Abstract
Purpose: The purpose of this work was to explain the effect of human resource competence on the organizational effectiveness considering the role of mediator of organizational innovation.
Methodology: The research method used in this work was descriptive-survey, and in terms of the applied purpose. ...
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Purpose: The purpose of this work was to explain the effect of human resource competence on the organizational effectiveness considering the role of mediator of organizational innovation.
Methodology: The research method used in this work was descriptive-survey, and in terms of the applied purpose. The statistical population of all employees of the sports and youth departments in the western provinces of Kermanshah, Kurdistan, Ilam, and Lorestan was 440 people. The statistical sample was determined on a Morgan table (200 people), randomly clustered. In order to measure the variables of the work, the meritocracy questionnaire (Moslehi, 2012), organizational innovation (Sarmad et al., 2011), and organizational effectiveness (Hui et al., 2009) were used. The validity of the questionnaires was confirmed using the comments made by nine management professors and sports specialist. The reliability of the instruments was confirmed by Cronbach's alpha (worthy of 0.932, innovation 0.85, and effectiveness of 0.927). For data analysis, the confirmatory factor analysis and structural equations were used.
Findings: According to the findings of the work, meritocracy had the highest impact with a coefficient of 0.85 on innovation. Thus, it was 0.73 effective. Innovation also had an impact of 0.24 on effectiveness. Also, meritocracy was indirectly influenced by effectiveness through innovation.
Conclusion: Based upon the research findings, increasing the negotiation and participation of employees in decision-making, empowerment based on employee competencies, and creating a space based on the trust of managers and staff can be effective in organizational effectiveness.
