Assessment of prioritizing the effective factors on human resources effectiveness (Case study: Tehran Industrial Parks Organization)

Identifying the effective factors on human resources effectiveness can help management and leadership to obtain success, organization goals and fulfillment of high effectiveness and efficiency. Thus, they always have to survey the effective factors on effectiveness of these valuable and transformational resources. Effective factors on employee effectiveness have different aspects and varieties. For instance, Hay Group® model which is in order to compare organizations based on employee effectiveness. The model includes different factors located in two groups of ENGAGEMENT and ENABLEMENT. The main purpose of this study is to assess and prioritize effective factors on employee effectiveness in Tehran Industrial Parks. Furthermore, it is required to be surveyed and determined according to organizational properties and content dimensions of under study organization, and use of latent knowledge amongst organization experts (senior managers). This cross-sectional and descriptive- analytical research was performed in 2017. So, it is trying to achieve the purposes of study through interview, Delphi method, Multiple Criteria Decision-Making (MCDM) and Analytical Hierarchy Process (AHP).


Specifications
Studying the global models of employee effectiveness and choose Hay Group s model as the basis.
Using of Delphi and AHP techniques as selected research method in order to make effective decisions in Human Resources.
Impact of effectiveness improvement in growth of organization and employee productivity.

Data
First, some demographic information about experts, including their position, department, work experience and degree are shown below in the following (Tables 1-4). Table 1 shows total numbers of senior managers and experts of research community according to their position.  Table 2 indicates available experts based on their departmentsand due to interview time and willingness of participating in the study. Table 3 expresses experts work experience within management positions for years.
Also, Table 4 describes experts' last degree; though some of these experts were studying PhD in their own expertise.
In Delphi process and after initial interviews, experts have reached a consensus and declared three criteria (choices) accepted to be scored and compared for ranking. Table 5 shows participants responses to Delphi questionnaire. Table 3 Participants work experience.

Amount
Experts work experience (Year) Over 23 17 Total  Table 5 Participants' responses to Delphi questionnaire.
AHP tables: (Tables 6-9) In AHP process, accepted criteria were compared in pair, and their rank was extracted. Then, comparison of factors (alternatives) has done according to each criterion. So, alternatives or factors were ranked separately.
After consensus, participants (experts) in interview have stated common criteria for identifying factors affecting on employee effectiveness. Prioritized criteria in this research collected by experts based on Delphi method are included: Accessibility Comprehensiveness Influence level Table 6 Raw data for paired comparisons matrix of criteria.

Table 11
The result of paired comparisons matrix between factors of employee enablement based on criterion of "Accessibility".
2. The criterion of "Accessibility to factors of employee effectiveness"

Factors of employee enablement
Performance management  Table 12, the priority of the factors affecting on employee engagement based on criterion of "Comprehensiveness" are respectively: 1. Pay and benefits 2. Respect and recognition 3. Development opportunities 4. Confidence in leaders 5. Clear and promising direction 6. Quality and customer focus According to Table 13, the priority of the factors affecting on employee enablement based on criterion of "Comprehensiveness" are respectively: 1. Training 2. Authority and empowerment 3. Collaboration 4. Resources 5. Performance management 6. Work, structure and processes Table 12 The result of paired comparisons matrix between factors of employee engagement based on criterion of "Comprehensiveness". According to Table 14, the priority of the factors affecting on employee engagement based on criterion of "Influence level" are respectively:

Factors of employee engagement
1. Pay and benefits 2. Development opportunities 3. Respect and recognition 4. Confidence in leaders 5. Clear and promising direction 6. Quality and customer focus According to Table 15, the priority of the factors affecting on employee enablement based on criterion of "Influence level" are respectively: (Tables 16 and 17) 1. Training 2. Collaboration 3. Work, structure and processes Table 13 The result of paired comparisons matrix between factors of employee enablement based on criterion of "Comprehensiveness".  Table 14 The result of paired comparisons matrix between factors of employee engagement based on criterion of "Influence level".

Materials and methods
This cross-sectional and descriptive-analytical research was performed at Tehran Industrial Parks Organization in 2017. This organization has 18 active scattered industrial parks in Tehran province which are heterogeneous in terms of some features. The study sampling method for determining prioritized criteria was purposive, non-random and non-probable. For this purpose, the statistical population has been selected among senior managers of the research community in the sample of 18 people whom were asked by designed questionnaire and interview through Delphi method and Hierarchy Analytical Process (AHP) to score their criteria and determine the priority and rank of each criterion(choice) and factor(alternative). Subsequently, by multivariate decision the weight of each criterion and weights has been obtained and the criteria are analyzed according to purpose of the effectiveness of human resources and the priority is determined accordingly [1][2][3][4][5][6][7][8][9][10][11][12].