of knowledge, convictions and organizational atmosphere or ambience influence human resources productivity most. Finally, based on the ratings scale, the application of knowledge and qualification of human resources is of the utmost importance in human resources productivity. Conclusion: Organizations need to improve human resources in order to boost productivity and use manpower, mental abilities, Staff’s faculties for the production of goods and Rendering high quality services.
Mohammad Ali Sarlak; Arezoo Keshavarz; Elham Keshavarz
Abstract
In this study, staffing levels (general employees, key employees, senior management), according to the following criteria areas of knowledge management, five areas of knowledge management (data, information, knowledge, wisdom, employees or personnel) using fuzzy hierarchical analysis to maximize knowledge ...
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In this study, staffing levels (general employees, key employees, senior management), according to the following criteria areas of knowledge management, five areas of knowledge management (data, information, knowledge, wisdom, employees or personnel) using fuzzy hierarchical analysis to maximize knowledge management in project-orientation companies (Pars Aviation Development Investment Company (PADICO), Septa Management Engineers Consulting and AVA BEHBOOD engineering Services Company) have been prioritized. Methodology: FHAP hierarchical analysis method was used to analyze the data. The fuzzy analytic hierarchy process using Chang’s extent analysis technique is used as the main statistical method of this study. Statistical populations are masters and experts of project-orientation Company. 13 experts participated in this research. Main tools in this research are documents and questionnaire. Findings: According to response which are presented by decision-maker group, we concluded that final arrangement in the importance of knowledge management criteria is that data are on the first priority with the high weight difference and wisdom, personnel, knowledge, and information are on the next priority. In comparison of 6 regarding data criterion, it is obvious that analyzing customers’ opinions is on the first priority. In comparison of 6 elements regarding information criterion in which informational coordination and integration within organization is on the first priority. In the comparison of 6 elements regarding knowledge criterion, in which amount of knowledge application development in the organization is on the first priority. In comparison of 6 elements regarding wisdom criterion, Innovation competencies in personnel is on the first priority. In comparison of 6 indexes regarding personnel criterion, the
