Designing a Performance Evaluation Model for Managers of Applied Science Education Centers in the West of the Country using a Grounded Theory Approach

Document Type : research article

Authors

1 PhD Student in Educational Management, SR.C., Islamic Azad University, Tehran, Iran

2 Department of Educational Planning, University of Kurdistan, Sanandaj, Iran

3 Department of Educational Governance and Human resources, SR.C., Islamic Azad University, Tehran, Iran

10.22080/eps.2025.30175.2376

Abstract

Aim: Performance evaluation is one of the fundamental topics in human resource management and plays a key role in improving quality, increasing efficiency, and enhancing organizational accountability. The purpose of this study was to design a performance evaluation model for managers of Applied Scientific Education Centers in the western region of the country.
Methodology: This research was of the type of developmental research in terms of its purpose and qualitative in terms of the type of data collection, and was of the type of grounded theory. The research field included heads, deputies, and experts of various departments of applied science centers and other related staff departments of the Comprehensive University of Applied Sciences of the western provincial branches of the country, and the participants of the qualitative section included 12 heads and deputies of applied science centers in the western provinces of Kurdistan, Hamadan, Kermanshah, and Ilam. The tool used for data collection was a semi-structured interview. Contextual analysis and content validity were used to analyze the data.
Results: The results showed that in the presented model, the performance evaluation of the heads of applied science education centers included causal conditions (weakness in meritocracy, inadequacy in the existing evaluation system, pressure to improve quality), contextual conditions included (dominant organizational culture, resource limitations, structure of a comprehensive applied science university), intervening conditions included (macro government policies, personality traits of managers, degree of independence of centers), strategies included (designing a local evaluation system, empowering managers, strengthening monitoring and feedback), outcomes included (short-term outcomes: improving the performance of centers, medium-term outcomes: improving the quality of education, long-term outcomes: sustainable regional development), and a central phenomenon named integrated and development-oriented performance evaluation.
Conclusions and suggestions: This model can be used to evaluate the performance of education managers of applied science centers.
Innovation and originality: This article presents a practical and native framework for improving managerial performance and sustainable regional development

Keywords

Main Subjects

References

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Journal of Educational Planning Studies
Volume 14, Issue 28
March 2025
Pages 193-216

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History

  • Receive Date: 05 October 2025
  • Revise Date: 28 November 2025
  • Accept Date: 08 December 2025

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