mahdi alipour; Jabar Babashahi; ali hamidizadeh; boghrat rashvand
Abstract
1- INTRODUCTION
One of the most important concerns of developing countries is the change in the form of products and services. due to the increasing facilities, communication, and innovation in the environment around organizations, these communities have been persuaded to act more intelligently in human ...
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1- INTRODUCTION
One of the most important concerns of developing countries is the change in the form of products and services. due to the increasing facilities, communication, and innovation in the environment around organizations, these communities have been persuaded to act more intelligently in human resource process engineering (including selection and employment, appointment, career planning, etc.) than in the past. considering the great importance and at the same time keeping silent about the phenomenon of job demotion in organizations, this study seeks to provide different models in this field and summarize them in order to identify the dimensions, predictors, and outcomes of job demotion. in this way, organizations will be able to plan in more detail to achieve their excellent goals, which also leads to employee excellence.
2- THEORETICAL FRAMEWORK
Job demotion includes various concepts, the most important and clear definition of which is going back or moving downward. in an organizational context, it means an employee's movement to a less important position. job demotion has different dimensions such as salary reduction. Job demotion factors are at macro, intermediate, and micro levels. macroeconomic recession leads to reorganization or devaluation of the organization. Employers are forced to move back to work to maintain the experience and knowledge of employees in order to recover from the economic downturn. Mergers, reorganizations, and redundancies are among the measures that can be taken at the intermediate level to implement job rotation.
3- METHODOLOGY
The present study has a qualitative approach accomplished using a hybrid strategy. hypertext is one type of meta-study. Meta-synthesis approach is a qualitative strategy to examine the information and findings extracted from other qualitative studies related to the same subject. Therefore, the sample for meta-synthesis consists of selected qualitative studies based on their relevance to the research question.
4- RESULTS & DISCUSSION
In this study, the job demotion phenomenon and its determinants were investigated to make them more clear in the organization context. after reviewing 32 related studies, in regard to job demotion factors, four categories, 18 concepts, and 53 codes were identified. the identified categories are titled individual, organizational, intermediate, and environmental. in regard to its dimensions, five categories, 10 concepts, and 53 codes were extracted. the identified categories are titled organizational hierarchy reduction, organizational authority reduction, job content weakness, work path dismissal, and compensation weakness.
5- CONCLUSIONS & SUGGESTIONS
Management of any phenomenon requires correct knowledge and understanding of that phenomenon. thus, after reviewing the literature, we concluded that job demotion is a complex and multifaceted phenomenon. no systematic effort has been done regarding this forgotten process in organizations, and accordingly, it has not been well recognized for many years. therefore, it is necessary to consider the outcomes of job demotion. Job demotion, if it is desired by employees, has few positive outcomes for the organization and its employees. instead, if job loss is desired by the organization and employees do not interfere, it will have many negative consequences for both the organization and employees. thus, it is important to act intelligently in the field of career path, appointment, and promotion. Career promotion may create satisfaction and motivation in a limited period of time, and if the adopted policy for an employee is not appropriate and timely, it will go back after a while. in the long term, it may cause job depression, improper performance, absence and delay, dissatisfaction and lack of motivation, etc.
In order to facilitate the mental condition of the employees, the organizations should provide the possibility of organizational or extra-organizational movement in order to release the person from the previous stressful atmosphere. employees and their attitudes towards the organization's processes, missions, and goals should be strengthened because it is suspected that being oppressed by the organization may lead to treacherous behaviors by victims. reducing burnout for employees due to relieving themselves of the burden of responsibility and the large volume of tasks assigned, maybe a positive burden for employees who voluntarily choose job demotion. this is a sign for organizations to constantly monitor employees. employees should not be left with heavy responsibilities because after a while they will suffer from this organizational complication. in some cases, employees lose the motivation and mobility to play the assigned role and become the source of the virus of despair and hopelessness in the organization. Accordingly, it is recommended the options of parallel relocation or even degradation. one type of determinant of this phenomenon is disciplinary factors. It is recommended that the choice of job demotion be the last resort in decision making. structural or formal processes like horizontalizing the structure or downsizing are other factors for the occurrence of job demotion. therefore, it is suggested that virtual structures be designed and used effectively and continuously in the organization. Another factor is the weak social capital that forces the employees to build trusted, positive, and useful communication to prevent job demotion. due to the economic conditions prevailing in organizations, the organizations should try to keep employees away from economic shocks. They should seek to create horizontal structures by doing so job losses will be reduced.
ali hamidi zadeh; hasan zaraei matin; mohsen khandel
Abstract
In the face of intensifying global competition and the explosion of knowledge, organizations around the globe are trying to maintain and improve their competitive position by strengthening their ability to deploy and utilize tangible and intangible assets. Increasingly the ability of organizations to ...
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In the face of intensifying global competition and the explosion of knowledge, organizations around the globe are trying to maintain and improve their competitive position by strengthening their ability to deploy and utilize tangible and intangible assets. Increasingly the ability of organizations to maintain a competitive advantage depends on their successfull management of intangible assets such as human skills and knowledge. Survival in such a complex and uncertain environment is only possible by obtaining superior organizational performance which requires paying attention to factors affecting organizational performance. In this direction, strategic planning and corporate entrepreneurship are among the factors that will improve organizational performance. The world's second gas reserves and half of the gas reserves of the Middle East are in possession of Iran. The strategic importance of this resource in national development, meeting the needs of society and the global energy gives a specific rank to Iran. The use of this special privilege requires a comprehensive plan to gain maximum benefits for our country. Considering the importance of organizational learning and innovation in organizational performance, the problem that is often seen in the gas companys is lack of up-to-date knowledge, database, innovation and the leading spirit in this strategic industry. The aim of this study is to investigate the effect of strategic factors and entrepreneurship on organizational performance.
2- THEORETICAL FRAMEWORK
Organizational performance is a complex phenomenon, and perhaps the simplest interpretation for it is the collection activities directed towards achieving organizational goals. In this respect, organizational performance concerns with how an organization reaches its goals. Organizations must be able to identify indicators of organizational performance in difficult conditions that could provide respond to new problems with maximum speed. Entrepreneurship and strategic management are two dynamic processes that affect the behavior and performance of the company. It is claimed that the dynamic capabilities of the new paradigm are emerging in the field of entrepreneurship and strategic management. Organizational learning and innovation are considered as two dynamic capabilities that are essential for fostering entrepreneurship. Organizational learning and innovation simultaneously integrate a series of strategic factors (i.e., personal mastery, Transformational leadership, shared vision, proactivity, and environment).
3- METHODOLOGY
Since the purpose of this research is determining the causal relationships between strategic factors, entrepreneurial (organizational learning and innovation) and organizational performance, this research in terms of aim is a kind of applied study and in terms of data collection method is a kind of descriptive - correlation research. Because of the specificity of frame sampling and universality of behavior for all members of the society, simple random sampling method was used. Statistical population of the persent study was all managers and employees of Bandar Abbas Gas Company (N=400), and based on Morgan table, 196 persons were selected. This tool is a questionnaire and was used to analyze the data collected from smart-pls2 software.
4- RESULTS & DISCUSSION
The results of this study show that personal mastery has a direct and meaningful impact on organizational learning, but had no significant effect on organizational innovation. The direct impact of transformational leadership and proactivity on organizational learning and and innovation was confirmed but no direct impact of environment's shared vision on organizational learning and innovation was verified. The study also showed that organizational learning has a significant and direct impact on organizational innovation, and that organizational learning and innovation have a significant and direct impact on organizational performance.
5- CONCLUSIONS & SUGGESTIONS
If managers design and implement individual development plans and training needs assessment softwares, then they can hire employees with a higher level of personal mastery because the development of personal mastery enable members of organization to be faster and more initiative and responsibile in both learning and innovation. Transformational leadership possibility of creating a shared vision, strategy formulation and organizational structure enable organizations to meet the challenges of the knowledge of society. Therefore, it is recommended that the gas company managers provide the possibility of formation of quality circles to evaluate quality services to clients and that a proposed comprehensive system in the context of software be designed and implemented. Organizational commitment to personal mastery and leadership can be very naive and foolish if leaders are not able to create a shared vision. To improve shared vision it is recommended that the manager of Gas Company increase the participation of employees in meetings and conferences to explain and clarify what they want to create. Managers can play an important role in conceting the organization to the environment by deploying a performance-based recruitment system and a compensation system in gas companies, which can result in gaining support and acceptance from the environment for innovation and organizational learning. When that organization's mission, customers, capacity and strategies are determined, organizational learning can lead to radical innovation in products, services and organization processes, and finally increase organizational performance.