نوع مقاله : مقالات

نویسندگان

1 دانشگاه خوارزمی

2 دانشگاه هوایی شهید ستاری

3 خوارزمی

چکیده

صنعت بانکداری پویا، رو به رشد، سودآور و بسیار رقابتی بوده و وقوع انواع رفتارهای سیاسی انحرافی در آن برای کسب مزیت‌های بالاتر غیرقابل‌انکار است؛ رفتارهایی که پیامدهای منفی متعددی را در پی دارد. برای این منظور، در پژوهش حاضر به ارائه الگوی راهکارهای مدیریت رفتار سیاسی انحرافی در صنعت بانکداری پرداخته ‌شد. داده‌های مورد نیاز، علاوه بر مطالعات کتابخانه­ای، با استفاده از روش کیفی و راهبرد تحلیل مضمون و از طریق انجام مصاحبه‌های عمیق به روش نمونه‌گیری غیرتصادفی هدفمند با 21 نفر از خبرگان صنعت بانکداری به دست آمد، سپس الگوی راهکارهای مدیریت رفتارهای سیاسی انحرافی طراحی و پس از طی مراحل شش­گانه تحلیل مضمون، 36 راهکار احصاء و کدگذاری شد، درنهایت 7 راهکار جامع شامل مدیریت مسیر شغلی و توانمندسازی کارکنان، مدیریت نگرش و رفتار، استقرار سیستم مدیریتی تحول‌گرا، مدیریت فرهنگ‌سازمانی، استقرار نظام جبران خدمات عادلانه، مدیریت تعامل با محیط سازمان و پرورش اخلاق حرفه‌ای؛ برای اداره مؤثر رفتارهای سیاسی انحرافی ارائه گردید.

کلیدواژه‌ها

References
Agwu, M. (2013). Impact of fair reward system on employees job performance in Nigerian agip oil company limited port-harcourt. British Journal of Education, Society & Behavioural Science, 3(1), 47-64.
Anderson, R. (2007). Thematic content analysis: descriptive presentation of qualitative data. usa: scientific research publishing Inc.
Attride-Stirling, J. (2001). Thematic networks: an analytic tool for qualitative research. Qualitative Research, 1(3), 385-405.
Braun, V.; Clarke, V., & Rance, N. (2014). How to use thematic analysis with interview data. the counselling & psychotherapy research handbook, london: sage publications.      
Braun, V., & Clarke, V. (2006). Data explication (thematic analysis). Qualitative research in psychology, 3(2), 77-101.
Brouer, R.; Kenneth, L.; Harris, J., & Kacmar, K. M. (2011). The moderating effects of political skill on the perceived politics-outcome relationships. Journal of Organizational Behavior, 32(6), 869-885.
Cacciattolo D., & SocSci, K. (2015). Organisational politics: the positive & negatives sides. European Scientific Journal, 11(1), 1857-1881.
Drory, A. (1993). Perceived political climate and job attitudes. Organization Studies, 14(1), 59-71.
Drory, A., & Vigoda-Gadot, E. (2010). Organizational politics and human resource management: a typology and the experience. Human Resource Management Review, 20(3), 194-202.
Fallis, A.; Braun, V., & Clarke, V. (2013). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
Gotsis, G. N., & Kortezi, Z. (2010). Ethical considerations in organizational politics: expanding the perspective. Journal of Business Ethics, 93(4), 497-517.
Issue, S. (2016). Politics in organizations: positive and negative aspects of political behavior. European Management Journal, 34(3), 12-31.
Khorasani, H.; Rahim Nia, F., & Mortazavi, S. (2018). Exploring the components of destructive behaviors of unethical leaders. Journal of Ethics in Science and Technology, 13(1), 38-47. (in Persian)
Ladebo, O. J. (2006). Perceptions of organisational politics: examination of a situational antecedent and consequences among Nigeria’s extension personnel. Applied Psychology, 55(2), 255-281.
Lee, B. X. (2016). The political science and economics of violence. Aggression and Violent Behavior, 28(1), 103-108.
Lu, H.; Barriball, K. L.; Zhang, X., & While, A. E. (2018). Job satisfaction among hospital nurses revisited: a systematic review. International Journal of Nursing Studies, 49(8), 1017-1038.
Malik, O. F.; Shahzad, A.; Raziq, M. M.; Khan, M. M.; Yusaf, S., & Khan, A. (2018). Perceptions of organizational politics, knowledge hiding, and employee creativity: the moderating role of professional Commitment. Personality and Individual Differences, 142(1), 232-237.
Mishra, P.; Sharma, Sh. K., & Swami, S. (2016). Antecedents and consequences of organizational politics: a select study of a central university. Journal of Advances in Management Research, 13(3), 251-334.
Naiyananont, P., & Smuthranond, T. (2017). Relationships between ethical climate, political behavior, ethical leadership, and job satisfaction of operational officers in a wholesale company, bangkok metropolitan region. Kasetsart Journal of Social Sciences, 38(3), 345–351.
Naseer, S.; Raja, U.; Syed, F.; Donia, M. B. L., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. Leadership Quarterly, 27(1), 14-33.
Othman, R. (2008). Organisational politics: the role of justice, trust and job ambiguity. Singapore Management Review, 30(1), 43–53.
Poon, J. M. L. (2003). Situational antecedents and outcomes of organizational politics perceptions. Journal of Managerial Psychology, 18(2), 138-155.
Rogojan, P. T. (2009). Deviant workplace behavior in organizations: antecedents, influences, and remedies. unpublished doctoral dissertation, university of Vienna.
Schneider, R. C. (2016). Understanding and managing organizational politics. Kinesiology, Sport Studies and Physical Education Presentations and Papers, 2(1), 697-709.
Steinar, K. (1996). Interviews: an introduction to qualitative research. California: Sage Publications.
Strauss, A., & Corbin, J. (2014). Basics of qualitative research techniques and procedures for developing grounded theory. USA: San Jose State University.
Vigoda-Gadot, E., & Kapun, D. (2005). Perceptions of politics and perceived performance in public and private organisations: a test of one model across two sectors. Policy and Politics, 33(2), 251-276.
Vince, R. (2001). Power and emotion in organizational learning. Human Relations, 54(10), 1325-1351.
Waseem, M. (2016). Deviant workplace behaviors in organizations in Pakistan. The Lahore Journal of Business, 4(2), 93-104.
CAPTCHA Image