Journal of Human Resource Management

Journal of Human Resource Management

Pathology of the Performance Evaluation System for Employees and Managers in the Country’s Executive Bodies and Proposing Solutions for Transformation

Document Type : Original Article

Authors
1 PhD Candidate, Department of Public Policy and Administration, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.
2 Assistant Prof., Department of Cultural and Social Governance, Faculty of Governance, University of Tehran, Tehran, Iran.
3 . PhD Candidate, Department of Public Policy and Administration, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.
10.22034/jhrs.2025.493358.2335
Abstract
Background & Purpose: The performance evaluation system for employees and managers in the Iranian government was ceremonial, ineffective, disjointed, and inadequate prior to 2017. This inefficiency was evident in the lack of integration between the performance evaluation system and other human resource systems. To improve this situation, the government approved Executive Instruction in 2017, aimed at enhancing coherence and effectiveness within the performance evaluation system across executive bodies. The objective of this research is to analyze the pathology of the performance evaluation system for employees and managers in the country’s executive bodies and to propose solutions for its transformation, effectiveness, and efficiency.
Methodology: In this study, data were collected through a review of the literature related to the performance evaluation system for employees and managers (25 articles) and through interviews with experts. The main and sub-themes related to the issues within this system were identified. A purposive sampling method was used, and the data analysis was conducted using thematic analysis. The study included 20 interviews, conducted until theoretical saturation was reached.
Findings: The research identified 69 sub-themes concerning the issues of the performance evaluation system for employees and managers, which were categorized into seven groups: issues related to evaluation results, evaluation methods and approaches, evaluators, evaluatees, evaluation criteria, evaluation context, and the structural factors. Additionally, policy recommendations and strategies for improving the performance evaluation system for employees and managers in executive bodies were provided.
Conclusion: The findings indicate that the performance evaluation system for employees and managers in the country’s executive bodies requires a comprehensive review and reform in both the substantive content of the directive and its implementation procedures. Accordingly, it is recommended that the necessary amendments be made to the directive and that a mechanism be established to first define and determine the maturity levels of organizational performance evaluation based on appropriate indicators. Subsequently, relying on the self-assessments of the executive bodies and the documentation they provide, the maturity of their performance evaluation should be assessed by the Administrative and Recruitment Organization. Finally, in line with the maturity level of each executive body, the necessary measures should be undertaken to customize the performance evaluation system and to implement a three-level performance evaluation model encompassing employees, managers, and the organization as a whole.
Keywords

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Volume 15, Issue 2
Spring 2025
Pages 86-116

  • Receive Date 04 April 2025
  • Revise Date 17 May 2025
  • Accept Date 28 May 2025