Nafiseh Sadr; Alireza Khorakian; Gholamreza Malekzadeh
Abstract
Organizations have to innovate and change in current dynamic and complex environment. Organizational change studies show that employees don’t associate in organizational changes and resist to change most of the times. Resistance to change will result to the failure in changing plans. In this study, ...
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Organizations have to innovate and change in current dynamic and complex environment. Organizational change studies show that employees don’t associate in organizational changes and resist to change most of the times. Resistance to change will result to the failure in changing plans. In this study, we are going to investigate the effect of affective commitment on resistance to change through the mediating role of attitudes toward change and readiness for change among the Mellat Bank employees of Mashhad. The descriptive-survey research strategy has been used to conduct study. Data was collected by a standard measurement and was performed by employing AMOS and SPSS. Face validity and content validity were used for testing the validity of measurement and Cronbach’s Alpha for testing the reliability of data. The findings suggest that affective commitment has effects on Resistance to change. Furthermore, the mediating role of attitude towards change and readiness for change-as one of the neglected cases in previous studies-was confirmed.
Vahid Nasehifar; Elaheh Mohamadkhani
Abstract
Employees’ performance is always considered by the managers of the organizations to gain competitive advantage. Both job involvement and commitment of employees are necessary for organization. Transformational leaders can improve the efficiency of human resources. Therefore, they use their human ...
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Employees’ performance is always considered by the managers of the organizations to gain competitive advantage. Both job involvement and commitment of employees are necessary for organization. Transformational leaders can improve the efficiency of human resources. Therefore, they use their human resource strategy to enhance employees’ affective commitment and job involvement.
The present study investigated the relationship of human resource strategy and transformational leadership with affective commitment among employees of the Sina insurance company. It was a descriptive survey in terms of methodology and an applied study in terms of objective. For data collection, a questionnaire was administered to 92 participants selected by cluster random sampling. The hypotheses of the study were tested by structural equation modeling (SEM) using partial least squares (PLS). The results showed the positive, significant relationship of the human resources strategy and its dimensions with affective commitment and also the relationship of transformational leadership and its dimensions with affective commitment. The effect of the staff recruitment strategy and intellectual stimulation on affective commitment had the maximum factor loading in the theoretical model of the study.
JEL Classifications: O15; J24; M12
Marjan Fayyazi; Vahid Yousefian Arani
Volume 24, Issue 79 , March 2016, , Pages 47-72
Abstract
Organizational Deviance and misbehavior or the dark side of organizational behavior has been a matter of research during the last two decades. Social undermining is an interpersonal insidious misbehavior and is significantly associated with employee's outcomes if it continues over time. The effects of ...
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Organizational Deviance and misbehavior or the dark side of organizational behavior has been a matter of research during the last two decades. Social undermining is an interpersonal insidious misbehavior and is significantly associated with employee's outcomes if it continues over time. The effects of social undermining on employee's commitment and job involvement were tested among employees of Iran's presidential center for innovation and technology cooperation. The data gathered by distribution of questionnaire among 158 employees using random sampling method. Results show that social undermining by coworkers and supervisors has considerable effects on employee's job involvement and affective and normative commitment, but as predicted, not on continuous commitment. Moreover, based on fairness theory, the hypothesis of the mediating role of conscientiousness in the effects of social undermining on job involvement and organizational commitment was developed and tested. It is advised that organizations should consider preventing actions, training and counseling employees to minimize social undermining behavior and its consequences on employee's outcomes
seyed mohammad erabi; ali bagheri kaljahi
Volume 19, Issue 57 , May 2008, , Pages 17-32
Abstract
Many researches point out that organizational commitment has remained a topic of interest ever since it was introduced in the early 1950s to the field of organizational behavior, because they believe that properly managed, organizational commitment can lead to beneficial consequences such as organizational ...
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Many researches point out that organizational commitment has remained a topic of interest ever since it was introduced in the early 1950s to the field of organizational behavior, because they believe that properly managed, organizational commitment can lead to beneficial consequences such as organizational effectiveness, improved performance, reduced turnover and reduced absenteeism (Meyer & Allen, 1997; Baruch, 1998; nowadays, 1998; Buck & Watson, 2002; Dixon, 2002). The present study devotes to investigate the effect of human resources management policies as three subsystems: staffing, appraisal and reward, employee relations to the rate of employee organizational commitment and diagnosing the weakness points of these policies. It is shown that there is significant relationship between HRM1 policies and rate of OC2, using the analysis of information which obtains from questionnaire, two dimensional Chi - square test, Gamma and Somers's d correlation coefficient. Also, using one dimensional Chi - square test, we diagnose the problematic HRM policies of the rate of employee organizational commitment.
