Search published articles
Showing 15 results for Employee
Jalil Kouhpayezade, Mashallah Aghilinejad, Elahe Kabir Mokamelkhah, Majid Golabadi,
Volume 18, Issue 90 (12-2011)
Volume 18, Issue 90 (12-2011)
Abstract
Background
physical and mental health status of employees of faculties. Aim of this study was to investigate job burnout and
related factors in employees of Ex-Iran University of Medical Sciences faculties.
: Job burnout is a common disorder in work places which has negative impacts on job satisfaction,Methods
Sciences, with total job history of more than one year and recent position history of at least 6 months
included in study
evaluating job burnout was used in this study.
significance in this study.
: In a cross-sectional survey, in the year 2010, 445 employees of Ex-Iran University of Medical, were. A questioner included demographic questions and the Maslach Burnout Inventory (MBI) forThe data analyzed with statistical methods. p<0.05 used forResults
accomplishment 22.63(±10.13). In analysis of variance, emotional exhaustion and depersonalization levels in
female workers was more than males and in employees with job history of
(p<0.05). Emotional exhaustion and depersonalization levels in employees with above diploma degree was
higher than others (p<0.05). In employees of Hygiene faculty, personal accomplishment was lower and
depersonalization was higher than other faculties. In analysis of regression only duration of work, was
negatively correlated with job burnout.
: Mean of emotional exhaustion scores was 13.13 (±9.8), depersonalization 4 (±4.49) and personal≤10 years was higher than othersConclusion
accomplishment was high. Employees with lesser duration of work had more job burnout. Probably, female
workers, above diploma workers and workers of some faculties were more susceptible to job burnout. It is
necessary to have a suitable approach for this.
: Generally job burnout in emotional exhaustion and depersonalization was mild and in personal
Said Ahmad Hashemi,
Volume 25, Issue 6 (9-2018)
Volume 25, Issue 6 (9-2018)
Abstract
Background: Of the most important objectives pursued by governments and organizations are sustained productivity, innovation and quality of life. This study aimed to investigate the relationship between emotional intelligence and organizational socialization and employee productivity at Lamerd city health centers.
Methods: The study is an applied cross-correlation research. The study population consisted of 2131 employees in working at Lamard city health centers. In order to collect the data, Emotional Intelligence Questionnaire Austin and colleagues, Ralph Katz questionnaire of organizational socialization and inventory efficiency by Smith et al. were used and the validity was confirmed by experts. To analyze the data, Pearson correlation coefficient and multiple regression coefficients were used.
Results: The correlation coefficient between emotional intelligence and organizational socialization and employee productivity at Lamerd city health centers at a significance level p=0.002 and p=0.0001 were significant. Also, the F=13.11 in the p=0.001 was significant. It can be concluded that the predictor variables (emotional intelligence and organizational socialization) can predict criterion variable (efficiency).
Conclusion: A significant relationship revealed between emotional intelligence and organizational socialization and employee productivity at Lamerd city health centers. Emotional intelligence and organizational socialization can significantly predict productivity.
Armita Abedi, Ebrahim Alidoust Ghahfarokhi, Hamid Ghasemi,
Volume 27, Issue 0 (11-2020)
Volume 27, Issue 0 (11-2020)
Abstract
Background & Aims: This study designed a model of employee motivation based on organizational image and competence and perception of managers in employees of the General Department of Sports and Youth of Isfahan Province. This research is applied in terms of purpose.
Methods: According to the objectives of the research, the following four questionnaires were provided to the staff to collect data and include personal characteristics that have been prepared by the researcher based on the research needs of information about the individual characteristics of the subjects. Data related to gender, employment status, and degree of the subjects were collected through this questionnaire. In this study, descriptive and inferential statistics were used as follows. Descriptive statistics (frequencies, means, percentages, standard deviations and tables) were used to organize, summarize, classify raw scores, and describe sample sizes.
The statistical population of this study consisted of all employees of the General Department of Sports and Youth of Isfahan Province, whose number was 327 people. Statistical sample of 149 people (male and female) were selected. In order to collect information, a researcher-made questionnaire of organizational image 61 questions of Motivation Questionnaire, Ojaghi in the year and the competency and perception questionnaire of Elric managers were used. Cronbach's alpha was used to estimate internal reliability and factor analysis was used to evaluate the validity of the research tool. Given that the purpose of this study is to determine the correlation between variables and estimate the criterion variable from the predictor variables. To analyze the data, Pearson correlation coefficient, factor analysis, multivariate regression, path analysis and finally to present the model, the structural equation modeling method using SPSS 21 and LISRL software was used.
Results: Organizational image is one of the most important factors in the growth or backwardness of organizations. Organizations should strive to know and understand their image and look for ways to improve this image, because by creating a positive mental image, they can achieve the highest levels of progress. Undoubtedly, gaining and maintaining a positive external image and image is one of the most important goals of all organizations. Today, most organizations spend a lot of time, resources and effort to create an effective image of their organization or business; Because whenever an organization has a positive image, its audience, stakeholders and customers will generally consider the behaviors and decisions of that organization as well as their experiences with it positive. On the other hand, if they have a negative image of that organization in their minds, the performance and behavior of that organization will be unrealistically influenced by negative perceptions and perceptions. The personality of the organization is characterized by signs. These signs include a diverse set of elements such as employee behavior, customer service, services and products that meet the needs and name of the organization, its logo and slogan. These signs, which are in fact the identity of the organization, create a mental image in people's minds.
According to the research results, one of the key preconditions is the motivation of employees to perceive competence, which is largely under the control of managers. This result was obtained in previous researches of Mirsafian Mirsafaei (2017) and Deh Pahlavani (2007) which shows that today organizational imagery has penetrated in all parts of the organization and even the most important human resource has not been deprived of this effect. Organizational imagery has enabled organizations to have a comprehensive and complete view of their resources, especially human resources. By using this system, it is possible to increase the level of employees' authority and give them complete and necessary information so that they can perform the task or work of the organization in the best way. On the other hand, the expansion of activities and competencies of managers in the field of human resource management and continuous interaction between these activities and the need for coordinated planning in the effective recruitment and improvement of human resources is recognized as the most important strategic resource of any organization.
The results of this study showed that the organizational image not only has a direct effect on motivation, but also its indirect effect through employee motivation is greater than its direct effect. It is also necessary for large organizations to create an appropriate information system and keep the information of this system up to date
Conclusion: According to the research results, one of the key preconditions is the motivation of employees to perceive competence, which is largely under the control of managers.
Therefore, competent managers of the Department of Sports and Youth by creating a proper organizational image in the minds of employees can not only increase employee efficiency, but can also increase employee motivation, which is effective in the organization.
In general, the research results indicate that the organizational image encourages employees to perform behaviors that are beneficial to the organization; Behaviors that the organization directly benefits from (human resource competence) and behaviors that other employees benefit from. Another point is that the transparency of managers' competencies makes employees do a good job of portraying the organization and work with better motivation in the organization. Therefore, it can be said that the competence of managers is a mechanism through which a proper organizational image is created and provides appropriate motivation in employees to perform activities. In practice, the results of this study can be used to teach organizational image skills to managers to improve their performance in dealing with employees and confront their attitudes to improve performance. Theoretically, at least now we can understand how employees' attitudes and work behaviors (competence and motivation) are influenced by organizational image behaviors.
When Zone seeks the organizational image and moves towards it, management and employees must play a dynamic role in the implementation of human resource activities. The organizational image of individuals towards an organization is considered an important factor determining the success or failure of that organization in various fields. In this image, we place a mirror in front of our organization and observe the internal and external situation of our organization. Today, creating and expanding changes in human resources through the organizational image is easily done and motivates the employees of an organization.
Rohollah Arab Mokhtari, Esmeail Sharifian, Kourosh Ghahreman Tabrizi, Mohsen Manochehri Nezhad,
Volume 27, Issue 8 (10-2020)
Volume 27, Issue 8 (10-2020)
Abstract
Background: Organizational culture gives a sense of identity to members of the organization. Organizational culture is a set of basic assumptions that people in the organization, in dealing with problems, adapting to the environment and achieving internal unity and coherence, have created, discovered and developed and proved to be useful and valuable and therefore as a correct method of perception. , Thinking and feeling are transmitted to new members. In other words, a set of values, guiding beliefs, understandings, and ways of thinking that are shared among members of an organization and sought by new members as the right way to do things and think is called organizational culture. this research has developed to preparation a productivity model based on organizational culture and employees’ motivation in the department of youth and sport organization in Iran.
Methods: This research is applied in terms of purpose. Also, considering that in this study, the researcher sought to investigate the relationship between organizational culture and employee motivation and productivity, therefore, the research method was descriptive in terms of data collection. The statistical population of the study was the general managers, deputies, heads of groups and responsible experts and experts of the General Departments of Sports and Youth of 31 provinces, which numbered more than 9000 people. Statistical sample 26Study Based on the table -Kersey and Morgan, 269 people were considered and the same number of questionnaires were distributed among the statistical sample. Also, the research sampling method was selected as a cluster. Robbins (2000) organizational culture questionnaire consists of 56 items and the reliability of this questionnaire is 0.98 and validity is 0.88. Another research tool of the Employee Motivation Questionnaire, Ojaghi, was developed in 2010 with 30 closed-ended questions and its reliability was reported to be 85% and its validity was 0.86. Productivity questionnaire has been validated by AGIO (Jamshidi Ghahfarkhi, 2011). This questionnaire has 26 items that the reliability of this questionnaire is 0.87 and the validity is 0.88. In this research, descriptive and inferential statistics have been used. Considering that the purpose of this study is to determine the correlation between variables and to estimate the criterion variable from predictor variables; Therefore, according to the results of Pearson correlation coefficient, factor analysis and path analysis, and finally to provide a suitable model, the structural equation modeling (SEM) method using SPSS 21 and LISRL software. Results and findings: The results showed that among 269 statistical samples, 160 (57.6%) were male and 114 (42.7%) were female. People with a bachelor's degree with 47.6% are the most people in the statistical population. On the other hand, people with a doctoral degree with 5.2 percent have the lowest number of the statistical population, as well as the employment status of officials with 44.8% have the highest number of the statistical population. The results of inferential statistics of multiple correlation coefficient in Table 1 show that there is a direct and significant relationship between the criterion variable (productivity) and predictor variables (organizational culture and employee motivation) (p<0.001 and rp = 0.80). This indicates that 20% of productivity changes are related to the above factors and 80% are related to other factors outside the model. Organizational culture has a more effect coefficient than employees’ motivation on productivity and can be concluded that organizational culture has a more important role in explaining productivity.
Results: When Zone seeks organizational culture and moves toward it, management and employees must play a dynamic role in the implementation of human resource activities. According to research results, one of the key preconditions of productivity is employee motivation, which is largely under the control of organizational managers. This result was obtained in previous research which shows that today the organizational culture has penetrated into all parts of the organization and even the most important human resource has not been deprived of this effect. Organizational culture has enabled organizations to have a comprehensive and complete view of their resources, especially human resources. Using this system, it is possible to increase the level of employees' authority and give them complete and necessary information so that they can perform the task or work of the organization in the best way. Organizational culture, as a kind of identity, gives members of the organization. Culture creates in individuals obligations beyond personal interests and plays a major role in human resources. Today, creating and expanding changes in human resources through organizational culture is easily done and motivates the employees of an organization.
Conclusion: Organizational culture has an effective role in institutionalizing employee motivation, increasing commitment, increasing competence and capability, cost efficiency and cohesion, and can lead to maximum organizational productivity. It should be noted that organizations and companies must move forward step by step, that is, they must go through the practical and communication stages that are part of the organizational culture and consider it according to the type of approach, their point of view and localize it. Proper and accurate
Mohammad Reza Ghorbannia, Mahshid Tahmasebi, Hanieh Yadegarpour, Zahra Taheri, Fatemeh Zarei Talebi, Forough Khalilizadeh Mahani,
Volume 29, Issue 1 (3-2022)
Volume 29, Issue 1 (3-2022)
Abstract
Background & Aims: The family is the basis of every society and in today's society where there are working women, working women have many responsibilities and find themselves in all external and internal responsibilities, so they have to take care of all matters: spouse, children, and expense management. The family is considered the most important pillar of any society, and for this reason, family-related issues are very important, family therapy is one of the treatments that can help families a lot by covering all family members. Therefore, the purpose of this research was to investigate the effectiveness of family therapy on family functioning and marital satisfaction in married female employees.
Methods: This research was conducted with the aim of determining the effectiveness of family therapy on family functioning and marital satisfaction in married female employees. The case population was married female employees of Kerman city. The sample examined in this research was 30 people who were divided into two control groups (15 people) and an experimental group (15 people) who were selected by the available sampling method and the experimental group participated in 8 one-hour therapy sessions. The data was obtained from Tavitian et al.'s family functioning questionnaire (1987) and Enrich's marital satisfaction (1989) and analyzed with the statistical method of covariance analysis. It is a 125-question questionnaire for married couples that examines communication, conflict resolution, role relationships, financial management, expectations, sex, personality compatibility, marital satisfaction, and other personal beliefs related to marriage. The test was designed by University of Minnesota family psychologists David Olson, Fournier, and Drinkman in 1989. This couple was initially created as a method to evaluate the health of married couples' relationships. The original version of the Enrich Marital Satisfaction Test had 115 questions, which due to the large number of questions that made the subjects tired, its 35-question form by Olson (1998) ), was prepared. After translating the questions, it was seen by psychological experts, and the content validity of the questionnaire was confirmed. In the next step, the questionnaire was implemented on a group of 11 people, and its reliability coefficient was calculated through the alpha coefficient, which was 93. Obtained. Due to the large amount of questions that made the subjects tired, it was decided to prepare a short form of it. In this way, first, the correlation of each question with the entire questionnaire was calculated through the correlation coefficient. Then the questions that had a relatively high correlation were selected. This selection was made equally from different scales of the questionnaire and in this way, a total of 35 questions were selected and again the reliability coefficient of the 35-question form was calculated on a group of 11 people using an alpha coefficient, which is 95/95. Obtained. After reviewing and studying the original questionnaire and calculating its reliability and validity, the mentioned method was approved by the supervisor and it was used to estimate the level of marital satisfaction.
Results: The research results showed that family therapy affects family functioning and marital satisfaction in married female employees. Family therapy was used as a fixed factor and family functioning as a covariate variable. According to the significant level in the interaction (fixed factor * covariate variable), it was observed that the covariance relationship between these two variables is significant. Its effect is equal to 6202.185 and the hypothesis is confirmed. In other words, family therapy has a significant effect on family functioning in married female employees (P<0.05). Family therapy was used as a fixed factor and life satisfaction as a covariate variable. According to the significant level in the interaction (fixed factor * covariate variable), it was observed that the covariance relationship between these two variables is significant and its effect is equal to 206.980 and the hypothesis is confirmed. In other words, family therapy has a significant effect on increasing life satisfaction in married female employees (P<0.05).
Conclusion: According to the results obtained from the research, it can be said that the use of family therapy helps a lot in improving family problems. Today, knowing the factors affecting divorce and preventing it is considered a mental health priority. The family plays an all-encompassing role in determining the level of mental health of its members, and due to its wide range of actions, it strongly affects the psychological functions of a person. Researchers believe that the existence of defects in communication, especially the lack of active listening skills, leads to an increase in emotional arousal and its frequency, resulting in the loss of marital satisfaction and has adverse effects on the functioning of the couple's communication patterns. It emphasizes the role of the emotional system of the family in the health and quality of the relationships of the members of the family system. According to Boen, the main source of chronic anxiety and suffering from psychological disorders and family problems, which reduces constructive marital communication, is the emotional system of the family. When people are in stressful situations, most of the time, they hardly have the ability to distinguish between their emotional and rational systems, and they show more emotional reactions than rational reactions to the environment. In the current research and in the process of intervention with the Bueni approach, it was tried by using different therapeutic strategies such as triangulation, increasing awareness of triangles that sometimes appear in the family, in order to improve the relationship between family members and as a result, reduce blame and increase responsibility. Reducing emotional distance and fusion, managing emotions and using problem-solving in the face of interpersonal challenges, and becoming aware of the cyclical cause-and-effect relationship process in the formation and continuation of conflict based on family system concepts, these factors increase the ability of people to Acceptance of the difficulty they will face increases and leads to their emotional self-awareness. The result was an increase in insight into the subjects' own communication patterns and subsequently the application of methods to strengthen them, which can lead to the improvement of family functioning and the improvement of life satisfaction in the individual.
Methods: This research was conducted with the aim of determining the effectiveness of family therapy on family functioning and marital satisfaction in married female employees. The case population was married female employees of Kerman city. The sample examined in this research was 30 people who were divided into two control groups (15 people) and an experimental group (15 people) who were selected by the available sampling method and the experimental group participated in 8 one-hour therapy sessions. The data was obtained from Tavitian et al.'s family functioning questionnaire (1987) and Enrich's marital satisfaction (1989) and analyzed with the statistical method of covariance analysis. It is a 125-question questionnaire for married couples that examines communication, conflict resolution, role relationships, financial management, expectations, sex, personality compatibility, marital satisfaction, and other personal beliefs related to marriage. The test was designed by University of Minnesota family psychologists David Olson, Fournier, and Drinkman in 1989. This couple was initially created as a method to evaluate the health of married couples' relationships. The original version of the Enrich Marital Satisfaction Test had 115 questions, which due to the large number of questions that made the subjects tired, its 35-question form by Olson (1998) ), was prepared. After translating the questions, it was seen by psychological experts, and the content validity of the questionnaire was confirmed. In the next step, the questionnaire was implemented on a group of 11 people, and its reliability coefficient was calculated through the alpha coefficient, which was 93. Obtained. Due to the large amount of questions that made the subjects tired, it was decided to prepare a short form of it. In this way, first, the correlation of each question with the entire questionnaire was calculated through the correlation coefficient. Then the questions that had a relatively high correlation were selected. This selection was made equally from different scales of the questionnaire and in this way, a total of 35 questions were selected and again the reliability coefficient of the 35-question form was calculated on a group of 11 people using an alpha coefficient, which is 95/95. Obtained. After reviewing and studying the original questionnaire and calculating its reliability and validity, the mentioned method was approved by the supervisor and it was used to estimate the level of marital satisfaction.
Results: The research results showed that family therapy affects family functioning and marital satisfaction in married female employees. Family therapy was used as a fixed factor and family functioning as a covariate variable. According to the significant level in the interaction (fixed factor * covariate variable), it was observed that the covariance relationship between these two variables is significant. Its effect is equal to 6202.185 and the hypothesis is confirmed. In other words, family therapy has a significant effect on family functioning in married female employees (P<0.05). Family therapy was used as a fixed factor and life satisfaction as a covariate variable. According to the significant level in the interaction (fixed factor * covariate variable), it was observed that the covariance relationship between these two variables is significant and its effect is equal to 206.980 and the hypothesis is confirmed. In other words, family therapy has a significant effect on increasing life satisfaction in married female employees (P<0.05).
Conclusion: According to the results obtained from the research, it can be said that the use of family therapy helps a lot in improving family problems. Today, knowing the factors affecting divorce and preventing it is considered a mental health priority. The family plays an all-encompassing role in determining the level of mental health of its members, and due to its wide range of actions, it strongly affects the psychological functions of a person. Researchers believe that the existence of defects in communication, especially the lack of active listening skills, leads to an increase in emotional arousal and its frequency, resulting in the loss of marital satisfaction and has adverse effects on the functioning of the couple's communication patterns. It emphasizes the role of the emotional system of the family in the health and quality of the relationships of the members of the family system. According to Boen, the main source of chronic anxiety and suffering from psychological disorders and family problems, which reduces constructive marital communication, is the emotional system of the family. When people are in stressful situations, most of the time, they hardly have the ability to distinguish between their emotional and rational systems, and they show more emotional reactions than rational reactions to the environment. In the current research and in the process of intervention with the Bueni approach, it was tried by using different therapeutic strategies such as triangulation, increasing awareness of triangles that sometimes appear in the family, in order to improve the relationship between family members and as a result, reduce blame and increase responsibility. Reducing emotional distance and fusion, managing emotions and using problem-solving in the face of interpersonal challenges, and becoming aware of the cyclical cause-and-effect relationship process in the formation and continuation of conflict based on family system concepts, these factors increase the ability of people to Acceptance of the difficulty they will face increases and leads to their emotional self-awareness. The result was an increase in insight into the subjects' own communication patterns and subsequently the application of methods to strengthen them, which can lead to the improvement of family functioning and the improvement of life satisfaction in the individual.
Mohsen Karami, Bahram Yosefi, Saeid Sadeghi Boroujerdi,
Volume 29, Issue 4 (7-2022)
Volume 29, Issue 4 (7-2022)
Abstract
Background & Aims: The World Health Organization defines health as complete physical, mental, and social health, and not merely the absence of disease. The organization also defines mental health as a state of well-being in which the individual recognizes his or her abilities, can cope with the normal stresses of life, works productively, and is beneficial to his or her community. Paying attention to the concept of health and well-being as an influential aspect on the individual and social performance of individuals is an approach that is considered by many researchers today. Today, paying attention to the signs of emotional well-being such as happiness and well-being, life satisfaction and lack of negative factors such as anxiety and frustration are factors that should be considered in people's lives. Communication between employees and managers does not only come from money, services and information, but also from personal and emotional resources such as approval, respect and support. The amount of support that the organization shows over time and creates a sense of obligation and compensation in employees, which can increase and increase the efficiency and effectiveness and, in fact, the productivity of the organization. Lack of organizational support for individuals leads to lack of emotional growth and adaptation and objectivity of individuals and as a result, dependence on the organization and proper performance is presented at an undesirable level, which ultimately leads to ineffectiveness and efficiency and development of the organization in today's competitive world. It seems that the study of the variables of employee health promotion, perceived organizational support and attention to psychological capital, while clarifying the situation in the study community, can create valuable information about the ability of employees in the study community to create a Provide us with new insights into the physical education officials and administrators of the country and strategies to increase emotional cohesion and engage more of them with the goals of the organization. Another reason for the importance of this research is that it seems that by conducting such research and obtaining more information, sports managers, like managers of other organizations, by correctly and timely identification of how employees are able to work and organizational support and effective consequences on employee productivity. And be aware of the psychological capital of their employees to take significant steps to achieve organizational goals and increase effectiveness. Employees of sports and youth departments due to their important role in increasing the health and well-being of young people in society. They should always have mental health as well as positive behavior that can inject positive spirit into young people and adolescents, encourage them to engage in sports activities and strive to maintain physical and mental health. Therefore, having a positive social capital in this group of employees is necessary and important. Given this, the need for such research is felt more than ever. On the other hand, many researches related to psychological capital, organizational support and health promotion of employees have been done in different organizations, but no research has been found to investigate the effect of perceived organizational support and psychological capital on health promotion in sports and youth employees. Therefore, the concepts of organizational support, psychological capital and its impact on improving the health of employees are of considerable importance, so that increasing attention to these issues increases the commitment and efficiency of the organization; Therefore, considering the importance of the issue and the necessity of doing it, this study intends to investigate the effect of organizational support and psychological capital on improving the health of employees among employees of sports and youth departments in Kurdistan, Kermanshah, Hamedan and Ilam provinces.
Methods: This research was descriptive-correlational and applied in terms of purpose. The statistical population of the study consisted of all employees of physical education departments in the western provinces of the country (390 people), data were collected from total sampling; After distributing and collecting the questionnaires, 350 questionnaires were analyzed. Goldberg and Hiller (1970) General Health Questionnaire, Eisenberger et al.'s (1986) Perceived Organizational Support Questionnaire (Lutanz's Psychological Capital Questionnaire) (2007) were used to collect data. The combined method with PLS was approved. To determine the normality of the variables, Kolmogorov-Smirnov and to analyze the data, Pearson correlation matrix test and to test the research hypotheses, the technique of partial least squares and factor load were used. GOF, Tenenhaus et al. (2004) were used to examine the fit of the overall model, which controls both parts of the measurement and structural model.
Results: Demographic results show that out of a total of 350 statistical samples included in this study, 208 (59.52%) were male and another 142 (40.48%) were female respondents. Also, 51 people have diplomas (14.62%), 54 people have master's degrees (15.38%), 170 people have bachelors (48.71%), 45 people have master's degrees (12.90%), 30 people have doctorates (8.39%). Findings showed a positive and significant direct effect on the components of psychological capital and its dimensions and perceived organizational support by promoting employee health. The results of regression analysis also showed that psychological capital and perceived organizational support are able to predict the ability to do work.
Conclusion: Perceived organizational support as one of the job resources has a positive relationship with health promotion and can as a positive source improve the ability to do work (health promotion) in employees of sports and youth departments because perceived organizational support, wide changes in employees' attitudes toward their jobs. It plays and as a result has positive organizational behavior consequences. Employees will show more enthusiasm for their job if they feel that their commitment and perseverance towards their job is being taken into account and supported. Finally, from the results of this study, it can be concluded that in the employee community, the use of programs to increase the psychological capital of employees can lead to promoting job motivation and improving their health. It also increases the supportive attitude within organizations and, consequently, the employees' perception of being supported, their ability to do work and their enthusiasmIn general, improving the health of employees is very important for organizations and based on the results, increasing organizational support and psychological capital can provide the basis for improving the level of health in employees, and therefore managers and officials of organizations should plan in this regard.
Fatemeh Karbasi,
Volume 29, Issue 6 (9-2022)
Volume 29, Issue 6 (9-2022)
Abstract
Background & Aims: Banks and financial institutions are the backbone of a country's economy, and the country's economic development depends on the effective performance of its banking system. In the meantime, effective human resources management has an increasing effect on the performance of the entire economy, and banks as financial institutions have a significant participation in the development process of countries. The present study sought to investigate the relationship between moral intelligence and communication skills among the employees of Maskan Bank in the city of Kerman in 1401.
Methods: The present research is descriptive and correlational. The statistical population of this research is all the personnel of Shahr Kerman Housing Bank in 1401, which is 400 people. The sample of the current research is 100 people from the staff of Maskan Bank who were selected by simple random sampling method. The tools of this research were the Moral Intelligence Questionnaire of Lenik and Keel (2005) and the Standard Questionnaire of the communication skills of Newstrom and Davis (2002). The standard questionnaire of moral intelligence has 40 questions and the purpose of this questionnaire is to examine different dimensions of emotional intelligence in different dimensions, which has 9 dimensions (acting based on principles, values and beliefs, truthfulness, perseverance and persistence for rights, keeping promises), taking responsibility for personal decisions, admitting mistakes and failures, accepting responsibility to serve others, being actively interested in others, the ability to forgive one's mistakes and the ability to forgive the mistakes of others). This questionnaire is based on a five-point Likert scale. I completely agree 5, I agree 4, I have no opinion 3, I disagree 2, I completely disagree 1. This property questionnaire has 4 subscales. The questions related to each scale are in the table below. To collect the research data in the field and to start the researcher was present at Maskan Bank among the employees who were selected by simple random sampling and the relevant questionnaires were distributed after the collection was scored to analyze the data using descriptive statistical methods. Inference was used and data analysis was done using SPSS-23 software. Inferential statistics of the multiple regression coefficients have been used to check the status of the variables.
Results: The results of this research using the multiple regression coefficients showed that there is a significant relationship between moral intelligence and communication skills (p-value <0.05) and considering the positive beta coefficients, these relationships are incremental (direct) ) Are. One of the assumptions that is considered in regression is the independence of errors (difference between real values and values predicted by the regression equation) from each other. If the hypothesis of independence of errors is rejected and the errors are correlated with each other, it is not possible to use regression. In order to check the independence of errors from each other, the Durbin-Watson test is used. If this statistic is between 1.5 and 2.5, it means there is no autocorrelation among the residuals. The calculated Durbin-Watson statistic is equal to (1.905), which indicates the absence of autocorrelation between model errors. In multiple regression analysis, when predictor variables are correlated among themselves, we say that there is multiple collinearity between them. Multiple collinearity occurs when two or more predictor variables in the regression have a high correlation with each other. The meaning of correlation here is the existence of a linear relationship between predictor variables. In statistics, the variance inflation factor evaluates the severity of multiple collinearity in ordinary least squares regression models. If the research variables have a variance inflation factor of less than 10, the assumption of non-collinearity between the variables has been observed. In the presented model, according to the values obtained in Table 1, there is no multicollinearity between predictor variables. The results of the main hypothesis test show that there is a significant relationship between moral intelligence and communication skills (p-value <0.05) and due to the positive beta coefficients, these relationships are incremental (direct). In other words, with the increase and improvement of the moral intelligence variable, the communication skill variable will also increase.
Conclusion: By increasing and improving the variable of moral intelligence, the variable of communication skill will also increase. In fact, in every office, the role of the labor force is known to be important in all fields of activity. The components of the work and activity of humans are those who make decisions and then implement them and based on them predict the continuation of future activities, organizational performance is the result or result of executive processes and the realization of the organization's goals. In another definition, organizational performance is the achievement of tasks assigned to human resources by the organization. Organizational performance includes almost all the goals of competitiveness and production excellence and is related to cost, flexibility, speed, reliability, or quality. In addition, organizational performance can be defined as an umbrella that includes all concepts related to the success and activities of the entire organization. Of course, if organizations have employees who are interested in their jobs and are seriously involved in their jobs and tasks. , they can have good performance. Communication is a mechanism on the basis of which human relations are created and all intellectual manifestations and means of transmission and preservation in time and place are developed based on it. Communication means: (Transmitting information with various means of communication from one point, one person with one device to another). If communication is not done correctly, it will cause chaos in the organization. Therefore, the root of individual, organizational, and social problems can be found in the lack of effective communication and misinterpretations and interpretations of communication. Therefore, it can be said that establishing proper communication is necessary for managers for several reasons, including: coordinating and regulating their time, performing planning, organizing, guiding, leading, and controlling the organization in an effective manner.
Methods: The present research is descriptive and correlational. The statistical population of this research is all the personnel of Shahr Kerman Housing Bank in 1401, which is 400 people. The sample of the current research is 100 people from the staff of Maskan Bank who were selected by simple random sampling method. The tools of this research were the Moral Intelligence Questionnaire of Lenik and Keel (2005) and the Standard Questionnaire of the communication skills of Newstrom and Davis (2002). The standard questionnaire of moral intelligence has 40 questions and the purpose of this questionnaire is to examine different dimensions of emotional intelligence in different dimensions, which has 9 dimensions (acting based on principles, values and beliefs, truthfulness, perseverance and persistence for rights, keeping promises), taking responsibility for personal decisions, admitting mistakes and failures, accepting responsibility to serve others, being actively interested in others, the ability to forgive one's mistakes and the ability to forgive the mistakes of others). This questionnaire is based on a five-point Likert scale. I completely agree 5, I agree 4, I have no opinion 3, I disagree 2, I completely disagree 1. This property questionnaire has 4 subscales. The questions related to each scale are in the table below. To collect the research data in the field and to start the researcher was present at Maskan Bank among the employees who were selected by simple random sampling and the relevant questionnaires were distributed after the collection was scored to analyze the data using descriptive statistical methods. Inference was used and data analysis was done using SPSS-23 software. Inferential statistics of the multiple regression coefficients have been used to check the status of the variables.
Results: The results of this research using the multiple regression coefficients showed that there is a significant relationship between moral intelligence and communication skills (p-value <0.05) and considering the positive beta coefficients, these relationships are incremental (direct) ) Are. One of the assumptions that is considered in regression is the independence of errors (difference between real values and values predicted by the regression equation) from each other. If the hypothesis of independence of errors is rejected and the errors are correlated with each other, it is not possible to use regression. In order to check the independence of errors from each other, the Durbin-Watson test is used. If this statistic is between 1.5 and 2.5, it means there is no autocorrelation among the residuals. The calculated Durbin-Watson statistic is equal to (1.905), which indicates the absence of autocorrelation between model errors. In multiple regression analysis, when predictor variables are correlated among themselves, we say that there is multiple collinearity between them. Multiple collinearity occurs when two or more predictor variables in the regression have a high correlation with each other. The meaning of correlation here is the existence of a linear relationship between predictor variables. In statistics, the variance inflation factor evaluates the severity of multiple collinearity in ordinary least squares regression models. If the research variables have a variance inflation factor of less than 10, the assumption of non-collinearity between the variables has been observed. In the presented model, according to the values obtained in Table 1, there is no multicollinearity between predictor variables. The results of the main hypothesis test show that there is a significant relationship between moral intelligence and communication skills (p-value <0.05) and due to the positive beta coefficients, these relationships are incremental (direct). In other words, with the increase and improvement of the moral intelligence variable, the communication skill variable will also increase.
Conclusion: By increasing and improving the variable of moral intelligence, the variable of communication skill will also increase. In fact, in every office, the role of the labor force is known to be important in all fields of activity. The components of the work and activity of humans are those who make decisions and then implement them and based on them predict the continuation of future activities, organizational performance is the result or result of executive processes and the realization of the organization's goals. In another definition, organizational performance is the achievement of tasks assigned to human resources by the organization. Organizational performance includes almost all the goals of competitiveness and production excellence and is related to cost, flexibility, speed, reliability, or quality. In addition, organizational performance can be defined as an umbrella that includes all concepts related to the success and activities of the entire organization. Of course, if organizations have employees who are interested in their jobs and are seriously involved in their jobs and tasks. , they can have good performance. Communication is a mechanism on the basis of which human relations are created and all intellectual manifestations and means of transmission and preservation in time and place are developed based on it. Communication means: (Transmitting information with various means of communication from one point, one person with one device to another). If communication is not done correctly, it will cause chaos in the organization. Therefore, the root of individual, organizational, and social problems can be found in the lack of effective communication and misinterpretations and interpretations of communication. Therefore, it can be said that establishing proper communication is necessary for managers for several reasons, including: coordinating and regulating their time, performing planning, organizing, guiding, leading, and controlling the organization in an effective manner.
Manuchehr Noruzi, Reza Usefisaeidabadi, Maryam Taghvaee Yazdi,
Volume 29, Issue 8 (11-2022)
Volume 29, Issue 8 (11-2022)
Abstract
Background & Aims: Empowerment is the most important challenge for managers in this era. Because organizations are subject to rapid and unpredictable changes. Among the most important factors of these changes, we can mention the increasing global competition, the development and expansion of information technology, and changes in the characteristics and demands of customers. The change in the conditions of today's organizations has led to a change in their attitude towards human resources. In this situation, the employees of the organization have become the main operators of the workflow and partners of the organization. Empowerment, as one of the approaches to human resources development in the last few decades, has become the basis for many positive developments in the implementation of the work activities of employees. In today's changing conditions, organizations have no choice but to make proper use of human resources. Based on this, the only factor that creates balance in the organization will be employee empowerment. Empowerment is a tool that aligns individual goals with organizational goals and creates the belief that the progress of the organization will bring benefits to the employees. Empowering people means encouraging people to participate more in decisions that are effective in their activities, that is, providing a space for people to be able to create good ideas and bring them to life. Empowerment is a vital element of business in the new world. Goals such as getting closer to the customer, improving services, continuously providing innovation, increasing productivity, and taking control of the field will be achieved for organizations that have found new ways to empower their employees. Empowerment is a new stimulus for growing organizational environments that leads to employee mobility and creativity. On the other hand, due to the rapid growth of technology and the change in work, as well as the replacement of computers, robots, and fully automatic devices in jobs, important strategic empowerment for the development of various organizations to adapt to external changes and one It is one of the main issues of organizations. On the other hand, the main feature of empowering employees is aligning individual and organizational goals. In any case, empowerment can be seen as including a set of measures and methods that change the behavior of employees and make them more ready to take better decisions according to the conditions of the organization and by presenting Khalatit, in demanding team activities, should lead the organization in the direction of productivity. On the other hand, one of the effective factors of organizational effectiveness in sports environments is skilled and efficient human resources. The findings showed that there is a relationship between employee empowerment and job satisfaction. Also, empowered employees are likely to increase their motivational feelings, which helps them to gain the necessary power and control and acquire the necessary knowledge and skills to address the needs of customers. obtain It seems that the psychological approach is one of the other effective components of organizational empowerment mechanisms, and according to past studies, the psychological approach is also influenced by the human spirit and its dimensions; Therefore, in this research, an attempt is made to identify the organizational empowering dimensions of employees with a psychological approach.
Methods: The research method was a combination of exploratory mixed research (qualitative-quantitative). The statistical population of the research in the qualitative part included the selected experts of Mazandaran Education Organization with experience in management and policy-making, to reach a consensus in the Delphi method, the sample size in the qualitative part was determined by taking into account the law of saturation to the number of 20 people. And in the quantitative part, the statistical population included the employees of education departments of 32 districts and cities of Mazandaran province. In the quantitative section, the sample size was determined to be 320 using the Karjesi and Morgan table. The sampling method in the quantitative part was random. The method of collecting information is the library method, and the measurement tool in the qualitative part is a semi-structured interview in the quantitative part, it includes a researcher-made questionnaire, the questions of which were taken from the data obtained from the interview. Determining the validity of the present research questionnaire was carried out by two methods: 1. Formal and 2. Content. In the formal method, the questionnaire was given to a group of experts. To analyze the data, the Delphi technique was used in the qualitative part and the Friedman test was used in the quantitative part.
Results: The findings showed that in terms of prioritization, the dimensions of organizational empowerment of employees are as follows. 1) Decision making 2) Citizenship skills 3) Individual characteristics 4) Cooperation.
Conclusion: Empowering employees is a new method that is used by managers to increase productivity by increasing employees' commitment to the organization and vice versa. Empowerment is a different way for people to work with each other, and its main goal is to change the management structure from a traditional and pyramidal form to a cooperative structure. Empowerment is not only a kind of internal work motivation but also an active motivational tendency. Empowerment, as a new way of creating motivation, has become one of the hottest topics in management today. The existence of rapid changes, technological advances, and open and hidden competition in the world has made the importance and necessity of empowerment more obvious. Empowerment is achieved through internal and external challenges of the organization. External challenges include increasing the acceleration of changes, a competitive environment, new expectations of customers, and new market conditions. Internal challenges emphasize the maintenance of existing human resources, increasing the level of motivation, growth, and flourishing of talent and skills of employees. Empowerment is widely used in different ways. Many managers in the workplace talk about empowerment, and writers and experts recommend empowerment management as a solution to many organizational problems. Empowerment has been used for years in areas such as social work, urban redevelopment, and foreign development.
Seyed Mehdi Shujaei Langari, Reza Usefisaeidabadi, Maryam Taghvaee,
Volume 29, Issue 11 (1-2023)
Volume 29, Issue 11 (1-2023)
Abstract
| Background & Aims: Empowerment is the most important challenge for managers in this era. Because organizations are subject to rapid and unpredictable changes. Among the most important factors of these changes, we can mention the increasing global competition, the development and expansion of information technology, and changes in the characteristics and demands of customers. The change in the conditions of today's organizations has led to a change in their attitude towards human resources. In this situation, the employees of the organization have become the main operators of the workflow and partners of the organization. Empowerment, as one of the approaches to human resources development in the last few decades, has become the basis for many positive developments in the implementation of the work activities of employees. In today's changing conditions, organizations have no choice but to make proper use of human resources. Based on this, the only factor that creates balance in the organization will be employee empowerment. Empowerment is a tool that aligns individual goals with organizational goals and creates the belief that the progress of the organization will bring benefits to the employees. Empowering people means encouraging people to participate more in decisions that are effective in their activities, that is, providing a space for people to be able to create good ideas and bring them to life. Empowerment is a vital element of business in the new world. Goals such as getting closer to the customer, improving services, continuously providing innovation, increasing productivity, and taking control of the field will be achieved for organizations that have found new ways to empower their employees. Empowerment is a new stimulus for growing organizational environments that leads to employee mobility and creativity. On the other hand, due to the rapid growth of technology and the change in work, as well as the replacement of computers, robots, and fully automatic devices in jobs, important strategic empowerment for the development of various organizations to adapt to external changes and one It is one of the main issues of organizations. On the other hand, the main feature of empowering employees is aligning individual and organizational goals. In any case, empowerment can be seen as including a set of measures and methods that change the behavior of employees and make them more ready to take better decisions according to the conditions of the organization and by presenting Khalatit, in demanding team activities, should lead the organization in the direction of productivity. On the other hand, one of the effective factors of organizational effectiveness in sports environments is skilled and efficient human resources. The findings showed that there is a relationship between employee empowerment and job satisfaction. Also, empowered employees are likely to increase their motivational feelings, which helps them to gain the necessary power and control and acquire the necessary knowledge and skills to address the needs of customers. obtain It seems that the psychological approach is one of the other effective components of organizational empowerment mechanisms, and according to past studies, the psychological approach is also influenced by the human spirit and its dimensions; Therefore, in this research, an attempt is made to identify the organizational empowering dimensions of employees with a psychological approach. Methods: The research method was a combination of exploratory mixed research (qualitative-quantitative). The statistical population of the research in the qualitative part included the selected experts of Mazandaran Education Organization with experience in management and policy-making, to reach a consensus in the Delphi method, the sample size in the qualitative part was determined by taking into account the law of saturation to the number of 20 people. And in the quantitative part, the statistical population included the employees of education departments of 32 districts and cities of Mazandaran province. In the quantitative section, the sample size was determined to be 320 using the Karjesi and Morgan table. The sampling method in the quantitative part was random. The method of collecting information is the library method, and the measurement tool in the qualitative part is a semi-structured interview in the quantitative part, it includes a researcher-made questionnaire, the questions of which were taken from the data obtained from the interview. Determining the validity of the present research questionnaire was carried out by two methods: 1. Formal and 2. Content. In the formal method, the questionnaire was given to a group of experts. To analyze the data, the Delphi technique was used in the qualitative part and the Friedman test was used in the quantitative part. Results: The findings showed that in terms of prioritization, the dimensions of organizational empowerment of employees are as follows. 1) Decision making 2) Citizenship skills 3) Individual characteristics 4) Cooperation. Conclusion: Empowering employees is a new method that is used by managers to increase productivity by increasing employees' commitment to the organization and vice versa. Empowerment is a different way for people to work with each other, and its main goal is to change the management structure from a traditional and pyramidal form to a cooperative structure. Empowerment is not only a kind of internal work motivation but also an active motivational tendency. Empowerment, as a new way of creating motivation, has become one of the hottest topics in management today. The existence of rapid changes, technological advances, and open and hidden competition in the world has made the importance and necessity of empowerment more obvious. Empowerment is achieved through internal and external challenges of the organization. External challenges include increasing the acceleration of changes, a competitive environment, new expectations of customers, and new market conditions. Internal challenges emphasize the maintenance of existing human resources, increasing the level of motivation, growth, and flourishing of talent and skills of employees. Empowerment is widely used in different ways. Many managers in the workplace talk about empowerment, and writers and experts recommend empowerment management as a solution to many organizational problems. Empowerment has been used for years in areas such as social work, urban redevelopment, and foreign development. |
Javad Hosseinpour, Farshideh Zameni, Taraneh Enayati,
Volume 30, Issue 4 (7-2023)
Volume 30, Issue 4 (7-2023)
Abstract
| Background & Aims: Organizational health was used to adapt the organization to its environment, create harmony among the members of the organization, and achieve the long-term goals of the organization. Organizational health is one of the signs of management success in the implementation of tasks. The lack of a long-term strategic approach to human resource management in the citizen company will leave negative effects on the correct planning of the entry, maintenance, and exit processes of employees in the organization, which will cause a decrease in productivity, effectiveness, and failure to fulfill the mission of the organization. Also, human resources strategy is known as the main element of improving the organization's performance and addressing it is necessary to increase the effectiveness and efficiency of human resources management and development activities of organizations. On the other hand, the planners of different societies have always sought to find out the effective factors in moral growth and development in the work environment and its strengthening, or the set of factors related to its decline. The human resource management system in any organization cannot be a static and stable phenomenon due to the dynamism and continuous environmental changes. Strategic management of human resources can help organizations in the direction of competitive advantages. In the framework of strategic human resources management, organizations can make optimal use of opportunities and situations. Human resources strategy is an instruction for the human resources system that is specified in the mission, vision, and priority of the human resources task unit. The purpose of developing and implementing the human resources strategy is to link the policies and methods of human resources with the strategic goals of human resources. The main goal of strategic human resources management is a macro view that allows addressing the basic issues of managers and employees. Human resource strategy is a young science, both in the theoretical and practical fields, and the emergence of the first theory and related models for its formulation goes back less than two decades ago. In our country, the application of alignment models of organizational strategies is less common due to the novelty of the relevant knowledge, the lack of development of strategic discourse and the lack of Persian resources in the field, as well as the lack of attention to the localization of successful and new foreign models and patterns. Attention has been paid. According to the mentioned problem, it should be mentioned that the lack of a strategic and long-term approach to human resources management has also left negative effects on the correct planning of processes, input, maintenance, and output of employees in the organization, which may reduce productivity in the future. and failure to fulfill the goals and mission of the organization. According to the presented materials, the present study aims to review the factors affecting organizational health with the approach of human resources. Methods: The present study is a review study, in which a review of articles published in domestic and foreign journals available in SID, PubMed, Google Scholar, Magiran, Springer, Wiley, Web of Science (ISI), Scopus, Science direct, ProQuest was used in the range of years 2000 to 2022. Articles were searched using the keywords "organizational health, healthy ethics in the organization, human resources strategy" and their English equivalents. The inclusion criteria included descriptive and analytical studies or descriptive or systematic reviews that had at least an abstract in Persian in the period from 2000 to 2022. The exclusion criteria were the articles whose full text was not available in Farsi or English. The result of the initial search of articles was 158 articles, after removing 84 duplicate articles in different databases, 74 articles remained; At the abstract reading stage, 43 were removed due to not meeting the entry criteria, leaving only 31 articles. In the next step, 14 articles were removed from the search circle due to the lack of access to the entire content of the article, and finally, 17 articles were selected in line with the purpose of the study. These 17 articles have been included in the study by having the criteria of word and intercourse with the goals of this article. Results: This review study showed that one of the factors affecting organizational health with the human resources approach is attention to employees from the lowest management levels to the highest levels, as well as the optimal organizational health of employees' physical and mental health. Conclusion: Organizational health is the ability of the organization to maintain survival and adapt to the environment and improve these abilities. Some consider organizational health to be synonymous with mental health in the work environment and consider a healthy administration or organization as an organization that minimizes the level of depression, frustration, dissatisfaction, inactivity, and mental stress of employees. Organizational health is not a new concept that only includes the organization's ability to perform tasks effectively, but also improves the system's abilities for growth, prosperity, and development. In a healthy organization, some managers are literate in every sense and committed and conscientious employees with high morale who love their work and are effective and useful people who become the dynamic of the organization. Some have also defined organizational health as the organization's ability to make correct, proper, and appropriate decisions. In general, it can be concluded that to improve organizational health, the role of human resource development and attention to employees, which revives the process of organizational health, is important and will lead to the empowerment of an organization's forces. |
Manuchehr Noruzi, Reza Usefi Saeidabadi, Maryam Taghvaee Yazdi,
Volume 30, Issue 6 (9-2023)
Volume 30, Issue 6 (9-2023)
Abstract
| Background & Aims: Psychological and organizational empowerment of employees is one of the important goals in every organization and society. The need for management in guiding organizations and the importance of appropriate and good leadership in the success of educational organizations to achieve goals is undeniable. In this regard, a lot of research has been done, which shows the importance of the role of managers in guiding educational organizations. Although research in this field has shown the relationship between leadership styles and organizational climate to some extent, it is not always clear how managers should lead in different situations to improve the organizational climate. Effective leadership should provide a way to direct the efforts of all employees to achieve the organization's goals. Without choosing an effective and efficient leadership style on the part of management, the link between individual and organizational goals may be weakened or broken. Therefore, the current research aimed to investigate the effect of organizational climate on knowledge management with the mediating role of psychological and organizational empowerment mechanisms of employees to provide a model in education departments of Mazandaran province. Methods: The combined research method and the research design is also a type of exploratory mixed research design (qualitative-quantitative). The statistical population of the research in the qualitative part includes the selected experts of Mazandaran Education Organization with experience in management and policy making, in order to reach a consensus in the Delphi method. In the quantitative part of the statistical population, there are 1929 employees of education departments in 32 regions and cities of Mazandaran province. The sample size in the qualitative section was determined by considering the saturation law of the number of 20 people. In the qualitative approach, the purposeful sampling method of "samples containing rich information" was used, and the researcher selected those from the range of potential people for observation, who could enrich the required data treasury in the process of collection. In the quantitative part, the sample size was determined to be 320 people according to the statistical population and based on the table of Karjesi and Morgan. A simple random sampling method was used to select the sample. According to the stages of the research, the most suitable method for gathering the required information was interviewing experts (20 experts selected from Mazandaran Education Organization with management and policy-making experience). The reason for choosing this method as an information-gathering method is to increase the accuracy and reliability of the final research model. In the quantitative part, according to the objectives of the research and its nature, the most suitable method to collect the required information, to determine the final model of the research, is to use the completion of closed questionnaires among the selected samples from among the members of the target community. The reason for choosing this method as an information-gathering method was the necessity of the research goal and the need to obtain valid information. The measuring tool in the quantitative section includes a researcher-made questionnaire, the questions of which were taken from the data obtained from the interview. To analyze the data, the structural equation modeling method of SPSS and LISREL software was used. Results: The findings showed that organizational climate has a significant effect on knowledge management with the mediating role of psychological and organizational empowering mechanisms of employees. Also, the results showed that 74% of knowledge management is dependent on the dimensions and components of the organizational atmosphere with the mediating role of the psychological and organizational empowerment mechanisms of the employees. In other words, the elements and components of the organizational atmosphere with the mediating role of the psychological and organizational empowerment mechanisms of employees are 74% effective in knowledge management. In Table 2, the effect of organizational climate on knowledge management with the mediating role of psychological and organizational empowering mechanisms of employees is shown through the estimation of standard path coefficients (t value) along with the factor loading of each of the variables, and as it is known, all the loadings A factor has a favorable condition and has the ability to measure dimensions. The results of Table 2 show that based on the results of the structural model, the organizational climate variable on knowledge management with the mediating role of the organizational empowerment mechanisms of employees has a significant path coefficient of 0.72. Which has a t value of 13.29 (according to the rule of one percent error in rejecting the null hypothesis for values above 1.96 in each model parameter), above 1.96 was calculated. Considering the significance and positivity of these coefficients, it can be stated that the organizational climate has a positive and significant effect on knowledge management with the mediating role of psychological and organizational empowering mechanisms of employees. Conclusion: Results showed that Mazandaran province's education department should act step by step and gradually according to a road map and long-term strategic plan and in order to implement it, developing a letter Operation is necessary. Investigating the effect of organizational climate on knowledge management with the mediating role of psychological and organizational empowerment mechanisms of employees in the current research shows that the variable "organizational climate" has six dimensions: 1. care and attention, 2. rules and regulations, 3. criteria, 4. instrumental, 5. efficiency, 6. independent. The variable "knowledge management" has three dimensions: 1. Knowledge creation, 2. Knowledge application, 3. Knowledge preservation. And the variable "psychological and organizational enabler of employees", has four dimensions: 1. Individual characteristics 2. Citizenship skills are 3. decision-making 4. cooperation. Having a paradigmatic approach with a local and regional perspective also helps to realize it. Of course, these variables are not among the linear variables, therefore, in the field of providing a comprehensive model, this issue has been investigated, and the model presented by experts in the field of management, such categories are distantly related, and the model presented by experts in the field Management and training have a direct relationship with the citizenship of the organization, in some cases it is necessary, in other places it may have an indirect effect on the citizenship behavior of the organization due to the variable of leadership. In some cases, in some concepts, these variables may overlap. |
Bibi Maham Arekhi, Hamid Reza Razavi, Amir Hosein Amirkhani,
Volume 30, Issue 6 (9-2023)
Volume 30, Issue 6 (9-2023)
Abstract
Background & Aims: The advancement of technology has been the engine of the development of human society since the beginning of civilization. Over time, economists' concerns have evolved in parallel with the evolution of technology. So far, this evolution has been marked by four major leaps, known as industrial revolutions, triggered by major inventions. These inventions include the steam engine, then electricity, digitization, and the use of information technology, which led to significant advances in information and communication technologies at the end of the 20th century, along with the emergence and mass dissemination of the Internet, which led to the fourth industrial revolution. Today, business and labor markets are dynamic and unpredictable, and organizational technological changes happen quickly. The Internet of Things is one of the new changes and an important issue in these behavioral changes of employees with latest technologies and changes in processes. The current research was conducted to identify the dimensions and indicators of the adaptation model of employees' behavior in the fourth industrial revolution.
Methods: In this research, a combination of qualitative and quantitative methods has been used. The statistical population of the research in the qualitative part of this research is 15 people selected from these two expert groups and their opinions are used during the Delphi and AHP hierarchical analysis stages. These people include university professors (scientific experts) and senior managers. The assistants, middle managers, and senior experts of the parent company of Tavanir are (practical experts) who have the expertise (scientific experts) and sufficient experience (practical experts) in the field of the research subject, and their opinions have been used during the Delphi and AHP hierarchical analysis stages. People who have a master's degree or higher in the fields of human resource management or organizational behavior are included in this list. The tool of data collection was a semi-structured interview (Delphi method) and a quantitative researcher questionnaire, whose validity was checked and confirmed by experts and professors. The researcher-made questionnaire has a suitable reliability with Cronbach's alpha test. Confirmatory factor analysis was used to measure the validity of the factor. Also, after checking the validity of the questionnaire questions through confirmatory factor analysis, in order to check the effects between the research variables, the structural equation model was used using SMART PLS software
Results: The results obtained are as follows: in the first stage, with a qualitative approach and a content analysis method with a category system (coding), 38 concept codes were obtained, and after categorizing the concept codes, 33 indicators were identified. These 33 indicators were formulated under 6 main components attitude towards behavior, mental norms, usage experience, cognitive processes, behavioral motivation, and Internet of Things. In the second step, a researcher-made questionnaire was prepared with a quantitative approach, and its validity and reliability were evaluated. The results of the exploratory and confirmatory factor analysis of the competencies of the mother company of Tavanir Specialty show that the behavioral compatibility of employees includes 33 indicators and 6 dimensions. The attitude to behavior dimension has 6 components; Then the mental norms also have 5 components; The use experience dimension also has 6 components; The dimension of cognitive processes also has 5 components; The dimension of behavioral motivation also has 6 components; In terms of Internet of Things, 5 components have been identified and determined. The results of data analysis show that most of the experts agree with the 6 dimensions of the behavioral adaptation model of employees including attitude towards behavior, mental norms, usage experience, behavioral motivation, cognitive processes, and Internet of Things, and believe that these 6 dimensions can fully and comprehensively represent The behavioral adaptation model of employees in the fourth industrial revolution with an emphasis on the Internet of Things. The results of exploratory factor analysis in order to investigate and identify the main factors and to discover and reveal special characteristics and relationships between them are presented below. These factors should be able to satisfactorily explain the observed correlations (or covariances) between the observed variables. One of the most common ways to determine the identification of appropriate factors is to use the matrix eigenvalue statistic, which indicates the amount of variance that is determined by a factor from the total variance in the set of primary variables. In other words, the specific value of each factor is the value of the variance of all questions explained by that factor. The higher this value is, the more variance the factor explains. Factors whose eigenvalue is 1 or more are the best factors. An eigenvalue less than one indicates that that factor only accounts for a small amount of the total variance, that is, less than what is estimated by a variable (questionnaire question). The purpose of factor analysis is to explain a large number of variables based on a main structure with fewer elements. For this reason, an eigenvalue less than one is often not taken into consideration and it seems that this factor is caused by error.
Conclusion: In general, according to the results of the study, it can be stated that the indicators of the compatibility model of the employees' behavior and the motivation dimension are of high importance. Considering that behavioral motivation was recognized as the most important dimension of the behavioral adaptation model of employees, to improve the behavioral adaptation of employees, it is suggested to identify the expectations of the employees from the changes made and to act in order to fulfill them or provide a logical justification for it. Facilitate work processes for employees to be more accepted. For the acceptance of technology and greater behavioral adaptation of employees with it, it is suggested to explain the capabilities of technology in the field of improving the conditions of performing duties for employees. The work environment should be equipped with technological services and health, and have standards such as proper light. These characteristics make a person solve new challenges and problems with mastery and an appropriate spirit when changes occur. Employees are always very concerned about their jobs and psychological security. In fact, no employee wants economic changes and disturbances to affect his work. In such a situation, the person will have job compatibility. Because he does not want to change his work. As an elite senior manager, you should be able to strengthen the psychological and job security of your employees and guarantee them a bright future. An experienced senior manager assigns job descriptions to employees according to their talents and motivations. In fact, achieving job compatibility depends on paying special attention to people's abilities, attitudes, and, of course, time planning. Certainly, comprehensive satisfaction with the job position makes the self-willed person adapt more to new situations and inevitable changes.
Methods: In this research, a combination of qualitative and quantitative methods has been used. The statistical population of the research in the qualitative part of this research is 15 people selected from these two expert groups and their opinions are used during the Delphi and AHP hierarchical analysis stages. These people include university professors (scientific experts) and senior managers. The assistants, middle managers, and senior experts of the parent company of Tavanir are (practical experts) who have the expertise (scientific experts) and sufficient experience (practical experts) in the field of the research subject, and their opinions have been used during the Delphi and AHP hierarchical analysis stages. People who have a master's degree or higher in the fields of human resource management or organizational behavior are included in this list. The tool of data collection was a semi-structured interview (Delphi method) and a quantitative researcher questionnaire, whose validity was checked and confirmed by experts and professors. The researcher-made questionnaire has a suitable reliability with Cronbach's alpha test. Confirmatory factor analysis was used to measure the validity of the factor. Also, after checking the validity of the questionnaire questions through confirmatory factor analysis, in order to check the effects between the research variables, the structural equation model was used using SMART PLS software
Results: The results obtained are as follows: in the first stage, with a qualitative approach and a content analysis method with a category system (coding), 38 concept codes were obtained, and after categorizing the concept codes, 33 indicators were identified. These 33 indicators were formulated under 6 main components attitude towards behavior, mental norms, usage experience, cognitive processes, behavioral motivation, and Internet of Things. In the second step, a researcher-made questionnaire was prepared with a quantitative approach, and its validity and reliability were evaluated. The results of the exploratory and confirmatory factor analysis of the competencies of the mother company of Tavanir Specialty show that the behavioral compatibility of employees includes 33 indicators and 6 dimensions. The attitude to behavior dimension has 6 components; Then the mental norms also have 5 components; The use experience dimension also has 6 components; The dimension of cognitive processes also has 5 components; The dimension of behavioral motivation also has 6 components; In terms of Internet of Things, 5 components have been identified and determined. The results of data analysis show that most of the experts agree with the 6 dimensions of the behavioral adaptation model of employees including attitude towards behavior, mental norms, usage experience, behavioral motivation, cognitive processes, and Internet of Things, and believe that these 6 dimensions can fully and comprehensively represent The behavioral adaptation model of employees in the fourth industrial revolution with an emphasis on the Internet of Things. The results of exploratory factor analysis in order to investigate and identify the main factors and to discover and reveal special characteristics and relationships between them are presented below. These factors should be able to satisfactorily explain the observed correlations (or covariances) between the observed variables. One of the most common ways to determine the identification of appropriate factors is to use the matrix eigenvalue statistic, which indicates the amount of variance that is determined by a factor from the total variance in the set of primary variables. In other words, the specific value of each factor is the value of the variance of all questions explained by that factor. The higher this value is, the more variance the factor explains. Factors whose eigenvalue is 1 or more are the best factors. An eigenvalue less than one indicates that that factor only accounts for a small amount of the total variance, that is, less than what is estimated by a variable (questionnaire question). The purpose of factor analysis is to explain a large number of variables based on a main structure with fewer elements. For this reason, an eigenvalue less than one is often not taken into consideration and it seems that this factor is caused by error.
Conclusion: In general, according to the results of the study, it can be stated that the indicators of the compatibility model of the employees' behavior and the motivation dimension are of high importance. Considering that behavioral motivation was recognized as the most important dimension of the behavioral adaptation model of employees, to improve the behavioral adaptation of employees, it is suggested to identify the expectations of the employees from the changes made and to act in order to fulfill them or provide a logical justification for it. Facilitate work processes for employees to be more accepted. For the acceptance of technology and greater behavioral adaptation of employees with it, it is suggested to explain the capabilities of technology in the field of improving the conditions of performing duties for employees. The work environment should be equipped with technological services and health, and have standards such as proper light. These characteristics make a person solve new challenges and problems with mastery and an appropriate spirit when changes occur. Employees are always very concerned about their jobs and psychological security. In fact, no employee wants economic changes and disturbances to affect his work. In such a situation, the person will have job compatibility. Because he does not want to change his work. As an elite senior manager, you should be able to strengthen the psychological and job security of your employees and guarantee them a bright future. An experienced senior manager assigns job descriptions to employees according to their talents and motivations. In fact, achieving job compatibility depends on paying special attention to people's abilities, attitudes, and, of course, time planning. Certainly, comprehensive satisfaction with the job position makes the self-willed person adapt more to new situations and inevitable changes.
Seyedah Farideh Mohammadzadeh, Hossein Ali Bahramzadeh, Moseeb Samanian,
Volume 30, Issue 7 (10-2023)
Volume 30, Issue 7 (10-2023)
Abstract
Background & Aims: Positive psychology, as a new approach in psychology, focuses on understanding and explaining happiness and the subjective feeling of well-being, as well as accurately predicting the factors that affect them. One of the indicators of positive psychology is psychological capital, which is defined as a person's belief in his abilities to achieve success, to persevere in pursuing goals, to create positive documents about himself, and to endure problems (1). Hope is another human characteristic that helps him overcome disappointments, pursue his goals, and reduce the feeling of the future being unbearable. Bandura defines self-efficacy as a person's perception and judgment of his skills and abilities to perform tasks that are needed in special situations. In his opinion, people's previous skills and achievements are not suitable predictors for their future performance; Rather, a person's belief about his abilities to do them is effective on how he performs (2). Also, research shows that a person who is attached to work and organization provides a stable and positive level of energy for himself and the people around him. (12). Job attachment (regarding the job as a self-representation) refers to the degree or extent to which a person considers his job as a self-representation and his work or performance as a source of pride and gaining prestige and credit, or in other words, how much a person cares about his work. In fact, he spends his time with his job, and this workforce needs motivation, and we know that motivation or motivation cannot be observed directly, and it must be seen through the behaviors of living beings and the results of such Inferred behaviors. According to these cases, it is necessary to examine the relationship between psychological empowerment and performance and to find its results and effects on job attachment so as to increase the job performance of employees (13). Amor et al. (2020) investigated the mediating role of structural empowerment in the positive relationship between transformational leadership and job participation and concluded that structural empowerment has a mediating role in the relationship between transformational leadership and job participation. Therefore, considering the issue, These questions are raised, to what extent does the psychological empowerment of employees have an effect on their job performance by explaining the mediating role of job attachment?
Methods: This research is a kind of descriptive-correlational and applied study. The data collection tool, the questionnaire and the statistical population of this research include 604 employees from 15 branches of Razavi National Bank of Khorasan, using the cluster random sampling method and based on Cochran's formula, with an error rate of 0.05, the sample size 235 people were determined. A total of 245 questionnaires were distributed among employees working in Bank Melli branches, 240 questionnaires were returned (93 percent), and finally 237 of them were usable. The present research questionnaire has four parts (demographic questions, psychological empowerment of employees, job performance and work attachment). Cronbach's alpha coefficient and composite reliability index (CR) were used to evaluate the reliability of the questionnaire items. To evaluate the validity of the questionnaire, two measures of convergent validity (AVE) and divergent validity (root of AVE) were used. The value of Cronbach's alpha coefficient and the combined reliability of all three constructs are more than the acceptable minimum, i.e. 0.7; Therefore, the study constructs have good reliability. Also, the examination of the AVE criterion, which expresses the average variance extracted, shows that all the constructs have a value higher than the minimum acceptable value, i.e. 0.5, so the constructs of this study have good convergent validity. have. The average root of the extracted variance (AVE) for all structures is higher than the correlation between the corresponding structure and other structures; Therefore, all constructs have adequate validity in terms of divergent validity. For data analysis, SPSS 24 software was used for descriptive data analysis and Smart PLS 3 software was used to examine the effect of the proposed variables in the hypotheses and to test the final model of the research. According to the surveys, the coefficients of the factor loadings of all questions and relationships were higher than the minimum acceptable, i.e. 0.4. which indicates the appropriateness of the criteria. In the second stage, the fitting of the structural model of the research and the examination of the existing variables (structures) along with the relationships between them were discussed. For this purpose, the most basic criterion, i.e. t-values, was used.
Results: The test of the main hypothesis (there is a relationship between psychological empowerment of employees and their job performance by explaining the mediating role of job attachment) shows that in the best model for determining psychological empowerment on job performance, the value of the correlation coefficient is 0.792, which indicates the relationship It is average between the predictor variables and the criterion variable. The coefficient of determination is 0.627 and it indicates that 62% of the changes (variance) are related to psychological empowerment. There is a significant relationship between psychological empowerment and job performance. (r=0.734). This means that for one unit increase in the independent variable of psychological empowerment, the dependent variable - job performance will improve by 0.734. All the components are in a positive direction, that is, by increasing Psychological empowerment and its components, job performance and its components also increase. There is a significant relationship between psychological empowerment and job attachment. (r=0.720). This means that for one unit increase in the independent variable Psychological empowerment, dependent variable - job attachment, improvement 0.720 will find All components are in the positive direction. That is, it went up.
Conclusion: Empowerment of human resources, as a new motivational approach within the job, means freeing the internal forces of employees and providing platforms and creating opportunities for the flourishing of talents, abilities and competencies of people. Empowerment begins with changing the beliefs, thoughts and attitudes of employees, which means that they should believe that they have the ability and competence to perform their duties successfully and feel that they have the freedom to act and be independent in doing so. activities, believe that they have the ability to influence and control job results, feel that they are pursuing meaningful and valuable career goals, and believe that they are treated honestly and fairly. Since the job attachment index increases the employee's interest in the job, as a result, it forces him to perform the task assigned to him as correctly and better as possible, and as a result, the performance of the employees becomes relatively better than before.
Methods: This research is a kind of descriptive-correlational and applied study. The data collection tool, the questionnaire and the statistical population of this research include 604 employees from 15 branches of Razavi National Bank of Khorasan, using the cluster random sampling method and based on Cochran's formula, with an error rate of 0.05, the sample size 235 people were determined. A total of 245 questionnaires were distributed among employees working in Bank Melli branches, 240 questionnaires were returned (93 percent), and finally 237 of them were usable. The present research questionnaire has four parts (demographic questions, psychological empowerment of employees, job performance and work attachment). Cronbach's alpha coefficient and composite reliability index (CR) were used to evaluate the reliability of the questionnaire items. To evaluate the validity of the questionnaire, two measures of convergent validity (AVE) and divergent validity (root of AVE) were used. The value of Cronbach's alpha coefficient and the combined reliability of all three constructs are more than the acceptable minimum, i.e. 0.7; Therefore, the study constructs have good reliability. Also, the examination of the AVE criterion, which expresses the average variance extracted, shows that all the constructs have a value higher than the minimum acceptable value, i.e. 0.5, so the constructs of this study have good convergent validity. have. The average root of the extracted variance (AVE) for all structures is higher than the correlation between the corresponding structure and other structures; Therefore, all constructs have adequate validity in terms of divergent validity. For data analysis, SPSS 24 software was used for descriptive data analysis and Smart PLS 3 software was used to examine the effect of the proposed variables in the hypotheses and to test the final model of the research. According to the surveys, the coefficients of the factor loadings of all questions and relationships were higher than the minimum acceptable, i.e. 0.4. which indicates the appropriateness of the criteria. In the second stage, the fitting of the structural model of the research and the examination of the existing variables (structures) along with the relationships between them were discussed. For this purpose, the most basic criterion, i.e. t-values, was used.
Results: The test of the main hypothesis (there is a relationship between psychological empowerment of employees and their job performance by explaining the mediating role of job attachment) shows that in the best model for determining psychological empowerment on job performance, the value of the correlation coefficient is 0.792, which indicates the relationship It is average between the predictor variables and the criterion variable. The coefficient of determination is 0.627 and it indicates that 62% of the changes (variance) are related to psychological empowerment. There is a significant relationship between psychological empowerment and job performance. (r=0.734). This means that for one unit increase in the independent variable of psychological empowerment, the dependent variable - job performance will improve by 0.734. All the components are in a positive direction, that is, by increasing Psychological empowerment and its components, job performance and its components also increase. There is a significant relationship between psychological empowerment and job attachment. (r=0.720). This means that for one unit increase in the independent variable Psychological empowerment, dependent variable - job attachment, improvement 0.720 will find All components are in the positive direction. That is, it went up.
Conclusion: Empowerment of human resources, as a new motivational approach within the job, means freeing the internal forces of employees and providing platforms and creating opportunities for the flourishing of talents, abilities and competencies of people. Empowerment begins with changing the beliefs, thoughts and attitudes of employees, which means that they should believe that they have the ability and competence to perform their duties successfully and feel that they have the freedom to act and be independent in doing so. activities, believe that they have the ability to influence and control job results, feel that they are pursuing meaningful and valuable career goals, and believe that they are treated honestly and fairly. Since the job attachment index increases the employee's interest in the job, as a result, it forces him to perform the task assigned to him as correctly and better as possible, and as a result, the performance of the employees becomes relatively better than before.
Marjan Mirzaei Ghazi, Seyed Hamid Sajjadi Hazaveh, Farideh Ashraf Ganjoui,
Volume 31, Issue 1 (3-2024)
Volume 31, Issue 1 (3-2024)
Abstract
Background & Aims: Organizational culture influences employees' attitudes and behaviors. Recognizing the necessity of knowledge management in modern organizations, particularly in sports organizations, is crucial and requires reassessment and explanation. Knowledge management is considered an integrated approach and a complex, cyclic process that facilitates the creation, acquisition, distribution, storage, and utilization of knowledge. It provides a competitive advantage for organizations, and many have implemented knowledge management strategies. Efficient and effective knowledge management is vital, as organizations must utilize all their resources effectively to succeed and perform well in competitive environments, necessitating a robust knowledge management system. A significant portion of an organization’s assets resides in its employees' minds. How an organization transforms tacit and hidden knowledge into explicit knowledge reflects its knowledge management capabilities. Moreover, one of the key strengths of an organization is its desirable organizational culture. Organizational culture reflects the characteristics, strengths, and weaknesses of an entity, demonstrating employees' adherence to values, principles, beliefs, attitudes, and related ideologies. It complements organizational performance, fosters solidarity among employees, and aligns them toward shared goals. An organization has a personality, much like an individual, with culture as its defining element. Organizational culture serves multiple functions: it establishes the intellectual and value boundaries of the organization, fosters a sense of identity among employees, cultivates collective commitment, ensures stability as a social system, and acts as a control mechanism, including financial and budgetary oversight. Organizational culture is a fundamental variable influencing employee behavior, and elements such as autonomy, structure, reward systems, managerial support, and organizational culture traits can significantly impact employees’ behavioral patterns. The purpose of this study is to examine the relationship between knowledge management and adaptability.
Methods: This research adopts a descriptive-correlational design and is applied in nature. Data collection was conducted through a field survey. The study population comprised 1,600 employees of the Tehran Municipality Sports Organization, from which a sample of 310 was randomly selected using Morgan's table. Data were collected via the standardized Knowledge Management Questionnaire (Lawson, 2003) and the Organizational Culture Questionnaire (Denison, 2000). Pearson’s correlation test was employed to assess relationships between variables using SPSS version 26.
Results: The results indicated a significant positive relationship between knowledge management and organizational culture in the Tehran Municipality Sports Organization. A meaningful positive correlation was found between all knowledge management components (knowledge creation, knowledge sharing, knowledge application, and knowledge storage) and all organizational culture components (involvement in work, consistency, adaptability, and mission). The highest correlation was observed between knowledge application and mission, while the lowest correlation was between knowledge sharing and adaptability.
Conclusion: The findings provide a comprehensive perspective on the relationship between knowledge management and organizational culture in the Tehran Municipality Sports Organization. They highlight the role of underlying beliefs, values, and assumptions in supporting the creation, sharing, and application of knowledge, which can ultimately enhance organizational performance. Organizational culture and knowledge management are crucial factors affecting an organization’s performance and sustainability, with a reciprocal influence on each other. Organizations striving to become knowledge-driven can only succeed if the necessary cultural attributes for implementing knowledge management are in place. Knowledge is effectively created and shared when supported by organizational culture. Therefore, organizations must foster an environment conducive to knowledge exchange and dissemination among members. Without an effective organizational culture, optimal performance in the modern era is unlikely. To manage knowledge successfully, organizations must recognize and analyze their culture, as it shapes employees’ values, beliefs, and behaviors in the workplace. A weak organizational culture leads to employees adhering to existing routines, lacking innovation, and resisting knowledge sharing and change, jeopardizing the organization’s survival. Knowledge management can only be successfully implemented when the cultural groundwork has been established. Managing knowledge within an organization is a people-centric endeavor, directly influenced by the organizational culture. An appropriate culture for knowledge management is one that values creativity and innovation, allows employees to experiment, learn, and take risks, and fosters an environment where everyone is eager to learn and share knowledge. Employees are evaluated and rewarded based on their contributions to knowledge development and organizational growth, ensuring fair knowledge distribution across the organization. Additional Findings and Implications. The results indicated that the impact of knowledge sharing and knowledge storage on organizational culture in the Tehran Municipality Sports Organization was not significant. Moreover, the effect of knowledge creation on organizational culture was found to be greater than that of knowledge application. A one-unit standard deviation change in knowledge creation and knowledge application leads to an increase in the standard deviation of organizational culture within the Tehran Municipality Sports Organization. Additionally, 45.5% of the total variance in organizational culture changes can be attributed to knowledge creation and knowledge storage. These findings emphasize the importance of knowledge creation in shaping organizational culture and highlight the need to revise planning strategies for advancing this component within the organization. Furthermore, the study confirmed a significant positive correlation between all dimensions of knowledge management (knowledge creation, knowledge sharing, knowledge application, and knowledge storage) and all dimensions of organizational culture (employee involvement, consistency, adaptability, and mission). The highest correlation was observed between knowledge application and mission, whereas the lowest correlation was found between knowledge sharing and adaptability. These findings suggest that to achieve effective knowledge management, enhancing organizational culture in the Tehran Municipality Sports Organization is essential. Providing necessary training and skill development can facilitate employee growth and improve overall organizational performance. Like other studies, this research faced certain limitations. One major limitation was its geographical scope, as it was conducted exclusively within a specific region of Iran, which may restrict the generalizability of the findings to other contexts. Based on the results, knowledge application can significantly contribute to enhancing organizational culture within the Tehran Municipality Sports Organization. Therefore, it is necessary to implement knowledge management processes in a way that strengthens organizational culture. By reinforcing both knowledge management and organizational culture, the organization can continuously improve and increase efforts toward success.
Methods: This research adopts a descriptive-correlational design and is applied in nature. Data collection was conducted through a field survey. The study population comprised 1,600 employees of the Tehran Municipality Sports Organization, from which a sample of 310 was randomly selected using Morgan's table. Data were collected via the standardized Knowledge Management Questionnaire (Lawson, 2003) and the Organizational Culture Questionnaire (Denison, 2000). Pearson’s correlation test was employed to assess relationships between variables using SPSS version 26.
Results: The results indicated a significant positive relationship between knowledge management and organizational culture in the Tehran Municipality Sports Organization. A meaningful positive correlation was found between all knowledge management components (knowledge creation, knowledge sharing, knowledge application, and knowledge storage) and all organizational culture components (involvement in work, consistency, adaptability, and mission). The highest correlation was observed between knowledge application and mission, while the lowest correlation was between knowledge sharing and adaptability.
Conclusion: The findings provide a comprehensive perspective on the relationship between knowledge management and organizational culture in the Tehran Municipality Sports Organization. They highlight the role of underlying beliefs, values, and assumptions in supporting the creation, sharing, and application of knowledge, which can ultimately enhance organizational performance. Organizational culture and knowledge management are crucial factors affecting an organization’s performance and sustainability, with a reciprocal influence on each other. Organizations striving to become knowledge-driven can only succeed if the necessary cultural attributes for implementing knowledge management are in place. Knowledge is effectively created and shared when supported by organizational culture. Therefore, organizations must foster an environment conducive to knowledge exchange and dissemination among members. Without an effective organizational culture, optimal performance in the modern era is unlikely. To manage knowledge successfully, organizations must recognize and analyze their culture, as it shapes employees’ values, beliefs, and behaviors in the workplace. A weak organizational culture leads to employees adhering to existing routines, lacking innovation, and resisting knowledge sharing and change, jeopardizing the organization’s survival. Knowledge management can only be successfully implemented when the cultural groundwork has been established. Managing knowledge within an organization is a people-centric endeavor, directly influenced by the organizational culture. An appropriate culture for knowledge management is one that values creativity and innovation, allows employees to experiment, learn, and take risks, and fosters an environment where everyone is eager to learn and share knowledge. Employees are evaluated and rewarded based on their contributions to knowledge development and organizational growth, ensuring fair knowledge distribution across the organization. Additional Findings and Implications. The results indicated that the impact of knowledge sharing and knowledge storage on organizational culture in the Tehran Municipality Sports Organization was not significant. Moreover, the effect of knowledge creation on organizational culture was found to be greater than that of knowledge application. A one-unit standard deviation change in knowledge creation and knowledge application leads to an increase in the standard deviation of organizational culture within the Tehran Municipality Sports Organization. Additionally, 45.5% of the total variance in organizational culture changes can be attributed to knowledge creation and knowledge storage. These findings emphasize the importance of knowledge creation in shaping organizational culture and highlight the need to revise planning strategies for advancing this component within the organization. Furthermore, the study confirmed a significant positive correlation between all dimensions of knowledge management (knowledge creation, knowledge sharing, knowledge application, and knowledge storage) and all dimensions of organizational culture (employee involvement, consistency, adaptability, and mission). The highest correlation was observed between knowledge application and mission, whereas the lowest correlation was found between knowledge sharing and adaptability. These findings suggest that to achieve effective knowledge management, enhancing organizational culture in the Tehran Municipality Sports Organization is essential. Providing necessary training and skill development can facilitate employee growth and improve overall organizational performance. Like other studies, this research faced certain limitations. One major limitation was its geographical scope, as it was conducted exclusively within a specific region of Iran, which may restrict the generalizability of the findings to other contexts. Based on the results, knowledge application can significantly contribute to enhancing organizational culture within the Tehran Municipality Sports Organization. Therefore, it is necessary to implement knowledge management processes in a way that strengthens organizational culture. By reinforcing both knowledge management and organizational culture, the organization can continuously improve and increase efforts toward success.
Bagherali Bahari Ardeshiri, Maryam Taghvai, Kiomars Khatirpasha,
Volume 31, Issue 1 (3-2024)
Volume 31, Issue 1 (3-2024)
Abstract
Background & Aims: Educational justice is one of the important variables in achieving the goals of education; Educational justice is a term used to describe the role of justice, which is directly related to classroom interactions. Especially in educational justice, the issue of how to treat students so that they feel that they have been treated fairly is raised. Educational justice includes providing all the potential and actual possibilities of educational environments, considering the unique talents and capabilities of people. Also, educational justice means providing equal educational opportunities for students, which is often related to equal treatment of teachers and students, especially in classes where there is a lot of diversity and difference between students. Justice is a moral concept, but educational justice is beyond a moral concept and requires appropriate mechanisms to realize it. Real progress is also based on the moral imperative of eradicating educational injustice, and the models of progress must also be able to reduce injustice. In this way, it is important to strengthen ethics as the most important support of educational justice, because all the factors that are effective in creating the social ethics of society also affect the creation of justice. Beliefs, values, and beliefs, along with economic, cultural, political, and geographical factors, are effective in the formation of public morality, all of which also play a role in the realization of justice. Educational justice can be examined from two different perspectives. It can be considered as a goal or as a means to achieve the long-term goal of social equality. In the classical liberal concept, equality means that all people are equal and free in rights regardless of race, color, social and national origin. In this sense, equality in education means that people should be equal at the beginning of working life and education. In a socialist view, education is seen as the main means of equalizing social differences. Equality of educational justice is achieved when all people are equal in attaining education. Justice is cultural and educational that can create alignment between the elements of society and move society towards higher goals. He aroused the sense of patriotism, sacrifice, self-sacrifice, and standing against oppression in that society and pioneered it with one voice, one heart, and one fabric in the way of construction, development, and progress. Educational justice can change the foundation of society. He moved the country towards a scientific outlook and respect for science. He can lead society from the most difficult paths to achieve greatness, he can free society from double poverty and deprivation, and with the proper distribution of resources, especially in the field of human resources, he can present worthy children to this pure land. Due to the importance of educational justice, the purpose of this study was to investigate the mediating role of employees' educational justice in the relationship between the excellence of education management and the job performance of employees.
Methods: The present study was qualitative and quantitative, the number of samples in the qualitative section was 20 people and the sample size was determined to be 320 people according to the number of the statistical population and based on the Karjesi and Morgan table. In this research, because the method of gathering information is a field, and to obtain information and data, it was done in two stages, quantitative and qualitative. SPSS and LISREL software were used to analyze the data in the qualitative part of the Delphi technique and the quantitative part of the structural equation modeling method.
Results: According to the results of the present research, the educational justice of the employees is effective in the excellence of the education management and the job performance of the employees, and the components of the excellence plan have a significant effect on the job performance of the employees.
Conclusion: Considering the effect of the education management excellence plan on job performance with the mediating role of educational justice of education workers, holding in-service training in the form of various workshops to train the job performance of teachers to achieve the goals of educational excellence is hell. Limitations beyond the scope of the researcher include the poor cooperation of some respondents in completing the questionnaire due to various reasons such as lack of time, indifference, lack of knowledge, and ignorance of the people responsible for the research activity; the existence of administrative bureaucracy; Dispersion of subjects' workplaces in terms of distance and geography; There was a different understanding of the subjects in answering the questions. Considering the effect of the education management excellence plan on job performance with the mediating role of educational justice of education employees, it is suggested: to hold in-service training in the form of various workshops to train the job performance of teachers; Managers, assistants should be fully informed about the excellence of management and its effect on job performance with the mediator role of educational justice of employees, and most of them should be taken into consideration.
Methods: The present study was qualitative and quantitative, the number of samples in the qualitative section was 20 people and the sample size was determined to be 320 people according to the number of the statistical population and based on the Karjesi and Morgan table. In this research, because the method of gathering information is a field, and to obtain information and data, it was done in two stages, quantitative and qualitative. SPSS and LISREL software were used to analyze the data in the qualitative part of the Delphi technique and the quantitative part of the structural equation modeling method.
Results: According to the results of the present research, the educational justice of the employees is effective in the excellence of the education management and the job performance of the employees, and the components of the excellence plan have a significant effect on the job performance of the employees.
Conclusion: Considering the effect of the education management excellence plan on job performance with the mediating role of educational justice of education workers, holding in-service training in the form of various workshops to train the job performance of teachers to achieve the goals of educational excellence is hell. Limitations beyond the scope of the researcher include the poor cooperation of some respondents in completing the questionnaire due to various reasons such as lack of time, indifference, lack of knowledge, and ignorance of the people responsible for the research activity; the existence of administrative bureaucracy; Dispersion of subjects' workplaces in terms of distance and geography; There was a different understanding of the subjects in answering the questions. Considering the effect of the education management excellence plan on job performance with the mediating role of educational justice of education employees, it is suggested: to hold in-service training in the form of various workshops to train the job performance of teachers; Managers, assistants should be fully informed about the excellence of management and its effect on job performance with the mediator role of educational justice of employees, and most of them should be taken into consideration.
| Page 1 from 1 |
© 2025 CC BY-NC-SA 4.0 | Razi Journal of Medical Sciences
Designed & Developed by : Yektaweb