ARTICLE INFO

Article Type

Descriptive & Survey Study

Authors

Najibzadeh   H. (1)
Manzari Tavakoli   A. (*2)
Masjedi Arani   A. (3)
Fatehi Rad   N. (4)
Jalalkamali   M. (1)
Ghadi Pasha   M. (5)
Forozesh   M. (5)






(*2) Department of Educational Sciences, Kerman Branch, Islamic Azad University, Kerman , Iran
(1) Department of Public Administration, Kerman Branch, Islamic Azad University, Kerman, Iran
(3) Department of Clinical Psychology, Shahid Beheshti University of Medical Sciences, Tehran, Iran
(4) Department of Business Management, Kerman Branch, Islamic Azad University, Kerman , Iran
(5) Forensic Medicine Organization Research Center, Tehran, Iran

Correspondence

Address: Kerman Branch-Islamic Azad University, Valiasr Boulevard, Kerman, Iran Postal code: 7635131167
Phone: +98 (34) 33210043
Fax: +98 (34) 33210051
a.manzari@iauk.ac.ir

Article History

Received:  September  8, 2020
Accepted:  September 10, 2020
ePublished:  September 20, 2020

BRIEF TEXT


Management from the Islamic perspective is considered a divine trust, and managers should do things as the caliph of God (Khalifah Allah) [1].

Theories and rules of the school of Islamic management form the foundation, and the infrastructure and legal or scientific system governing the management of organizations constitute the superstructure. The art of the Islamic manager is to maintain a balance between excellence and production inside and outside the social life of the organization [2]. ...[3, 4]. Today, the Forensic Medicine Organization provides its activities in accordance with scientific principles to achieve justice and respect for the people using efficient and specialized forces using new technologies, accuracy, precision, speed [5]. Some of the developed policies have failed after being approved in the implementation phase, and the executors implement many of them incompletely and inefficiently or do not operate some of them at all. The consequence of failed policy implementation is the loss of public trust and damage to the policymaker and implementer's credibility [8]. ...[9-13]. The fundamental question is the role of the Islamic value system in the better and more correct implementation of a policy.

This study aimed to explain the role of the Islamic value system with the help of the existing theoretical literature and examine the existence of each of the values in the better and more correct implementation of the Forensic Medicine Organization's policies from the perspective of experts in that field.

This is a descriptive correlational study.

This research was carried out between the community of medical and non-medical experts of the Forensic Medicine Organization (3045 people) by survey method, the implementers of the Forensic Medicine Organization's specialized and general policies.

The sample size was determined by 348 people using Cochran's formula. First, the experts of the top 5 provinces of the Shahid Rajaei Festival in 2018, selected by the country's Administrative and Employment Organization, entered the study (n=1165), and 420 people were selected as the sample of the study randomly.

The required data were collected using two researcher-made questionnaires on "dimensions of policy implementation" and "Islamic value system" based on a range of 5-point Likert scale. The policy implementation questionnaire's dimensions consisted of 2 components and 24 questions, and the Islamic value system questionnaire consisted of 8 components and 34 questions, and each component was measured based on the importance and availability of its performance. In the first stage, a list of Islamic values affecting the better and more correct policy implementation was extracted by studying the documents in magazines, books, and publications. Based on experts' various theories (value sources included the books and articles cited by experts). The managers and some experts were then asked to comment on the importance of each of the values affecting the better and more correct implementation of the extracted policy. These experts were also asked to add other values to the list if they considered them effective. After confirming the dimensions and components, the questionnaires' validity was also confirmed by the expert professors. The reliability of the questionnaire was confirmed by Cronbach's alpha method at 0.7 level.After obtaining the necessary ethical and executive licenses, 420 questionnaires were distributed among the study's statistical sample, and finally, 392 completed questionnaires were investigated in the study. Data were analyzed using SPSS 23 software by single sample T, factor analysis tests, and structural equations

The Islamic value system was evaluated at a strong level. The dimensions of responsibility, competitiveness, honesty, respect for others, intrinsic interest in values and norms, empathy with people, loyalty, and commitment to duties were at a strong level. The dimension of observing justice and fairness was at a very strong level. The implementation of the Forensic Medicine Organization's policies was evaluated at a good level. The dimension of implementing general policies was more than satisfactory, and the dimension of implementation of specialized policies was at a good level. Before examining the proposed research model, the assumptions of error independence (given the Watson camera statistic values for both variables, the errors were uncorrelated), data normality, data screening (in the presented model, the assumption of multivariate outlier data was tested using the mentioned statistic and there was no data to delete), and multicollinearity (there was no multicollinearity between the research variables) in structural equations were investigated and confirmed. Confirmatory factor analysis was used to evaluate the questionnaires' construct validity and the appropriateness of the psychometric criteria of the questionnaires, which is one of the important assumptions of structural equations. The results of fitting the pattern of the Islamic value system questionnaire are shown in Figure 1. The measurement model of the Islamic value system had a good fit (Table 1). According to the calculated factor loads, none of the factor loads were less than 0.5; therefore, there was no question to exclude from the analysis process. In the factor analysis model, 17 covariance relations were used to improve the fit indices. The confirmatory factor analysis results in Figure 1 show that in the Islamic value system variable, the dimensions of competitiveness and internal interest in values and norms were the most important in explaining the variable, respectively so that the dimensions of competitiveness and internal interest in values and norms explained 90% and 89% of the changes in the Islamic value system, respectively. The results of fitting the model of the Forensic Medicine Organization's policy implementation questionnaire are shown in Figure 2. The measurement pattern of the Islamic value system had a good fit (Table 2). According to the calculated factor loads, none of the factor loads were less than 0.5; therefore, there was no question to exclude from the analysis process. In the factor analysis model, 20 covariance relations were used to improve the fit indices. The confirmatory factor analysis results in Figure 2 show that in the implementation variable of the Forensic Medicine Organization, the dimension of implementation of specialized policies explained 76% of the changes in the implementation of the Forensic Medicine Organization.

Sympathy with the people is in accordance with Imam Ali's view, who constantly calls on his representatives to serve the people and ensure their welfare and comfort. Executives need sympathy and compassion for society and their duties to have an important role in achieving the organization's goals. The results of this study are in accordance with the studies of Alaei [17], Aliabadi et al. [18], Qalaei et al. [19], Tavakoli [20], Rahimi et al. [21], and Khanifar et al. [22].

1- More attention should be paid to strategic evaluation, analysis of results, and performance evaluation results of previous years to evaluate activities and eliminate existing shortcomings. 2- Executors should practice their faith and attention to Islamic values and consider Islamic values in their goals. 3- more attention should be paid to the dimensions of responsibility, competitiveness, honesty, respect for others, inner interest in values and norms, sympathy with people, loyalty, commitment to duties, observance of justice, and fairness with subordinates their impact. 4- Better managers can prepare the ground for their organization's success and achieve their goals by increasing the managers' awareness of the Islamic value system. 5- It is expected that capable thinkers and researchers, in addition to identifying the Islamic value system and introducing its features and elements, consider the relationship between the Islamic value system, the management system, and policy implementation by scientific and field research. 6- If the senior officials of the system can gain the people's trust with their correct and transparent actions, people will also be reciprocally committed to the plans and policies at all levels, and the plans will bear fruit. 7- It is recommended that the action based on Islamic science replace the slogan and be in the shadow of building trust.

No limitations have been reported by the authors.

The Islamic value system has a positive effect on the correct implementation of the Forensic Medicine Organization policies.

I want to thank all the professors, especially all the professors of the Department of Management and Humanities of the Islamic Azad University, Kerman Branch, the heads, managers, and staff of the Forensic Medicine Organization and Forensic Medicine Organization Research Center.

No cases have been reported by the authors.

No cases have been reported by the authors.

No cases have been reported by the authors.

TABLES and CHARTS

Show attach file


CITIATION LINKS

[1]Ahmadi M. Islamic management (principles, foundations, concepts, and models). 2nd Edition. Sari: Cultural Research Publications; 2011. p. 11. [Persian]
[2]Afjei AA. Islamic management. 3rd Edition. Tehran: Jihad Publishing Institute; 1994. p. 11-32. [Persian]
[3]Afjei AA. Islamic management. 3rd Edition. Tehran: Jihad Publishing Institute; 1994. p. 11-32. [Persian]
[4]Taghavi Damghani SR. An attitude on Islamic management. 9th Edition. Unknown City: Islamic Propaganda Organization Publishing Center; 1995. p. 105. [Persian]
[5]Motaghifar Gh. Introduction to prerequisites for Islamic management: The lesson of Master Muhammad Taqi Mesbah Yazdi. Qom: Imam Khomeini Educational and Research Institute; 1997. [Persian]
[6]Ali Bakhshi M, Raoofi D, Shabanloo H, Azarnejad A. An overview of the country's forensic medicine organization. Tehran: Shregh; 2009. [Persian]
[7]Danaei Fard H, Saghafi A, Meshbaki Isfahani A. Public policy implementation: A study of the role of rationality in the policy development stage. Manag Res Iran. 2010;14(4):79-106.
[8]Givrian H, Rabiee Mandjin M. Decision-making and determination of government policy. Tehran: Yakan Publishing; 2002. p. 208. [Persian]
[9]Hajipour E, Forouzandeh L, Danaeifard H, Fani A. Designing a pathology of public policy implementation in Iran. Res Q Mil Manag. 2015;15(58):1-23. [Persian]
[10]Samadi H, Faghihi A, Daneshfard K. understanding the role of individual and social values of managers in the implementation of approved policies in iranian government organizations. J Public Adm. 2019;10(4):529-62.
[11]Kazemi M, Davoodi P, Rajaei SMK. Honesty compared to transparency in the Islamic market. MA'RIFAT-I ĀKHLAQĪ. 2012;3(10):89-116. [Persian]
[12]Taboli H, Shokooh Saljuqi Z, Najafian M. Foundations and philosophy of Islamic management. 2nd Edition. Bojnord: Azin Mehr; 2013. p. 85. [Persian]
[13]Sobhani A. The general characteristics of management in the eyes of Islam. Proc Dev Manag. 1992;6(3):16-29. [Persian]
[14]Massoud M. Specializations and conditions that should exist in a manager from the Islamic point of view: A view on management in Islam. 2nd Edition. Tehran: Public Management Training Center; 1996. [Persian]
[15]Deputy of Planning, Program and Budget. Fourth judicial development plan (2017-2021) [Internet]. Tehran: Deputy of Planning, Program and Budget; 2017 [Unknown Cited]. Available from: https://shenasname.ir/organs/sazman/amar/5105-473661 [Persian]
[16]Deputy of Plan, Program and Budget. Compliance of the fourth judicial development plan with the legal obligations of the sixth five-year development plan and the permanent provisions [Internet]. Tehran: Deputy of Planning, Program and Budget; 2017 [2019 July 12].
[17]Khamenei.ir. General policies of resistance economy [Internet]. Tehran: khamenei.ir; 2014 [2019 Dec 3]. Available from: https://farsi.khamenei.ir/news-content?id=25370 [Persian]
[18]Alaei S. A comparative study of the principles of Islamic management and modern management with a study of the life of Imam Ali (AS) research. PAJOUHESHNAME-YE ALAVI. 2016;7:73-102. [Persian]
[19]Aliabadi A, Azizi M, Tabriz Akbar A, Davari A. Identifying barriers to the implementation of entrepreneurship and innovation policies in the development programs of the Islamic Republic of Iran. J Innov Creat Human. 1997;8(3):95-132. [Persian]
[20]Ghaleei A, Mohajeran B, Farrokhi M. Unknown Title. The First National Conference on Modern Research in Iran and the World in Psychology and Educational Sciences, Law and Social Sciences, Shiraz, 2017. Tehran: Civilica; 2017. [Persian]
[21]Tavakoli A. Analysis of the role of values in management; A step in the theorizing of Islamic management. Methodol Soc Sci Human. 2012;99-117. [Persian]
[22]Rahimi Gh, Rajabalipour Banai S, Jafarnejad Ashghabadi A. Value system in Islamic management and other schools. Q J Manag Entrepreneurship Stud. 2016;2(2):182-91. [Persian]
[23]Khanifar H, Alwani M, Haji Mullah Mirzai H. Iranian Islamic model of implementing the cultural Mashhad line of our country and its comparative comparison with some existing internal and external models. Organ C Manag. 2015;13(3):713-37. [Persian]