Recognizing Factors Affecting Manpower Productivity Based on Kano Model

Recognizing Factors Affecting Manpower Productivity Based on Kano Model

Nazanin Hashemi (Department of Management, Najafabad Branch, Islamic Azad University, Najafabad, Iran) and Naser Khani (Department of Management, Najafabad Branch, Islamic Azad University, Najafabad, Iran)
DOI: 10.4018/IJABIM.2017070101

Abstract

The main purpose of this study was to recognize, classify and determine priority of factors affecting human resource productivity in Chaharmahal and Bakhtiari Province Electricity Distribution Company using Kano model. This study is applied and is descriptive-survey research that is done cross-sectional. Sample size was estimated as 92 personnel of Chaharmahal and Bakhtiari Province Electricity Distribution Company using Morgan Table. Classified random sampling was used in order to select sample and distribute questionnaires. Questionnaire stability was calculated as 0.89 using Cranach's alpha method. Descriptive statistics, single sample Kolmogorov–Smirnov test and Friedman test. Over all, the obtained results prove that 15 out of 11 noticed factors are one- dimensional, 2 are indifferent and 2 are attractive factors. Personnel performance evaluation, meritocracy and performance feedback have first, second and third priority.
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Introduction

Productivity is a factor that guarantees organizational durability; productivity culture dominance leads to optimal usage of organizations material and spiritual facilities and to efflorescence of powers, talents and potential facilities of organization (Soltani, 2005). Desired productivity is not obtained through changing structures, adding technology, agenda preparation and circular issuance but it is human-oriented and includes personal- social and organizational productivity (Saatchi, 2012). Personnel must be considered as a gold key of quality improvement and productivity of organizational processes (Tabarsa & Ahadiyan, 2007). Some of the basic questions that all directors must answer include how we can increase human resource productivity and which factors affect human resource productivity. Answering these questions will direct managers in selecting management methods and directing organizational resources (Kazemi et al., 2011).

It is very important to recognize and evaluate factors that guarantee human resource productivity and can underlie other efforts in order to increase human resource productivity through training and other measures. Many factors help an organization in achieving its aims but human resource is very important and unique; if we can achieve organizational productivity under human resource productivity, there will be reasonable relationship between organizational productivity and human resource productivity. Studies and surveys in evaluation and correction of human resource productivity an effective effort in order to improve personnel performance quality level in organization (Purbabakan, 2014).

Allahverdi (2009) introduces factors affecting human resource productivity including: personal factors, organizational culture, organizational structure, organizational management style, training courses, awarding system, physical environment and space. In determining and prioritizing factors affecting human resource productivity, it was known that leader style and organizational management factors are among seven factors affecting human resource productivity. Personal factors, organizational culture, organizational structure, awarding system, training courses and physical environment and space are at other ranks (Allahverdi, 2009). Andre De Grip and Jan Saurmann 2009 show that personnel productivity has increased as 10% after training programs. This productivity is more than personnel correct election productivity (Andre De Grip, 2009). Ahmad Rasdan Esmail et al. (2014) studied on three environmental factors of light, humidity and temperature. The results showed that effective factors are temperature, light and humidity, respectively (Ahmad Rasdan Esmail et al., 2014). When Eshtgarts et al. (2009) tested study hypotheses concluded that there must be a flexible and legitimate structure in order to institutionalize productivity through creativity and innovation and encourage managers and personnel to improve service process, inform personnel of technological developments and provide personnel the opportunity of comment and idea (Ahmadi, 2011). Mojtaba Tavari 2008, considering and evaluating factories status determined important criteria and indices of improving human resource productivity and recognized 38 criteria of 6 managerial, social- psychological, environmental, personal and economic sub-groups. These factors were ranked due to their personal, cultural and social psychological factors and environmental factor has the least importance (Tavari, 2008).

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