Journal of Socio-Cultural Studies of Khorasan

Journal of Socio-Cultural Studies of Khorasan

Presenting a Model for Organizational Performance Management in Iran’s Public Sector with an Electronic Governance Approach

Authors
1 Ph.D. Candidate,Department of Public Administration,Birjand Branch,Islamic Azad University, Birjand, Iran
2 Corresponding Author ,Assistant Prof,Department of Public Administration,Payam Noor University,Tehran, Iran
3 Prof,Department of Management,Faculty of Management,University of Sistan and Baluchestan,Zahedan, Iran
4 Assistant Prof, Department of Public Administration,Birjand Branch,Islamic Azad University, Birjand, Iran
Abstract
 
Introduction
In recent years, increasing environmental complexities, rising citizen expectations, and resource constraints have intensified pressure on public sector organizations to enhance their performance through modern approaches such as e-governance. This study aims to design an organizational performance management model for the public sector with an e-governance approach.
 
Method
This research is fundamental in nature and applied in purpose. It employs a qualitative methodology using grounded theory, specifically the systematic approach of Strauss and Corbin, to develop and identify key themes for the proposed model. The research population consisted of two groups: academic experts and practitioners specializing in organizational performance management. Participants in the qualitative phase included university scholars with expertise in management, specialists in human resource management and organizational behavior, and key officials involved in organizational performance within the Management and Planning Organization. A purposive and theoretical sampling method was employed, reaching theoretical saturation after 24 interviews. The data were analyzed using MAXQDA (version 21) through open, axial, and selective coding. Model validity was assessed based on Guba and Lincoln’s (1985) criteria, while reliability was confirmed using MAXQDA software, yielding a reliability coefficient of 0.74, indicating strong model consistency.
 
Findings
The results identified six key components influencing organizational performance management:

Core Phenomenon – Includes organizational networking, transparency and accountability, sustainability, resource optimization, leadership, and intelligent management.
Contextual Factors – Encompasses policies and laws, research and study support, cultural development, and e-governance infrastructure.
Causal Factors – Includes knowledge management and change management.
Intervening Factors – Comprises economic dynamics, human resource utilization, governmental and political interventions, and financial resource attraction.
Strategies – Includes competitiveness, strategic document development, interactive participation, cultural development, and employee empowerment.
Consequences – Encompasses socio-cultural, organizational, and economic impacts.

 
Conclusion
Implementing an effective organizational performance management system based on e-governance requires leveraging civil society capacity, revising cyberspace policies and regulations, updating knowledge management systems, ensuring continuous performance monitoring, promoting justice and the rule of law, optimizing resource management, and empowering employees and decision-makers. Additionally, recognizing outstanding performance through awards and incentives, developing long-term strategic and operational plans, and fostering a culture of innovation and accountability are essential for successful implementation in public sector organizations.
Keywords

Subjects


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  • Receive Date 26 January 2025
  • Revise Date 19 February 2025
  • Accept Date 09 March 2025