Background: Nowadays, in order to achieve the best possible discussion of work ethics and ethics management in the organization, there is a need for optimal training methods. Therefore, the purpose of this research is to design a suitable policy model for institutionalizing ethics education procedures in Razavi Khorasan guild rooms.
Method: The current research method was mixed (qualitative-quantitative). In the qualitative part, the statistical population was experts and elites in the field of management, managers with experience in the administrative system, 15 of them were selected using the purposeful sampling method, and they were interviewed in a semi-structured manner. The data were analyzed using the Delphi method. In the quantitative part, the statistical population of this research was 850 heads of trade unions of Razavi Khorasan Chambers of Trade Unions, 265 people were selected as a sample by simple random sampling method. The tool for data collection was a researcher-made questionnaire. The collected data were analyzed using structural equation modeling.
Results: Using qualitative analysis, 17 dimensions and 21 components were identified as obstacles and bottlenecks in the implementation of educational procedures and policy making steps. In the quantitative part, the results showed that there is a positive and significant relationship between the goals of the educational system, the stages of policy making, and the obstacles and bottlenecks with educational procedures.
Conclusion: In this research, it was determined for the three-dimensional policy-making stages (formulation, implementation, evaluation), for the obstacles and bottlenecks in the implementation of the four-dimensional educational procedures (individual characteristics, course design, educational and environmental factors), for the procedures four-dimensional training (before, during, during and after service) and for six-dimensional training purposes (alignment with the organization, updating knowledge, reducing unethical and illegal work, synchronizing with organizational changes, strengthening the spirit of cooperation and improving professional ethics) can be considered.
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