Designing a Knowledge Measurement Model for the Faculty Members in Iran's Universities and Institutes of Higher Education

Document Type : Research Article

Authors

1 Ph.D. Student in Human Resource Management, Faculty of Economics, Management and Accounting, University of Yazd, Iran

2 Assistant Professor, Faculty of Economics, Management and Accounting, University of Yazd, Iran

3 Associate Professor, Faculty of Management, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran

Abstract

The awareness of current knowledge and the estimation of its future growth can provide a real picture of the efficiency of universities. Since universities depend on scientists, it is highly important to be aware of their knowledge level.  A deeper understanding of the human capital conditions is crucial in determining the rate of university growth. Accordingly, the present study set out to design a knowledge measurement model for the faculty members of the Iranian universities. This study was a fundamental research, and relied upon the library research and a questionnaire to collect data. Statistical population was comprised of 137 faculty members of the human resources major and education management major in the Iranian state universities . The statistical sample was made up of 101 faculty members, selected by the multi-stage cluster sampling. Data analysis was done using Fuzzy Delphi method, Exploratory Factor Analysis, Decision Making Trail and Evaluation (DEMATEL), and Structural Equation Modeling (SEM). Fifty nine factors were extracted for the measurement of the faculty members’ knowledge.  These were classified into 5 groups, including management ability, scientific ability (fundamental), scientific ability (practical), interaction and communication skills, and specialized skills. The conceptual model was then designed and – after modification – was confirmed to have a desirable fitness.  With regard to the effectiveness rank, the specialized skills were found to be at the top of the list, followed by interaction and communication skills, management ability, scientific ability (practical), and scientific ability (fundamental).

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References

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Organizational Culture Management
Volume 18, Issue 1
April 2020
Pages 165-185

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