الرقابة الإستراتيجية ودورها في تطوير الأداء في الوزارات الفلسطينية بين الواقع والمطلوب
Date
2024-01-09
Authors
علي شريف علي مشعل
Ali Sharief Ali Mashal
Journal Title
Journal ISSN
Volume Title
Publisher
Al-Quds University
Abstract
هدفت هذه الدراسة إلى التعرف على مستوى تطبيق الرقابة الاستراتيجية في الوزارات الفلسطينية ودورها في تطوير الأداء المؤسسي. لتحقيق أهداف الدراسة تم استخدام المنهج الوصفي. تكوّن مجتمع الدراسة من موظفي الوزارات الفلسطينية (بدرجة مدير فأعلى وعددهم 2143 مديراً). تم اختيار عينة عشوائية نسبية من مجتمع الدراسة بلغ حجمها الإجمالي (326) مديراً. تم استخدام الاستبانة كأداة لجمع البيانات، وتم توزيعها على العينة وتم استرجاع (272) استبانة صالحة للتحليل الاحصائي بنسبة استرجاع (83.4%).
أظهرت الدراسة أن مستوى تطبيق الرقابة الاستراتيجية في الوزارات الفلسطينية هو مستوى متوسط بوزن نسبي (65.4%). كشفت النتائج أن مستوى الأداء المؤسسي هو مستوى متوسط أيضا بوزن نسبي (64.0%). أشارت النتائج الى أن أهم الأدوات المستخدمة في الرقابة الاستراتيجية هي أدوات رقابة الأداء المالي وأدوات الإشراف التوجيهي والموازنات.
توصلت الدراسة لنتائج عدة أهمها: وجود علاقة قوية بين الرقابة الاستراتيجية (بجميع أبعادها: معايير الرقابة الاستراتيجية، تقييم الأداء الفعلي، الأدوات والأساليب المستخدمة) من جهة، والأداء المؤسسي للوزارات الفلسطينية، من جهة أخرى. بينت النتائج أن الرقابة الاستراتيجية (بجميع أبعادها) تفسر التباين في مستوى الأداء المؤسسي بنسبة لا تقل عن (75.3%).
قدمت الدراسة عدة توصيات منها: زيادة الاهتمام بآليات وأنشطة الرقابة الاستراتيجية في الوزارات الفلسطينية (خاصة في الجوانب البشرية والإدارية)، وضع آليات فاعلة لخفض النفقات، وتحديد الأدوات القادرة على تحقيق رقابة استراتيجية فاعلة.
The study aimed to identify strategic control and its role in developing performance in Palestinian ministries. This was achieved by examining the current adoption of strategic control standards within these ministries, evaluating actual organizational performance, and understanding the tools and methods utilized for strategic control within them. To achieve the study's objectives, a descriptive methodology was utilized, focusing on employees holding managerial positions or higher in Palestinian ministries, totaling (2143) directors and general managers. A relative random sample of (326) managers was selected from the study population. The data was collected using a questionnaire, which was distributed to the entire sample. A total of (272) valid and analyzable questionnaires were retrieved, representing a retrieval rate of (83.4%). The study reached several important results, the most significant of which were: the presence of a statistically significant and strong relationship between strategic control and organizational performance in Palestinian ministries. Additionally, all dimensions of strategic control that were examined, including the adoption of strategic control standards, evaluation of actual performance, and the tools and methods used, were positively correlated with organizational performance. The results also indicated that strategic control, in all its dimensions, accounted for at least (75.3%) of the variance in the level of organizational performance in these ministries, the study also revealed that the current implementation of strategic control in Palestinian ministries was at a moderate level, with a relative weight of (65.4%). Similarly, the organizational performance was also reflected at a moderate level, reaching (64.0%). The results further demonstrated that the most important tools and methods used in strategic control within Palestinian ministries were related to financial performance, supervisory guidance, and budgeting tools. The study proposed several recommendations, the most important of which are as follows: • Enhance the focus on mechanisms and activities of strategic control in Palestinian ministries, especially in the human and administrative aspects, given the significant role of strategic control in improving the levels of organizational performance development. • Adopt self-assessment in Palestinian ministries and work towards implementing this methodology in performance improvement procedures for both employees and the organization as a whole. • Improve cost reduction levels in Palestinian ministries and identify effective tools capable of achieving this without adversely affecting workflow or the rights of employees.
The study aimed to identify strategic control and its role in developing performance in Palestinian ministries. This was achieved by examining the current adoption of strategic control standards within these ministries, evaluating actual organizational performance, and understanding the tools and methods utilized for strategic control within them. To achieve the study's objectives, a descriptive methodology was utilized, focusing on employees holding managerial positions or higher in Palestinian ministries, totaling (2143) directors and general managers. A relative random sample of (326) managers was selected from the study population. The data was collected using a questionnaire, which was distributed to the entire sample. A total of (272) valid and analyzable questionnaires were retrieved, representing a retrieval rate of (83.4%). The study reached several important results, the most significant of which were: the presence of a statistically significant and strong relationship between strategic control and organizational performance in Palestinian ministries. Additionally, all dimensions of strategic control that were examined, including the adoption of strategic control standards, evaluation of actual performance, and the tools and methods used, were positively correlated with organizational performance. The results also indicated that strategic control, in all its dimensions, accounted for at least (75.3%) of the variance in the level of organizational performance in these ministries, the study also revealed that the current implementation of strategic control in Palestinian ministries was at a moderate level, with a relative weight of (65.4%). Similarly, the organizational performance was also reflected at a moderate level, reaching (64.0%). The results further demonstrated that the most important tools and methods used in strategic control within Palestinian ministries were related to financial performance, supervisory guidance, and budgeting tools. The study proposed several recommendations, the most important of which are as follows: • Enhance the focus on mechanisms and activities of strategic control in Palestinian ministries, especially in the human and administrative aspects, given the significant role of strategic control in improving the levels of organizational performance development. • Adopt self-assessment in Palestinian ministries and work towards implementing this methodology in performance improvement procedures for both employees and the organization as a whole. • Improve cost reduction levels in Palestinian ministries and identify effective tools capable of achieving this without adversely affecting workflow or the rights of employees.