تعیین فعالیتهای آموزشی قابل برونسپاری در یک دانشگاه سازمانی با استفاده از مدل چند شاخصه MADM | ||
| مدیریت و برنامه ریزی در نظام های آموزشی | ||
| مقاله 11، دوره 16، شماره 2 - شماره پیاپی 31، 1402، صفحه 223-254 اصل مقاله (1.05 M) | ||
| نوع مقاله: علمی - پژوهشی | ||
| شناسه دیجیتال (DOI): 10.48308/mpes.2023.103238 | ||
| نویسنده | ||
| اکرم علیمردانی* | ||
| استاریار گروه علوم تربیتی، دانشکده مدیریت منابع انسانی، دانشگاه علوم انتظامی امین، تهران ، ایران | ||
| چکیده | ||
| هدف: امروزه بسیاری از سازمانها و شرکتها با رقابت فزاینده پایدار و نامطمئنی روبهرو هستند که بهواسطه نوآوریهای فنّاورانه، تغییر محیطهای بازاری و نیازهای در حال تغییر مشتریان، شدت یافته است. در این شرایط است که برونسپاری فعالیتهای سازمان، بهعنوان ضرورت اجرایی و یک راهبرد اجتنابناپذیر برای سازمانها مطرح میگردد که طی چند دهه گذشته در اکثر کشورها مورد توجه بوده است. ازاینروی این پژوهش با هدف شناسایی و اولویتبندی فعالیتهای آموزشی قابل برونسپاری در یک دانشگاه سازمانی صورت گرفت. مواد و روشها: پژوهش حاضر با رویکرد آمیخته و با بهره از ابزارهای مصاحبه و پرسشنامه انجام شده است. روش نمونهگیری در بخش کیفی، هدفمند ملاکمدار و در بخش کمی، تصادفی ساده بود. برای شناسایی معیارهای تصمیمگیری، با بررسی ادبیات و مطالعه اسناد و مدارک موجود و انجام مصاحبههای عمیق با 5 نفر از خبرگان و با بهرهگیری از کدگذاری مفاهیم،50 معیار برونسپاری شناسایی شد و در اختیار گروه دوم خبرگان (13 نفر) قرار گرفت. بهمنظور شناسایی فعالیتهای اصلی آموزشی پس از مطالعه اسناد بالادستی، پرسشنامه مربوطه طراحی و در اختیار 35 نفر از کارشناسان حوزه آموزش، خبرگان و اساتید قرار گرفت. در بخش کمی، پرسشنامه زوجی محقق ساخته باهدف تصمیمگیری چند شاخصه MADM بین گروهی از خبرگان و صاحبنظران امر آموزش دانشگاه به تعداد 39 نفر به شکل هدفمند توزیع شد و با استفاده از روش تاپ سیس و آنتروپی شانون اولویتبندی فعالیتها انجام گرفت. بحث و نتیجهگیری: نتایج 5 معیار را بهعنوان معیار نهایی معرفی کرد که شامل؛ تمرکززدایی از فعالیتهای آموزشی، تمرکز بر اجرای راهبردهای آموزشی، حفظ و ارتقای ارزشهای سازمانی، ارتقای وضعیت مالی (درآمدزایی، صرفهجویی مالی و...) و سرعت بخشیدن به انجام فرایندها و فعالیتهای آموزشی بودند و 43 فعالیت غیراصلی در 4 حوزه، نیازسنجی و امکانسنجی، برنامهریزی، اجرا و ارزیابی و نظارت مرتب شدند و با توجه به معیارها، 13 فعالیت آموزشی برای برونسپاری معرفی شدند. طراحی«آموزشهای مورد نیاز اساتید و مربیان» در حوزه نیازسنجی «پیکرهبندی نرمافزاری و سختافزاری سیستم جامع آموزش» در حوزه برنامهریزی و «برگزاری مناسب کلاسهای نظری و عملی» در حوزه اجرا بهعنوان اولویت اصلی برای برونسپاری قرار گرفتند. قابل توجه است که «شناسایی موانع موجود در عملکرد مطلوب کارکنان آموزشی» توسط هر پنج معیار جزء اولویتهای اصلی برای برونسپاری قرارگرفته است. درنهایت نتایج نشان داد که تدوین دستورکارهای دروس مهارتی، شناسایی موانع کارآمدی دانشجویان، نیازسنجی آموزشی، پیکرهبندی سیستم جامع آموزش از فعالیتهای آموزشی قابل برونسپاری میباشد. | ||
| کلیدواژهها | ||
| برونسپاری؛ فعالیت آموزشی؛ دانشگاه سازمانی؛ مدل چند شاخصه MADM؛ دلفی فازی؛ معیار تصمیمگیری | ||
| عنوان مقاله [English] | ||
| Determining Outsourced Educational Activities in an Organizational University Using the MADM Multi-criteria Model | ||
| نویسندگان [English] | ||
| Akram Alimardani | ||
| Assistant Professor, Department of Educational Management, Faculty of Human Resources, University of Police Sciences, Tehran, Iran | ||
| چکیده [English] | ||
| Objectives: Today, many organizations and companies face increasingly stable and uncertain competition, which has been intensified by technological innovations, changing market environments, and changing customer needs. It is in this context that outsourcing the activities of the organization is considered an executive necessity and an inevitable strategy for organizations that have been considered in most countries over the past few decades. Therefore, this study was conducted to identify and prioritize outsourced educational activities in an organizational university. Materials and Methods: The current research was conducted with a mixed approach and using interview and questionnaire tools. The sampling method in the qualitative part was purposeful and criterion-oriented, and in the quantitative part, it was simple random sampling. To identify the criteria for decision-making, by reviewing the literature studying the available documents conducting in-depth interviews with 5 experts, and using the coding of concepts, 50 outsourcing criteria were identified, and then it was given to the second group of experts (13 people). To identify the main educational activities after studying the upstream documents, a relevant questionnaire was designed and given to 35 experts in the field of education, experts, and professors. In the quantitative part, a paired questionnaire made by the researcher to make a multi-criteria MADM decision was distributed among a group of experts and experts in the field of university education to the number of 39 people, and activities were prioritized using the Top Sis method and Shannon's entropy. Discussion and Conclusions: The results introduced 5 criteria as the final criteria, which include decentralization of educational activities, focus on the implementation of educational strategies, maintaining and promoting organizational values, improving financial status (revenue generation, financial savings, etc.) and accelerating the implementation of processes and educational activities. So, 43 non-core activities in 4 areas, needs assessment and feasibility, planning, implementation and evaluation, and monitoring were organized and according to the criteria, 13 training activities for outsourcing were introduced. The design of training required by professors and trainers in the field of needs assessment was the main priority in four criteria; software and hardware configuration of the comprehensive education system in the field of planning was a priority of three criteria, and proper holding of theoretical and practical classes was the main priority of two criteria. Identification of barriers to the optimal performance of training staff by all five criteria is one of the main priorities for outsourcing. | ||
| کلیدواژهها [English] | ||
| Outsourcing, Educational Activity, Organizational University, MADM Multi-indicator Model, Fuzzy Delphi, Decision Criteria | ||
| مراجع | ||
|
Abdul Hamid, N. A. & Suberamany, R. (2009). IT/IS outsourcing relationship factors in higher education institution: behavioral dimensions from client perspectives. International Journal of Human and Social Sciences, 4(12), 902-9 Adams III, O. L. Guarino, A. J. Robichaux, R. R. & Edwards, T. L. (2004). A Comparison of Outsourcing in Higher Education, 1998-99 and 2003-04. Journal of Educational Research & Policy Studies, 4(2), 90-110. Akbari Jokar, M. and Asadollahi, A. (2014). Outsourcing the training management of organizations and selection criteria (3PT) as partners of fourth party training organizations (4PT), the third national conference on organizational training pathology with a practical approach based on experiences Executive in Organizations, Tehran,https://civilica.com/doc/333673 Allen, M. (2002). The corporate university.New York: Amacom Bagheri, M. and Ebrahimi, A. and Kiani, M. (2016). Designing a model to identify outsourced activities in universities (Case study: Shiraz University). Public Management Perspectives, - (27), 123-143. https://www.sid.ir/fa/journal/ViewPaper.aspx?id=347700 Barati, O. Najibi, M., Yusefi, A. R., Dehghan, H., & Delavari, S. (2019). Outsourcing in Shiraz University of Medical Sciences; a before and after study. Journal of the Egyptian Public Health Association, 94(1), 1-8. Barsade, S. G. & Gibson, D. E. (2007). Why does affect matter in organizations?. The Academy of Management Perspectives, 21(1), 36-59. Bates, A., Choi, T. H., & Kim, Y. (2021). Outsourcing education services in South Korea, England and Hong Kong: a discursive institutionalist analysis. Compare: A Journal of Comparative and International Education, 51(2), 259-277. Belcourt, M. Bohlander, G. & Snell, S. (2008) .Managing Human Resources. 5th Canadian Edition. Thomson-Nelson Bahrami, Abolfazl, Maliki, Mohammad Hassan. (2014). Elección de la institución educativa adecuada para externalizar la capacitación organizacional (estudio de caso: Universidad de Qom). Gestión en la Universidad Islámica, 4(10), 241-260. Delmotte, J. & I. Sels (2008). “HR Outsourcing: Threat or Opportunity?”.Personnel Review, 37 (5): 543-563. Gainey, T.W. & B.S. Klaas (2003). “The Outsourcing of Training andDevelopment: Factors Impacting Client Satisfaction”. Journal of Management, April 29, 2: 207-229. Galanaki, E. Bourantas, D. & Papalexandris, N. (2008). A decision model for outsourcing training functions: distinguishing between generic and firm-job-specific training content. The International Journal of Human Resource Management, 19(12), 2332-2351. Ghanbari, Sh., And Barzgarjahi Abadi, T., and Hajizadeh Asl, A. (2016). Identify and rank the effective factors of outsourcing maintenance in the readiness and support of the Hamadan Disciplinary Command with the AHP approach. Hamedan Disciplinary Knowledge, 7 (4 (27 in a row)), 43-53.https://www.sid.ir/fa/journal/ViewPaper.aspx?id=553591 Ghazizadeh Fard, S., and Atabaki, M. (2012). Introducing the outsourcing model in military organizations. Defense Strategy, 10 (39), 153-195. https://www.sid.ir/fa/journal/ViewPaper.aspx?id=178521 Gupta, A., Herath, S. K., & Mikouiza, N. C. (2005). Outsourcing in higher education: an empirical examination. International Journal of Educational Management Haber Field, M, R. (2002). Vital issues and police training (translated by Ehsan Janaei, 2016). Tehran: NAJA Research Organization Habibi, Arash; Izad Yar, Sediqeh and Sarafrazi, Azam. (2014). fuzzy multi-criteria decision making. Tehran: Katibeh Gil Publications Hajjarian, M & Rahanandehpour Langroudi, R, (2013), Outsourcing Strategy. Unpublished Master Thesis, Allameh Tabatabai University, Faculty of Management and Accounting, Department of Management Hale, J. (2006). Outsourcing training and development: Factors for success. John Wiley & Sons. Holian, M., & Ross, J. M. (2010). Managing the internal organization of colleges and universities. In Doing More with Less (pp. 217-234). Springer New York. Isa Nejad Ataqsara, Noor Ali. (2015). A comparative study of the higher education system of the police force with a number of developed countries. Unpublished Master Thesis, University of Law Enforcement Sciences, Faculty of Administrative and Support Sciences and Technologies, Department of Management Kavossi, Zahra; Sotoudezadeh, Fatemeh; Khwarazmi, Irfan; Khyberi, Ruqyah; Rowan Gard, Ramin; Rahimi, Irfan. (2011). The level of willingness to outsource based on the characteristics of different hospital units from the point of view of managers and employees in selected hospitals of Shiraz University of Medical Sciences. Hospital Quarterly, Year 11, No. 1, pp. 18-9 Keratoxy, Peters; Das, Dilip. (2007). Police training in the world (translated by Ali Akbar Pajouhanmanesh, 2014). Tehran: Deputy of Training and Education of NAJA Khalili Fard, nejati zarnaghi B, bakhtiari aliabad M, valadkhani A. (2015). Survey Role of Outsourcing in Nutrition Unit: Comparison of selected Hospitals with military Selected Hospitals in Tehran. 13 (4) :105-113 URL: http://jhosp.tums.ac.ir/article-1-5198-fa.html Khorasani, A., Ghahremani, M., and Mirahmadi, Kh. (2014). Challenges of outsourcing training to training providers from the perspective of training managers and experts. Human Resources Education and Development, 1 (1), 1-29 Leimbach, MP. (2005). Invited Reaction: Outsourcing Relationships Between Firms and Their Training Providers: The Role of Trust. Human Resource Development Quarterly, 16(1),45-59. McLauver, Ronan. (2005). Outsourcing process: strategies for management and evaluation (translated by Pouria Momeni, Nasser Azad, 2009). Tehran: Islamic Azad University - South Tehran Unit Moradi, A. M; Akhtarkavan, M. (2009). Methodology of Multi-Criteria Decision Making Analysis Models. Armanshahr Magazine, No. 2 Spring and Summer. Omrani, M., and Mostafavi, H., and Khazar, S., and Qalami, S., and Farajzadeh, F. (2013). Performance of laboratories of educational and medical centers of Shahid Beheshti University of Medical Sciences after establishing outsourcing. Medical Laboratory Journal, 7 (2 (14 in a row)), 49-56. https://www.sid.ir/fa/journal/ViewPaper.aspx?id=206527 O’Riordan, A., Sweeney, E., & Smyth, A. (2005). Outsourcing: a way to Improve the Responsiveness and Agility within the Organisation. Pecora, A. J. (2012). Outsourcing: A Descriptive Study of the Outsourcing of Non-Educational Services in Bergen and Passaic County Public Schools. Phipps, R., & Merisotis, J. (2005). Is outsourcing part of the solution to the higher education cost dilemma?. Institute for Higher Education Policy Power, M.J.; Desouza, K. & Bonifazi, C. (2006). The Outsourcing Handbook: How to Implement a Successful Outsourcing Process, United States: Kogan Publishing. Saeidpour J, Faridfar N, Ghaziasgar M.. (2019). Factors Affecting the Implementation of Outsourcing in Tehran University of Medical Sciences Hospitals: Hospital Administrators’ Vision. payavard. 13 (2) :142-150 Salehi, R; Noor Mohammadi, H; Rezaei, M. (2012). A comparative study between police training in the United States, the United Kingdom and Turkey. Quarterly Journal of Management on Law Enforcement Education, Year 5, Issue 3, Fall Sang, J. K. (2010). Outsourcing in Kenyan universities: an examination of challenges and opportunities’. International Journal of Business and Social Science, 1(2), 204-212 Sarikcioglu, L., Senol, Y., Yildirim, F. B., & Hizay, A. (2011). Correlation of the summary method with learning styles. Advances in physiology education, 35(3), 290-294 Şenol, Z., Kalemoglu, M., Demirbaş, S., Okudur, F. F., & Çelenk, T.(2005) . PRİMER MEME ANJİOSARKOMU. Nobel Medicus Journal, 1(3). Simmone,M.J. (2011),” The Power of Public – Private Partnerships Network in Policing “ Police Chief Magazine, October, 2011. Bush,T& Midwood,M. (2012). Educational Management and Leadership. Translation: Mansoureh Atighi, Mohammad Reza Ahanchian (2014), Tehran, Roshd Publications Williamson, O.E. (1975), Markets and Hierarchies. Analysis and Antitrust Implications, New York:The Free Press. Yazdanpanah, B., and Momeni Mahdavi, H. (2017). Study of levels of education outsourcing from the perspective of education experts in government offices in South Khorasan. Human Resources Education and Development, 4 (13), 121-140. https://www.sid.ir/fa/journal/ | ||
|
آمار تعداد مشاهده مقاله: 6,854 تعداد دریافت فایل اصل مقاله: 3,997 |
||