طراحی الگوی شایسته‌سالاری مدیران شهرداری مشهد با استفاده از رویکرد کیفی (نظریه تم)

کارآیی و اثربخشى مدیران اساساً به شایستگى، مهارت، سطح دانش، بینش و توانایى‌هاى آن‌ها بستگى دارد؛ به دلیل اهمیت این عوامل در موفقیت مدیران، جستجوى پیگیر و تلاش مستمر به‌منظور یافتن و تربیت کسانى که داراى این نوع از شایستگى، توانایى و مهارت باشند که آن‌ها را به مدیرانى موثر و رهبرانى مفید تبدیل کند در جریان است. در این تحقیق از تحلیل مضمون استفاده شده است. ابتدا با 21 نفر از نفر از اساتید و مدیران و کارشناسان شهرداری مشهد مصاحبه انجام شد. سپس اطلاعات گردآوری شده با استفاده از نرم‌افزار nvivo مورد تجزیه‌وتحلیل قرار گرفت. در ادامه بر اساس الگوی شناسایی شده، پرسشنامه‌ای تدوین و در اختیار اعضای گروه خبرگان جهت اولویت‌بندی، قرار گرفت. در این بخش از آزمون فریدمن بهره گرفته شده است. بر اساس نتایج حاصله از تحلیل مصاحبه با اعضای گروه خبرگان، مدل شایسته‌سالاری مدیران شهرداری مشهد دارای 122 کد آزاد است که در قالب 15 کد محوری و 4 کد انتخابی دسته‌بندی شدند. نتایج حاصله از اولویت‌بندی نشان داد که در شایستگی فردی؛ کد محوری رفتاری، در شایستگی مدیریتی؛ کد محوری توانایی رهبری، در شایستگی شغلی؛ کد محوری مهارتی، مهم‌ترین شایستگی مورد نیاز مدیران شهرداری مشهد است. لازم به ذکر است که در شایستگی ارزشی تفاوتی بین دو کد محوری (سازمانی و اخلاقی)، مشاهده نشد. جهت استقرار شایسته‌سالاری در شهرداری مشهد، توجه به چهار مقوله اصلی (فردی، مدیریتی، شغلی و ارزشی)، ضروری به نظر می رسد.

Developing a Model for Managers’ Meritocracy in Mashhad Municipality by Adopting a qualitative approach (Thematic Analysis)

Extended abstract  INTRODUCTIONThe effectiveness of managers is highly dependent on different factors like competency, skills, aptitude, knowledge, and insight. these factors play a vital role in managers’ success and, subsequently, much effort and search are going on to employ those who have these required competencies. This can provide an appropriate environment for them to be effective managers. there are many benefits to the competency approach. For example, implementing it in employee development programs is one of the organization’s inherent abilities.  THEORETICAL FRAMEWORKMany types of research have been carried out in different countries to model the factors affecting meritocracy. For example, one study refers to four key skills for managers’ meritocracy: selfmanagement, interpersonal, technical, and administrative skills. Another research found that a manager’s competencies and qualifications should include emotional awareness, selfconfidence, selfassessment, trustworthiness, maintaining order, flexibility, innovation, responsibility, seeking information, production efficiency, decision quality, and stress management. in another study, the manager’s competencies are divided into four categories: cognitive, functional, social, and meta competency. One another proposed a holistic domain model of managerial competencies that comprise six key domains: intrapersonal, interpersonal, leadership, technical/business, career, and mentoring skills.  METHODOLOGYIn this research, thematic analysis is used which is a method for determining, analyzing, and expressing patterns (or themes) within the data. here, the sixstep method of clark and brown (2006) is conducted on interview contents. research participants include university professors and managers and experts of the municipality of mashhad, 21 of which were interviewed. the collected data were analyzed using nvivo software. then, based on the identified model, a questionnaire was developed and distributed among the research participants in order for conducting the friedman test and prioritizing the identified factors.  RESULTS DISCUSSIONPrevious studies have suggested that the competencies of managers include: individual, interpersonal, organizational, and insight competencies. according to these researches, indicators such as freshness and extraversion, humility, patience, challenge, age, and resistance to pressure are important for meritocracy. Based on the identified pattern composed of 122 open codes, 15 axial codes, and 4 selected codes, the current study concludes that the competencies needed by managers can be categorized into three dimensions: individual (attitudinal and behavioral), occupational (knowledge and skill), and value (organizational culture).  CONCLUSION SUGGESTIONSIn regard to prioritizing the merits required by mashhad municipality managers, research findings showed that the behavioral axial code is the most important in individual competency, the leadership code is the most important in managerial competency, and the skill code is the most important in job competency. In order to establish a meritocracy system in the mashhad municipality, it seems necessary to pay attention to four categories (individual, managerial, job, and value). Accordingly, being open to criticism, sending accurate reports to all levels, communicating with urban elites, using human resources, and using specialist forces should be considered in a meritocracy system.