Mohsen Akbari; Mostafa Ebrahimpour Azbari; yaghoob mombini; masood Mirzakazemi
Abstract
1- INTRODUCTION
In terms of psychology, job dissatisfaction and insecurity may have an impact on counterproductive behavior because they create conflicts between the employee and the employer and have negative impacts on employee well-being and efficiency. Individuals who are dissatisfied with their ...
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1- INTRODUCTION
In terms of psychology, job dissatisfaction and insecurity may have an impact on counterproductive behavior because they create conflicts between the employee and the employer and have negative impacts on employee well-being and efficiency. Individuals who are dissatisfied with their job, their commitment to work will decreases and consequently their destructive behaviors will increase. Affective commitment suggest that the employees of the organization have a strong desire for membership and a very low willingness to leave and is more likely to be the indicator of job satisfaction. The existence of job insecurity creates counterproductive behaviors in the organization, which leads to the elimination of employee commitment and the emergence of problems in the organization; therefore, it seems necessary to examine the relationship between these factors. In general, the purpose of this study was to investigate the effect of job insecurity on counterproductive behaviors with the mediating role of Affective commitment and the moderatoring role of supervisor support. The researchers seek to answer the question that does job insecurity lead to counterproductive behaviors in organizations?
ahmad esakhani; Mona Ghaffariajirabad
Abstract
1- INTRODUCTION
When it comes to organizational change, the concept of resistance toward it comes to managers’ mind subconsciously. Many researchers have concluded that people have a special position in front of Organizational Changes (Vakola, Oreg & Armenakis 2013; Oreg & Sverdlik, 2011). Some employees ...
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1- INTRODUCTION
When it comes to organizational change, the concept of resistance toward it comes to managers’ mind subconsciously. Many researchers have concluded that people have a special position in front of Organizational Changes (Vakola, Oreg & Armenakis 2013; Oreg & Sverdlik, 2011). Some employees embrace changes and consider them as opportunities for making self-improvements. In contrast, others get upset and intend to keep their routines and consider changes as threats and take a negative attitude toward it (Judg, Pucik & Welbourne, 1999). Therefore, employees’ attitude plays a vital role in achieving the goals of organizational change. Many of recent studies done on organizational change (e.g., Alderfer, 1977; Armenakis & Bedeian, 1999; Faucheux, Amado & Laurent 1982; Friedlander & Brown, 1974; Pasmore & Fagans, 1992; Porras & Silvers, 1991; Sashkin & Burke, 1987; Weick & Quinn, 1999; Woodman, 1989) have only focused on change readiness, change implementation and reactions toward an organizational change. This is while the change recipients’ reaction lies at the heart of events and as a determinant of each organizational change success. Although there has been a quick review in many of organizational change studies, in most of the cases, the focus is on the organizational level and not the individual level. Therefore, there is a lack of research on change recipients (Judge et al., 1999).
2- THEORETICAL FRAMEWORK
There is a general consensus of opinion among researchers and practitioners who argue that change programs often fail (Beer & Nohria, 2000; Burnes, 2009; By, Diefenbach & Klarner, 2008; Diefenbach, 2007). On the other hand, commitment to chnage is considered as one of important factors affecting employees' support for change plans (Armenakis & Bedeian, 1999; Coetsee, 1999; Conner, 1992; Conner & Patterson, 1982; Klein & Sorra, 1996). Many theoretical approaches have identified reasons as the underlying determinants of behavior. First, Reasoning Theory states that “reasons serve as important linkages between people’s beliefs, global motives (e.g., attitudes, subjective norms, and perceived control), intentions, and behavior and reasons motivate behavior, because they help people justify and defend their actions” (Westaby, 2002). When explaining the reason behind behavioral reactions, people should have good feelings (Pieters & Zeelenberg, 2005). Theory of reasoned action and planned behavior (Azjen & Fishben, 1980) remarks that people make decisions in a rational and systematic manner through their available information. Therefore employees’ evaluation of different aspects of change reflects their type of reaction. If employees’ do not have positive perception of change, then they will naturally take a position toward it which is more like resistance toward change. The more positive this evaluation is, the more consistency and acceptance will be shown by employees’, which automatically leads to more commitment to change. Staff’s participation in change leads to more information on different aspects of change and so the participation itself results in commitment to change. Employees’ cost-benefit analysis about a change and prevailing benefits of the change in the underlying costs can dispose the commitment to change. Change extends also in terms of scope and scale and challenges associated with it may also affect employees’ commitment to change.
3- METHODOLOGY
The sample of this research consisted of the managers and employees of Darmanyab Group (PJS). This group of companies included 156 staff. Cochran sampling formula was used to determine the sample size. Based on this formula, a minumum sample size of 111 people was required. In order to achieve the desired sample size, 130 questionnaires using simple random sampling were distributed among the staff. 111 out of 130 questionnaires were received which showed a response rate of 85%. Four Standard questionnaires were used in order to measure research variables; Five items obtained from change questionnaire (Caldwell et al., 2004), Five items change extent questionnaire (Caldwell et al., 2004), Six items affective commitment to change questionnaire (Meyer & Herscovitch, 2002), and Four items participation in change questionnaire (Wanberg & Banas, 2000).
4- RESULTS & DISCUSSION
This study aimed to assess the effects of the characteristics of organizational changes on employees’ affective commitment. The research hypothesis was tested through analyzing the collected data. The results showed that employees’ participation in changes has a significant positive effect on their affective commitment. This effect is greater in comparison with other characteristics of the organization change (0.38) which highlighted the importance of employees’ participation impact on their commitment. The results also showed that perceived benefits of change have positive effect on employees’ affective commitment to change; however, the impact is less in comparison to participation in change (0.11). One of the key factors in determining acceptance or rejection of change by the recipients is certainly the usefulness or harmfulness of a change. Predicted profit and loss are among the simple and rational reasons based on which employees decide whether to accept changes or refuse them (Dent & Goldberg, 1999; Nord & Jermier, 1994). Finally the results showed that the extent of change has no significant effect on employees' affective commitment to change.
5- CONCLUSIONS & SUGGESTIONS
Based on the results achieved, it is recommended that organizations which work in dynamic environments and face with daily political, economical, and social changes use participation policy in their decision making and implementation processes of change plans. These kinds of organizations need lots of inner organizational changes and in order to benefit from employees’ accompany and support, it is suggested that they involve employees in change plans.
In addition, based on the benefits of change effect on employees’ commitment, it is recommended that organizations make transparent benefits associated with change plans for employees. This can be done through open communication and also providing information about aspects, consequences, and necessity of change.
Mohammad Saleh Torkestani; elham jamshidi Borujerdi
Abstract
This article looks into the relationship between perceptions of organizational virtuousness (OV), affective well–being (AWB), and affective commitment (AC), in insurance companies operating in Tehran. Using Cochran formula, number of samples required to collect research data was estimated to be 196. ...
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This article looks into the relationship between perceptions of organizational virtuousness (OV), affective well–being (AWB), and affective commitment (AC), in insurance companies operating in Tehran. Using Cochran formula, number of samples required to collect research data was estimated to be 196. To access this amount of sample, 20 insurance companies in Tehran were selected using random cluster sampling method and about 20 questionnaires were distributed to each company. Finally 212 questionnaires were returned and used to test research hypotheses. Findings from Structural Equation Modeling method that was analyzed with the aim of LISREL software imply that perceptions of OV predict AC both directly and through the mediating role of AWB while the most relationship in this research model exists between OV and AC, and the least relationship is between OV and AC. The study suggests that fostering organizational virtuousness (e.g. interpersonal respect, and creating a context in which combining high standards of performance with a culture of forgiveness and learning from mistakes) improves employees' AWB and promotes a more committed workforce.
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.
Habibollah Doaei; Masuod Alizadeh
Abstract
Developmental performance appraisal pays especial attention to employee's appraisal reactions. In this appraisal, positive reaction and positive feelings towards appraisal approach is an indication of performance appraisal success. This performance appraisal consists of goal setting and feedback activities. ...
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Developmental performance appraisal pays especial attention to employee's appraisal reactions. In this appraisal, positive reaction and positive feelings towards appraisal approach is an indication of performance appraisal success. This performance appraisal consists of goal setting and feedback activities. In Developmental goal setting and feedback, employees recognize them as clear, relevant and understanding activities. The aim of this research is to investigate the relationship between developmental performance appraisal and work performance and the influence of affective commitment, intrinsic motivation and autonomy orientation to this relationship. The research was conducted in a regional manufacturing firm in Iran and data was collected by utilization of a standard questionnaire. Before distribution of the questionnaire, appropriate techniques were used to assure acceptable reliability and validity of the instrument. Results from survey showed that the relationship between developmental performance appraisal and work performance was mediated by employees’ intrinsic motivation, and strongly moderated by their autonomy orientation. For employees with a weak autonomy orientation, the relationship was positive, but for those with a strong autonomy orientation, the relationship was negative.