Abstract In recent years, public sector performance and public perception of the values created by this sector through public services has become a center of focus for many researchers in public administration. Substantial research has been conducted to develop metrics for measuring public sector performance in different contexts. The present study followed an applied approach to develop a model for measuring public sector performance in creating public values. To this end, after a thorough review of the existing literature, a quantitative survey-based study was conducted which resulted in identifying a fairly comprehensive list of common values in four categories: moral, professional, humanistic and democratics; the face and content validity of which were approved by a Panel of Experts. Subsequently, a questionnaire was developed based on the values inferred in the first stage, and handed to the sample population, consisting of the clients of state banks (Melli Bank, Sepah Bank & Keshavarzi Bank). Construct validity of the values was confirmed using SPSS software output and factor analysis. The final step was to evaluate the measurement model using partial least squares method and PLS software. At this stage, values with factor loading less than 0.4 were excluded from the measurement model and 18 remaining values were confirmed in the four above-mentioned categories.

Abstract Social undermining has been considered as one of the negative outcomes of social life that imposes huge costs on both organizations and society. Mangers should be aware of all dimensions and outcomes of this phenomenon in order to reduce its negative interactions. The purpose of this paper was recognizing of social undermining model, and establishing social consciousness in employers and employees. According to fairness theory, a conceptual model was developed, which examined the relations between independent variable (social undermining) and dependent variable (employee outcomes) as well as the relations of these variables with mediate variables (justice perception) and the consideration of moderate variables (cultural values and some functions of human resource management) in two Iranian organizations by path analysis and subgroup methods . The obtained results using the social undermining model confirmed the function of mediate variable (justice perception ) and moderate variable of some functions of human resource management but denied the function of moderate variable of cultural values (power distance ).

Abstract Leadership is an important issue and choosing a leader with an appropriate leadership style is critical for any firm’s success. Having an effective leader is of great importance for a firm to perform well. In this study, we developed a leadership model for Lebanese hospitals. Top and middle managers participated in this study. All hospitals with more than 50 beds were chosen. Finally, 68 questionnaires were collected from all the 92 hospitals. Directive, supportive, participative and achievement-oriented were the measured leadership styles. The relationships between the five dimensions of personality, (i.e, extraversion, agreeableness, openness to experience, conscientiousness, and neuroticism) and four cultural dimensions mentioned by hosted, (i.e, individualism, masculinity, uncertainty avoidance and power distance) as well as such organizational factors as job structure, authority systems and team work were examined. The relationship of the subordinate factors as ability and work liking and four leadership styles was also tested. Finally, we developed a model that is appropriate for the internal factors in hospitals and consistent with personality of leaders and their cultural dimensions.

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