An Investigating the effective factors of organizational performance management model in the public sector with emphasis on e-governance

An Investigating the effective factors of organizational performance management model in the public sector with emphasis on e-governance

Introduction
Achieving the organization's goals to the desired extent requires the proper use of human resources' capabilities and abilities, as well as providing facilities for developing talents and ultimately increasing employee productivity. Organizational performance of employees is an important issue for any organization. In an organization, each individual needs to be aware of his or her position in order to progress and achieve the set career goals. This awareness allows him or her to be aware of the strengths and weaknesses of his or her performance and behavior and to take the necessary measures to make his or her efforts more effective. Today, the growth of Internet connectivity and cloud computing helps citizens to modify their actions in a way that is appropriate for this technological development and to achieve the highest level of possibilities offered by the digital environment. E-governance is a concept created with the aim of increasing openness, efficiency, and accountability in the public sector, all while enabling citizens to access government services and information through digital channels. E-governance transforms the way governments and private companies conduct business in the digital age, making public sector operations more transparent, efficient, and accountable. Optimal use of information and communication technology tools in performance management in government organizations can lead to promotion and improvement of organizational performance. The purpose of this study is to investigate the factors affecting organizational performance management with emphasis on electronic governance. Therefore, this study seeks to investigate the issue of what are the factors affecting organizational performance management in the government sector with an electronic governance approach? The main objective of this research is to investigate the factors affecting organizational performance management in the public sector with an e-governance approach.

Methodology
This research is applied in terms of purpose and is considered a descriptive-survey research conducted using a quantitative method. The statistical population of this research was group managers, experts and development assistants of the Management and Planning Organization, which numbered 160 people and the corresponding sample was 114 people based on the Morgan table, who were selected using the available sampling method. Information was collected through a researcher-made questionnaire in 2012-2013. Structural equation modeling method was used to validate the model in the quantitative part using AMOS software. According to previous studies and the opinions of experts and specialists, the effective factors (29 factors) on performance management were divided into 6 components (causal, main, contextual, interventional conditions, consequences and strategy)
Findings
Based on the theoretical foundations and previous studies and the opinions of relevant experts and specialists, the research components were classified into 6 dimensions (central, causal conditions, contextual, strategy, intervention, and consequences and strategy).
The central conditions component included 11 components: networking, transparency, accountability, resource sustainability, smart leadership, service quality, employee training, capacity building, rule of law, justice, and performance monitoring. The causal conditions included two subcomponents: knowledge management and change management. The contextual conditions also included policy-making components, support for studies, culture building, community capacity building, and governance infrastructure. The strategy component included four components: competitiveness, strategic document, interaction approach, and culture building program. Economic dynamism, competent human resources, government interventions, and financial resource attraction were considered as components of the intervention component. The outcome component also included three economic, social, cultural, and organizational outcomes. First, the correlation coefficients between the research components were estimated. Based on the research results, the correlation coefficients between all research variables were significant. After examining the assumptions required for structural equations, the research model was estimated using structural equations. According to the results obtained for the factor loading coefficients, it can be said that the designed model is statistically appropriate. Also, according to the results obtained, all factor loading coefficients were statistically significant (P<0.01), which indicates the significant effect of the aforementioned factors on performance management in organizations.

Discussion and Conclusion
The main objective of this research is to investigate the factors affecting organizational performance management in the public sector with an e-governance approach. Based on the research results, causal factors (knowledge management and change management) are effective in organizational performance management in the public sector with an e-governance approach. According to the research results, all components of the background factor have been effective in evaluating performance in the public sector, and among these factors, e-governance infrastructure with a coefficient of 0.81, policymaking with a coefficient of 0.77, and support for studies with a coefficient of 0.74 had the most impact. Based on the results obtained, among the intervening factors of economic dynamics, attracting financial resources and competent human resources had the greatest impact on organizational performance management in the public sector with an e-governance approach, with coefficients of 0.85, 0.82, and 0.71, respectively. According to the research results, all dimensions of the pivotal factors component were effective on performance management in the public sector, and the greatest impact was related to resource sustainability with a coefficient of 0.86, service quality with a coefficient of 0.85, and networking with a coefficient of 0.81. According to the research results, among the factors related to the strategy component, culture building and the development of a leadership document had the greatest impact on organizational performance management in the public sector with coefficients of 0.84 and 0.77, respectively. The results of the research also showed that the consequences of organizational performance management in the public sector include economic consequences, socio-cultural consequences, and organizational consequences, and their coefficients were equal to 0.71, 0.76, and 0.87, respectively, and were statistically significant.