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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research 1105
APRIL 2013
VOL 4, NO 12
Studying the clarity of organizational mission on employee
performance based on Denison model in Torfeh Negar Company
33
Vajiheh Aghamohsenifashami,34
Mohammadmahdi Moghadam,
Dr. Narges Hassanmoradi35
, Dr. Farzad Fakhimi36
Abstract
The aim of this study is investigate the influence of clarity of organizational mission on the
performance of human resources in the torfeh negar company. In this research, mission
dimension in Denison model is used to recognize the clarity of organizational mission
following his studies and comprehensive performance evaluation model for evaluating
employee performance. Methods: a descriptive – correlation research method was utilized.
The data gathering tools include the Denison’s organizational mission questionnaire and
forms and documents related to employee performance evaluation in 3 periods of time in the
H.R department. The Cranach’s alpha method was used in order to estimate the reliability of
a questionnaire. The Cronbach's Coefficient Alpha method is 0.88 respectively. The
population is consisted of full staff torfehnegar company, their total number is 210 within
regard to Morgan table, the sample 132 employees were selected through sequential
sampling that 120 questionnaires were returned to researcher. Pearson correlation analysis
was used for statistical analysis. The results of this research showed that clarity
organizational mission has significant and positive effect on employees performance in
1. M.A of Public management, Islamic Azad University, Tehran - Shomal branch, faculty of social science &
management 2. M.A of public management, Islamic Azad University, Tehran - Shomal branch, faculty of social science &
management 3. Professor, PHD, in training management, Islamic Azad University, Tehran - Shomal branch, faculty of social
science & management 4.
Professor, PHD, in administrative management, Islamic Azad University, Tehran - Shomal branch, faculty of
social science & management
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three indicators: process indicators and criteria, reviews hierarchy management and HR
indicators but it doesn`t have positive influence on goals and programs.
Key words: Torfeh Negar Company – organizational mission- Denison model- employees’
performance.
Introduction
In the modern world we witness huge changes in different fields, always the environment
faces challenge and competiveness has been increased. Organizational systems should
utilize intro-perspective and retro-perspective programming (Fred R 2012). If organization
accommodate changes and activate in internal external environment with economic and
social and technologic changes they must have comprehensive insight and consider different
necessities.
Moreover in this time the main comprehensive competitive resources for organization are
effective human resources. today human resources is the most valuable factor of
production and also the most important resources for each organization in competition and
it is considered as inseparable factor in strategic programming. In organization which
competitiveness advantage is the principle for organization to survive, recognizing and
understanding organization mission is important. if the mission for organizational be clear
for all; this can proved agreement toward main goal for all levels in organization and all
people can be focus on main goal and by creating proper values with common goals in
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company this can promote responsibility and commitment among employees and finally
high level performance of employees can be achieved(Campbell 2001).
Organization mission and related and independent variables definitions:
Organization mission and its dimensions
Organizational mission- David (1997) believes that current view about organizational
mission is resulted from Draker . He believes that this question: what is our activity? Means
what is our mission? In this regard it can be said that the organizational mission is a phrase
which distinguishes the intention of an organization with other ones (Emamiyan 2007) due
to the importance of transparency of organizational mission in an organization for manager
and employees now different perspectives of organizational mission are considered
perfectly. If the mission of an organization is announced to stockholder as written
documents we have provided mission of organization (Arabi 2007 and Denison 2000) have
introduce strategic targeting and perspective and goals as 3 elements of mission.
The importance of mission for organization in strategic management literature has been
emphasized perfectly. A research which recently was conducted on mission of 500 fortune
companies and compared them perfectly and it indicated that companies with high
performances have comprehensive organizational mission.
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Organizational perspective:
Dwivedi describes that the perspectives is the ability of leader to imagine future and some
perspectives related to understand future this definition is combining mental concept and
virtual resources which it is determined in perfect structure .
Goals
Organization has some goals which are formed to achieve them which in fact these goals are
long-term and organization tries to achieve goals within 3-5 years. Short-term goals of each
organization are determined based on mission and long-term goals.
Goal definition by Scott
Goals determine aim and intention to plan project and program. Those have been collected
based on process structure and convert the clear ideas to determined results.
Strategic direction and trend
Strategic coordination and direction include support rate of strategy for intelligence system
and also business strategy of organization related to intelligence system. Stresemann 1997
believes that directing is ability and presentation capability of the determined relation
between information and business performance standard in general level.
Employees’ performance and its role in improving organization’s goals
Armstrong believes that performance means achievement of goals with determined quantity
and quality .the standard of success for each organization and performance quality rate of
employees in that organization to measure success of organization some human resources
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must be considered which in this regard the proper guidelines are presented to coordinate
goals of organization and employees and this provide conditions for organization to achieve
goals. Coordinated performance of employees with organizations goals shall have short term
and long term advantages so that managers can guide employees to achieve goals in
organization.
Research Background
About studying relation of organization mission and performance of employees many
researches have been conducted as follow:
Mr shakil Ahmad conducted a research in year 2012 entitled the effect of organizational
culture on performance management based on Denison model in Sates information institute
in Pakistan. According to information analysis it was determines that recognizing and
understanding organizational mission on performance of employees has direct and positive
effect in comparing 3 other factors and resulted score is 81%.
William phanuel and cofi darbi in year 2012 conducted a research about the effect of
mission and perspective understanding on performance and behavior of employees in high
education centers and business managers’ education and leaders and governmental mangers
in management sciences in Ghana and western Africa countries. According to the obtained
results it was determines that there is a direct relation between performance and behavior of
employees with organizational mission and perspective recognition.
Dr Mohamad Haghighy in year 2000 conducted a research about studying relation between
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organizational mission measurement and organizationalperformance. In hypotheses testing
it was determines that there is a significant and positive relation among all characteristics.
Mohammad Aslam khan in year 2010 conducted a research in media, banking, drug
equipments companies about the effect of organizational mission as facilitator factor to
improve organizational performance. According to obtained information of questionnaires
analysis it was determines that there is a significant and positive relation between
organizational mission and dimension.
Theoretical pattern of research
Describing comprehensive measurement model of organizational mission.
Due to perfect and new model of organizational culture measurement belongs to Denison
and its application in IT companies and its extendibility to all levels of organization this
model was used completely.
Describing comprehensive model of human resources performances evaluation. The most
important factor related to activities and performance of employees in each day is studying
and determining standards and process pivots which are extracted from strategy and
programs of organization.
The second factor related to evaluating goal achievement rate and programs in each unit
which have been determined based on long-term and short-term goals of organization. The
third factors related to evaluating performance and output of employees in general approved
system such as attendance and absence and educational activities and encouragement and
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work teams and success. The Forth factor related to evaluating employees performance
using management hierarchy opinion which the performance of employees are recognized
and considered by management.
Research hypotheses
The main hypotheses
Organizational mission transparency on human resources performance measurement in
Torfeh Negar companies group has significant and positive effect.
Secondary hypotheses
- Organizational perspective on human performance measurement elements in Torfe Negar
companies group has significant and positive effect.
- Recognized goals on human resources performance measurement elements in Torfe
Negar companies group have significant and positive effect.
- Tendency and strategy direction on human resources performance measurement elements
in Torfe neguor companies group have significant positive group.
Organizational mission dimension:
Organizational perspective
Goals and objectives
Strategic direction
Performance measurements
elements of employees:
Goals and programmers
Process and indices
Human resource indices
Administrative indices
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Community, sample and sampling method
This research is applicable kind and is based on descriptive data collection from survey
kind. in this research the statistical community includes all employees and experts of Torfe
Negar engineering company as 210 people and using Morgan table , 132 people with
classified sampling method were selected and the organizational mission
questionnaires were distributed to respondents.
Tools and research method
Data collection in this research includes questionnaires related to organizational mission
measurement based on Denison organizational cultural model with 15 questions also the
performance average of 120 employees and expert based on indics was analyze using
performance evaluation form of 120 subject in 3 quarters phases winter 2012 and 3 months
of winter 2012 and spring of 2012 which in this research they have been determined as the
first, second and three phases. The reliability and validity of questionnaires were confirmed
and Cronbac`s Alfa method has been used perfectly.
Research findings
The obtained findings of research indicate that 32 % of respondents were men and 68%
were women. About educational level the findings show that 51/7% were computer
graduates and 9/2% were graduates and 16/7% were accounting graduates and 14/2 were
management graduates and 10% were graduates in other fields .
In following table using obtained analysis from person correlation test the relation between
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two dependent and independent variables is determined.
Correlations
Organizational
mission
transparency
Human
resources
indices
Goals &
programs
Indices &
standards
of process
Management
hierarchy
opinions
Organizational
perspective
Strategic
direction
Long –
term goals
Pearson
Correlatio
1 .245** -.011 .219* .832** .987** .956** .979**
Sig. .007 .905 .016 .000 .000 .000 .000
N 120 120 120 120 120 120 120 120
Pearson
Correlatio
.245** 1 .065 .257** .148 .242** .256** .219*
Sig. .007 .482 .005 .106 .008 .005 .016
N 120 120 120 120 120 120 120 120
Pearson
Correlation
-.011 .065 1 .513** -.136 .064 -.142 .040
Sig .905 .482 .000 .139 .488 .122 .668
N 120 120 120 120 120 120 120 120
Pearson
Correlation
.219* .257** .513** 1 .085 .287** .051 .296**
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Sig .016 .005 .000 .354 .001 .578 .001
N 120 120 120 120 120 120 120 120
Pearson
Correlation
.832** .148 -.136 .085 1 .822** .809** .800**
Sig .000 .106 .139 .354 .000 .000 .000
N 120 120 120 120 120 120 120 120
Pearson
Correlatio n
.987** .242** .064 .287** .822** 1 .911** .973**
Sig .000 .008 .488 .001 .000 .000 .000
N 120 120 120 120 120 120 120 120
Pearson
Correlation
.956** .256** -.142 .051 .809** .911** 1 .886**
Sig .000 .005 .122 .578 .000 .000 .000
N 120 120 120 120 120 120 120 120
Pearson
Correlation
.979** .219* .040 .296** .800** .973** .886** 1
Sig .000 .016 .668 .001 .000 .000 .000
N
120 120 120 120 120 120 120 120
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Testing the main hypotheses
- Organizational mission transparency on employee’s performance measurement
elements is significant and positive.
- Organizational mission transparency on process standard of human
resources performance measurement elements is significant and positive .
So the observed r in level 5% shows the significant and positive correlation of
organizational of mission transparency on process standard score of human resources
performance. On the other hand whatever the organizational mission transparency increases
the human resources performance shall be increased and hypothesis 0 is rejected.
- The organizational mission transparency on opinions of human resources
performances management hierarchy is significant and positive.
So the observed r in level 1 % shows the significant and positive correlation of
organizational of mission transparency on process standard score of human resources
Resources Frequency R Significant level
Organizational mission transparency and
process standers
120 .219* .016
Resources Frequency R Significant level
Organizational mission transparency and
opinion of management hierarchy
120 .832** .000
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performance. On the other hand whatever the organizational mission transparency increases
the human resources performance shall be increased and hypothesis 0 is rejected.
- The organizational mission transparency on goals and programs score of human
resource performance is significant and positive.
So according to obtained results the organizational mission transparency on programs and
goals human resource performance not positive and significant so H0 is accepted.
- The organizational mission transparency on human resources indices of human
resource performances is significant and positive.
So the observed r in level 1 % shows the significant and positive correlation of
organizational of mission transparency on process standard score of human resources
performance. On the other hand whatever the organizational mission transparency increases
the human resources performance shall be increased and hypothesis 0 is rejected.
Testing secondary hypotheses
Resources Frequency R Significant level
Organizational mission transparency and
goals and programs
120 -.011 .905
Resources Frequency R Significant level
Organizational mission transparency
and human resources indices
120 .245** .007
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In this part the secondary hypotheses are studied in 3 sub scales (tendency, strategy
direction, goals and perspective) and for organizational performance perfectly.
Organizational perspective has positive and significant effect on employees and
measurement elements.
Organizational perspective has positive and significant effect on process standard of human
resources performance and measurement elements.
So the observed r in level 1 % shows the significant and positive correlation of perspective
effect on process standard of human resources performance. On the other hand whatever
perspective for employees be more visible, the performance shall increase and hypothesis 0
is rejected.
Perspective has positive and significant effects on human resources indices of human
resources performance.
So the observed r in level 1 % shows the significant and positive correlation of perspective
Resources Frequency R Significant level
perspective and process standard 120 .287** .000
Resources Frequency R Significant level
human resources indices and perspective 120 .242** . .01
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effect on human resources indices of human resources performance. On the other hand
whatever perspective is clearer, the human resources performance shall be increased and
hypothesis 0 is rejected.
Perspective has positive and significant effects on goals and programs of human resources
performance.
According to the obtained result, the observed r, the organizational perspective has not
significant and positive effect on programs and goals development of human resources
performance and H0 is confirmed.
- Perspective has positive and significant effect on management hierarchy opinions of
human resources perspective.
So the observed r in level 1 % shows the significant and positive correlation of perspective
effect on management hierarchy opinions of human resources performance. On the other
hand whatever perspective for employees, the human resources performance shall be
Resources Frequency R Significant level
Perspective and goals and programs 120 .064 .488
Resources Frequency R Significant level
Perspevtive and management hierarchy
opinions
120 .822** .000
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increased and hypothesis 0 is rejected.
- Organizational goals have significant and positive effect on employees’ performance
measurement elements.
- Clear goals and organizational have significant and positive effect on indices and
process standard of human resources performance.
So the observed r in level 1 % shows the significant and positive correlation of long-term
goals of organization on process standard of human resources performance. On the other
hand whatever the organizational goals are clearer, the human resources performance shall
be increased and hypothesis 0 is rejected.
- Clear goals of organizational have positive and significant effect on human resource
indices of human resources performance.
So the observed r in level 5 % shows the significant and positive correlation between long-
term goals of organization influence on human resources indices. On the other hand
Resources Frequency R Significant level
Clear goals and indices and process
standards
120 .296** .001
Resources Frequency R Significant level
Clear goals and human resources
indices
120 .219* .016
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whatever the organizational goals are clearer, the human resources performance shall be
increased and hypothesis 0 is rejected.
- Clear goals of organizational have positive and significant effect on human resources
indices performance programs.
According to the obtained result and obtained r, long-term goals of organization have not
positive and significant on goals and human resources performance program development
and H0 is confirmed.
So the observed r in level 1 % shows the significant and positive effect of clear goals on
management hierarchy opinions. On the other hand whatever the goals are clearer, the
human resources performance shall be increased and hypothesis 0 is rejected.
- Tendency and strategic have significant and positive effect on employees
performance measurement elements.
- Tendency and strategic have significant and positive effect on indices and process
standard of human resource employees performance.
Resources Frequency R Significant level
Clear goals and program 120 .040 .668
Resources Frequency R Significant level
clear goals and management hierarchy
opinions
120 .800** . .000
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According to the obtained result and observed r, strategic direction and tendency have not
significant and positive effect on indices and process standard of human resources
performance of employees and H0 is confirmed perfectly.
- Tendency and strategic direction have significant and positive effect on indices and
process standard of human resource employees’ performance.
So the observed r in level 1 % shows the significant and positive correlation between
tendency and strategic direction influence on human resources indices of human resource
performance. On the other hand whatever the tendency strategic direction for employees is
clearer, the human resources performance shall be increased and hypothesis 0 is rejected.
- Tendency and strategic direction have significant and positive effect on human
resources performance programs and goals.
Resources Frequency R Significant level
Tendency and strategic direction and
standard
120 .051 .578
Resources Frequency R Significant
level
Tendency and strategic direction and human
resources indices
120 .256** .005
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So the observed r in level 122 % shows there is no significant and positive correlation
between tendency and strategic human resources performance programs and goals and
hypothesis 0 is confirmed.
- Tendency and strategic direction have significant and positive on management
hierarchy opinion of human resources performance.
So the observed r in level 1 % shows there is a significant and positive correlation between
tendency and strategic direction influence on management hierarchy opinions of human
resources performance on the other hand whatever tendency and strategic direction is
clearer, the performance rate of human resources shall be increase and hypothesis 0 is
rejected.
After studying performance evaluation forms of subject based on four indices of
performance measurement and 3 phase model following information were obtained.
Resources Frequency R Significant level
Tendency and strategic direction and
goals and programs
120 -.142 .122
Resources Frequency R Significant level
Tendency and strategic direction
and management hierarchy opinions
120 .809** .000
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scores first phase
scores second phase
scores third phase
The char of performance employees
Employee
performance
measurement
Human resources indices Goals & programs Process standard management hierarchy opinions
Scores
third
phase
Score
s
secon
d
phase
Score
s first
phase Score
s third
phase
Scores
secon
d
phase
Scores
first
phase Scores
third
phase
Scores
secon
d
phase
Scores
first
phase Scores
third
phase
Scores
second
phase
Scores
first
phase
Employees
performance
average 75.3 73.6 68.9 70.3 70.98 62.89 89.38 82.15 80.73 76.07 74.31 73.52
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According to above information about employees’ performance it can be said that in all indices
except program and goals indices, employees’ performance in phase 3is better than the first and
second phases. But about employees performance programs and goals indices a reduction is
observed in phase 3and the second phase has higher score than the phases 3and1.
Conclusion
Using Pearson correlation coefficient the relation between organization mission transparency
and employees performance measurement elements was studied and determined that the
organizational mission transparency has significant and positive effect on indices and process
standards and human resources indices and management hierarchy opinions on the other hand
whatever employees of an organization activate about organizational mission it can improve
the performances in 3 performance measurement indices .
Due to obtained results for researcher it is suggested that to improve performance , employees
must be familiarized with experts and personnel in organizational mission process , perspective
and also many sessions must be held to informe based on documented resources . members of
each organizational unit must participate in internal goals process so that the individual goals of
employees be applicable and employees believe that if the organizational goals be realized they
can reach to their individual goals and in regarding organizational goals achievement,
employees must interact in group with increasing responsibility and with presenting proper
feedback with performance and evaluation can be announced at the end of the process.
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