Extracting Knowledge from Human Behavior to Present the Valuating Model: A Case Study of Difficult Employees
نویسندگان
1 PhD Student in Public Administration, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran.
2 Associate Professor, Department of Management, Dehaghan Branch, Islamic Azad University, Isfahan, Iran.
3 Professor of the Department of Management, College of Administration and Economics, University of Maysan, Iraq.
4 Assistant Professor, Department of Management, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran.
doi
10.22034/kps.2024.481766.1205چکیده
Extracting knowledge from human behavior to develop a model of value systems involves analyzing and identifying patterns and complex relationships among variables related to human behavior in social or organizational contexts. This process investigates the interactions between factors that influence both individual and group behavior, employing analytical and modeling techniques, including system dynamics. The purpose of this research is to extract knowledge from human behavior to present the valuating model, specifically through a case study of difficult employees at Maysan University. In this context, it is crucial to collect both qualitative and quantitative data on human behavior, analyze feedback, and identify underlying trends. The results of these analyses can help create predictive models and offer solutions to enhance the performance of organizations and social systems, ultimately generating sustainable value. This research was conducted using a qualitative-inductive approach, employing the Stirling and Darling method (NVIVO), alongside a quantitative approach utilizing system dynamics (VENSIM). The primary data collection tool was a semi-structured interview. Applying the grounded theory method, the data obtained from interviews with 16 experts in the field of education and training—specifically, administrators and educational experts from Maysan University—were coded in three stages. The general category encompasses negative organizational behaviors, including negative management practices, anxiety factors, organizational injuries, a detrimental organizational culture, poor communication, inappropriate organizational changes, ineffective leadership, incorrect policies and procedures, and an unsuitable work environment.
