Urban Economics and Planning

Urban Economics and Planning

Presenting a Conceptual Model of Performance Management in Municipalities Using Content Analysis and Fuzzy Delphi Approach (Study Case: Bandar Abbas Municipality)

Document Type : Original Article

Authors
Hamideh Afshar 1
Mohammad Taghi Amini 2
Mohamad Mehdi Parhizgar 3
Mohammad Kheiri 4
1 Ph.D. Candidate, Department of Business Management, Payame Noor University, Tehran, Iran
2 Professor, Department of Business Management, Payame Noor University, Tehran, Iran
3 Associate Professor, Department of Business Management, Payame Noor University, Tehran, Iran
4 Assistant Professor, Department of Management, Economics, Accounting, Payame Noor University, Tehran, Iran
10.22034/uep.2024.442846.1462
Abstract
Introduction 
Management knowledge always seeks to provide new models for the optimal management of organizations and solving their problems. Performance management is one of the management requirements that all organizations have used in different ways in the past to achieve the expected goals. The concept, approach, process, and method of performance evaluation have always been revised and continuously improved based on the need, and currently, it has reached its relative maturity with the concept of performance management. In the new approach, performance management is considered a tool to implement strategies and policies and achieve organizational goals, and its main goal is to increase the abilities and competencies and grow and nurture the evaluated organization. Such a view of performance management requires the existence of features that make the system efficient and effective, and the flexibility and dynamism of the performance management framework fulfill the above demand. Performance management is one of the main and fundamental tools of high management to achieve the goals and plans of the organization. In non-governmental public institutions, such as municipalities, this issue has been emphasized a lot. Since the municipality is in charge of managing the city, it is essential to pay attention to the management and functioning of the municipality. This is despite the fact that the proper management of any organization, including the municipality, will not be realized except with appropriate planning, implementation, monitoring, evaluation, and revision to create a suitable environment for improving performance. Currently, the problem that exists in our country is the inefficiency of municipalities in the field of performance management, and the expected improvements in performance, accountability, transparency, and service quality have not yet occurred. Also, the performance literature in the field of urban management shows that the existing approaches emphasize more on measurement and evaluation, and the management approach is less representative. The existing models and theories in performance management are focused either on the individual level or on the institutional level and are less focused on the wholeness and comprehensiveness of the organization. Therefore, the main problem of this research is the lack of a suitable performance management model in the municipality, and that too with a comprehensive view in all dimensions. In this sense, a comprehensive and desirable model should be prepared and compiled according to the requirements of the municipality. Based on that, it is possible to reach performance management in the municipality from the stage of pure performance evaluation and provide more accurate information for better and more effective management to the municipal managers.
Materials and Methods
Since this research seeks to identify and explain the factors, dimensions, and consequences of performance management in the municipality and presents a new plan of information, it is considered applied research. Also, based on the research plan and in terms of data collection, the current research is descriptive research and the combined methods of interview, content analysis, and fuzzy Delphi were used to collect information. This research has been done with a mixed approach (qualitative-quantitative) in three stages. The first stage was conducted using the interview method (qualitative), the second stage was conducted using the content analysis method (quantitative), and the third stage was conducted using the fuzzy Delphi method (quantitative). The statistical sample of the research in the interview method was 20 experts in Bandar Abbas Municipality who were selected using the snowball sampling method. The statistical sample in fuzzy Delphi was 25 experts (20 interviewees and 5 university professors). After conducting the interviews, using the content analysis method, the factors, components, and consequences of performance management were identified in 3 levels individual performance, group performance, and organizational performance. Then, using the fuzzy Delphi method, the researcher’s conceptual model was sent to the experts for verification and refinement in three rounds.
Findings
Factors affecting individual management include two categories of behavioral factors including components (motivation, competence and individual skill, knowledge, participation in decisions, attitude, respect, and honor), and system factors including components (atmosphere and prevailing culture, system rules, promotion and reward and rights, leadership and management, cooperation and communication, justice and fairness, system structure, human resources development). In the field of group performance management, the influencing factors are divided into three categories of structural factors including (training and growth, fair recruitment and selection, goals and strategies, organizational atmosphere and culture, regulations, and rules, group promotion and reward, justice, and fairness, shared values ) managerial factors include the components (knowledge management, validity of managers’ decisions, managers’ characteristics, management support, human capital management, delegation of authority and power) and technical factors include the components (information and communication technology, health and safety of the work environment). The factors affecting organizational performance are divided into three categories: social factors including the components (laws and regulations of the society, justice and fairness of the society, culture and common values of the society, society’s view towards the municipality, human resources development) economic factors including the components (pricing of services, budget allocation, ability to receive budget, government’s economic approach) and political factors including (sanctions in supplying parts and services, power and influence of city council members, support for the organization (municipality), influence and power of municipal management in public arenas and government). The dimensions of individual performance management in the municipality are two categories of moral performance including components (morality, rule of law, humility, respect, patience), and functional performance including components (personal growth, individual productivity, creativity and innovation, cooperation and empathy, learning, responsibility, flexibility, effort, and diligence). In the field of group performance, its dimensions are divided into two categories of process performance including dimensions (timely information, accurate calculations of reports, quality of services, quantity, and speed of services, productivity and reducing costs, achieving goals, dealing with administrative violations) and human resource performance including (teamwork obligations, professional ethics, seriousness and group effort) were divided. The organizational performance of the municipality includes the aspects of financial performance with components (maintenance of treasury, payment of claims, compensation, and compensation, organizational efficiency, profitability, and income, protection of real estate), urban planning, and architecture performance including components (dealing with violations, quantity, and quality of issuing permits, renovation of worn-out fabric, implementation of the smart city) performance of urban infrastructure including components (equitable provision of opportunities, public transportation and traffic, improvement of safety and accidents, physical progress and quality of construction projects), performance Municipal and environmental services include components (municipal services on occasions, maintenance of waterways and canals, beautification of urban space, development and maintenance of green spaces, organizing industries and disturbing businesses). Finally, the consequences and results of performance management in municipalities are organizational excellence, stakeholder satisfaction, administrative transparency, public acceptance, improvement of financial and administrative challenges, productivity, efficiency, and effectiveness of the municipality.
Conclusion
To be successful, municipalities should move towards using new and optimal performance management methods. In this sense, municipalities can take advantage of the current research and its results to manage performance at different individual, group, and organizational levels. The current research gives a general view to city managers and by using the identified factors, dimensions, components, and consequences, it is possible to act in the direction of better performance management.
Keywords
Content Analysis
Fuzzy Delphi
Municipal Performance Management Model
Performance Management

Subjects

[1] Shahidipour, R., Sangi, E., Mazaherian, H., Karami, A., Jafari Shahrestani, A. Identifying And Prioritizing Performance Assessment Indicators Of Districts Of Tehran Municipality Using Fuzzy Delphi Method. Quarterly Journals Of Urban And Regional Development Planning., 2021; 5(15): 51-87. DOI: 10.22054/URDP.2021.61510.1346 [In Persian]
[2] Moosavi, M. Designing A Model Of Performance Evaluation Of The Subsidiaries Urban Management Using The Balanced Score Card. Public Organizations Management, 2016; 4(2), 99-116. DOR: 20.1001.1.2322522.1395.4.0.21.6 [In Persian]
[3] Lăzăroiu, G. Ionescu, L. Andronie, M. Dijmărescu, I. Sustainability Management and Performance in the Urban Corporate Economy: A Systematic Literature Review. Sustainability, 2020; 12, 77-05. DOI.ORG/10.3390/SU12187705.
[4] Ghomian, M.M. Pourezzat, A. Vaezi, SK. Vaezi, R. Designing A Model For Evaluation Of Urban Management Performance With An Approach Of Observing Ethical Principles. Ethics In Science And Technology, 2020; 15 (1), 38-46. DORL.NET/DOR/20.1001.1.22517634.1399.15.1.6.2 [In Persian]
[5] Qureshi, M. Rafik Noor M. Evaluating and Prioritizing the Enablers of Supply Chain Performance Management System (SCPMS) for Sustainability. Sustainability, 2020; 14(18), 11-29. DOI.ORG/10.3390/SU141811296
[6] Jiang, S. Hua, Sh. Wanlong, L. Hu-Chen, L. A large group linguistic Z-DEMATEL approach for identifying key performance indicators in hospital performance managemen. Applied Soft Computing,, 2020; 86, 45-78. DOI.ORG/10.1016/J.ASOC.2019.105900
[7] Hristov, I. Camilli, R. Mechelli, A. Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes. Management Research Review, 2022; 45(9), 1110-1136. https://doi.org/10.1108/MRR-11-2021-0777
[8] Carvalho, H.Azevedo, S.G. Cruz-Machado, V. Supply Chain Performance Management: Lean and green paradigms. Int. J. Bus. Perform. Supply Chain Model, 2010; 2, 304–333. DOI.ORG/10.1504/IJBPSCM.2010.036204
[9] Mohamadi, S.H. Habibi, D. Nowrozi Fard, H., Navidinia, S. Clarify The Effective Solutions And Empowering Human Capital In Increasing The Efficiency And Improving The Performance Of Municipalities. Journal Of Sustainable Urban & Regional Development Studies (JSURDS), 2022; 3(2), 68-83. https://www.srds.ir/article_155640.html?lang=en [In Persian]
[10] Van der Meij, R.J.B. Edwards, D.J.. Roberts, C. El-Gohary, H.& Posillico, J. Performance management within the Dutch steel processing industry, Journal of Engineering, Design and Technology, 2023; 21(4), 1230-1251. doi.org/10.1108/JEDT-04-2021-0201
[11] Koopmans, L.Bernaards, C. M. Hildebrandt, V. H. De Vet, H. C. Van der Beek, A. J. Measuring Individual Work Performance: Identifying and Selecting Indicators. Work, 2014; 48(2), 229-238. DOI: 10.3233/WOR-131659
[12] Mirzaei Alamooti, V. Ataei, M. Moghadas, Z. An Explanatory Model for Individual Performance Based on a Commitment Human Resource Approach. Journal Of Management And Development Process, 2020; 33(1 (111) ), 3-26.‎ DOI: 10.29252/jmdp.33.1.3. [In Persian] 
[13] Katarina, B, Nada Trunk, Š. Valerij, D. Individuals Learning in Work Teams: Support to Knowledge Management Initiatives and an Important Source of Organizational Learning. Procedia-Social and Behavioral Sciences, 2014; 178 – 185. doi.org/10.1016/j.sbspro.2014.02.475 
[14] Khalili, K. Soltani, I. Nafar, M. Identifying Team Performance Factors And Dimensions In Iran’s Public Organizations. Journal Of Public Administration, 2015; 7(1), 55-70. https://sid.ir/paper/139805/en [In Persian]
[15] Radnor, Z. McGuire, M. Performance management in the public sector: fact or fiction?, International Journal of Productivity & Performance Management, 2004; 53(3), 245-260. doi.org/10.1108/17410400410523783
[16] Habibzade, Sh. Mohajeran, B. Ghaleei, A. Hasani, M. Structural Model Of Mediating role of Organizational Commitment in the Relationship between Organizational Agility and Organizational Intelligence with Organizational Performance. Journal Of Innovation And Enterpreneurship, 2022; 10(20 ), 57-74. DOI: 20.1001.1.27170454.1400.10.19.9.0 [In Persian]
[17] Salamat, S. Mirsepassi, N. Reshadatjoo H. Designing Human Resources Performance Management System To Improve Economic Productivity (Case: Ayandeh Bank). IUESA, 2019; 7 (27), 86-100. DOR: 20.1001.1.23452870.1398.7.27.7.7 [In Persian]
[18] Shamoradi, S.N. Farjadmand, L. Hassan Moradi, N. Presenting The Native Model Of Performance Management With The Approach Of Human Resource Development In Education In Tehran Province. Educational Management Innovations, 2021; 16(3), 1-12. DOR: 20.1001.1.20081138.1400.16.3.1.8 [In Persian]
[19] Ahmadvand, A. M. Torbati, A. Pourreza N. Naderi M. Fyruzshahi M. Integrated Model Of The Balanced Scorecard And The Excellence Model To Improve Organizational Performance A Case Study. Educ Strategy Med Sci, 2012; 5 (1) ,51-58. http://edcbmj.ir/article-1-196-en.html [In Persian] 
[20] Yavari, V. Zahedi, Sh. Designing A Conceptual Model Of Organizational Performance Management For Government And Non-Profit Organizations. Strategic Management Thought, 2012; 1(7), 122-79. [In Persian]
[21] Babaee Zakliki, M. A., Hasanzadeh, H. R., Alvani, S. M., Zaraei Matin, H., Rastegar, A. Designing An Efficient Implementation Model Of Performance Management System In Service Organizations. Public Management Researches, 2015; 8(28), 5-31. DOI: 10.22111/jmr.2015.2239 [In Persian]
[22] Tarabande, M.A. Rafizadeh, A. Presenting A Combined Technique In Improving The Performance Management System Of Iran’s Executive Bodies Based On The Road Map For Reforming The Administrative System. Public Administration Perspectives, 2015; 27, 105-121. https://sid.ir/paper/207636/en [In Persian]
[23] Ghanbari, M.. Heidarinejad, G. Parandin, K. Performance Management, Challenges Facing And Complexity Theory. Governmental Accounting, 2016; 3(1), 49-58. DOR: 20.1001.1.24234613.1395.3.1.4.3 [In Persian]
[24] Mohammadi, M. Sharifzadeh, F. Designing A Performance Management Model With A Human Resources Development Approach In The Public Sector. Quarterly Journal Of Training And Development Of Human Resources, 2018; 15, 132-159. http://istd.saminatech.ir/Article/30329 [In Persian].
[25] Adibzadeh, M. Najaf Beigi, R. Musa Khani, M. Designing A Performance Management Model For Government Organizations. Resource Management In The Police Force, 2016; 5(3), 1-24. http://istd.saminatech.ir/en/Article/30329 [In Persian]
[26] Ahmadi, O. Kamalian, A. Yaghoubi, N.M.. Ghasemi, M. Designing A Comprehensive Model For The Formation And Deployment Of Employees’ Performance Improvement Through Meta-Synthesis Approach. Journal Of Research In Human Resources Management, 2019; 10(4), 79-104. https://journals.ihu.ac.ir/article_34115.html?lang=fa [In Persian]
[27] Benitamim, H. Shetab Boshehri, N. Mehdipour, A. Khatibi, A. Designing A Comprehensive System Model To Evaluate The Performance Of Iran Wrestling Board, 2019; 7 (24): 9-23. http://ntsmj.issma.ir/article-1-1058-en [In Persian]
[28] Falahati, M. Zokaei, M. Asady, H. Najafi Mojre, M. Biabani, A. Faghihnia Torshizi, Y. Model of the selection KPI for assessing the performance of the urban HSE management system. Iran Occupational Health Journal, 2019; 16(1 ), 60-71. SID. https://sid.ir/paper/408862/en [In Persian]
[29] Fahima, M. Gholamzadeh, D. Vedadi, A. Explaining And Designing A Model Of Employee Performance Management With Integrated Approach In The Governmental Banking Systems With Methasynthesis and Structural-Interpretive Method. Modiriat-E-Farda, 2021; 20(66), 263-276. http://jour.aicti.ir/en/Article/26736 [In Persian]
[30] Nazimi, Y. Teymournejad K. Daneshfard K. Designing A Human Resource Performance Management Model In Tehran Municipality According To The Requirements Of Digital City (Qualitative Approach: Theme Analysis). IUESA, 2022; 10 (38),113-126. http://iueam.ir/article-1-1869-en.html [In Persian]
[31] Jia, J. Yuxin, J. Jiaqi, Y. Jiexiang, W. Hailong, J. Evolution path and critical influencing factors of performance management system: a longitudinal case study in China, Asia Pacific Business Review, 2023; 29: 1, 50-69. https://doi.org/10.1080/13602381.2022.2076449
[32] Fazel A, Kamalian A. Rowshan AIdentification Of Effective Dimensions And Components On Academic Human Resources Empowerment, Emphasizing The Third And Fourth Generation Of Universities With Fuzzy Delphi Approach: Presenting A Conceptual Model. Educ Strategy Med Sci, 2017; 10 (6): 455-468. http://edcbmj.ir/article-1-1199-en.html [In Persian] 
[33] Judy, B. Mogheli, M. khorambakhte, A.A. Evaluating the Performance of Sustainable Urban Management with a Citizen Satisfaction Approach (Case Study: Ardabil Neighbourhoods). Sustainable City, 2022; 4(4), 101-117. DOI: 10.22034/jsc.2021.275174.1423
[34] Ehsani Fard, A.A. Ehsani Fard, M. Evaluation Of The Strategic Model For Measuring, Managing And Evaluating The Effective Performance Of Municipalities By Combining The Two Models Of BSC And EFQM Studied In Areas 3 And 18 Of Tehran Municipality. Urban Management, 2013; 11(31), 7-21. https://sid.ir/paper/92087/fa [In Persian]
[35] Motahhari, M. Soltani, I. Davazdah Imams, H. (2022). Presenting The Social Performance Management Model Of The Studied Government Organizations: Najaf Abad City, Isfahan. Productivity Management, 2022; 16(2), 75-99. doi.org/10.30495/qjopm.2020.1875379.2578 [In Persian]
Urban Economics and Planning
Volume 5, Issue 1
Winter 2024
Pages 56-72

  • Receive Date 12 February 2024
  • Revise Date 05 May 2024
  • Accept Date 06 May 2024