شناسایی و تحلیل سناریوهای بهبود توانمندسازی کارکنان در دانشگاه‌های نسل چهارم: رویکرد تلفیقی فراترکیب و IPA-G-FGAHP
محورهای موضوعی : روش های نوین آموزش وتوسعه منابع انسانی
امیرحسین اخروی
1
,
علی زندعنبران
2
1 - دانشیار گروه مدیریت، دانشکده علوم انسانی، مجتمع آموزش عالی گناباد، گناباد، ایران.
2 - گروه مدیریت، دانشکده علوم انسانی، مجتمع آموزش عالی گناباد، گناباد، ایران.
کلید واژه: توانمندسازی کارکنان, دانشگاه نسل چهارم, فراترکیب, FGAHP, سناریوی بهبود.,
چکیده مقاله :
کارکنان توانمند یکی از ارکان کلیدی تحقق دانشگاه‌های نسل چهارم به شمار می‌آیند. هدف پژوهش حاضر، شناسایی و تحلیل سناریوهای بهبود توانمندسازی کارکنان در دانشگاه‌های نسل چهارم است. از نظر هدف، پژوهش کاربردی و از نظر روش‌شناسی، دارای رویکرد تلفیقی کیفی–کمی است. در بخش کیفی، با استفاده از روش فراترکیب، ۵۹ مقاله مرتبط شناسایی و پس از غربالگری، ۲۴ مقاله برای تحلیل انتخاب شد. در بخش کمی، شاخص‌های نهایی با نظر ۹ نفر از مدیران عالی و میانی دانشگاه مورد مطالعه، ارزیابی شد. برای تحلیل داده‌ها از مدل تلفیقی IPA–G–FGAHP استفاده شد. ۱۴ شاخص کلیدی در سه بعد فردی، گروهی و سازمانی شناسایی شدند. طبق نتایج، شاخص‌های «نگرش»، «تفویض اختیار»، «روابط سازمانی» و «تعهد» در اولویت اول بهبود قرار گرفتند. مقادیر به‌دست‌آمده از مدل نشان داد که این شاخص‌ها بیشترین شکاف موزون و بالاترین توانمندی بهبود را دارند. در مقابل، شاخص‌هایی نظیر «شایستگی» و «چالشی بودن شغل» در ناحیه چهارم ماتریس قرار گرفتند و نیاز فوری به اقدام ندارند. نتیجه‌گیری نشان می‌دهد که برای تحقق دانشگاه‌های نسل چهارم، تمرکز بر توسعه توانمندسازی کارکنان در ابعاد نگرشی، ارتباطی و تعهد سازمانی ضروری است. همچنین، نتایج تأکید می‌کند که ارتقای فرهنگ اعتماد، آموزش هدفمند و سبک رهبری مشارکتی می‌تواند مسیر دستیابی به دانشگاه نسل چهارم را هموار سازد.
Empowered employees constitute a fundamental pillar in achieving the goals of fourth-generation universities. The purpose of this study was to identify and analyze improvement scenarios for employee empowerment within these institutions. From a purpose perspective, the research was applied, and methodologically it adopted a mixed qualitative–quantitative approach. In the qualitative phase, a meta-synthesis approach was adopted to identify 59 related studies, of which 24 were selected for in-depth analysis following a rigorous screening process. In the quantitative phase, the finalized empowerment indicators were evaluated by nine senior and middle managers of the studied university. Data were analyzed using the integrated IPA–G–FGAHP model. The analysis identified 14 key indicators distributed across three dimensions: individual, group, and organizational. The results revealed that attitude, delegation of authority, organizational relationships, and commitment ranked highest in terms of improvement priority. Model outcomes revealed that these indicators exhibited the largest weighted gaps and the greatest potential for enhancement. In contract, indicators such as competence and job challenge were positioned in the fourth quadrant of the matrix, indicating no immediate need for intervention. Overall, the findings highlight that achieving fourth-generation universities necessitates a focused effort on strengthening employee empowerment in attitudinal, relational, and organizational commitment dimensions. Moreover, the results underscore that cultivating a culture of trust, implementing targeted training, and adopting a participative leadership style can effectively facilitate progress toward realizing the goals of fourth-generation universities.
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