Organizational Behavior
Zohre Mohamadyari
Abstract
Organizational decline is situation that is created in the form of dissatisfaction or indifference towards work , which reduces the performance and motivation of employees, and the probability of organizational problems increases according to this apathy. The main purpose of this research is to investigate ...
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Organizational decline is situation that is created in the form of dissatisfaction or indifference towards work , which reduces the performance and motivation of employees, and the probability of organizational problems increases according to this apathy. The main purpose of this research is to investigate the effect of the spider management style on organizational decline with regard to the mediating role of anti-elitism. This research is applied based on the purpose and descriptive-correlation based on the nature of the method. The statistical population of this research includes the employees of the government organizations of Ilam city, 325 of them have been selected for the research sample using simple random sampling method. The tool for collecting research data is a standard questionnaire. The content validity and construct validity of the questionnaire have been confirmed, and Cronbach's alpha coefficient and composite reliability have been used to check the reliability of the questionnaires. Visual PLS was used to analyze the research data. The results showed that spider management has a significant effect on organizational decline and anti-elitism. Anti-elitism has a significant effect on organizational decline. The mediating role of anti-elitism in the influence of spider management on organizational decline has also been confirmed.
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
Organizational Behavior
Hadi Teimouri; Ali Asghar Mobasheri
Abstract
Employees mental absent is a negative phenomenon which can make organizations face many challenges in order to achieve a competitive advantage. Therefore, the aim of the this study is to designing a pattern for antecedents and consequences of employees mental absence in Iran. This study conducted using ...
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Employees mental absent is a negative phenomenon which can make organizations face many challenges in order to achieve a competitive advantage. Therefore, the aim of the this study is to designing a pattern for antecedents and consequences of employees mental absence in Iran. This study conducted using the meta- synthesis method as a qualitative research. The results show that the antecedents of employees mental absence in Iran can be studied in to two individual (with two components of attitudinal-perceptual factors and behavioral-functional factors) and organizational levels (with three components of factors related to the nature of the job, factors related to the job environment and the weakness of internal processes of the organization). The findings also indicate that the consequences of employees mental absence in Iran can be mentioned in to two individual (with two components of attitudinal-perceptual consequences and behavioral-functional consequences) and organizational levels (with two components of short-term consequences and long-term consequences).
Organizational Behavior
Mahdi Alizadeh; Masoud Shariati; Parviz Noroozirad
Abstract
Organizational democracy situation in which the organization gives its employees the opportunity to participate in the organization's management and provides the conditions for participation in organizational decisions. Considering the diversity of the concept of organizational democracy, this research ...
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Organizational democracy situation in which the organization gives its employees the opportunity to participate in the organization's management and provides the conditions for participation in organizational decisions. Considering the diversity of the concept of organizational democracy, this research seeks to understand and interpret this phenomenon with a phenomenography approach. The data collection method is field and interview tool is used. The community of participants of the research was the employees of the Social Security Organization, which was sampled by the maximum diversity method and 32 employee were interviewed. Based on the analysis of the research findings, it was determined that there are eight methods of experiencing democracy in the organizational environment, which include: Thriving, realization of public will, power to change the process, rule of law, professional ethics, employee empowerment, collaborative decision-making and responding to clients. Based on research findings, descriptive classes in five levels of personal development (Thriving and empowerment), process-oriented (participatory decision-making and the power to change the process), culture-oriented (rule of law and professional ethics), organizational management (realization of public will) And society-oriented (answering to clients), which is a sign of the existence of structural and hierarchical differences in addition to their semantic differences.
Organizational Behavior
Hossein Hamzavi; Behrouz Rezaee Manesh; Habib Rudsaz
Abstract
Encouraging and strengthening creativity among employees is an important strategy for maintaining and improving competitive advantages, ensuring long-term survival and growth of organizations. On the other hand, it is important to determine which leadership styles are related to employees' creativity ...
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Encouraging and strengthening creativity among employees is an important strategy for maintaining and improving competitive advantages, ensuring long-term survival and growth of organizations. On the other hand, it is important to determine which leadership styles are related to employees' creativity through which methods, procedures and approaches and through which strategies. Organizational citizenship behavior as a psychological behavior may play a critical role as a mediator in our relationship between leadership styles and employee creativity. The current research is an applied research in terms of its purpose, and a descriptive-survey research in terms of collecting data and information. The statistical population of this research is all the employees of the Persian Gulf State University of Bushehr, numbering 302 people, and the sample size based on Cochran's formula is 169 employees. The tool for collecting data and information from the statistical population was a questionnaire. In order to analyze the research data, the Structural Equation Model (SEM) method and SPSS 22 and Lisrel software were used. The results of the research showed that servant leadership and ethical leadership styles have a significant effect on employee creativity with a mediating role of organizational citizenship behavior.
Organizational Behavior
Shahrzad Kiyanpour; Hadi Teimouri; Ali Asghar Mobasheri
Abstract
Organizational inertia leads to the damage and inefficiency in organizational processes and then the incidence of serious obstacles in the direction of achieving goals at micro and macro levels. Today due to the possibility of this phenomenon occurring in various organizations, and its role as the most ...
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Organizational inertia leads to the damage and inefficiency in organizational processes and then the incidence of serious obstacles in the direction of achieving goals at micro and macro levels. Today due to the possibility of this phenomenon occurring in various organizations, and its role as the most important factor limiting flexibility and preventing the organization from providing a timely reaction and response to daily environmental changes, the importance of deeper identification of the causes affecting the occurrence of this phenomenon and its consequences has doubled. Therefore, due to the lack of a unified and coherent model around the causes and consequences of organizational inertia, the present research aims to systematically review and qualitatively combine the findings of previous studies regarding the issue of inertia in the organization and formulate a single framework of the causes and consequences of the mentioned phenomenon. The results of the present applied research indicate that the causes of inertia in the organization can be studied and investigated in three individual, group and organizational dimensions and its consequences in two individual and organizational dimensions. based on the mentioned cases, at the end of the research, the conceptual model of the organizational inertia was developed and presented.
Organizational Behavior
Eham Heydari; Maryam Tehrani; Maryam Modaberi saber
Abstract
The aim of this research is to identify the consequences of using social media in the organizational environment. In terms of practical purpose, the current research is of mixed exploratory approach. The statistical population of the research in metacomposite method is a collection of related articles ...
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The aim of this research is to identify the consequences of using social media in the organizational environment. In terms of practical purpose, the current research is of mixed exploratory approach. The statistical population of the research in metacomposite method is a collection of related articles and studies in the field of information technology, social media entrepreneurship and related concepts. The statistical population of the research in the quantitative stage includes a group of experts from Babana data processing companies, Royan cord blood bank, Snap online supermarket, and DJP company. Library studies and interviews were used to collect data, and descriptive and inferential statistics were used to analyze data. In the inferential statistics section, fuzzy Delphi technique was used. Based on the research findings, a total of 4 categories including management, individual, communication and organizational, 14 themes and 36 concepts were identified as suffixes of social media in internal organizational environments. Therefore, considering the positive effects of using social media in internal organizational environments, the studied companies should emphasize the use of these media more than before.
Organizational Behavior
Yasaman Modaresi; Mir Ali Seyd Naghavi; Habib Roodsaz; Iman Raeesi Vanani
Abstract
In today's digital world, organizations are looking for changes in appearance, thinking, and performance to remain competitive. Digital transformation is a tremendous transformation that cannot be avoided, and organizations must prepare themselves to face it. This research aims to identify the soft components ...
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In today's digital world, organizations are looking for changes in appearance, thinking, and performance to remain competitive. Digital transformation is a tremendous transformation that cannot be avoided, and organizations must prepare themselves to face it. This research aims to identify the soft components of digital transformation that are very important and vital and to design the resulting model. The statistical population of this research in the first part was the existing articles in this field, which were selected by purposeful sampling. In the second part, the statistical population was formed by the managers and experts of the Ministry of Communication and Information Technology, and 14 people were selected by the purposeful sampling method and through the snowball method. The tool used in this study was MAXQDA software. First, using the theme analysis of the background of the research, the desired components were extracted and used in the design of semi-structured interview questions. The research findings identified six overarching themes, 44 organizing themes, and 185 basic themes of soft digital transformation, and the resulting network of themes has been drawn. IntroductionOver the past few decades, global industries have faced technological changes that, in addition to creating opportunities such as greater flexibility, reactivity, and product customization, have created various challenges such as change. Fast technology has also increased complexity and changed customer expectations and legal requirements (Rachinger et al., 2018). Digital transformation injects digital technology into all aspects of an organization, including its business processes and culture (Techbeacon, 2020). Transformation in the digital age is not related to technology alone and is more related to organizational agility. This means that organizational culture plays a fundamental role in the digital transformation of businesses (Shirazi et al., 2021). In response to the question of why digital transformation has become a necessity in today's world, it is enough to mention that the implementation of digital transformation can guarantee the organization's survival or, in a better case, stabilize the organization's market share.Moreover, it can increase organizations' market share and profit margin ideally. Therefore, the issue of digital transformation is the issue of survival and life. Digital transformation is of undeniable importance for organizations in today's world. Most of the research carried out in the field of digital transformation has either dealt with the issue of digital transformation in general and especially the hard part of it, which is related to the technology and infrastructure of this transformation, or separately and not in a single research. have examined the soft components of digital transformation; Therefore, there is no comprehensive research that specifically deals with the soft part of digital transformation; The scientific gap felt by the researchers of this research was, and the purpose of the current research is to identify the soft components of digital transformation using the opinions of experts from the Ministry of Communications and Information Technology and the lack of a comprehensive framework for the soft part of digital transformation. Conceptual framework design is the result of them.Research QuestionsWhat are the soft components of digital transformation in the Ministry of Communications and Information Technology?What is the conceptual framework for the soft components of digital transformation using the opinions of experts from the Ministry of Communications and Information Technology? Literature Review Theoretical foundations of researchDigital transformation: To avoid making a mistake in the definition of digital transformation, we must note that digital transformation should not be considered a magic bean that grows quickly and results beyond expectations in a short period (Shami Zanjani, 2017). In some cases, a superficial understanding of the nature of digital transformation reduces it to technological changes, and the deep processes of activity structure transformation are ignored (Rabinovich et al., 2020). Digital transformation is an endless change and is not similar to projects such as the electronicization an organization's processes Because these projects will end. However, digital transformation is a continuous improvement in the organization's processes, products, and services (Hosseini-Nasab et al., 2021).Soft components of digital transformation: Digital transformation consists of two complex parts (technology, infrastructure, Etc.) and soft (people, culture, Etc.). Digital transformation is not only about the implementation of information technology solutions but it should be seen in a broader context as "organizational change," "cultural transformation," and "moving towards a customer-oriented approach" (Verina. & Titko, 2019). Digitization and digitization are fundamentally related to technology, but digital transformation is not (Bloomberg, 2018). Digital transformation can be defined as a cultural, organizational, and operational change in the organization through the intelligent integration of digital technologies, processes, and competencies step by step in all functions and at every level with a strategic approach (Tonina Yaneva, 2022). Digital transformation does not mean decorating the organization with new technologies. However, digital transformation also includes people and culture, and neglecting them causes digital transformation not to be appropriately implemented and its benefits. It will not be given to organizations (Rislana Kanya, 2020). Therefore, the soft part of digital transformation includes everything related to humans. The degree of success of companies in recognizing and considering the influence of culture determines whether cultural factors act as supporting or opposing forces for the organization's digital transformation (Tuukkanen et al., 2022). Empirical foundations of researchMuch research has been conducted in the field of digital transformation. The subject of the present research, which is to identify the soft components of digital transformation and present the model resulting from them, has been investigated and analyzed, such as the research done by Shirazi et al. (2021), with the title of presenting a roadmap for the implementation of the organizational culture required for digital transformation with a hybrid approach, the findings of the research showed that the roadmap for implementing the organizational culture for digital transformation includes three layers of infrastructure. It includes four primary categories, the layer of cultural processes includes three main categories, and the layer of goals includes six main categories. The research conducted by Konopik et al. (2022), titled Mastering Digital Transformation through Organizational Capabilities: A Conceptual Framework. This research led to organizational identifications for digital transformation, including strategy and ecosystem, innovation thinking, digital transformation technologies, data, operations, organizational design, and digital transformation leadership.MethodologyIn terms of its purpose, this research is considered a developmental-applied type of study. It was conducted with the qualitative thematic analysis method in both parts of the analysis (research background and interview). The software used in this research was MAXQDA2020. The statistical population of this research is divided into two parts. At first, the studies and research conducted around the research subject were collected and examined. The statistical population of the interview section of the research consisted of managers, experts, and employees of the Ministry of Communications and Information Technology of Iran who were familiar with the field of digital transformation. Sampling in both sections was purposeful and judgmental. ResultsThe results of the theme analysis of the investigated research, based on the frequency of the codes, showed that the resulting soft digital transformation model consists of 4 comprehensive themes of culture, organization manager, digital leader, and skills, 21 organizing themes, and 116 basic themes. In the analysis of the theme of the background of the research, four overarching themes were identified with the names of the organization manager, digital leadership, culture, and skills, along with their organizing and basic themes. In the theme analysis section of the interviews, the results included 185 basic themes, 44 organizing themes, and six comprehensive themes, including culture, organizational manager, digital leader, human capital, digital innovation, and digital strategy.. DiscussionBy comparing the theme analysis in two parts (research background and interview with experts), it can be seen that in the interview with experts, the overarching themes of organization manager, digital leadership, and culture remained unchanged, and only the themes of the organizer and their base had changed; The overarching theme of skills was removed and replaced by the overarching theme of human capital, and finally, the overarching themes of digital innovation and digital strategy were added. ConclusionDigital transformation is not only buying new digital technologies and equipping the organization with them; digital transformation means the organization's complete transformation. In this process, they must change from the organization's thinking to the duties of individual employees. Digital transformation is not an isolated effort but a set of actions that must be appropriately managed and coordinated. One of the most important influencing parameters in the success of digital transformation is digital culture. The degree of success of companies in recognizing and considering the influence of culture determines whether cultural factors act as supporting or opposing forces for the organization's digital transformation.Along with the importance of digital culture for organizations that seek to achieve digital transformation, it is very important to pay attention to human capital. The key element in the success of digital transformation is the people who lead, accept, and implement this transformation, that is, the organization's human capital (Haydn Shaughnessy, 2018). How to carry out digital transformation is one of the challenging tasks of senior management of organizations (Mahmood et al., 2019). The turbulent and constantly changing digital environment forces managers to adopt decisions and strategies significantly faster than necessary (Nadkarni & Prügl, 2020). Several studies have also defined digital leadership as a critical skill that leaders must possess to carry out digital transformation. Digital leadership is a fast-paced, collaborative, and team-oriented approach with a strong focus on innovation, where a digital leader can use new methods and tools to solve complex problems and maintain business continuity (Oberer & Erkollar, 2018). The starting point of digital transformation is a digital business strategy that aims to create differential value using digital resources in composition and implementation (Goerzig & Bauernhansl, 2018). Therefore, digital transformation is driven by strategy, not technology (Bumann & Peter, 2019). Today's competitive world is a world of innovations that have come into existence with the help of new digital technologies. Digital transformation requires a change of focus and includes innovation in technology and modification of institutional culture to ensure the evolution of digital transformation (Abad-Segura et al., 2020). For highly digital organizations, understanding and managing digital innovations is of particular importance.
Organizational Behavior
Mehdi Mohazabi; Mahmoud Moradi
Abstract
One of the most important and debatable issues in the field of employees' emotions is the issue of envy in the workplace. The main purpose of this study is to investigate the antecedents and consequences of envy in the workplace based on social comparison theory. To this end, a framework for understanding ...
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One of the most important and debatable issues in the field of employees' emotions is the issue of envy in the workplace. The main purpose of this study is to investigate the antecedents and consequences of envy in the workplace based on social comparison theory. To this end, a framework for understanding the antecedents and consequences of envy in the workplace was first developed based on Festinger's social comparison theory. In the next step, we implemented this model in Sapco. In this regard, 158 questionnaires were distributed among the sample members through the Relative stratified sampling method. The results of data analysis showed that narcissism, neuroticism, and competition have a positive and significant effect on envy in the workplace; Self-esteem and perceived control have a significant adverse effect on envy in the workplace. The results also showed that envy in the workplace has a negative and significant effect on organizational citizenship behavior and organizational perceptions; envy in the workplace has a positive and significant effect on turnover intentions, moral dysfunction, and counterproductive work behaviors.IntroductionThe antecedents and consequences of envy in the work environment have been studied from different perspectives (Crusius, 2020; Ganegoda & Bordia, 2019; Puranik et al., 2019), but there are few empirical analyses of envy. There is no consensus about the conceptualization of envy and its antecedents and consequences, and the results of previous studies are often contradictory and scattered (Li et al., 2021). Previous studies focus on antecedents and consequences as subsets of workplace envy and lack a broad conceptual perspective. To address this gap, we use social comparison theory to identify the antecedents and consequences of employees' envy. Because envy is a product of upward social comparison (Smith, 2000), it occurs when people compare themselves upward with others who are better off (Li et al., 2021). Literature Review Social comparison as a basis for envyThe conceptual foundation of the envy model in the work environment is the social comparison theory or, more appropriately, social comparison theories (Gerber et al., 2018). Social comparison means "the process of thinking about (or comparing) information about one or more people who are related to the person" (Smith et al., 2017). Workplace envyEnvy is an unpleasant negative emotion that has received less attention. Envy occurs when a person lacks another superior quality, achievement, or possession and either wants or wishes the other person did not have it. In the management literature, envy is usually considered detrimental to organizational health, as the envious person often engages in counterproductive workplace behaviors, including social attrition, sabotage, abuse, taking pleasure in another's misery, and demeaning the person being envied. (Mohd. Shamsudin et al., 2022). MethodologyThe current research is applied in terms of its purpose Because the research findings can be used to solve the executive issues of Sapco. In terms of the data collection method, it is considered a part of descriptive research and a branch of survey studies. In order to determine the minimum sample size, the test-based method and G-Power version 3.1 software were used (Faul et al., 2009). The number of 158 questionnaires has been distributed among people through the stratified sampling method. ResultsThe results of hypothesis 1 show that the narcissism of Sapco employees has a positive and significant effect on their workplace envy. The results of hypothesis 2 show that the neuroticism of Sapco employees has a positive and significant effect on their workplace envy. The results of hypothesis 3 show that the self-esteem of Sapco employees negatively and significantly affects their workplace envy. The results of hypothesis 4 show that the perceived control of Sapco employees negatively and significantly affects their workplace envy. The results of hypothesis 5 show that the competition factor between Sapco employees positively and significantly affects their workplace envy. The results of hypothesis 6 show that the envy of Sapco employees in the workplace negatively and significantly affects their organizational citizenship behavior. The results of hypothesis 7 show that workplace envy of Sapco employees has a negative and significant effect on their organizational perceptions (identification, job enthusiasm, and satisfaction). The results of hypothesis 8 also show that workplace envy of Sapco employees has a positive and significant effect on their intention to leave their jobs. The results of hypothesis 9 show that workplace envy of Sapco employees has a positive and significant effect on their moral indifference. The results of hypothesis 10 show that workplace envy of Sapco employees has a positive and significant effect on their unproductive work behavior. DiscussionWhat is seen more than ever in organizations is the issues related to mental and psychological pressures and their proper management so that organizations can grow and develop quickly and show off their ability against all these changes and environmental developments. In the workplace, a key factor in determining whether a manager will be in a better position is improving the management of employee emotions. One of the important and debatable issues in the field of employees' emotions is the discussion of workplace envy. The model of workplace envy presented in this research follows the social comparison theory. When employees make upward social comparisons in their work situations, they will experience workplace envy. ConclusionDue to the imbalance in personality traits, narcissistic employees show various deviant behaviors that cause problems for themselves and colleagues. Neurotic employees react to physical and emotional situations and are vulnerable. Self-esteem significantly predicts workplace envy so social comparison may be based on self-evaluations of abilities and opinions. Perceived control refers to people making a positive adjustment in the environmental conditions they were influenced. Perceived control can be a factor that reduces dissatisfaction and incompatibility. Creating a competitive atmosphere for scarce resources and promotions in the organization (for example, if an employee gets an advantage and a promotion will not reach another employee) increases the competition between employees to obtain these scarce resources and ultimately makes employees envy each other—employees who are envious of what other employees have usually refrained from performing organizational citizenship behaviors. Workplace envy leads to more negative emotions and organizational perceptions (i.e., identification, job passion, and satisfaction) and increases the tendency to change jobs. Social desirability can reduce real or symbolic workplace envy, and workplace envy can facilitate moral indifference. Upward social comparison (and the resulting destructive envy) is destructive to the organization's and work group's effectiveness.
Organizational Behavior
Sksndar Shirazi
Abstract
Organizational depression is one of the new challenges of public sector organizations; ignoring it can have long-term harm to the organization and its employees, and since people spend most of their time in organizations today, neglecting this issue can cause damage. Seek irreparability. The present ...
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Organizational depression is one of the new challenges of public sector organizations; ignoring it can have long-term harm to the organization and its employees, and since people spend most of their time in organizations today, neglecting this issue can cause damage. Seek irreparability. The present study aimed to investigate the causes of organizational depression with the foundational data approach (case study: government organizations). The current study is qualitative research, and its statistical population consists of professors and experts in organizational behavior and organizational psychology. The statistical sample was selected using a targeted method. In order to collect data, 16 in-depth interviews were conducted with experts, and the obtained data were analyzed using three stages of open, central, and selective coding. The final model was designed based on the Strauss-Corbin method. During this research, 175 open codes were obtained in the form of 21 core codes, non-fulfillment of goals and plans, weak political-legal factors, toxic organizational atmosphere, inappropriate physical space and equipment, telegram management, behavioral problems, personality problems, problems Family, physical disability, job burnout, conflicting relationships with colleagues, negative working conditions, lack of welfare system, financial disability, lack of justice, ineffective communication and unconventional control systems were categorized as sub-categories of this research. All extracted concepts were categorized into six selective codes from the paradigm model. Positive entropy was categorized as the causal conditions of organizational depression, individual factors as contextual factors, job dissatisfaction as a central category, poor financial performance as intervening factors, culture as a strategy, and organizational decline as a consequence of organizational depression.IntroductionObserving society's current situation and the existing problems and issues shows that many government organizations are weak, and inefficient, and in organizational psychology, they are sick and considered neurotic organizations. The existence of sick organizations also causes damage and problems to the whole body of society, just as the combination of multiple symptoms indicates the emergence of a disorder in humans. Similar patterns of strategic and structural defects also indicate the existence of specific organizational damage in the organization. A neurotic organization is, above all, an anxious organization. Such organizations have doubts about their abilities to achieve compatibility and success. For this reason, instead of spending their energy on achieving success, They often spend time, resources, and effort to avoid failure. In recent years, show behaviors have increased at all government organizations. Non-fulfillment of managers' promises due to severe reduction of resources and inability to provide them, weak performance of managers and, as a result, distrust of managers, failure to make correct and timely decisions, and lack of basic plans to deal with problems, reduction of citizen's rights in organizations and the lack of proper implementation of programs, etc., it is evident that all of these cases within organizations have reduced organizational commitment, reduced motivation in human resources, disturbed personal-work life balance, and in general indifference of employees to organizations. In the long term, the phenomenon of organizational depression appears. And seek to design a paradigmatic model of organizational depression in government organizations.Materials and methodsThis research seeks to develop a model of organizational depression in public sector organizations using the foundation data method; therefore, this research is considered qualitative research. To do it, the foundation data method and the Strauss-Corbin approach have been used in the model's design. In this research, theoretical data from background studies and literature related to the research, which is necessary for expanding the topic and interview questions, have been used. Also, to collect field data, interviewing experts have been used to develop categories. Three stages of coding were used to analyze the data obtained from the interviews: open coding, axial coding, and selective coding.Discussion and resultsThe researcher identified 175 open codes during the interviews and classified them into 21 core codes. The results indicated that The subcategories of behavioral problems, personality problems, family problems, and physical disability were categorized under the main category of individual factors. The subcategories of job burnout, conflicting relations with colleagues, and negative working conditions were categorized in the main category of job dissatisfaction. Lack of welfare system and financial inability are subcategories that were categorized in the organization's main category of poor financial performance. The subcategories of lack of justice, ineffective communication, and unconventional control systems were grouped in the main category of dramatic culture. Finally, the subcategories of inability to pursue goals and plans, vague goals and plans, reduction in organizational performance, inefficient leadership, and management were grouped in the main category of organizational decline.ConclusionIndividual factors are factors related to people's personal behavior and were categorized in the model of organizational depression, behavioral problems, personality problems, family problems, and physical disability under the title of individual factors in the form of underlying factors that cause organizational depression. These factors can be the severity of depression. It affects the organization, and it differs among the employees of the organization. In this research, "job dissatisfaction" has been chosen as the core category. The core category is the category that has the most repetition among the received codes. In this research, job dissatisfaction was the category repeated in all the interviews and hence has been selected as the central category. The subcategories of job burnout, conflicting relationships between colleagues, and negative working conditions were grouped in the main category of job dissatisfaction. Lack of welfare system and financial disability are subcategories categorized as poor financial performance of the organization and selected as intervening factors in the organizational depression model. Lack of justice, ineffective communication, and unconventional control systems were selected as subcategories of dramatic culture, and dramatic culture was chosen as a strategy in the organizational depression model. In the above research, organizational decline is the consequence of organizational depression, poor organizational performance, unclear goals and plans, inefficient leadership, and management were categorized as organizational decline subcategories.
Organizational Behavior
Mahdi Alizadeh; Ziba Feizy
Abstract
Organizational Grit is a new concept of positive psychology and characteristic of successful people worldwide. Organizational Grit expresses enthusiasm to achieve long-term organizational goals. However, there needs to be more understanding about the lived experience of Organizational Grit. In this research, ...
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Organizational Grit is a new concept of positive psychology and characteristic of successful people worldwide. Organizational Grit expresses enthusiasm to achieve long-term organizational goals. However, there needs to be more understanding about the lived experience of Organizational Grit. In this research, the phenomenological method was used to describe the lived experience of this phenomenon. The statistical population of this research was the judicial staff of Kurdistan Province. In this research, first, based on the questionnaire of Southwick and his colleagues, people with Grit were identified. Then, with the non-random-targeted sampling method, an in-depth interview was conducted with eight people. The findings of the qualitative analysis showed that the essence of the experience of organizational strength consists of four main themes: Organizational Grit as an active personality with sub-themes of innovation, patience, flexibility, learning, optimism, self-confidence, and risk-taking. Moreover, healthy thinking; Two: Organizational Grit as work spirituality with the sub-themes of God's satisfaction, God's people's satisfaction, honesty, piety, politeness, ethics, fairness and work conscience; Three: Organizational Grit as work endurance with the sub-themes of perseverance, pursuit, effort courage, decisiveness, being committed, accuracy, authority and foresight, Four: Organizational Grit as a general problem solver with the sub-themes of problem analysis, expertise, responsibility, service-oriented, realization of justice, citizen rights, result-oriented and solving judicial cases. Understanding the lived experience of organizational Grit can facilitate the organization's movement toward achieving its goals.IntroductionGoal pursuit is ubiquitous in our everyday life. Goals can keep us going and provide something to aim at; they guide our actions, big and small. Indeed, goal pursuit can be considered the cornerstone of human behavior (Milyavskaya& Werner, 2021). In connection with this subject, A newly defined personality trait called “grit” has been attracting the interest of scholars in recent years. Duckworth et al. defined grit as a personality trait of perseverance of effort and consistency of interest for long-term goals and suggested Grit as a valid predictor of long-term success shared by the most prominent leaders in every field (Suzuki et al., 2015).People adopt different behavior patterns in the way of motivating their long-term goals. Some people are steadfast and continue their efforts despite various issues and challenges (Arco Tirado et al., 2018). High-performance people have special attitudes and behaviors that differentiate them from others, and this capability has been proposed as organizational strength (Fernandez-Martin et al., 2020). Considering the importance of organizational Grit and the research gap in this field, this research investigates the lived experience of people with Grit in the judiciary using the phenomenological method. It seeks to answer the following main question:What does organizational Grit mean from the point of view of judicial staff? Literature ReviewThe studies of Duckworth and his colleagues in 2005 also showed that a large part of people's success is explained by their ability to be Grit in addition to intelligence (Guerrero et al., 2016). In other words, pursuit, effort, and interest, which indicate Grit, are distinguished from intelligence and talent and are equally critical in achieving success (Duckworth et al., 2015). Grit is in the intra-individual field and expresses the necessary capacity to regulate individual behavior and emotions to achieve goals (Shechtman et al., 2013). Duckworth and his colleagues define Grit as a non-cognitive parameter of individual abilities to pursue long-term goals without changing interests or goals along the path that leads to desirable outcomes (Duckworth et al., 2012).People with high and low Grit are distinguished only in situations of failure or difficulty. Difficulty is necessary for the distinction of having or not having Grit. (Lucas et al., 2015). People with Grit have a positive view of the work environment, see failure as a success for learning, and have long-term goals (Wagner & Ruch, 2015). When faced with difficult problems, these people do not give up easily and have perseverance and stability in the face of changing directions (Duckworth et al., 2007). Because they have positive emotions and expectations, they have more continuity and continuity in doing their work (Ginti, Brindle, 2015). People with Grit are conscientious and highly motivated (Meriac et al., 2015). They are conscientious, reliable, organized, diligent, and self-controlled (Duckworth & Seligman, 2005). People with Grit have the capacity and ability to self-regulate and enjoy doing the task until the end of the work - not for the reward - (Kohen, 2014). In addition, people with Grit are self-efficacious and optimistic (Kraft & Duckworth, 2015). MethodologyIn this research, the philosophy of interpretive research, inductive research approach, phenomenological research strategy and qualitative research method were used, and the data collection method was interview. The phenomenon of organizational Grit is an individual variable, and in its investigation and analysis, it should be addressed from an individual lens. In this regard, first, in the Kurdistan Province Justice Research Society, the Organizational Grit Questionnaire of Sutwick and his colleagues (the attached questionnaire) was distributed, then the people who had an average score of 4 or higher (out of 5 points) were identified as people with Grit and then with Non-random-targeted sampling method, in-depth interviews were conducted with 8 people (according to Table 1). The phenomenological approach is to study how the phenomenon is described by humans and their experience through the senses. The experience and interpretation of the phenomenon is the focus of phenomenological research (Mohammadpour, 2017). In order to deeply understand and understand the phenomenon of organizational Grit, this research deals with the lived experience of people with Grit. Discussion and ResultsQualitative data analysis showed that the lived experience of organizational Grit includes four main themes and thirty-two sub-themes as follows:Organizational Grit as an active personality with sub-themes of innovation, patience, flexibility, learning, optimism, self-confidence, risk-taking and healthy thinking.Organizational Grit as work spirituality with the sub-themes of God's satisfaction, God's people's satisfaction, honesty, piety, politeness, ethics, righteousness and work conscience.Organizational Grit as work endurance with the sub-themes of perseverance, follow-up, hard work, decisiveness, being committed, accuracy, authority and foresight.Organizational Grit as a general problem solver with the sub-themes of problem analysis, expertise, responsibility, service-oriented, realization of justice, citizen rights, result-oriented and solving court cases. ConclusionThe results of the research showed that the lived experience of organizational Grit indicates having four main themes, and according to these four themes, organizational Grit can be described as follows:Organizational Grit means having the characteristics of an active judicial personality (innovative, flexible, learning, optimistic, self-confident, risk-taking, patient and healthy thinking), which with the approach of work spirituality and righteousness (pleasure of God, satisfaction of God's people, honesty, piety, politeness, ethics, right-mindedness and work conscience) and the presence of work perseverance (persistence, follow-up, effort, decisiveness, commitment, accuracy, authority and foresight) in order to solve public issues and litigation (problems, expertise, responsibility) acceptable, service-oriented, realization of justice, citizenship rights, result-oriented and solving court cases).In general, the phenomenon of organizational Grit is common in some dimensions such as personality traits, having work endurance and problem solving (result realization), but in this research, work spirituality makes it different from other definitions and is proposed as an innovation in the definition of organizational Grit. AcknowledgmentsThe researchers consider it necessary to express their appreciation and gratitude to all the judicial staff of Kurdistan province who helped them in conducting this research.
Organizational Behavior
Marziyeh Dehghanizadeh; Ali Shojaeifard; Sajjad Zarei Pizadani
Abstract
The purpose of current research is to investigate effect of transformational leadership on organizational citizenship behavior: the role of identification, Work engagement, psychological empowerment and Proactive personality. The statistical population of this research is employees of Agricultural Jihad ...
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The purpose of current research is to investigate effect of transformational leadership on organizational citizenship behavior: the role of identification, Work engagement, psychological empowerment and Proactive personality. The statistical population of this research is employees of Agricultural Jihad Organization of Isfahan Province, that With Cochran's formula, a sample of 162 people was selected. research method is descriptive -survey, and the tool for collecting information is the use of the standard questionnaires. Its validity was checked based on factor of confirmatory analysis and its reliability was checked by Cronbach's alpha method and composite reliability. results of the current research show that transformational leadership has a positive and significant effect on organizational identification, Work engagement, and psychological empowerment, therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; However, with the existence of mediating variables of organizational identification, Work engagement and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, Work engagement and psychological empowerment on organizational citizenship behavior have positive and significant, and proactive personality plays a role in the relationship between transformational leadership on Work engagement and organizational identification and It acts as a moderator and cause of strengthens these two relationshipsIntroduction Today, the key to the success of organizations is the creation and development of organizational citizenship behavior among employees. The concept of organizational citizenship behavior in the field of organizational behavior emerged two decades ago and continues to develop. This issue is critical and essential for service organizations, such as the Agricultural Jahad Organization, whose activities depend highly on human resources (Sartika et al., 2020). Organizational citizenship behavior is a preferred extra-role and extra-task behavior of employees that promotes the success of organizations (Gammoh et al., 2021). Therefore, considering the importance of organizational citizenship behavior, it is necessary to conduct more research on the mechanisms that influence it; Therefore, the current research has addressed the issue of whether the relationship between transformational leadership and organizational citizenship behavior may be mediated by the concepts of organizational identification, work engagement and psychological empowerment of the employees of the Isfahan Agricultural Jahad Organization and also whether the proactive personality of the employees of the Agricultural Jahad of Isfahan strengthens the effects of transformational leadership on organizational identification and work engagement or not?Materials and MethodsThe statistical population of this research is employees of the Agricultural Jahad Organization of Isfahan Province (280 people). With Cochran's formula, a sample of 162 people was selected. The research method is a descriptive -survey, and the tool for collecting information is standard questionnaires. The data gathering tools in this research are the transformational leadership standard questionnaire of Afsar et al. (2019), the organizational identification standard questionnaire by Su & Swanson (2019), the work engagement standard questionnaire by Schaufeli & Bakker (2004), the employee psychological empowerment's standard questionnaire of Spreitzer (1995); proactive personality's standard questionnaire of Akgunduz et al. (2018); and organizational citizenship behavior's standard questionnaire of Organ (1988). In order to check the validity of the questionnaires, in addition to the content validity, which management professors and experts confirmed, the validity of the questionnaires was also checked from the index of factor loadings. The reliability of the questionnaires was calculated using the two methods of Cronbach's alpha coefficient and composite reliability and confirmed the reliability of the validity of the research instrument. Discussion and ResultsThe findings of the current research show that transformational leadership has a positive and significant effect on organizational identification, work engagement, and psychological empowerment; therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; however, the existence of mediating variables of organizational identification, work engagement, and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, work engagement, and psychological empowerment on organizational citizenship behavior has positive and significant, and proactive personality plays a role in the relationship between transformational leadership on work engagement and organizational identification. It acts as a moderator and causes of strengthens these two relationships.ConclusionsAccording to the results of this research, it was found that by using the social identity theory, social exchange theory and self-concept theory, the transformational leadership style in the organization increased the employees' perception of the organizational identity and made them feel more attached to their jobs and also the power distance decreased and felt more empowered in his self-concept, and thus these cases increased organizational citizenship behaviors in the employees of the Agricultural Jahad Organization of Isfahan; Therefore, according to the dynamics of the environment, the managers of the agricultural jahad organization should pay attention to the transformational leadership style as one of the best management styles that create and manage changes in the organization and try to manage their employees with this leadership style, and value the development and participation of employees in organizational decision-making and encourage creativity and acceptance of challenges as part of their work so that a sense of purpose is created in people and developed beyond the standards, and as a result, employees also, transfer their ideas and insight to other members.
