Individual & Organization
Fatemeh Alavi Matin; Abbasli Rastgar; Hasan Abedijafari; Mohsen Shafiei Nikabadi
Abstract
The aim of present study was to combine the results of quantitative researches in the field of employee-organization relationship. In this research, the structure of "employee-organization relationship" was considered as a variable with dimensions of satisfaction, trust, commitment and mutual control. ...
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The aim of present study was to combine the results of quantitative researches in the field of employee-organization relationship. In this research, the structure of "employee-organization relationship" was considered as a variable with dimensions of satisfaction, trust, commitment and mutual control. The statistical population of the research was the studies indexed in the Scopus database in the period of 2014-2023. Using the defined protocol, finally 41 hypotheses from 26 studies were selected for the sample. Data extracted from selected studies were evaluated by meta-analysis method. By identifying the most important antecedents related to this structure, the effect size of each antecedents and their overall effect size were measured. According to research results, the antecedents of "employee-organization relationship" variable are respectively: symmetrical communication, transparent communication, communication satisfaction, empowering leadership, authentic leadership, and dialogic communication with strong effect size; organizational justice, communication authenticity, communication responsiveness, and transformational leadership with medium effect size; and the organization character construct with weak effect size. The overall effect size of all antecedents in the model of fixed effect size and random effect size is: 0.629 and 0.626 respectively, that shows the strong effect of the antecedents identified to create favorable employee-organization relationship in the organization.
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.
Mohammad Keshavarz; Hossein Damghanian; Seyyed Abbas Ebrahimi; Abbasli Rastgar
Abstract
The aim of this study was to determine the effect of environmental sensitivity on , Employee Pro-Environmental Behaviour, considering the role of mediating effect of Social comparison nudge and Green nudge. The purpose of this study is descriptive and survey method. The statistical sample in this study ...
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The aim of this study was to determine the effect of environmental sensitivity on , Employee Pro-Environmental Behaviour, considering the role of mediating effect of Social comparison nudge and Green nudge. The purpose of this study is descriptive and survey method. The statistical sample in this study was 189 employees of the environmental organization of Semnan province who were selected randomly. In order to analyze the data, partial least squares method was used. The findings indicate that the instrument of measuring is well-suited and its reliability coefficient is more than 0.7 for all research structures. The results indicate that environmental sensitivity has a positive and significant effect on Employee Pro-Environmental Behaviour. Also the environmental sensitivity has a positive and significant effect on Social comparison nudge and Green nudge. On the other hand, the Social comparison nudge has a negative and significant effect on the Employee Pro-Environmental Behaviour, but the Green nudge has a positive and significant effect on these behaviors. In addition, the Social comparison nudge and Green nudge does not play the role of mediation between environmental sensitivity and Employee Pro-Environmental Behaviour. With notice of ignoring the role and importance of organizational nudges, it can be said that this research has a novel and fresh look at this category, which can lead to the emergence of more nudges to improve and strengthen behaviors in the organizational arena.
Hossein Damghanian; Abbas Ali Rastgar; Fatemeh Alavimatin
Abstract
The purpose of this study is to investigate the effect of the relationship conflict on the social undermining experience from the person who acts on this abrasive behavior point of view and who is treated with it, along with the role of gender demographic variable on this effect. The statistical population ...
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The purpose of this study is to investigate the effect of the relationship conflict on the social undermining experience from the person who acts on this abrasive behavior point of view and who is treated with it, along with the role of gender demographic variable on this effect. The statistical population of this study were 243 employees of selected branches of Alborz Insurance Company in Tehran. Krejcie and Morgan table was used to determine the sample size. Reliability of the questionnaire was confirmed. The findings of this study showed that the relationship conflict has a direct and significant effect on the social undermining experience and abrasive behavior, and also by mediating abrasive behavior, it affects the experience of social undermining indirectly, that means, the conflict of relationship will result in employees behavior, who act on abrasive behaviors to reduce the effect of unfavorable conditions, this in turn has a negative effect on the audience of this behavior and provokes the experience of social undermining. However, the demographic variable of gender as a moderator does not affect the direct effect of relationship conflict on the experience of social undermining and abrasive behavior as well as the direct effect of abrasive behavior on the experience of social undermining.
Abbas Rasregar; Banafshe Fotovat
Abstract
Start-ups need the application of new management techniques and concepts. Gamification is considered as a useful tool for organizations and this qualitative research answers the main question of the research which is how can build a gamified process in the field of human resources, especially ...
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Start-ups need the application of new management techniques and concepts. Gamification is considered as a useful tool for organizations and this qualitative research answers the main question of the research which is how can build a gamified process in the field of human resources, especially in recruitment section of startups. In this research 12 people are interviewed. These people were experts of human resources and gamification. In relation to primary and secondary themes in the field of gamification design during recruitment process in order to improve the recruitment of proper human force for small and medium startup businesses, 8 primary themes and 21 secondary themes are recognized. 8 primary themes which are effective factors on designing gamified recruitment process for startups are as follows: designing work plan, recognizing the job skills of applicant, examining the job innovation of applicant, developing the technology substructures of organization, characteristics of applicant, recognizing the psychological capital of applicant, recognizing the social capital of applicant, and the applicant`s adjustment ability to job purposes. The final result is a framework for designing a gamified process which is suitable for human resources especially in the recruitment section
Abbas Ali Rastegar; Behnam Golshahi
Abstract
This study aimed to identify the challenges of relationship between individuals and organization in knowledge based companies and to provide useful strategies in order to eliminate job obstacles of knowledge workers. It is done by an analytical case and qualitative approach and thematic analyses. The ...
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This study aimed to identify the challenges of relationship between individuals and organization in knowledge based companies and to provide useful strategies in order to eliminate job obstacles of knowledge workers. It is done by an analytical case and qualitative approach and thematic analyses. The statistical population includes active managers in companies placed in Tehran technology and science parks. Date gathering were based on a semi structured interview with 10 persons of expert managers by purposive sampling. The results of thematic analyze showed that there are three challenges including individuals, structural and cultural in the relationship between individuals and organization. So in this manner it should be review the policies of relationship setting among individuals and organization. Also it should be designed jobs which are align with knowledge-economy such as professional industrial jobs including; project management, jobs derived from new technology like Nano and biology science, professional service jobs facilitating interaction as advocacy, counselor and jobs absorbed from foreign companies.
Abbasali Rastgar; Tahereh Maghsoodi
Abstract
At the present time, organizations are increasingly faced with dynamic and changing environments. In these turbulent conditions, firms need to be flexible, adaptive, entrepreneurial and innovative. There are numerous preconditions for an innovation organization that transformational leadership ...
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At the present time, organizations are increasingly faced with dynamic and changing environments. In these turbulent conditions, firms need to be flexible, adaptive, entrepreneurial and innovative. There are numerous preconditions for an innovation organization that transformational leadership and knowledge sharing play the most important and key role. The aim of this study was to investigate the relationship between transformational leadership and organizational innovation with mediating role of knowledge sharing. This is a descriptive correlational study with purpose from the applied research. The sample size was 160 senior managers of engineering companies on field of robotic in Tehran that were selected by random method. The instruments used in this study were standard knowledge sharing questionnaire, the combined questionnaire of transformational leadership combined (Nasehifar et al, 2013; Bass, 1985; Timothy et al, 1999) and combined questionnaire of organizational innovation (Jimenez-Jimenez et al, 2008; Panayides, 2006; Prajogo & Sohal, 2006; Mirkamali & Choopani, 2011). Reliability of the questionnaire was reported by using Cronbach's alpha as 0/89, 0/93and 0/93, respectively. Test validity, with construct validity using was confirmed. Results of Pearson Correlation showed that all of transformational leadership, organizational innovation and Knowledge sharing components are mutually correlated with each other (p < 0/01). Implementing structural equation modeling with Partial Least Squares (PLS-SEM) for relationship between transformational leadership and organizational innovation through mediator variable knowledge sharing tests, we found that the proposed model has a good fit and organizational innovation is well explained by transformational leadership and knowledge sharing. Also all of the model path coefficients were significant
