Meritocracy

Jihadi management is a set of features along with managerial scientific structure and revolutionary and Velayati values to make a very strong driving force for the country to pass crises. Concerning its importance, present paper identifies the traits of Jihadi management in improving managers’ performance. Current study is a survey for which a questionnaire is used to gather data. To realize research aims, 384 middle and operational managers in companies and organizations in Tehran were considered as sample. Structural equation modeling (SEM) and confirmatory factors analysis (CFA) as well as LISREL and SPSS software packages were used to analyze data and to test research hypotheses and model. Research findings indicate significant impact by Jihadi traits such as “managers’ strong and good associations with employees”, “managers’ accountability and responsibility”, “obligation to commitments” , “authentication in affairs”, “designations” and “meritocracy” on managers’ performance.

Background: Islamic ethics is a cultural and religious perspective that leads to meaning in the work and personal life of individuals and the need to study the relationship and its effect in our countrychr(chr('39')39chr('39'))s organizations is of great importance. Therefore, the purpose of this study is to investigate the effect of moderating Islamic ethics of employees on the relationship between meritocracy and individual consequences (perceived organizational justice, organizational commitment and organizational citizenship behavior). Method: This study is an applied research and in terms of purpose and research method is a descriptive-correlation study. The statistical population of the study is the managers and experts of the selected executive bodies during the years 2015 to 2017. Due to the limited number of members of the statistical population, the census method was used and 386 were selected as the sample by the available sampling method. The research tool was a standard questionnaire and for statistical analysis of data, structural equation test and partial least squares method were used. Results: The results of this study showed that there is a positive and significant relationship between organizational competence and individual outcomes. Also, the moderating effect of employeeschr(chr('39')39chr('39')) Islamic ethics on the relationship between organizational competence and organizational justice has been understood and organizational commitment has been confirmed. Conclusion: Due to the obligation of commitment, organizational citizenship behavior and more perceived organizational justice, it is important to pay attention to attracting worthy individuals and employees who have Islamic moral values.Background: Islamic ethics is a cultural and religious perspective that leads to meaning in the work and personal life of individuals and the need to study the relationship and its effect in our countrychr(chr('39')39chr('39'))s organizations is of great importance. Therefore, the purpose of this study is to investigate the effect of moderating Islamic ethics of employees on the relationship between meritocracy and individual consequences (perceived organizational justice, organizational commitment and organizational citizenship behavior). Method: This study is an applied research and in terms of purpose and research method is a descriptive-correlation study. The statistical population of the study is the managers and experts of the selected executive bodies during the years 2015 to 2017. Due to the limited number of members of the statistical population, the census method was used and 386 were selected as the sample by the available sampling method. The research tool was a standard questionnaire and for statistical analysis of data, structural equation test and partial least squares method were used. Results: The results of this study showed that there is a positive and significant relationship between organizational competence and individual outcomes. Also, the moderating effect of employeeschr(chr('39')39chr('39')) Islamic ethics on the relationship between organizational competence and organizational justice has been understood and organizational commitment has been confirmed. Conclusion: Due to the obligation of commitment, organizational citizenship behavior and more perceived organizational justice, it is important to pay attention to attracting worthy individuals and employees who have Islamic moral values.

Purpose: The present study aims to investigate the relationship between smart talent management and meritocracy in order to provide the expressive characteristics of the selection, appointment and maintenance of managers. Methodology: The research method is descriptive survey and the required information has been collected using a researcher-made questionnaire that its validity has been determined from the available resources and through expert opinion and its reliability has been determined by calculating the Cronbach's alpha coefficient (.882). The statistical population of the present study includes the associate professor faculty members and higher rankings and staffs having MA and higher degrees, i.e. a total of 1,200 people. Sampling method is stratified random sampling through which 291 people are selected as the statistical sample. Findings: Findings of exploratory factor analysis show that strategy, attraction, evaluation and discovery of talents are the main components of talent management, and organizational learning, knowledge expansion and sharing are the main components of knowledge management. Among the 13 dimensions of talent management, the development of talent with a standard coefficient (.90) and preservation of talent with a standard coefficient (.88) are the most effective ones, respectively. Discussion: Among the 13 dimensions of knowledge management, expansion and sharing with a standard coefficient (.95) and organizational learning with a standard coefficient (.88) are the most effective ones, respectively. Also, confirmatory factor analysis confirms the relationship between smart talent and meritocracy with a standard coefficient (1.06), and test statistics has evaluated the severity (correlation coefficient) of this relationship (.299).

Competency of managers plays a critical role in the success of the organizations. The aim of this study was to investigate the competency of managers of Sports and Youth Offices in Alborz, Iran. 134 managers and staff of Sport and youth offices completed the researcher-developed questionnaire. Two questionnaires with 50 questions were used to get the research data, one questionnaire completed by managers and the other completed by staff. For validity, the questionnaires content were approved by 10 sports management experts, and their reliability were confirmed by Cronbachs alpha, respectively, 0.83 for the managers questionnaire and 0.90 for the staff questionnaire. Friedman, Kolmogorov-Smirnov, and t-test were conducted to test the research hypotheses. Result of the study shows that there is a significant difference between managers and Staff concerning communication skills, decision-making, encouragement, business communication, leadership, team development, and deployment of positive feature of the managers.