Sajad Alikarami; Mohsen Farhadinejad; Abbasli Rastgar; Ali Yasini; Seyyed Abbas Ebrahimi
Abstract
In psychology and management, psychological ownership is known as an important psychological antecedent for motivation, attitudes, and behaviors of managers at work. The present research aimed to understand the phenomenon of psychological ownership towards management positions among public managers conducted ...
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In psychology and management, psychological ownership is known as an important psychological antecedent for motivation, attitudes, and behaviors of managers at work. The present research aimed to understand the phenomenon of psychological ownership towards management positions among public managers conducted by the phenomenological approach. It was an applied and developmental study in terms of goal, which used semi-structured in-depth interviews for data collection. The statistical population was composed of the managers of public organizations in Ilam province, Iran. The sample was taken by purposive technique and continued until theoretical saturation was achieved. Finally, 20 public organization managers were interviewed. The collected data were analyzed by the thematic method using the content analysis approach. The results revealed one theme, eight categories, and 21 sub-categories. The constituents of the concept of psychological ownership include attachment, continuity, fidelity, accountability, domineering, Identification, autonomy, and self-efficacy belief. Public agencies should take constructive actions to manage this phenomenon.
Hojjat Vahdati; Maryam Moumeni
Abstract
Employees are the main capital in order to achieve the goals and mission of the organization that the lack of proper communication and subsequent ostracism of employees and their isolation and frustration leads to dwstructive and undesirable consequences in government agencies. The study analyzes the ...
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Employees are the main capital in order to achieve the goals and mission of the organization that the lack of proper communication and subsequent ostracism of employees and their isolation and frustration leads to dwstructive and undesirable consequences in government agencies. The study analyzes the effect of authoritarian leadership on the ostracism of human resources with the mediating role of emotional burnout. The peresent esearch is a descriptive- survey research in terms of applied purpose and in terms of method and nature. To measure the variables of authoritarian leadership, ostracism, and emotional burnout from the questionnaires of Wong et al (2019), Jiang et al (2011) and Swalqa (2017) was used. Validity and reliability of the questionnaires were confirmed through face validity and Coronbach’s alpha (0.82). The statistical population includes government agencies of Khorramabad city that 121 employess have been selected as a sample. Data analyzed through structural equation modeling. Analysis of rsults at %95 confidence level indicates a positive and significant effect of authoritarian leadership on ostracism and emotional exhaustion. Indirect path analysis reveals the mediating role of emotional burnout in the influence of authoritarian leadership on ostracism. As a general result, authoritarian leadership is considered as one of the underlying factors of emotional burnout and consequently ostracism of employees in government agencies.
Reza Sheikh; Saeed Aibaghi Isfahani; Ehsan Lotfi
Abstract
Purpose - To promote knowledge about how the process of change and its performance is implemented, and the complex environment in which public organizations operate. Methodology - The combination of three government offices in Mashhad was selected for a case study. This integration was carried out in ...
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Purpose - To promote knowledge about how the process of change and its performance is implemented, and the complex environment in which public organizations operate. Methodology - The combination of three government offices in Mashhad was selected for a case study. This integration was carried out in an environment increasingly complicated by the progressive development of implementing the process. The main method of collecting data was interviewing managers who participated in organizational change. A total of 19 interviews were conducted. Interviews were coded using Atlas.ti software. Findings- Analyzes show that a high degree of complexity of the environment forces public organizations to adopt a planned approach from top to bottom, while the effectiveness of such an approach is limited to the simultaneous change of a complex environment. In addition, the routine change leadership activities is not sufficient to implement a change in a complicated environment. In order to overcome environmental dependence and maintain current trend in change process, public managers must be involved in leadership activities focusing on external environment. Innovation - The hypotheses can be further tested in future research and provides a basis for future research in the field of change management in public organizations. Focusing on the process and not paying attention just to the feedback of the process and the pre-process schema is the distinction of the present research
