مقالات
hassan danaeefard; zinat davoodiyan; hanieh ahmadi
Abstract
1- INTRODUCTION
The concept of deviant workplace behavior has gained attention of organizational scholars because of their destructive effects. These behaviors reduce organizational capacities to realize their planned objectives and consequently decrease organizational productivity and performance. ...
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1- INTRODUCTION
The concept of deviant workplace behavior has gained attention of organizational scholars because of their destructive effects. These behaviors reduce organizational capacities to realize their planned objectives and consequently decrease organizational productivity and performance. Various types of deviant behavior exist in organization but this research focuses on behaviors done in order to portray public managers in a bad light. Hence, our purpose is identifying employees’ strategies to discredit their managers and not explaining them. In this way, we could assist managers to diagnose such behaviors, reduce them, and improve well-being of their organizations.
2- THEORETICAL FRAMEWORK
Work place deviant behavior has become an important concern for organizational scholars (Alias & Rasdi, 2015; Kozako, Safin & Rahim 2013). Robinson and Bennett (1995) presented a typology of deviant workplace behavior based on two dimensions (minor-serious, and interpersonal-organizational). Also these behaviors could be positive or negative (Appelbaum, Iaconi & Matousek, 2007). The focus of this research is negative deviant behavior. Actually negative or destructive deviant behaviors violate job description and organizational values (i.e., formal and informal) (Yıldız, 2015).
3- METHODOLOGY
We conducted a mixed method research to identify destructive strategies. In the first phase (i.e., qualitative phase), an interview had been used, whose objective is to explore strategies, and in the second phase (i.e., quantitative phase), a questionnaire had been used to prioritrize strategies based on rate of use. Statistical population consists of employees and managers of public organizations in Semnan including 45 and 70 participants in quantitative and qualitative phases, respectively. Grounded Theory was employed to analyze interviews and Friedman tests were used to accept and prioritize strategies.
4- RESULTS & DISCUSSION
Identified strategies in order of importance are managerial, verbal- communicative, political, and religious, personality, work, performance, and emotional- psychological mechanisms.
5- CONCLUSION & SUGGESTIONS
Future researchers could examine each strategy as a variable and identify antecedents and consequences of it in organizations. Most of these behaviors have phsycological reasons; hence, cooperation of psychologists and organizational scholars is essential for reducing them.
مقالات
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.
مقالات
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.
مقالات
Hajar Barati; hamidreza oreyzi; behrooz dorry
Abstract
1- INTRODUCTION
Organizational citizenship behaviors are one kind of workplace behaviors that are performed spontaneously and are not a part of a job's formal tasks. These non-specific behaviors go beyond what is defined formally by organizations. Although these behaviors are very important for performance, ...
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1- INTRODUCTION
Organizational citizenship behaviors are one kind of workplace behaviors that are performed spontaneously and are not a part of a job's formal tasks. These non-specific behaviors go beyond what is defined formally by organizations. Although these behaviors are very important for performance, efficiency, and success of the organization, they are not identified by the formal structures in the organization and there is no specific reward for them. Various types of these behaviors identified in different classifications have shown that they are really useful in the different workplaces. One of these behaviors is called change-oriented organizational citizenship behavior. It is defined as the individual spontaneous and voluntary attempts of the employees that affect the organizational change through performing professional activities and include all the organizational citizenship behaviors. Therefore, the present study aims to investigate the pattern of the variables affecting the change-oriented citizenship behaviors. Reaction to change in the employees of Bandar-e-emam petrochemical complex is the mediating variable.
2- THEORETICAL FRAMEWORK
Prior research has proved that change-oriented organizational citizenship behaviors are only possible when the employees react positively to changes. Positive reaction to change occurs when members of the organization perceive its efficiency. If there is a common perception among the employees regarding the change efficiency, they perceive the organization as “ready for the change”. It means that the reaction to change is positive. Positive reaction to change leads to change-oriented organizational citizenship behaviors. On the other hand, if the individuals feel themselves as the agents of these changes, who make the decisions about and control them, they will probably react positively to organizational changes and can play active roles in performing these kinds of behaviors. Flexible procedures and policies could increase perceived value of the change and start change-oriented organizational citizenship behaviors through making employees have positive reaction to them.
3- METHODOLOGY
The research sample consisted of 383 employees of Bandar-e-emam Petrochemical Complex who were selected using stratified random sampling method. The research instruments were a four-item questionnaire about organizational policy, a twelve-item questionnaire about agency, an eleven-item questionnaire about perceived change efficiency, a nine-item scale of commitment to change, a questionnaire with 6 questions about readiness for change, and a four-item questionnaire about change-oriented organizational citizenship behaviors. All the instruments used in this study were responded on a five-point Likert scale, and their Cronbach’s alphas were desirable (0.77
مقالات
mojgan derakhshan; khalil zandi
Abstract
1- INTRODUCTION
Recent scandals have prompted a growing interest in corporate ethics and social responsibility. Concomitant with this interest, increased attention has also been paid to the issue of virtuousness in organizations. Organizational virtuousness refers to the context of organization where ...
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1- INTRODUCTION
Recent scandals have prompted a growing interest in corporate ethics and social responsibility. Concomitant with this interest, increased attention has also been paid to the issue of virtuousness in organizations. Organizational virtuousness refers to the context of organization where habits, aspirations, and desirable actions such as sportsmanship, honesty, forgiveness, and trust are supported and developed both at the individual and group levels, and attempts are made to spread these aspirations and actions constantly among members of the organizations. Scholars argue that studying positive behaviors such as organizational virtuousness and especially role of leadership in the development of such behaviors is neglected. With regard to the existing research gap, this study aims to investigate the relationship between authentic leadership and organizational virtuousness.
2- THEORETICAL FRAMEWORK
Scholars have found that parents and teachers are able to facilitate positive behavior in their children and students. This indicates that the most likely antecedents to positive behaviors in the workplace may include those leadership styles that facilitate excellence and optimize individuals’ productivity. Within a psychologically safe climate supported by an authentic leader, members feel accepted and respected, and thus feel freer to improvise in dealing with customers’ complaints. The literature review and previous studies support the existence of a probable relationship between authentic leadership and organizational virtuousness. On the one hand, the role of other forms of leadership in promoting organizational virtuousness is confirmed, and on the other hand, it is known that authentic leadership affect many of organizational outcomes. With this approach, it is hypothesized that there is a significant positive relationship between authentic leadership and organizational virtuousness. In this study, authentic leadership consists of four dimensions, namely, self-awareness, relational transparency, internalized moral perspective, and balanced processing. Organizational virtuousness consists of five dimensions, namely, optimism, trust, forgiveness, compassion, and integrity.
3- METHODOLOGY
With regard to the purpose of the study, this research is practical, and with regard to its method, its correlational - descriptive. The statistical sample included 270 subjects working at General Directorate of Roads and Urban Development, Kerman province. Based on Krejcie and Morgan's table, 160 questionnaires were distributed using simple random sampling. 118 questionnaires were filled out correctly and completely. The data gathering instruments were two standardized questionnaires; the Authentic Leadership Questionnaire consisting of 16 items and four dimensions (i.e., self-awareness, relational transparency, internalized moral perspective, & balanced processing), and the Organizational Virtuousness Questionnaire consisting of 16 indicators and five dimensions (i.e., optimism, trust, forgiveness, compassion, & integrity) were utilized in this study. Content validity of questionnaires were checked and confirmed by experts, and their reliability were evaluated using Cronbach alpha coefficient. Cronbach alpha for Authentic Leadership Questionnaire and the Organizational Virtuousness Questionnaire were .92 and .90, respectively. Finally, data were analyzed using Pearson correlation test and multiple regression analysis (method: Enter).
4- RESULTS & DISCUSSION
The results showed that there is a positive and significant relationship between authentic leadership and its dimensions, and organizational virtuousness. Among the dimensions of authentic leadership, balanced processing, self-awareness, internalized moral perspective, and relational transparency had the highest correlation with organizational virtuousness. Results also showed that the dimensions of authentic leadership were significant predictors of organizational virtuousness. In order to discuss the results gained on the relationship between authentic leadership and organizational virtuousness, we can reflect on meaning of authenticity and its implications. Authenticity means that being committed to the values and beliefs is not a hypocritical process, but it is an internalized one. In fact, authentic leadership holds values to be true not because these values are socially or politically appropriate, but because the experince has shown that they are true. Reflecting on these statements indicates that an inherent feature of authenticity is adhere to the absolute and sublime human values and this is aristotle's definition of virtue that says "in itself is valuable". Hence, we can say that authentic leadership is the embodiment of organizational virtuousness and therefore it is rational that the results show a significant relationship between authentic leadership and organizational virtuousness.
5- CONCLUSIONS & SUGGESTIONS
According to the results, it is necessary to invest on the development of leader authenticity. Supporting the development of authenticity in leader - follower relationship is essential to increasing work engagement, job satisfaction, and organizational virtuousness. Indeed, one of the key roles of an authentic leader is the ability to increase his/her followers' self-confidence. Therefore, it is very important that managers increase confidence and subsequent improvement of their organizational virtuousness by displaying behaviors such as balanced processing, honesty, integrity, and respect for employees.
مقالات
Mohsen Akbari; Masoomeh Ghasemi Shams; Fatemeh Hooshmand
Abstract
1- INTRODUCTION
The ever-increasing demand of the stakeholders from corporations to accept social responsibilities encourages them to participate in ecological and social responsibilities. By the social responsibilities of the organization we mean a pattern in which there is an adherence and alliance ...
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1- INTRODUCTION
The ever-increasing demand of the stakeholders from corporations to accept social responsibilities encourages them to participate in ecological and social responsibilities. By the social responsibilities of the organization we mean a pattern in which there is an adherence and alliance between corporation’s activities and values to fulfill all stakeholders’ interests. Policies and activities related to social responsibility can reduce corporations’ risks. Some personal characteristics of the managers can affect corporations’ policies, like immunization. Overconfident managers overestimate the possibility of good results to occur and they also will underestimate the possibility of bad results as a consequent of their own activities. Therefore, these managers in comparison with logical managers ignore the immunization impacts of social responsibilities so that they give less attention to the improvement of social responsibilities as a shield against specific risks in their firms. Since this over optimism may hurt companies, the study of the impacts of over confident management on companies' performances and especially on their social responsibilities is of a great importance. Accordingly, in this study, we review the impacts of over confident managing on the social responsibilities of the accepted companies in Tehran stock exchange.
2. OVERCONFIDENCE
Over confident management can have an outstanding explanation about some corporation’s decisions? Over confidence is defined as over assessment or overestimation about one’s abilities in his/her current condition.
Corporate Social Responsibility (CSR)
The organizations’ social responsibilities include economy, laws, ethics and philanthropic expectations commercial units which can be extended to all stakeholders. By Stakeholders we mean every individual or any group which can affect the activities, decisions, policies or the goals of the corporation.
Some researchers define corporate social responsibilities as follows: any activity which is taken to improve some social goals that are above financial goals.
Hypotheses
The main hypotheses of the present study are as following:
1) Over confident management has a positive impact on corporations’ social responsibilities.
2) The effect of over confidence on the institutional dimension of social responsibilities is bigger than its technical dimension.
In addition, the secondary hypotheses are:
1-1) over confident management has a positive impact on the institutional dimension of social responsibilities.
2-1) over confident management has a positive impact on the technical dimension of social responsibilities.
3- METHODOLOGY
The study combined and analyzed data of 68 companies from 2009 to 2013. Documentary research is used to gather data in order to test the hypotheses. For analyzing descriptive data, Excel software is used and for testing hypotheses multivariate regression, with the help of Eviews 7 software is applied. To control the effects of other factors on the model, control variables such as the size, financial leverage and ROA are used in the model.
4- RESULTS & DISCUSSION
The first hypothesis of this study examines the impact of top executives' overconfidence on corporate social responsibility. The results showed that during the period of this study, top executives' overconfidence impacted social responsibility. The second hypothesis investigates the impact of overconfidence on both technical and institutional dimensions of corporate social responsibility. The results show that the impact of overconfidence on the technical and institutional corporate social responsibility is not different.
5 – CONCLUSIONS & IMPLICATIONS
In this study the impacts of over confident management on social responsibilities of accepted companies in Tehran stock exchange were reviewed. The results of the first hypothesis show that overconfidence in managers will have a negative impact on their social responsibilities. In other words, because a vast number of stakeholders including employees, suppliers, costumers, etc., affect corporation’s value in a positive manner and due to the fact that the activities related to corporations’ social responsibility can only be increased in the favor of the stakeholders, as the results demonstrate, the corporation’s value (which is stakeholders' value) will increase.
Considering the second main hypothesis, it was expected that the negative impact of over confident management on the institutional dimension of social responsibility would be stronger than its impact on its' technical dimension, but there were no significant differences in the impact factors of these connection equations. Regarding control variables of the positive connection between corporations’ profitability and social responsibilities, it was found that companies which have a better financial performance would have more available resources to invest on social responsibilities. In addition, the positive impact of company size is related to social responsibilities. However, financial leverage has negative impact on corporations’ social responsibilities because high debt leverage will leave less financial resources to invest on social responsibilities acts.
Finally, some suggestions are given to researchers for further studies.
• The relationship between social responsibilities and over confident management in diverse industrial divisions.
• The relationship between social responsibilities and corporations’ value, and moderating corporate governance.
• The relationship between over confident management and corporations’ social responsibilities, and each of the components of technical and social dimensions in certain divisions.
• The relationship between over confident management and corporations’ social responsibilities, and moderating a company’s brand name, values, and reputation.
مقالات
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.