mahnaz mohamadi
Abstract
Extended abstract1- INTRODUCTIONToday, due to the increasing speed of change in organizations, managers are looking for ways to increase employee organizational commitment to gain a competitive advantage. since organizations face dynamic environments, they need employees who are able to quickly change ...
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Extended abstract1- INTRODUCTIONToday, due to the increasing speed of change in organizations, managers are looking for ways to increase employee organizational commitment to gain a competitive advantage. since organizations face dynamic environments, they need employees who are able to quickly change their tasks and move easily between teams. this is where the person-organization fit is considered. the fit between employees' values and organizational culture can be a predictor of organizational commitment. on the other hand, one of the important factors for the survival of organizations is their manpower capability. when employees have a high level of psychological empowerment, they consider their work important, consider themselves an effective person in the organization, and consequently increase their commitments to the organization.2- THEORETICAL FRAMEWORKConsidering that performance improvement is the most important goal for organizations, desired affecting factors must be identified and be strengthened. one of these factors is the organizational commitment which in turn may affect job satisfaction, absenteeism, turnover, and performance. on the other hand, the issue of compatibility between employees and organizations has been raised as an important factor to answer the question of why individuals are attracted to a particular organization or why employees remain in a particular organization. also, today, employees' empowerment is one of the most important indicators of an organizations' success. organizational commitment can be increased through empowering employees by means of more freedom, job independence, decision-making responsibility, and authority in performing tasks. empowerment cause employees to be internally motivated and, thus, has a positive relationship with human resource productivity. previous research emphasized these three variables as important antecedents of organizational performance.3- METHODOLOGYThis research is an applied study in terms of purpose, and in terms of nature and method of research, it is a descriptive survey. The statistical population of the study was comprised of 150 employees working in the Isfahan Customs Department, 108 of which were selected as the statistical sample using Cochran's formula and random sampling. Needed data was collected distributing a written questionnaire.4- RESULTS & DISCUSSIONThe research results demonstrated that person-organization fit had a positive and significant impact on organizational commitment. In addition, the indirect impact of person-organization fit on organizational commitment through psychological empowerment was statistically significant. The direct effect of the predictor variable was greater than the indirect effect. Overall, person-organization fit and psychological empowerment can be considered as affecting factors of organizational commitment.5- CONCLUSIONS & SUGGESTIONSThe result of the first hypothesis is consistent with that of Poorrostami et al. (2016) and Margarta and Vikaksana (2020). Therefore, it is suggested to managers that create more effective employment mechanisms to maximize person-organizational fit and increase the organizational commitment. The result of the second hypothesis is consistent with the results of Eshaghiyan et al. (2016), Ameri and Ismaili (2010), Ratanasari and Soderma (2019), Afsar and Badir (2016), and Gregory (2010). To increase the employees' psychological empowerment, it is suggested that managers focus on improving the person-organization fit. Additionally, managers are recommended to hire employees who are adaptable to the organization's value system. The effect of psychological empowerment on organizational commitment was also confirmed, which is consistent with the results of Kafashpour and Shakoori (2015), Abbasi et al. (2013), Ravaghi et al. (2013), Zahedi et al. (2009), Yakubaki (2003), Janssen (2004), Ambad (2010), and Yasin Hamed (2020). Therefore, it is recommended that managers inform employees about direct and indirect costs imposed on the organization by employees' turnover and, thus, create a sense of duty in employees to stay in the organization. The results confirmed the indirect effect of person-organizational fit through psychological empowerment. This was consistent with the results of Farzaneh et al. (2014) and Karimi et al. (2018). Accordingly, attention to the measures of employee empowerment should be on the agenda of organizational management.
Mohsen Rafiei; Alireza Hadadian; Marjan Fayyazi
Abstract
Extended abstract1- INTRODUCTIONHuman resource management is always the main concern for organizations. Since the banking sector has a pivotal role in the economic development of countries, the better management of the workforce in this sector has attracted great attention for decades. The phenomenon ...
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Extended abstract1- INTRODUCTIONHuman resource management is always the main concern for organizations. Since the banking sector has a pivotal role in the economic development of countries, the better management of the workforce in this sector has attracted great attention for decades. The phenomenon of overqualification might stem from a mismatch between person and job and is a situation in which employees have qualifications beyond their job demands. Today, the existence of overqualified employees is a concern for managers and organizations. Perceived overqualification could directly or indirectly lead to various attitudinal and behavioral consequences and impact organizational performance. Despite huge empirical studies regarding overqualification, to the best of the researcher’s knowledge, any empirical study has been conducted in Iran’s academia. Hence, the present research can be regarded as the first empirical study in the country. The banking sector has always been appealing to job seekers for its fringe benefits. This study was to examine the effect of perceived overqualification on various job attitudes including job satisfaction, organizational commitment, and turnover intention.2- THEORETICAL FRAMEWORKOne of the main concerns of HR managers is to employ people who have the required capabilities to perform their job successfully. Overqualification is defined as possessing qualifications beyond job demands. Perceived overqualification might influence employees’ attitudes such as job satisfaction, organizational commitment, and turnover intention. According to the literature on organizational behavior, job satisfaction is considered a multidimensional variable affected by a set of intrinsic and extrinsic factors. Job satisfaction can be seen as the quality of people’s feelings about their jobs. Organizational commitment implies a sense of obligation to stay in the organization. Based on the three-dimensional model proposed by Allen and Meyer (1990), affective, continuance, and normative commitment are three dimensions of this attitude. Turnover intention indicates employees’ tendency to quit the organization. In such a situation, people probably change their jobs or leave the organization. In other words, the turnover intention might pave the way for actual organization abandonment.3- METHODOLOGYThe present research is an applied study in terms of purpose, and in terms of data collection method, it is a cross-sectional study. The researchers used standard questionnaires to collect primary data. Structural equation modeling was used to test the research hypotheses. 4- RESULTS & DISCUSSIONResearch results confirmed the significance of negative effects of perceived overqualification on job satisfaction and affective organizational commitment as well as the positive effect of perceived overqualification on turnover intention. Hence, overqualification might lead to negative job attitudes. In line with previous research (e.g., Wasserman et al., 2018; Alfes et al., 2016), the current study found that there is a negative association between overqualification and job satisfaction. In line with previous research (e.g., Loben et al. 2015), results indicated that people who perceive they are overqualified might lack a sense of belongingness and are less affectively attached to their organization. In line with studies of Erdogan and Bauer (2009) and Maynard and Parfyonova (2013), the poor level of job satisfaction and affective commitment in overqualified employees leads to more intention to quit the organization.5- CONCLUSIONS & SUGGESTIONSThe current study was implemented with the aim of exploring the job attitudes in overqualified employees. To reach this goal, data were collected from ten private and public banks by distributing standard questionnaires. The results of structural equation modeling for data analysis showed that perceived overqualification might affect job attitudes including job satisfaction, organizational commitment, and turnover intention. With due attention to the negative job attitudes born out of perceived overqualification, managers and HR practitioners are highly recommended to make sure that job applicants are fitted with their jobs. Moreover, future studies are suggested to consider the role of moderators including organizational support.
Mohamad Reza ardalan; fariborz erfanizadeh; fariborz erfanizadeh
Abstract
1- INTRODUCTION
To survive in today's ever-changing environment that technology and communication networks are constantly evolving, organizations are faced with challenges such as competition, development, stability, merger and acquisition, and reengineering of work processes. These factors cause organizations ...
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1- INTRODUCTION
To survive in today's ever-changing environment that technology and communication networks are constantly evolving, organizations are faced with challenges such as competition, development, stability, merger and acquisition, and reengineering of work processes. These factors cause organizations to reconsider their strategy, structure, policies, operations, processes, and culture. In this situation, organizational change is inevitable. To perceive employees readiness for change can serve as a guideline for the organization’s leaders to determine the best way of implementing needed changes. Since organizations and especially universities are fields for human activities, their destiny is tied up with change. Change plans at different levels of universities usually fail because they neglect success factors such as employees’ readiness for change and its affecting variables. Considering the above, this research seeks to answer the question that whether organizational commitment, job commitment, and social relations in the workplace affect employees’ readiness for change.
2- THEORETICAL FRAMEWORK
Organizational change is of the most important factors for organizations to survive by optimizing organizational performance. Change may worry employees about ambiguous and unknown situations and consequently lead to threat feelings, uncertainty, alienation, and anxiety. On the one hand, change is a human phenomenon and it is necessary for organizations to be aware of employees' perceptions of change before implementing it. Employees are the human capital that has the most impact on the organization’s survival on the other. A key aspect of organizational change is the readiness of organization members for change. Readiness for change is a construct that creates positive behaviors and attitudes in employees toward new ideas. Therefore, scholars are required to identify affecting factors of employees’ readiness for change in line with understanding their attitudes and beliefs toward the organizational change. Reviewing the change management literature indicates the association of organizational commitment, social relations in place of work, and job commitment with employees’ readiness for change. If employees are committed to their job and organization, they will have a positive attitude toward change and establish positive social relations that lead to their readiness to accept changes.
3- METHODOLOGY
This is a descriptive-correlational study and its statistical population is comprised of 744 employees in Bu-Ali Sina University of Hamadan. By conducting proportional stratified random sampling based on Cochran’s formula, 184 employees were selected as the research sample. Needed data was gathered using a questionnaire encompassing three standard measures of attitude toward change, job stress, and organizational commitment. The opinions of management and education experts confirmed the questionnaire’s validity, and its reliability was investigated by using Cronbach’s alpha coefficient. Gathered data was analyzed in SPSS and LISREL software.
4- RESULTS
Research results indicated that the effects of organizational commitment, job commitment, and social relations on employees’ readiness for change are positive and significant. Therefore, organizational commitment, job commitment, and social relations are of the factors that university managers should consider to increase the employees’ readiness for change.
5- DISCUSSION & CONCLUSION
Organizational change has become an inclusive phenomenon in organizations due to pressures of the external and internal environments. University is an essential institution for development process of any country that facilitates the economic, social, political, and cultural development of society. The higher education system is faced with factors such as reduced rate of graduates' employment, increased number of students, demand for more effective training, globalization, increased competitiveness, and market orientation. For this reason, it is necessary for a higher education system to be ready for changes and consider their affecting factors. Organizational commitment is of the factors that are significantly associated with readiness for change. If an employee is committed to the organization, they devote themselves to the organization and establish a strong belief on and commitment to change plans. Job commitment can create positive emotions and thoughts toward change. If an employee is satisfied with their job, they may exert positive feelings and attitudes toward organizational changes. Social relations in the workplace are focused on employees’ feelings, attitudes, and perceptions and affect their readiness for change. Accordingly, when deciding to implement organizational changes in the university, managers should pay more attention to employees’ readiness for change and its affecting factors such as organizational commitment, job commitment, and social relations in the workplace.
mehdi nafti; Ali Hosseinzadeh
Abstract
Today human capital is considered as the main competitive advantage of organizations and it is also recognized as the key indicator of the success of organizations. In Iranian organizations, especially government agencies, there is a huge gap between employees and management and their demands. As a result ...
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Today human capital is considered as the main competitive advantage of organizations and it is also recognized as the key indicator of the success of organizations. In Iranian organizations, especially government agencies, there is a huge gap between employees and management and their demands. As a result of this gap, decisions are usually encountered with executive problems, as employees resist against decisions, and managers in turn do not trust employees and are reluctant to share decision making, all of which create a climate of mistrust in the organization. On the other hand, lack of employee’s motivation can have irreparable consequences for organizations, both in the short term and in the long run, and affect the quality of their products, or even give rise to issues such as turnover intention or absenteeism. In this regard, the issue of organizational commitment is also highly important because sometimes under the shadow of distrust, members of the organization intend to leave the organization and find another job. Therefore, a study of attitudes can offer valuable insights to managers to better understand of employees in the organization. In this context, organizational virtue has an important effects in organizations. The feeling of working in a virtue-based organization may encourage employees to do their jobs for something greater than material rewards or career progress including personal satisfaction or simply pleasure derived from implementation of a good job.
usef ramzani; amirhosein bagherieh mashhadi; arezoo ramezani chahak; monire hoseinpour
Abstract
Extended Abstract
1. Introduction
In the modern age, many organizations focus on human resources management so as to meet the need of their staff in order to encourage them to increase their quality of work along with more exploitation of human resources. To this end, discovering and understanding ...
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Extended Abstract
1. Introduction
In the modern age, many organizations focus on human resources management so as to meet the need of their staff in order to encourage them to increase their quality of work along with more exploitation of human resources. To this end, discovering and understanding the behavior of the staff at workplace and optimizing them with respect to the purposes of the organization are of substantial importance. In this regard, many studies have been conducted on how organizations could increase their profitability and competitiveness in their markets through human resources. In this study, it is attempted to examine the role of job satisfaction, work orientation, and organizational commitment on job performance at universities while considering their systematic interrelations.
2. Theoretical Foundations
Organizational commitment is known as one of the most important organizational concepts which has been investigated extensively due to its prominent significance in the performance and functionality of organizations. By conducting a deep study of organizational commitment, Allen and Meer (1997) state that organizational commitment is an important outlook in occupations and organizations; in other words, it is one of the most significant notions in the areas of management, organizational behavior, and human resources management.
3. Method
The sample population of the study includes the staff of a higher education institute in Mashhad, Iran. Given the limited number of the sample population, i.e. 96 individuals, the census sampling method was used. The tool used for data collection in this study is a questionnaire containing 28 items. In this regard, questionnaires were distributed among the entire members of the population and 92 completed questionnaires were ultimately collected. To evaluate the internal consistency, the reliability assessment was carried out using Cronbach’s Alpha; the alpha coefficient for all variables were reported as more than 0.7.
3. 1. Hypotheses of the Study
Hypothesis 1: Organizational commitment has a positive, significant effect on job satisfaction.
Organizational commitment is a degree through which the staff determine their identities (Fu & Deshpande, 2013). Consequently, organizational commitment is a criterion for measuring the extent of willingness to remain in an organization in the future.
Hypothesis 2: Organizational commitment has a positive, significant effect on job performance.
Job satisfaction is a combination of psychological, physical, and environmental conditions which may lead to one’s satisfaction over their job. Furthermore, job satisfaction is a positive, favorable emotional state which is the consequence of job assessment or the individual’s experience.
Hypothesis 3: Job satisfaction has a positive, significant effect on job performance.
The behavior of the personnel at their jobs depends on the result of a succinct assessment on the conditions of their workplace. Orientations can be positive, negative, or neutral; it could also be different in terms of intensity. Ultimately, it could lead to more or less resistance against changes.
Hypothesis 4: Work orientation has a positive, significant effect on job performance.
In their study, 1. Ahmad, H., Ahmad, K., & Shah, A. I. (2010). Showed that work orientation involves a positive, significant impact on the staff’s job performance.
Hypothesis 5: Work orientation has a positive, significant impact on job satisfaction.
Job satisfaction is influenced by orientations toward work.
4. Results
According to the findings of the study, the first hypothesis stating the positive, significant effect of organizational commitment on job satisfaction was confirmed, given the t value of 2.151. The results obtained from testing the hypotheses show that organizational commitment has a positive, significant effect on job performance (t value of 2.869), confirming the second hypothesis. The results also showed that the positive, significant impact of job satisfaction on job performance was confirmed through a t value of 2.456. Work orientation also has a positive, significant effect on job performance (a t value of 2.116, more than 1.96), confirming the fourth hypothesis. Finally, the fifth hypothesis regarding the positive, significant effect of work orientation on job satisfaction was not confirmed given an obtained t value of 0.384; subsequently, the fifth hypothesis is rejected.
5. Discussion and Conclusion
To achieve their purposes, successful organizations rely on the high performance of their staff. Consequently, in order to achieve strategic purposes and conserving the competiveness advantage, the staff of these organizations ought to perform at a high level (Shamailan, 2016). As a result, it was attempted in the present study to examine the most important organizational factor affecting job performance such as job satisfaction, work orientation, and organizational commitment. The results showed that organizational commitment has a positive, significant effect on job performance. This means that staff with higher organizational commitment would have a better job performance. According to the results of this study, a higher level of job performance could be achieved in organizations by increasing the level of job satisfaction, which, in turn, would increase work efficiency. Furthermore, work orientation also has a positive effect on job satisfaction, though it is not as significant. This hypothesis was, perhaps, rejected as a result of the fact that work orientation expresses emotions that individuals show, regarding various aspects of their workplace; subsequently, the absence of a significant relation between work orientation and job satisfaction is due to the inconsiderable willingness of staff towards their jobs. Ultimately, as such individuals show little interest in their jobs, achieving job satisfaction for them would be difficult through this way.
Mohamad Reza ardalan; fariborz erfanizadeh
Abstract
1. Introduction
The significance of the human factor in organizations has recently been taken into account in the science of human resources management and psychology; given the role of humans in productivity, growth, and development of organizations, focusing on manpower is of substantial necessity. ...
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1. Introduction
The significance of the human factor in organizations has recently been taken into account in the science of human resources management and psychology; given the role of humans in productivity, growth, and development of organizations, focusing on manpower is of substantial necessity. Since universities are fields for human activities where the foundations of political, economic, cultural, and social growth of any country originate from, managers and authorities in universities should particularly pay attention to everything related to their manpower. On the other hand, the requisite for improving any organization such as universities depends on a correct identification of the changes required in line with environmental challenges as well as planning for their implementation. The absence of a proper platform regarding this area in universities along with the staff’s lack of attention toward planning for change have been completely tangible. Consequently, it is of utmost importance to examine the job stress of the staff with regards to the attitude toward organizational change and commitment, for which universities should offer appropriate mechanisms for development purposes. Given these subjects, the present study is an examination of the relation between attitude toward organizational change and job stress with the mediator role of organizational commitment.
2. Theoretical Framework
Changes occur constantly, at any place and any time. Changes taking place in organizations may be due to any reasons, and organizations need changes in order to survive and continue being influential. However, many organizational plans for change face failure, regardless of the effort and money invested in them. Failure in organizational plans for change could be the result of unsolicited responses such as stress, reduced organizational commitment, resistance against change, and declined levels of organizational change reception. Accordingly, the presence of stress relative to plans for change plays a very significant role in executing the processes for change. In other words, high job stress levels leads to a lower organizational commitment in staff. In return, organizational commitment is an important factor for accepting changes in organizations as well as lowering the staff’s stress levels. As a result, not only organizational commitment could describe the results of changing processes in organizations, but it also could be considered as an indicator of attitude toward organizational changes. Consequently, the beliefs, understandings, and Attitude of the staff are vital in a successful implementation of the plan.
3. Method
The method of the study is descriptive and the research plan is correlation through structural equations modeling. The total population of the study included the entire staff of Bu-Ali Sina University of Hamadan, i.e. 777 individuals, out of whom 215 were selected as the sample population of the study using random sampling. To estimate the number of sample population, the Cochran formula was used. As for date collection, three types of questionnaires were used including standard, attitude toward organizational change, job stress, and organizational commitment. The validity of questionnaires were examined and confirmed using the comments of management and educational sciences experts. Cronbach’s alpha was also used for the reliability of questionnaires. After collection, the data of the study were analyzed using SPSS and LISREL softwares.
4. Results and Discussions
The results of structural equations showed a significant, negative and positive direct impact of attitude toward organizational change on Job stress and organizational commitment, respectively. However, the impact of organizational commitment on job stress is not significant. The indirect effect of attitude toward organizational change on job stress through organizational commitment mediator is also not significant. As a result, factors that should be taken into account by university managers parallel to reducing job stress involves improving the staff’s Attitude toward organizational change and commitment.
5. Conclusion and Recommendations
When a process of change begins in an organization, it usually increases the staff’s Job stress which results in their resistance against changes. Yet, when individuals are committed to their organizations, they would accept the process of change easier and show less resistance as they trust the organization and feel a sense of responsibility toward it. On the other hand, committed manpower who comply with organizational purposes and values are considered as an important factor in the effectiveness of organizational change; not only the presence of such assets in organizations increases the level of performance and reduces resistance against change, but it also provides the means for decreasing job stress in line with the changes. Accordingly, when deciding on implementing organizational changes in universities, it is recommended that managers pay significant attention to having close relations with the staff, their attitude, their understanding of managers’ actions, encouraging them, and constant enhancement of the work space as well as the contexts for increasing organizational commitment.
Morteza Moradi; sanaz rostaee
Abstract
The purpose of this study was to investigate the relationships among organizational socialization (OS), organizational citizenship behavior (OCB), and three other variables known as ethical climate (EC), organizational identification (OI) and organizational commitment (OC). Research population consisted ...
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The purpose of this study was to investigate the relationships among organizational socialization (OS), organizational citizenship behavior (OCB), and three other variables known as ethical climate (EC), organizational identification (OI) and organizational commitment (OC). Research population consisted of nearly750 employees at Imam Ali (AS) hospital in the city of Arak from which a sample of 315 was selected using simple random sampling plan. To collect research data, questionnaires were used. With the aim of Structural Equation Modeling (SEM), validity and reliability of the instrument were confirmed using construct validity and appropriate Cronbach’s Alpha, respectively. In order to test the hypothesis, LISREL software and Structural Equation Modeling were utilized. The findings indicated that; organizational socialization has a significant positive relationship with organizational citizenship, behavior ethical climate, organizational identification and organizational commitment. It was also revealed that, this positive relationship also exists between behavior ethical climate and three other variables namely; organizational identification, organizational commitment, and organizational citizenship behavior. Moreover, relationship between identification and commitment with organizational citizenship behavior was confirmed.
seyedeh zahra fatemi; asghar moshabaki esfehani
Abstract
In the current studies, organization and management is of the opinion that the concept of spirituality and spirituality in work would be the answer and solution to reduce the negative functions such as stress, turnover and political behavior in organizations and lead to the favorable consequences, such ...
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In the current studies, organization and management is of the opinion that the concept of spirituality and spirituality in work would be the answer and solution to reduce the negative functions such as stress, turnover and political behavior in organizations and lead to the favorable consequences, such as increased commitment and satisfaction the job entails. In this regard, there some factors that can reinforcing effects of spirituality on positive organizational outcomes.
In this study organizational justice as an intermediate variable between spirituality and organizational commitment in spiritual oriented organizations leads to higher levels of commitment in all aspects. To illustrate this model of our study, with consider placing literature is designed and among the sample of administrative staff in Tarbiat Modares University is tested. Correlational research method - Structural Equation Modeling was applied. The results show the influence of independent variables on organizational commitment. The role of Organizational Justice as a mediator variable was also confirmed that represents the indirect effect of spirituality on the organization commitment.
Sanjar Salajegheh; soleiman ahmadzadeh
Abstract
Employees' job attitudes play an important role in realizing the organizational goals. One of important factors in increasing organizational commitment and employees' extra-job behaviors is to secure organizational identity. One of jobs requiring a high level of organizational identity, loyalty, organizational ...
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Employees' job attitudes play an important role in realizing the organizational goals. One of important factors in increasing organizational commitment and employees' extra-job behaviors is to secure organizational identity. One of jobs requiring a high level of organizational identity, loyalty, organizational commitment and doing extra-job behaviors is teaching in high-schools. Realization of this job requires transformational leaders. On this basis, the aim of this research is to examine the impact of transformational leadership on organizational identity and its consequences on job attitudes namely organizational commitment and organizational citizenship behavior among the high-school teachers. The research method is description and correlation using questionnaires as the method of collecting data. The population includes 1100 high-school teachers of the West Tehran selected by using simple random sampling (160 teachers). Spearman correlation method, regression coefficient and modeling structural equations have been used for testing hypotheses. The results indicate that the transformational leadership has a positive and significant on organizational identity, and organizational identity causes increasing organizational commitment and organizational citizenship behavior. Also indirect impact of transformational leadership of managers on the high-school teachers' attitudes namely organizational commitment and organizational citizenship behavior through organizational identity is stronger than its direct impact..
Hossein Rhmanseresht; Sima Saghravani
Abstract
This study aims to investigate the role of organizational identity and calling orientation in predicting the affective commitment. Since, the effect of both organizational identity and calling orientation on organizational attitudes have been examined in other research works, the present study comes ...
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This study aims to investigate the role of organizational identity and calling orientation in predicting the affective commitment. Since, the effect of both organizational identity and calling orientation on organizational attitudes have been examined in other research works, the present study comes to study the impact of these construct on affective commitment as an organizational approach. For this purpose, a sample of 115 from 450 employees in a public organization was subject to distribute the questionnaire reaffirming the validity and reliability. Based on the research data, the proposed conceptual model was evaluated by conducting structural equation modeling using Lisrel v.8.8. Research results suggested a good fit to data for modified model (RMSEA=0.08) and provided empirical evidence for one of the two hypothesized paths. The results of a more detailed is that the positive impact of organizational identity on affective commitment was statistically significant (=0.47) but, the other hypothesis which considers a positive impact for calling orientation on affective commitment was not verified (=0.53). These findings recommend that the organizations' policy-makers need to facilitate the employees' commitment as a competitive advantage by considering and strengthening the factors affecting organizational identity.
Habibola Doaei; Samira Pour; Mostafa Rezaei Rad; Fateme Kharidar
Abstract
This study examines the impact of organizational development and justice on behavioral indicators. For this purpose, the relationship between organizational development, organizational justice dimensions (procedural justice, interactional justice and distributive justice), and behavioral indicators (organizational ...
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This study examines the impact of organizational development and justice on behavioral indicators. For this purpose, the relationship between organizational development, organizational justice dimensions (procedural justice, interactional justice and distributive justice), and behavioral indicators (organizational commitment and organizational citizenship behavior) were examined using a conceptual model. The data was collected from 197 nurses working in Ghaem hospital of Mashhad employing a survey approach. To analyze collected data, partial least squares (PLS) and Haland procedures were employed. The results indicated that organizational development has positive and significant relationship with organizational commitment and organizational citizenship behavior. Furthermore, positive and significant relationship between organizational justice dimensions and behavioral indicators was also observed. The results suggest that organizational justice dimensions and development can have influence on behavioral indicators such as organizational commitment and citizenship behavior.
Seddigheh Khorshid; Hamid Reza Yazdani
Abstract
The purpose of this article is to investigate the relationships among employees' trust in organization, reciprocity norm in organization and employees' organizational identification. Furthermore, authors seek to analyze the moderating effect of organizational commitment components on these relationships. ...
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The purpose of this article is to investigate the relationships among employees' trust in organization, reciprocity norm in organization and employees' organizational identification. Furthermore, authors seek to analyze the moderating effect of organizational commitment components on these relationships. This research was performed using correlation-descriptive method. The statistical population consisted of Public Banks of Kerman city, among which five banks of Maskan, Refah, Tejarat, Mellat and Melli, and 40 branches were randomly selected. All 400 employees of the selected branches of banks participated in survey research, and data of 308 returned questionnaires were used to test research hypotheses and verify conceptual model. Pearson Correlation Test, Hierarchical Regression Analysis, and Structural Equation Modeling were utilized to analyze collected data. The research results show that employees' trust, and reciprocity norm in organization, has positive and significant impacts on employees' organizational identification. Research findings indicate that reciprocity norm in organization has a positive and significant impact on the employees' trust. Moreover, among organizational commitment components, affective commitment appears to have positive and significant moderating role on the relationships of employees' trust in organization, and reciprocity norm on organizational identification of employees.
Hossein Afkhami Rohani; Hoseyn Rahmanseresht; Seyed Ali Koushazade
Abstract
Use of appropriate leadership style to improve organizational commitment is among the major duties of managers. In order to achieve this goal, Resonant Leaders, in harmony with the other members, use a high level of emotional intelligence. The purpose of this study is to identify the Resonant Leadership's ...
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Use of appropriate leadership style to improve organizational commitment is among the major duties of managers. In order to achieve this goal, Resonant Leaders, in harmony with the other members, use a high level of emotional intelligence. The purpose of this study is to identify the Resonant Leadership's effect on the organizational commitment, with the mediating role of trust in the senior managers and organizational knowledge sharing in the administrative department of a university. This study has used stratified random sampling and web-based questionnaire to collect data from 162 experts and managers in one of the Iranian public universities. Data was analyzed using LISREL Structural Equation Modeling path analysis method. The result of data analysis showed that Resonant Leadership has positive effect on trust and knowledge sharing and predicted organizational commitment through these variables.
Habibollah Doaie; Morteza Azizi
Abstract
Abstract
One important question in the field of workplace spirituality concerns the relationship of this construct with employee work attitudes. Thus, to examine direct and indirect impact of spirituality at work on organizational citizenship behavior of employees of Shiraz University with emphasis ...
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Abstract
One important question in the field of workplace spirituality concerns the relationship of this construct with employee work attitudes. Thus, to examine direct and indirect impact of spirituality at work on organizational citizenship behavior of employees of Shiraz University with emphasis on organizational commitment, four hypotheses were suggested. SEM, partial least square method employing Smart PLS software was used to analyze data collected from 155 employees in order to examine structural and measurement models and verify the hypotheses. The results showed that the proposed theoretical model can predict the employees’ behavior consequences, since the statistical test confirmed the significant direct relationships between the variables in the model were significant. The findings revealed that spirituality at work has a significant effect on employees’ helping behaviors, voice behaviors and the organizational commitment. Therefore, making the managers aware of this valuable factor and its proper use in advancing the organizational goals could have a significant impact on improving the organization’s performance.
Hassan Danaeefard; Belal Panahi
Abstract
Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s ...
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Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s opinions that are the engine generating organizational knowledge will be fossils. When the staff silence as a strategic investment of an organization, management must feel their major managerial risk. Data for this descriptive study was collected from 280 employees of a public organization by a standard questionnaire containing 28 questions to evaluate eleven original hypotheses. In this study, we first described the concept of organizational silence and silence behavior then the empirical relationships between silence climate and silence behavior in interaction with job attitudes in the public sector were discussed thoroughly. SPSS software was utilized to analyze research data using correlation tests and path analysis technique. The results showed that there is a significant relationship between silence climate dimensions (top management attitudes to silence, supervisor attitudes to silence and communication opportunities) and job attitudes with behavior silence employees. The findings showed a relatively strong positive correlation between top management attitude and supervisors’ attitude with silent behavior of employees. Furthermore, a relatively strong negative correlation was observed between communication opportunities and employees job attitudes with silence behavior employees
Ali Shaemi Barzoki; Jila Asghari
Abstract
Organizational socialization plays a crucial role in the early stages of employment for newcomer. It has been found that socialization reduces the negative effects of unmet expectations on overall organizational effectiveness, including employee commitment – an issue that has become a new challenge ...
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Organizational socialization plays a crucial role in the early stages of employment for newcomer. It has been found that socialization reduces the negative effects of unmet expectations on overall organizational effectiveness, including employee commitment – an issue that has become a new challenge for many companies. The purpose of this research is to study the relationship between the organizational socialization and the organizational commitment at Kurdistan province Gas Company. A sample of 190 was randomly selected from employees of the gas company. Two sets of questionnaires based on Jones organizational socialization and Allen & Meyer organization commitment models were used for the purpose of data collection. The questionnaires’ validity was determined based on the viewpoints of organizational behavior and human resource management experts, and the reliability of both questionnaires was estimated through Cronbach’s alpha coefficient that accounted for /85 and. /82 respectively. The results showed that organizational socialization was significantly and directly related to organizational commitment. The Regression analysis also indicates that fixed and investiture tactics appear to be appropriate predictors for organizational commitment