Organizational Behavior
Reza Sephahvand; Ardeshir Shiri; Hamed Ghasempour; Fatemeh Fazelpour
Abstract
Self-wanted isolation is considered a silent phenomenon of the organization; A situation where the employee deliberately chooses a secluded corner and does not throw itself away from events and events and does not allow participation in organizational activities. self-wanted isolation from the employees' ...
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Self-wanted isolation is considered a silent phenomenon of the organization; A situation where the employee deliberately chooses a secluded corner and does not throw itself away from events and events and does not allow participation in organizational activities. self-wanted isolation from the employees' perception of the poor performance of the supporting role by the organization; atmosphere and unhealthy competition among colleagues has arisen, which leads the individual to leave the job after failing to use other behavioral strategies and despairing of leaving the job. Undiscovered dimensions and causes from researchers' point of view and hidden from managers' view led to the necessity of conducting research. Therefore, this research seeks to understand the conceptual depth and causal factors of this little-known phenomenon in Iran's administrative system. This research follows qualitative methodology And from the perspective of strategy, it is based on the data theory of the foundation. The statistical population consisted of experts working in government organizations in Ilam city, which was conducted in the form of theoretical sampling, taking into account the theoretical saturation base, with a number of 17 semi-structured interviews. Reliability of qualitative data was measured through the criteria of Lincoln and Guba (1985). Finally, delving into the depth of the data led to the emergence of 5 categories Organizational poisoning, The traditional form of the organization, Inefficiency of administrative processes, Experienced bitterness and organizational culture and atmosphere as causes of self-wanted isolation with other markers of phobia, silent protest, She had idealistic expectations and a conservative attitude
ramyar mirzaei; Amir Asaad Nasri Zar; Adel Salavati
Abstract
There are various sources for value creation in project-based organizations. These sources can be employees, technology, structure, process, or anything in the project life cycle. In this research, project managers as active social actors in the project environment are a source of value creation that ...
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There are various sources for value creation in project-based organizations. These sources can be employees, technology, structure, process, or anything in the project life cycle. In this research, project managers as active social actors in the project environment are a source of value creation that can create value in the minds of employees with their creative interaction. The purpose of this research is to provide components for value creation of project managers using their daily interactions with employees. A semi-structured interview was conducted with 23 managers with more than 10 years of executive experience in project-oriented organizations. The results of the research show that in order to attract employees' cooperation in carrying out priority tasks, it is necessary to consider the categories of interactive recognition. The training of managers and employees, the required facilities, the structure of work, the weakness in communication are the most important background factors and the influencers of the value-creating social interaction of the project managers, Also, 12 categories were presented as strategic components after data collection and analysis.
Mir Hadi Moazen Jamshidi; Razieh Bagherzadeh Khodashahri
Abstract
The presence of employees in the workplace, despite the signs and symptoms of the disease, represents the phenomenon of presenteeism, the lack of control over which is related to the obvious and hidden costs, such as depression, burnout, deteriorating health. The present study aims to design a conceptual ...
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The presence of employees in the workplace, despite the signs and symptoms of the disease, represents the phenomenon of presenteeism, the lack of control over which is related to the obvious and hidden costs, such as depression, burnout, deteriorating health. The present study aims to design a conceptual model for the managing presenteeism in organizations’ human resources with the approach of the grounded theory. This study, which is a kind of quality-research strategy and was by grounded theory approach, has been conducted. The statistical population of the study is employees and managers of private companies in the industrial city of Rasht. In this study, purposeful sampling was used to select the sample, which according to the saturation rule, was obtained in the present study using 25 important interviews and continued for up to 30 interviews to be more reliable. Open, axial, and selective coding methods were used to analyze the collected data. The results of the research include identifying causal factors at two levels, contextual conditions at three levels, intervening conditions, strategies and consequences of the presenteeism, and finally designing a model of managing presenteeism. Awareness of the nature of presenteeism helps to find the problem root for the implementation of strategies and mechanisms to overcome the negative consequences of presenteeism and increase the general index of health and productivity.
Akbar Hasanpour; Bijan Abdollahi; Saeed Jafarinia; Mahboobeh Memari
Abstract
The banking industry and the desirable performance of banks have a significant impact on the country's economic development. The environmental factors affecting the industry, such as the complex global economy, the economic climate of the country influenced by economic sanctions, as well as the growth ...
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The banking industry and the desirable performance of banks have a significant impact on the country's economic development. The environmental factors affecting the industry, such as the complex global economy, the economic climate of the country influenced by economic sanctions, as well as the growth of private banks and financial and credit institutions, have led banks to attract, cultivate and sustain people in order to sustain its growth and survival and to gain superior competitive advantage. Therefore, the design of a system that allows banks to attract, develop, and maintain a talented personnel is one of the needs of this industry. Therefore, the present study amid to design a talent management model in the banking industry. The present research has interpretive philosophical foundations and its orientation is developed and applied. The approach of this research is inductive and a qualitative method for its implementation is used. The field study method and the strategy of the grounded theory were used. The method of data collection was interview and to select a sample, a combination of purposeful or judging methods and snowball method and theoretical sampling were used. In the present research, the paradigm model of talent management was identified in the role of causal, subjective, interventional, main phenomena and outcomes, design and development, and the dimensions of planning talent, acquire talent,, talent development, applying talent, retaining talent, for the main phenomenon have been identified
Nader Mazloomi; Ali Motevalli
Abstract
Strategic management contains three major stages, planning, implementation, and control, assessment. Implementation the strategies is the general stage of strategic management. setting up a strategy which never gone to be Implemented, is a waste. So the next step after setting the strategy is implementation, ...
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Strategic management contains three major stages, planning, implementation, and control, assessment. Implementation the strategies is the general stage of strategic management. setting up a strategy which never gone to be Implemented, is a waste. So the next step after setting the strategy is implementation, to transform long strategies to short activities and optimal targets. The implementation stage is the most difficult stages, since the ideas and strategic approach should transform to the practice. Many strategy plans just documented in organizations but there is no implementation, because manager dose not focuses to the implementation as well as setting the strategy. This paper emphases and focused to the specifications which can act as the variable to simplify implementation of strategies. In the other word the target of this study is to identify and determine suitable conditions in organizations to implement a strategy. In this paper two manufacturing companies (a public stock and a private stock) and a servicing company (private stock) is studied deeply and interviewed with more than 23 manager, advisor and, strategy planer across the companies. These companies had the documented strategy plan and implemented that strategy. Then by utilizing the fundamental Theory research methodology, the interviews texts were coded and various concepts and categories exported. These categories again approved by the interviewers and finally delivered a model base on the paradigm model framework. The constitutive factors of this model have shown how the strategic plans can implemented in a rational view. Actually this model has shown the transformation stage of strategy plan to the practice. In the other word the model determines the suitable conditions for implementation of the strategy. Using this model can fill the gap between setting a strategy and to put it in practice and make it implementable.
Mahmood Saatchi; Saeedeh Omidi
Volume 21, Issue 66 , January 2012, , Pages 101-137
Abstract
Talent management is one of the most important issue for leaders of organizations and talent retention as a critical part of it, can affect on organizational success.Human wealth means talent people that play important role to succeed every company.This article is focused on to determine ...
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Talent management is one of the most important issue for leaders of organizations and talent retention as a critical part of it, can affect on organizational success.Human wealth means talent people that play important role to succeed every company.This article is focused on to determine the types of organizational elements include strategy, leadership, structure and culture that influence to retain talent in organization. In this research tourism industry has been studied because of human resource oriented industry.Finally researchers offer the applied model for human wealth in organization. Mixed method research was used in this research. At the first step, it was used qualitative research method-grounded theory- by semi structured interviewing for gathering data. Based on results of the first step, the questionnaire was made to gather data in quantitative research method .Structural equation models (SEM) - Confirmatory Factor Analysis (CFA)- was used in this step. The final result of this research represents that organic/dynamic structure, participating/delegating leadership, clan/adhocracy culture and paternalistic/commitment strategy are critical for retaining talent
