Khalil Safari; ramezan gholami; iman hakimi
Abstract
1- INTRODUCTION
Based on theories of social exchange and leadership substitutions, if there are necessary infrastructures, human resource management strategies can be replaced by servant leadership in promoting employees' emotional commitment and psychological empowerment. The present ...
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1- INTRODUCTION
Based on theories of social exchange and leadership substitutions, if there are necessary infrastructures, human resource management strategies can be replaced by servant leadership in promoting employees' emotional commitment and psychological empowerment. The present research seeks to examine the possibility of the replacement of servant leadership with the high-commitment human resource management system in the Fars Governorate Organization.
2- THEORETICAL FRAMEWORK
To achieve a competitive advantage, managers are constantly looking for ways to increase employees' commitment and empower them. In this regard, the question is how human resource management and leadership interact. Previous research suggests that, in certain conditions, human resource management and leadership can substitute and complement each other. Therefore, the current research seeks to investigate how servant leadership can be replaced by high-commitment human resource management to affect employees' emotional commitment and psychological empowerment. If the socio-emotional needs of employees are met by human resource management practices, organizational leaders need less ability and effort to meet them. For this reason, it is proposed that the high-commitment human resource management system and servant leadership can moderate the effect of each other on employees' emotional commitment and psychological empowerment.
3- METHODOLOGY
This research was a correlational survey with a statistical population of 1200 employees in the Fars Governorate Organization. A sample size of 320 people was investigated by conducting stratified random sampling. The data collection tool was a pre-made questionnaire with 35 items. To analyze the gathered data, a partial least square approach to structural equation modeling was utilized in SmartPLS software.
4- RESULTS & DISCUSSION
Employees’ opinions indicated that the use of high-commitment human resource management practices is less than average in the Fars Goveronate Organization (2.72 out of 5). It was determined that about 23 percent of the variance in emotional commitment was explained by servant leadership and high-commitment human resource management practices. Additionally, servant leadership was able to explain about 12 percent of the variance in psychological empowerment. Examining the moderating hypotheses indicated that none of the servant leadership and high-commitment human resource management can moderate each other's effect on outcome variables. Moreover, Comparing the two groups of male and female employees revealed that women feel less influence in the workplace.
5- CONCLUSIONS & SUGGESTIONS
The low level of high-commitment human resource management practices determined that the conditions are not available for the replacement of servant leadership with the high-commitment human resource management system in the Fars Governorate Organization. Therefore, first of all, this organization needs to develop high-commitment practices. In terms of moderating hypotheses, non-significant effects can be attributed to the low levels of moderators and employees' maturity. Future researchers, of course, are recommended to investigate these issues. As the results indicated, the relationship between the high-commitment human resource management system and psychological empowerment was not statistically significant. Based on this, it can be said that servant leadership cannot be replaced by the high-commitment human resource management system in the Fars Governorate Organization due to the lack of necessary infrastructure.
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.
Sirous Amirghodsi; Ali Bonyadi Naieni
Abstract
Extended abstract
1- INTRODUCTION
Todays, fast-changing environment, companies are required to acquire and update knowledge in order to gain competitive advantage. Knowledge enables organizations to anticipate the nature and commercial potential of changes. the ability to acquire, organize and disseminate ...
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Extended abstract
1- INTRODUCTION
Todays, fast-changing environment, companies are required to acquire and update knowledge in order to gain competitive advantage. Knowledge enables organizations to anticipate the nature and commercial potential of changes. the ability to acquire, organize and disseminate knowledge helps organizations to improve decision making, cost effectiveness, customer satisfaction and cost control. therefore, successful companies in the world have focused on organizational knowledge management as a necessary requirement and a priority agenda for being a great leader in competitiveness arena. knowledge management (KM) can be defined as a strategic and systematic approach to value what the organization knows. on the other hand, the most important and valuable asset of an organization is human resource, and the role of skilled and efficient human resources in achieving organizational goals is obvious and indisputable. accordingly, human resource empowerment can prepare and success organizations in the face of today’s fast-changing environment. the use of KM in organizations can affect the psychological empowerment of employees.
2- THEORETICAL FRAMEWORK
Knowledge Management
KM is defined as a structured process including goals, identification, acquisition, development, dissemination, application, measuring and evaluation of organizational knowledge. managers try to extract accumulated knowledge in the minds of organizational members through the knowledge management, and share it among all people. in this case, the knowledge stored in the system becomes a permanent usable resource and provides a competitive advantage for the organization.
Psychological empowerment
Psychological empowerment refers to a set of mental states which is needed to perform tasks and control actions, and under these conditions, the experts focus mainly is on the methods of management and control of employees at different levels. on the other hand, the psychological dimension relies on employee experiences in the workplace. according to the psychological dimension, empowerment refers to employee's individual beliefs towards organizational roles.
3- METHODOLOGY
This study is considered as a descriptive-survey research in terms of data collection. Research variables include: knowledge management components (knowledge creation, capture, refinement, dissemination, application) and psychological empowerment of employees. The population of the study includes the experts of Iranian Central Oil fields company. applying theoretical saturation method 15 experts asked to answer the questions. dematel questionnaire has been used for gathering the information.
4- RESULTS & DISCUSSION
The order of importance of knowledge management components in terms of interaction with other components is as follows: knowledge application, knowledge creation, knowledge dissemination, knowledge refinement, knowledge capture and empowerment. on the other hand, the independent components include empowerment, knowledge application and knowledge capture and knowledge dissemination. dependent components also include knowledge creation and knowledge refinement. Therefore, it should be focused on independent variables, including empowerment, knowledge application, knowledge capture and knowledge dissemination to improve the variables of knowledge creation and knowledge refinement. Among the components of KM, the component of knowledge application has a significant impact on the other three components, including, knowledge creation, knowledge refinement, and knowledge dissemination. also, knowledge creation has a significant impact on knowledge dissemination, knowledge application and knowledge refinement. the component of knowledge capture has impact on knowledge dissemination and knowledge refinement. the component of knowledge refinement is the most dependent component and in the level of 70% is affected by knowledge creation, knowledge application, knowledge capture, and knowledge dissemination. In this regard, it is clear that knowledge refinement is meaningless without knowledge creation in the organization. While comparing the cause and effect intensity of the psychological empowerment variable with KM components, because none of the affected values of empowerment from components of KM is in the upper limit domain, generally it can be suggested that empowerment is an effective variable, rather than being affected. given what was said, it can be concluded that empowerment can strengthen KM. also, it can be concluded that among the components of KM, the component of knowledge dissemination has the most constructive interaction with other components, because this component is affected by three components of knowledge creation, knowledge application and knowledge capture and it affects the component of knowledge refinement.
5- CONCLUSIONS & SUGGESTIONS
Encouraging and providing the necessary rewards to employees who contribute to the KM process should be prioritized and given special attention. By introducing top employees in the field of producing applied knowledge and appreciating them at different time intervals, human resources managers can encourage other employees to collaborate in the KM process. to improve the component of knowledge capture, the template of the managers themselves as an important part of the culturalize as well as the encouragement of successful people in the field of knowledge capture can be considered. In fact, the creation and display of a suitable behavior pattern, and the differentiation and encouragement of individuals having behavior consistent with the objectives of KM and organization, is crucial in the repetition and improvement of the components of KM, and specially knowledge capture. necessary training should be given to supervisors to enable them give adequate information to their subordinates to participate in decision making, support new and appropriate ideas and rely on the outcomes of work, as many subordinate decisions and ideas may be preferred to their opinions. Also, low-level employees should be trained to take the appropriate decisions in critical situations with full confidence in their work and by provoking a sense of ability.
alireza amini; Farzaneh Ebrahimi Gamsari
Abstract
Unintentional mistake is an indisputable part of organizational activities which employees are faced with on the way to doing their jobs. Organizational mistakes or failures have two totally contradictory aspects. On the one hand, they lead to negative outcomes such as losing time, producing defective ...
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Unintentional mistake is an indisputable part of organizational activities which employees are faced with on the way to doing their jobs. Organizational mistakes or failures have two totally contradictory aspects. On the one hand, they lead to negative outcomes such as losing time, producing defective products, and occurring accidents. On the other hand, they may result in positive outcomes such as organizational learning, innovation, and flexibility.
There exists little empirical evidence on the nature of error management culture and its relationship with quality of work-life and psychological empowerment, especially in media organizations such as Islamic republic of Iran broadcasting (IRIB). This study accordingly seeks to investigate the effect of error management culture on the quality of work-life and psychological empowerment among radio deputy staff in IRIB.
Malihe Abi Hassanpour; Samira Pour; morteza ghayour
Abstract
1- INTRODUCTION
Job burnout results in deterioration of service quality that provided by staff and it can be an influencing factor in turnover, absenteeism, diminished morale and responsibility. Teachers' jobs are among the jobs that their employees suffer from burnout. Self-efficacy is predicted to ...
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1- INTRODUCTION
Job burnout results in deterioration of service quality that provided by staff and it can be an influencing factor in turnover, absenteeism, diminished morale and responsibility. Teachers' jobs are among the jobs that their employees suffer from burnout. Self-efficacy is predicted to be a protective factor against burnout. Self-efficacy of teachers plays an essential role in educating students. Psychological empowerment is also one of the effective factors in reducing job burnout of teachers in order that they believe have the ability and competence to perform their duties successfully. Thus, the present research surveys the role of women's psychological empowerment and self-efficacy on their job burnout in the primary schools of Tabadakan district of Mashhad city.
2- THEORETICAL FRAMEWORK
The definition of Maslach, Jackson (1997) about burnout is that they considered three dimensions for job burnout, including emotional exhaustion, depersonalization, and reduced personal accomplishment. According to Spreitzer (1995), psychological empowerment includes sense of competence, autonomy, effectiveness, meaningfulness and trust. Teachers' self-efficacy also involves engaging learners, training strategies and classroom management.
Accordingly, hypothesizes is presented below:
Psychological empowerment has a significant effect on teachers' self-efficacy. Psychological empowerment has a significant effect on the job burnout of teachers. Self-efficacy has a significant effect on the burnout of teachers. Psychological empowerment has a significant effect on the job burnout of teachers through their self-efficacy.
ghasem bakhshandeh; Jafar Abbaspour; Ali Chitsaz
Abstract
1- INTRODUCTION
Among all the studies done on leadership, transformational leadership has been given more attention. Due to various studies accomplished regarding transformational leadership and its effect on employees' psychological empowerment and facing kind of dispersed information in this context, ...
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1- INTRODUCTION
Among all the studies done on leadership, transformational leadership has been given more attention. Due to various studies accomplished regarding transformational leadership and its effect on employees' psychological empowerment and facing kind of dispersed information in this context, doing combinational studies, which would provide researchers with the extract of current studies related to this subject in a scientific and systematic way, is of high importance.
2- THEORETICAL FRAMEWORK
Because this study is a meta-analysis, the theoretical framework of the present body of research is based on all the studies related to and done on transformational leadership and psychological empowerment in Iran's organizations and the results have also been published in Iran.
3- METHODOLOGY
This study reviews and discusses eleven studies done in this area aiming at merging quantitative results of studies regarding the influence of transformational leadership on employees’ psychological empowerment in Iran using meta-analysis method and Comprehensive Meta-Analysis Software (CMA2).
4- RESULTS & DISCUSSION
The results of meta-analysis have shown that the influence of transformational leadership on employees’ psychological empowerment is above average with an effect-size of 0.6. Likewise, among all aspects of transformational leadership, Individualized Consideration and Idealized Influence with the effect-sizes of 0.547 and 0.452 have the most and the least influence on employees' psychological empowerment in Iran.
5- CONCLUSIONS & SUGGESTIONS
Individualized considerations have the greatest impact on employees' psychological empowerment in Iran which means that managers need to guide and train their staff and be sensitive to them, and increase and develop their abilities in a systematic process. A transformational leader should plan for the growth of each employee based on his/her characteristics and needs.