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ORIGINAL ARTICLE
Year : 2018  |  Volume : 7  |  Issue : 1  |  Page : 142

Assessment correlation of the organizational agility of human resources with the performance staff of Tehran Emergency Center


1 Department of Management, School of Management, Islamic Azad University, Saveh, Iran
2 Department of Health in Emergency and Disaster, School of Health Management and Information Sciences, Iran University of Medical Sciences, Saveh, Iran
3 Department of Management, College of Human Science, Saveh Branch, Islamic Azad University, Saveh, Iran
4 Department of Medical and Surgical, School of Nursing and Midwifery, Shahrekord University of Medical Sciences, Shahrekord, Iran

Correspondence Address:
Dr. Mohammad Heidari
Ayatollah Kashani Blvd, Shahrekord University of Medical Sciences, Shahrekord
Iran
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Source of Support: None, Conflict of Interest: None


DOI: 10.4103/jehp.jehp_109_18

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BACKGROUND: Human resources are the most important tool in agility of organization and is considered to be the most valuable asset of any organization. Agile emergency system can reduce production costs, increase market share, fulfill the needs of patients, and most importantly, it reduced the mortality and morbidity from diseases and crashes. OBJECTIVE: The purpose of this study was to determine the correlation of human resource agility with performance of the staff of Tehran Emergency Center (TEC). MATERIALS AND METHODS: This research is a descriptive-correlational study and 285 operatives from TEC, with a population of 1100 were selected according to Morgan table and simple random sampling. The data of this research were collected using human resource agility capabilities questionnaire and Patterson job performance questionnaire. SPSS/18 software and descriptive-inferential tests were used to analyze the data. RESULTS: The results show that the correlation between organizational agility and employee performance is 0.754 and is significant (P = 0.01). The correlation between the employee performance and intelligence and knowledge (0.512), multiple competencies (0.61), knowledge management (0.57), empowerment culture (0.524), and information system (0.63) in significant level (P = 0.05). CONCLUSIONS: The agility of the staff of the TEC is correlated with their performance. Due to the sensitivity of the work of TEC staff, it is recommended that they are planning in such a way that they acquire the agility of themselves and their organizations by acquiring the necessary skills at all levels, especially the operational level.


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