Mapping and Internal Analysis of the Influence-Relation Map of Critical Success Factors for the Performance Management Process in Public Organizations

Alizadeh, Akhtar; Hamzehpoor, Mehdi; Ahmadi, Kumars

Mapping and Internal Analysis of the Influence-Relation Map of Critical Success Factors for the Performance Management Process in Public Organizations

Document Type : Original Article

Authors

¹ PhD Student, Department of Public Administration, Sa.c.,Islamic Azad University, Sanandaj, Iran

² Associate Professor, Department of Decision Sciences and Complex Systems, Faculty of Islamic Studies and Management, Imam Sadiq University, Tehran, Iran. (corresponding author)

³ Associate Professor, Department of Management, Sa.c., Islamic Azad University, Sanandaj, Iran

Abstract

Given the importance of performance management in the public sector, its implementation failure is a fundamental challenge, often stemming from ignoring the complex and intertwined relationships among critical success factors (CSFs). The purpose of this research was to map and internally analyze the influence-relation map of critical success factors affecting the performance management process in public organizations. This study was conducted using a sequential exploratory mixed-methods design. In the qualitative phase, semi-structured interviews were conducted with 18 managers and experts from public organizations in Kermanshah province, selected via purposeful sampling. In the quantitative phase, a researcher-made DEMATEL pairwise comparison questionnaire was completed by 12 academic and executive experts, also selected purposefully. Data were analyzed using thematic analysis and the Decision Making Trial and Evaluation Laboratory (DEMATEL) technique. The findings first led to the identification of 12 key success factors. Then, the causal analysis revealed that factors such as "Motivation and Attitude" and "Transformational Leadership" acted as the most influential causal (driving) factors, while factors like "Inhibiting Culture" and "Performance-Oriented Technology" were identified as the most influenced (outcome) factors in the system. It was concluded that the success of performance management is a systemic phenomenon strongly influenced by human and leadership factors. Therefore, effective interventions must be undertaken with a holistic view, focusing on root and causal factors rather than merely addressing the outcomes.

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