Identifying and explaining the dimensions, components and indicators of managers' competencies and comparing them with the current situation of the tax affairs organization
Subject Areas :Ahmad Ali Sadeghi 1 , Mohamad Ali Hosseni 2 , kamran mohammad khani 3
1 - Azad
2 - Behzisti
3 - Azad
Keywords: Human resources, Competency models, Managers competency, Tax organization,
Abstract :
Nowadays, organizations and companies demand employee competence in a wide range of essential knowledge, skills and attitudes because competencies are considered as important predictors of employee performance and success. The purpose of this study is to present the managerial competencies of managers in the Tax Affairs Organization and compare it with the current situation of these competencies. For this purpose, in the quantitative part, using Morgan table, 356 managers of the country's tax affairs organization were selected by simple random method, and in the qualitative part, 30 people were selected as a sample by purposeful method. The data of this research were collected using library studies, interviews and questionnaires. In the qualitative part, MAXQDA software has been used and in quantitative part, SPSS software have been used. Due to the normality of data distribution, one-sample t-test was used to analyze the data of the questionnaire. According to the research findings, the dimensions of mental health, perfectionism, communication, commitment, individual ability, mental and social health in the field of general competencies, dimensions of managerial personality, managerial communication, managerial skills and leadership in the field of managerial competencies, Dimensions of tax intelligence and tax knowledge in the field of specialized skills were counted. Of the total components, 48% were undesirable and 52% were favorable. In other words, 42% are related to general competencies, 41% are related to managerial competencies and 17% are related to specialized competencies.
فهرست منابع [1] Adiguzel Z, Ozcinar M, Karadal H. Does servant leadership moderate the link between strategic human resource management on rule breaking and job satisfaction. European Research on Management and Business Economics. 2020; 26(2): 103-110
[2] Allen S, Williams P, Allen D. Human resource professionals' competencies for pluralistic workplaces. The International Journal of Management Education. 2018; 16(2): 309- 320
[3] Asheghi H, Ghahremani M, Gholi N. Identifying and explaining the dimensions, components and indicators of competency development of banking industry managers. Quarterly Journal of Training & Development of Human Resources. 2017; 4(14): 57-76
[4] Askari A. Statistical Analytical Yearbook of Human Resources, Tax Affairs Organization. 2015 [5] Behrad A. Designing Competency Model for the Head of Tax groups at Iranian National Tax Administration Based on Qualitative Approach. 2019. Yazd university
[6] Chen X. Jiang P. Competency Model-Based Improvement of Marketing Training Process Design. In 3rd International Seminar on Education Innovation and Economic Management. 2019. Atlantis Press
[7] El-Baz H. El-Sayegh S. Competency domain model and the perception of engineering managers in the United Arab Emirates. Engineering management journal. 2010; 22(1):3-12
[8] Farhadi N.M. Managerial Competencies for Effective Management in Iranian Governmental Organizations; Grounded Data Theory- Faculty of Administrative and Economic Sciences. 2014. Ferdowsi University of Mashhad
[9] Ghonji M. Chizari M. Sedighi H. Rabiee A. Designing the Management Competency Model with Emphasis on the Postmodern Change Management. journal of development evolution management. 2015; 16: 11-22
[10] Kansal J. Jain N. Development of Competency Model and Mapping of employees Competencies for Organizational Development: A New Approach. 2019
[11] Müller F.L.C. Aymans S.C. Bargmann C. Kauffeld S. Herrmann C. Introducing competency models as a tool for holistic competency development in learning factories: Challenges, example and future application. Procedia Manufacturing. 2017; 9:307-314
[12] Marzban E. Assadollahzadeh M. Designing the Model of Professional Competencies of Managers in the Tax Affairs Organization, 12th Iranian Conference on Fiscal and Tax Policies.Tehran. 2018. https://civilica.com/doc/876272
[13] Monajemi m. Reshadat h. Jafari p. Model of competencies required for the department's chairmanship of Islamic Azad University. Bimonthly of Applied Studies in Management and Development Sciences.2017; 3(5): 29-40
[14] Motahhari n.h. Competence-Based Employment of Human Resource. journal of research in Human resource management. 2017; (1) 9: 21-50
[15] Nouri S. Bunyadi N.A. Mo'meni R. (2015)- Design and explain the model of creative behavioral competencies in executive managers. Public Management Perspective. 2015; 6(4): 77-102
[16] Liikamaa K. Developing a project manager's competencies: A collective view of the most important competencies. Procedia Manufacturing. 2015; 3:681-687
[17] Panahi M. Izadi M. ghorbanian S. Identify and prioritize the competency criteria of creative financial managers using MCDM methods. National Conference on Creative Economics. 2016. http://ncce2017.wtiau.ac.ir
/ [18] Russo D. Competency Measurement Model'. In European Conference on Quality in Official Statistics. Madrid. 2016:1- 22
[19] Traicoff D. Pope A. Bloland P. Lal D. Bahl J. Stewart S. Ahrendts J.J.V. (2019). Developing Standardized Competencies to Strengthen Immunization Systems and Workforce. Vaccine journal. 2019; 37(11): 1428–1435
