ORIGINAL_ARTICLE
Application of canonical correlation techniques to investigate the relationship between emotional intelligence, organizational citizenship behavior and organizational commitment
Today, one of the most important features of any organization is a committed workforce with high emotional intelligence who want to be involved in the successful change. In other words, they should show the same organizational citizenship behaviors and organizational commitment. The current study aims to investigate the impact of emotional intelligence on organizational citizenship behavior and organizational commitment. The study sample included Shahindezh city school teachers in the West Azerbaijan. 298 statistical samples were chosen using a randomized stratification sampling and Morgan table. Data collection methods include organizational commitment questionnaire (Muday, 1979), organizational citizenship behavior (Orgon, 1998), and emotional intelligence (Shriyng Sieber, 1998), respectively. The results of canonical correlation analysis with 99% certitude show a strong relationship between emotional intelligence and organizational citizenship behavior thereby organizational commitment was confirmed. Multiple regression results showed that the dimensions of emotional intelligence (self-awareness, self-control and motivation) are a good predictor of organizational citizenship behavior and organizational commitment.
https://jipa.ut.ac.ir/article_50759_22a71097a60925001180e631abca7e13.pdf
2015-06-22
211
228
10.22059/jipa.2015.50759
Emotional intelligence
Organizational Citizenship Behavior
Mohammad Reza
Taghizadeh Yazdi
mrtaghizadeh@ut.ac.ir
1
Assistant Professor, Faculty of Management, University of Tehran, Tehran, Iran
LEAD_AUTHOR
Afshar
Soleimani
kindy20@gmail.com
2
MSc. in Educational Management, Islamic Azad University, Miandoab, Iran
AUTHOR
Angelidis, J. & Ibrahim, N.A. (2011). The Impact of Emotional Intelligence on the Ethical Judgment of Management. Journal of Bus Ethics, 99(1): 111-119.
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Ashforth, B.E. & Humphrey, R.H. (1995). Emotion in the Workplace:A Reappraisal. Human Relations, 48 (2): 97-125.
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Castro, C., Armario, E. & Ruiz, D. (2004). The Influence of Employee Organizational Citizenship Behavior on Customer Loyalty. International Journal of Service Industry Management, 5(1): 25-36.
3
Dee, J.R. & Singleton, C.A. (2006). Organizational Commitment of Teacher in urban School: Examining the Effects of Team Structures. Urban Education, 41(6): 603 – 627.
4
Delphine, H. (2009). Increasing Emotional Intelligence: How is Possible? Personality and Individual Difference, 47(1): 36-41.
5
Doaei, H, Sheikhian, A, Najafi, Z. & Dostian, R. (2010). Design and explain the impact of emotional intelligence model of organizational commitment and organizational citizenship behavior. Researches Management, (8): 37-67.
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Druker, P.F. (1999). The Leader of the Future: New Vision, Strategies and Practices For The Next Ere, San Francisco, Jessey-Bass Publisher.
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Dyne, L.V. & Ang, S. (1998). Organizational Citizenship Behavior of Contingent Workers in Singapore, Academy of Management Journal, 41(6): 692-703.
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Firestone, W. & Pannell, J. (1993). Teacher commitment, working conditions and different incentive policies. Review of Educational Research, (63): 489-525.
9
Goleman, D. (2001). The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations, San Francisco, CA: Jossey-Bass.
10
Guldal, G., Semra, G., Eren, M. A. & Oznur, A. (2008). The Mediating Effect of Job Satisfaction and Between Emotional Intelligence and Organizational Commitment: A Questionnaire Survey. International Journal of Nursing Studies, 45(11): 1625-1635.
11
Gunlu, E., Aksarayli, M. & Perçin, N. S. (2010). Job satisfaction and organizational commitment of hotel managers in Turkey. International Journal of contemporary Hospitality Management, 22(5): 693-717.
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Jordan, P. & Ashkanasy, N. (2002). Workgroup Emotional Intelligence: Scale Development and Relationship to Team Process Effectiveness and Goal Focus, Human Resource Management Review, 12(2): 195-214.
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Khanifer, H., Moghimi, M., Jondaghi, G. & Zarvandi, N. (2009).The survey of relationship between the components of trust and commitment. public Administration,1(2): 3-18. (in Persian)
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Kiarochi (2006). Emotional intelligence in everyday life. Translator by Najafivand, Publish by Sokhan. (in Persian)
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Mayer, J. & Salovey, P. (1990). Perceiving Affective Content in Ambiguous Visual Stimuli: A Component of Emotional Intelligence. Journal of Personality Assessment, (54): 772-781.
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Mayer, J.D., Caruso, D.R. & Salovey, P. (1999). Emotional intelligence meets traditional standards for an intelligence. Intelligence, (27): 267-298.
18
Mogeli, A. Hasanpoor, M. & Hasanpoor, A. (2009). The survey of The relationship between empowerment and organizational commitment of employees of the nineteen districts of Tehran. Public Administration, 1(2): 119-132.
19
(in Persian)
20
Mowday, R.T., Steers, R.M., & Porter, L.W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, (14): 224-247.
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Organ, D. W. & Ryan, K. (1995). A Meta-Analytic Review of Attitudinal and Dispositional of Organizational Citizenship Behavior, Personal Psychology, 48: 775-802.
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Podsakoff, P. M. (2000). Organizational Citizenship Behavior: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research. Journal of Management, 26: 513-563.
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Rezaeian, A. & Koshteghar, A. (2007). The survey of relationship between emotional intelligence and organizational commitment, Payam management, 7(27): 27-29. (in Persian)
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Samadi, A. & Keivan, N. (2013). The survey of the role of emotional intelligence in effective communication. Public Administration, 5(13): 129-148. (in Persian)
26
Sanobar, N. & Moghaddam, S. (2011).The survey of Effects of religiosity on OCB. Public Administration, 4 (4): 35-52. (in Persian)
27
Shaemi, A., Allameh, M. & Askari, M. (2013). Talent management strategy and its relationship with emotional intelligence staff. Management Studies (improvement and change), 7 (70): 47-57. (in Persian)
28
Sherry, A. & Henson, R.K. (2005). Conducting and Interpreting Canonical Correlation Analysis in Personality Research. International Journal of Service Industry Management, 84 (1): 37-48.
29
Steven, J., Peter, P., Jeremy, A. & Gill, S. (2009). Emotional Intelligence of Leader a Profile of Top Executive, Leadership & Organization Development Journal, 30(1): 87-101.
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31
Vares, H., Rasteghar, A., Zeraatkar, S., Rafati, K. (1010). The survey of Relationship between hero and OCB n IRIB radio in Iran. Public Administration, 1(3): 135-154. (in Persian)
32
Yasini, A., Zinabadi, H., Naveebrahim, A. & Arasteh, H. (2012). The survey role of mediation in the sense of self-efficacy influence on distributed leadership style and organizational commitment and job satisfaction of employees of public schools. Public Administration, 4 (4): 129-148. (in Persian)
33
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34
ORIGINAL_ARTICLE
The impact of perceived organizational support on reducing social loafing
Nowadays, organizations are trying to maximize productivity by groups, but the results are not always completely satisfactory thereby causing some problems for organizations such as social loafing. Social loafing reduces motivation and effort in team work compared to individual work. This study intends to achieve the necessary mechanisms to reduce social loafing, and reviews the effect of perceived organizational support on social loafing. The population of this study includes all 220 employees working in offices in Tehran's Alborz Insurance Company. According to Krejcie and Morgan Table (1970), the sample size for this study is 140. Sampling for this study has been done by stratified random sampling method. The study is descriptive and correlational, and also questionnaires were used to collect data. Data analysis was conducted using structural equation modeling. The results show negative effect of perceived organizational support on social loafing, and it can adjust social loafing.
https://jipa.ut.ac.ir/article_54672_c1ee55b5aee6e308bc9c70ddd5bd9abb.pdf
2015-06-22
229
244
10.22059/jipa.2015.54672
Perceived organizational support
social loafing
Team Work
Hossein
Damghanian
hdamghanian@semnan.ac.ir
1
Assistant Prof., Faculty of Economic, Management and Administrative Sciences, Semnan University, Semnan, Iran
LEAD_AUTHOR
Laleh
Jamshidi
laleh.jamshidi@yahoo.com
2
Assistant Prof., Faculty of Psychology and Educational Sciences, Semnan University, Semnan, Iran
AUTHOR
Fereshteh
Ghaleh Agha Babaie
fereshtehbabai@ymail.com
3
MBA Student, Semnan University, Semnan, Iran
AUTHOR
Asadi, A., Fayyazi, M. & Hasangholipour Yasory, T. (2014). Organizational Parameters Affecting Work-Life Balance Employees of an Automotive Parts' Manufacturer. Journal of public administration, 6(2): 209-226. (in Persian)
1
Bryant, S. M., Albring, S. M., Murthy, U. (2009). The effects of reward structure, media richness and gender on virtual teams, International Journal of Accounting Information Systems, 10 (4): 190-213.
2
Chen, Z. X., Aryee, S., & Lee, C., (2005). Test of a mediation model of perceived organizational support. Journal of Vocational Behavior, (66): 457–470.
3
Chiang, Ch. F. & Hsieh, T. SH. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, (31): 180-190.
4
Clark, J. & Baker, T. (2011). “It’s Not Fair!” Cultural Attitudes to Social Loafing in Ethnically Diverse Group. Intercultural Studies, (1):124-140.
5
Comer, D. R. (1995). A model of social loafing in real work groups. Human Relations, (48): 647-667.
6
Conway, N., Coyle-Shapiro, J., A-M. (2012). The reciprocal relationship between psychological contract fulfillment and employee performance and the moderating role of perceived organizational support and tenure. Journal of Occupational and Organizational Psychology, (85): 277-299.
7
Deans, C. (2004). Nurses and occupational violence: The role of organizational support in moderating professional competence. Australian Journal of Advanced, 22(2): 14-18.
8
Deconinck, J. B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust. Journal of Business Research, (63): 1349-1355.
9
Eby, L.T. & Dobbins, G.H. (1997). Collectivistic orientation in teams: An individual and group-level analysis, Journal of Organizational Behavior, (18): 275-295.
10
Eder, P. & Eisenberger, R., (2008). Perceived Organizational Support: Reducing the Negative Influence of Coworker Withdrawal Behavior. Journal of Management, (34): 55-68.
11
Eisenberger, R. Huntington, R., Hutchison, S. & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, (71): 500-507.
12
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Esakhani, A. (2013). Explaining the role of job resources and personal resources in employees work engagement. Journal of public administration, 5(2): 73-96. (in Persian)
14
George, M. (1992). Extrinsic and intrinsic origins of perceived social loafing in organizations. Academy of Management Journal, 35 (1): 191-202.
15
Golparvar, M., Javadian, Z. & Hosseinzadeh, Kh. (2011). Structural Model of Psychological Contract, Organizational Justice, Ethical Leadership, Leader-Member Exchange and Organizational Support. Journal of Modern Industrial/Organization Psychology, 7(2): 21-32. (in Persian)
16
Hardy, C. J. (1990). Social loafing: Motivational losses in collective performance. International Journal of Sport Psychology, (21): 305-327.
17
Harkins, S. & Szymanski, K. (1989). Social loafing and group evaluation, Journal of Personality & Social Psychology,(56): 934-941.
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Harkins, S., Latané, B. & Williams, K. D., (1980). Social loafing: allocating effort or taking it easy? Journal of experimental and Social Psychology, (16): 457-465.
19
Jacobs, G., Belschak, F. D. & Hartog, D. N. D. (2014). (Un) Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice. Journal of Business, 121(1): 63-76.
20
Jawahar, I.M. & Hemmasi, P. (2006). Perceived organizational support for women’ advancement and turnover intentions. The mediating role of job and employer satisfaction, Women in Management Review, 21 (8): 643-661.
21
Karau, S.J. & Williams, K. D. (1993). Social loafing: A meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, (65): 681-706.
22
Krejcie, R.V., & Morgan, D.W., (1970). Determining Sample Size for Research Activities. Educational and Psychological Measurement, (30): 607-610.
23
Krishnan, D. & Sheelamary, M. V. (2012). Perceived organizational support – an overview on its antecedents and consequences. International Journal of Multidisciplinary Research, 2 (4): 1-13.
24
Latane, B., Williams, K., & Harkins, S. (1979). Many Hands Make Light the Work: The Causes and Consequences of Social Loafing, Journal of Personality and Social Psychology, 37(6): 822-832.
25
Levi, D. (2014). Group Dynamics for Teams. 4th Edition. Sage Publications, ISBN: 9781412999533.
26
Murphy, S. M., Wayne, S. J., Liden, R. C. & Erdogan, B. (2003). Understanding social loafing: The role of justice perceptions and exchange relationships. Human Relations, 56(1): 61-84.
27
Osca, A., Urien, B., González-Camino, G., Martínez-Pérez, D. & Martínez- Pérez, N. (2005). Organisational support and group efficacy. Journal of Managerial Psychology, 20(3-4): 292 - 311.
28
Rahmanian Koushkaki, M. & Abbasi, E. (2014). The mechanisms effect on employees’ entrepreneurial behavior in Jihad-e-Keshavarzi management of Jahrom Count, Journal of public administration, 5(4): 121-138. (in Persian)
29
Rezaian, A. (2011). Fundamentals of Organization and Management, Tehran: Samt. (in Persian)
30
Rezaian, A. (2012b). Anticipatory and Organizational Justice (Advanced organizational behavior management), Tehran: Samt. (in Persian)
31
Rezaian, A. (2012a). Team-Building in the 21st century (Advanced organizational behavior management), Tehran: Samt. (in Persian)
32
Rhoades, L. & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4): 697-714.
33
Riggle, R.J., Edmondson, D.R. & Hansen, J.D. (2009). A meta -analysis of the relationship between perceived organizational support and job outcomes: 20 years of research. Journal of Business Research, (62): 1027-1030.
34
Robbins, S. & Judge, T., (2008). Organizational Behavior. 13th Edition. New Jersey: Prentice Hall.
35
Sabokroo, M., Kalhorian, R., Kamjoo, Z. & Taleghani, Gh. (2011). Work-family Conflict: The role of organizational Supportive perception in turnover intention (case study of nurses of Tehran’s hospital). Journal of public administration, 3(6): 111-236. (in Persian)
36
Simms, A. & Nichols, T. (2014). Social loafing: A Review of the Literature. Journal of Management Policy and Practice, 15(1): 58-67.
37
Smrt, D. L. & Karau, S. J. (2011). Protestant Work Ethic Moderates Social Loafing, Group Dynamics: Theory, Research, and Practice, 15(3): 267–274.
38
Stark, E. M., Shaw, J. D. & Duffy, M. K. (2007). Preference for Group Work, Winning Orientation, and Social Loafing Behavior in Groups, Group & Organization Management, 32(6): 699-723.
39
Tan, H. & Tan, M. (2008). Organizational Citizenship Behavior and Social Loafing: The Role of Personality, Motives, and Contextual Factors. Journal of Psychology: Interdisciplinary and Applied, 142(1): 89-108.
40
Tremblay, M., Cloutier, J., Simard, G., Chenevert, D. & Vandenberghe, Ch. (2010). The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance. The International Journal of Human Resource Management, 21(3): 405-433.
41
Tsaw, D., Murphy, S. & Detgen, J., (2011). Social Loafing and Culture: Does Gender Matter? International Review of Business Research Papers, 7(3): 1-8.
42
Vaartstra, M. (2012). Perfectionism and Perceptions of Social Loafing in Youth Soccer Players. Alberta, Edmonton.
43
Williams, K. D. & Karau, S. J. (1991). Social loafing and social compensation: The effects of expectations of coworker performance. Journal of Personality and Social Psychology, 61(4): 570-581.
44
Zampetakis, L.A., Beldekos, P. & Moustakis, V.S. (2009). Day-to-day entrepreneurship within organisations: The role of trait Emotional Intelligence and Perceived Organizational Support. European Management Journal, (27): 165–175.
45
ORIGINAL_ARTICLE
Achieving national wellbeing through promoting national competitiveness capacity
One of the constant concerns of economists and public administration scientists has been the transition from different stages of development accompanied by justice and social welfare. Success of governments in achieving this goal is interpreted as one of their power elements. In the present research, promoting national wellbeing is considered from the perspective of improvement of national competitiveness capacity attributes. Research methodology includes both descriptive and correlation analysis based on Structural Equation Modeling. Data was collected by means of documents and library studies from international sources. Research results indicated that providing national competitiveness capacity results in national wellbeing promotion. Meanwhile, promoting national competitiveness capacity with attributes such as "basic requirements", "efficiency enhancer" and "innovation and sophistication factors" paves the way for improvement of wellbeing in qualitative dimensions such as happiness, gender equality, etc. as well as quantitative dimensions such as health, education and research.
https://jipa.ut.ac.ir/article_53639_fe5939dbd5b14a6b60ab779b01f40ab4.pdf
2015-06-22
245
258
10.22059/jipa.2015.53639
Capacity
Competitiveness
national competitiveness
national wellbeing
subjective wellbeing
Hassan
Danaee Fard
hdanaee@modares.ac.ir
1
Prof., Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
AUTHOR
Jabbar
Babashahi
j.babashahi@ut.ac.ir
2
Assistant Prof., Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran
LEAD_AUTHOR
Adel
Azar
azara@modares.ac.ir
3
Prof., Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
AUTHOR
Asadollah
Kordnaiej
kordnaiej@modares.ac.ir
4
Associate Prof., Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
AUTHOR
Berger, T. & Bristow, G. (2009). Competitiveness and the Benchmarking of Nations – A Critical Reflection. International Advanced Economic Research. 15(4): 378-392.
1
Bernat, T. & Poteralski, J. (2006). Competitiveness of nations – A comparative analysis. Economics and Competition Policy, 2(3): 7-18.
2
Cho, D.S. (1998). From national competitiveness to block and global competitiveness. Competitiveness Review, 8(1): 11-23.
3
D’Acci, L. (2010). Measuring wellbeing and progress. Social indicator research. 104 (1): 47-65.
4
Elmi, M. (2011). Influential factor in economy and business competitiveness and its indexes. Tehran, Commerce Print and Publication Corporation. First Edition. (in Persian)
5
Glatzer, W. (2006). Quality of Life in the European Union and the United States of America: Evidence from Comprehensive Indices. Applied Research in Quality of Life, 1(2):169-188.
6
Graham, J. & Fortier, E. (2006). Building Governance Capacity: the Case of Potable Water in First Nations Communities. Aboriginal Policy Research Conference, March 23, Ottawa.
7
Jannatifar, M., Nikraftar, H. & Safdari, F. (2011). Iran Competitiveness Report (2010-2011). Iran Chamber of Commerce Industries and Mines, Tehran.
8
(in Persian)
9
Keogh, P. (2010). Building better Ireland. Construction Industry Council, The Association of Consulting Engineers of Ireland. Dublin, Ireland.
10
Klimova, N. (2011). Universities Innovation Clusters: Approaches for National Competitiveness Paradigm. European Journal of Social Sciences, 19 (1): 160.
11
Love, P.E.D., Ganasekaran A. & Li, H. (1998). Improving the Competitiveness of Manufacturing Companies by Continuous Incremental Change; The TQM Magazine, 10(3): 177-186.
12
Määttä, S. (2007). High quality public sector in delivering the Lisbon Strategy for sustainable growth and competitiveness. In: Proceedings of the conference Good Practices in Slovene Public Administration 2007, 12 November, Brdo, Ministry of Public Administration, pp. 19-31.
13
McFetridge, D.G. (1995). Competitiveness: Concepts and Measures, Occasional paper, no, 5 of Industry Canada.
14
North, D. (1994). Economic performance through time. American Economics Review, 84 (3): 359-368.
15
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16
Porter, M. & Schwab, K. (2008). The Global Competitiveness Report 2008-2009. Geneva: World Economic Forum.
17
Porter, M.E. (2001). Strategy and the Internet. Harvard Business Review, 79 (3): 62–78.
18
Puryear, J. & Tamara, O. (2005). Building Human Capital: Is Latin American Education Competitive? Global Competitiveness Report 2005-2006. www. reports.weforum.org.
19
Veenhoven, R. (2009). Well-Being in nations and well-Being of nations; is there a conflict between individual and society? Social Indic Research, 91(1): 5-21.
20
Wong, A. & Brahmakulam, I. (2002). USAID and Science and Technology Capacity Building for Development. RAND Science and Technology. U.S. Agency for International Development.
21
World Competitiveness Yearbook. (2005). International Management Development (IMD). www.imd.org.
22
World Economic Forum. (2011). Global Competitiveness Report 2011-2012, Geneva, Switzerland. www.imd.org.
23
Van Wyk, J. (2010). Double diamonds, real diamonds: Botswana’s national competitiveness. Academy of Marketing Studies Journal, 14(2): 55-76.
24
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25
ORIGINAL_ARTICLE
The impact of employees' judgments of corporate social responsibilities programs on extra-role behaviors and in-role job performance: with an emphasis on the mediating role of affective commitment
The increasing importance of corporate social responsibility programs and initiatives has led to both a micro- and macro-level consideration of the impacts of these programs and initiatives on organizations. Does employees judgment of corporate social responsibility programs have any relationship with corporate social responsibility specific performance and their in/role job performance? Our attempt in this study is to answer this question. For that purpose, a sample including 237 employees of Yazd’s manufacturing-industrial units was chosen. The results of the data analysis using structural equation modeling and AMOS software indicated that employees’ judgment of corporate social responsibility has a relationship with affective commitment and extra/role performance. Results didn’t show any significant relation between extra-role performance and in-role job performance.
https://jipa.ut.ac.ir/article_54673_34e632299647311d6c249354419bbd42.pdf
2015-06-22
259
276
10.22059/jipa.2015.54673
Affective commitment
Corporate social responsibility
CSR-specific performance
extra-role behavior
in-role performance
Davood
Salmani
article_salmani@yahoo.com
1
Associate Prof., Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Saeed
Modaresi
modaresi.sa@ut.ac.ir
2
PhD Candidate, Management, Farabi Campus, Faculty of Management, University of Tehran, Tehran, Iran
LEAD_AUTHOR
Kimia
Nourian
kimianourian@yahoo.com
3
MSc., MBA, Faculty of Management, Payam Noor University, Tehran, Iran
AUTHOR
Arezoo
Salmani
arezu.88.salmani@gmail.com
4
MSc., EMBA, Faculty of Management, Payam Noor University, Tehran, Iran
AUTHOR
Aguilera, R. V., Rupp, D. E., Williams, C. A. & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of management review, 32(3): 836-863.
1
Aguinis, H. & Glavas, A. (2012). What we know and don’t know about corporate social responsibility a review and research agenda. Journal of management, 38(4): 932-968.
2
Allen, N. J. & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational psychology, 63(1): 1-18.
3
Basu, K. & Palazzo, G. (2008). Corporate social responsibility: A process model of sensemaking. Academy of management review, 33(1): 122-136.
4
Bauman, C. W. & Skitka, L.J. (2012). Corporate social responsibility as a source of employee satisfaction. Research in Organizational Behavior, 32: 63-86.
5
Berens, G., Riel, C.B.V. & Bruggen, G.H.V. (2005). Corporate associations and consumer product responses: the moderating role of corporate brand dominance. Journal of Marketing, 69(3): 35-48.
6
Blader, S. L. & Tyler, T. R. (2009). Testing and extending the group engagement model: linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2): 445-464.
7
Byrne, B. M. (1994). Structural equation modeling with EQS and EQS/Windows. Thousand Oaks, CA: Sage Publications.
8
Caligiuri, P., Mencin, A. & Jiang, K. (2013). Win–Win–Win: The Influence of Company‐Sponsored Volunteerism Programs on Employees, NGOs, and Business Units. Personnel Psychology, 66(4): 825-860.
9
Cohen-Charash, Y. & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86(2): 278-321.
10
Cremer, D.D. & Hiel, A.V. (2006). Effects of another person’s fair treatment on one’s own emotionsand behaviors: The moderating role of how much the other cares for you. Organizational Behavior and Human Decision Processes, 100(2): 231-249.
11
Cropanzano, R., Byrne, Z. S., Bobocel, D. R. & Rupp, D. E. (2001). Moral virtues, fairness heuristics, socialentities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2): 164-209.
12
Du, S., Bhattacharya, C. & Sen, S. (2013). Corporate social responsibility, multi-faceted job-products, and employee outcomes: ESMT Working Paper. Available at SSRN: http://ssrn.com/abstract=2320464.
13
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G. & Steiger-Mueller, M. (2010). Leader–member exchange and affective organizational commitment: The contribution of supervisor’s organizationalembodiment. Journal of Applied Psychology, 95 (6): 1085–1103.
14
Fleming, M. (2002). What is safetyculture? Rail way safety ever greenHouse, Available at: www.google.comrwf.
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Hair Jr. J. F., Black, W. C., Babin, B. J. Anderson, R. E. and Tatham, R. L. (2006). Multivariate data analysis. 6th ed. New Jersey: Prentice Hall.
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Hair Jr., J. F., Anderson, R. E., Tatham, R. L. and Black W. C. 1998. Multivariate data analysis. 5th ed. New Jersey: Prentice Hall.
17
Jaramillo, F., Mulki, J.P. & Marshall, G.W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research. Journal of Business Research, 58(6): 705-714.
18
Piercy, N.F., Cravens, D.W., Lane, N. & Vorhies, D.W. (2006). Drivingorganizational citizenship behaviors and salesperson in-role behavior performance: The role of management control and perceived organizational support. Journal of the Academy of Marketing Science, 34(2), 244- 262.
19
Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M. & Blume, B.D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1): 122-141.
20
Podsakoff, P.M., Bommer, W.H., Podsakoff, N.P. & MacKenzie, S.B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and HumanDecision Processes, 99(2): 113-142.
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Podsakoff, P.M. MacKenzie, S.B., Lee, J.Y. & Podsakoff, N.P. (2003). Commonmethod biases in behavioural research: A critical review of the literature andrecommended remedies. Journal of Applied Psychology, 88(5): 879-903.
22
Rhoades, L., Eisenberger, R. & Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 86(5): 825-836.
23
Riketta, M. (2002). Attitudinal organizational commitment and job performance: a meta‐analysis. Journal of organizational behavior, 23(3): 257-266.
24
Robertson, J. L. & Barling, J. (2013). Greening organizations through leaders' influence on employees' pro‐environmental behaviors. Journal of organizational behavior, 34(2): 176-194.
25
Rupp, D. E. (2011). An employee-centered model of organizational justice and social responsibility. Organizational Psychology Review, 1(1): 72-94.
26
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27
Rupp, D. E., Shao, R., Thornton, M. A. & Skarlicki, D. P. (2013). Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity. Personnel Psychology, 66(4): 895-933.
28
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29
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31
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32
ORIGINAL_ARTICLE
The effect of psychological capital on the quality of the offered services to the clients by the counter staffs with organizational commitment meditation
The current study aims to examine the impact of psychological capital and organizational commitment on the quality of the offered services to the clients by the counter staffs of Ansar bank. In this research, the theoretical model and the theories between the variables were first developed and structural equation was used to examine research theories. Ansar bank counter staffs of Tehran city are the statistical population. Therefore, for this research, 320 persons are picked based on the Morgan table using random sampling. A questionnaire was used to collect the data, the reliability and validity of which are assessed by Cronbach's alpha and confirmatory factor analysis. This conceptual model was examined using structural part called path analysis and structural equation modeling. The results showed the positive influence of psychological capital on the quality of offered services to the clients.
https://jipa.ut.ac.ir/article_52326_7059b6a180740af675a2f7a98a1425e9.pdf
2015-06-22
277
302
10.22059/jipa.2015.52326
Organizational Commitment
Psychological capital
Services Quality
structural equation
Seyyd Reza
Seyyed Javadein
dr.seyyedjavadein@gmail.com
1
Prof., Business Marketing Group, Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Marjan
Fayyazi
mfayyazi@ut.ac.ir
2
Assistant Prof., Business Marketing Group, Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Hosein
Balochi
hossinbalochi.manager@gmail.com
3
Ph.D. Student in International Marketing Management, Faculty of Management and Economic, University of Semnan, Semnan, Iran
LEAD_AUTHOR
Akbari, M., Shakiba, H., Ziaee, M. S., Marzban, S M. & Razi, S. (2013). Relation between organizational Health and Organizational Entrepreneurship: The Case of University of Tehran. Journal of public Administration. 5 (13): 1-20. (in Persian)
1
Akhtar, S., Ghayas, S. & Adil, A. (2012). Self- efficiency and optimism as predictors of organizational commitment among bank employee, international journal of psychology, 2(2): 33-42.
2
Asadi, A., Fayyzi, M. & Hasangholipour Yasory, T. (2014). Organizational Parameters Affecting Work-Life Balance Employees of an Automotive Parts' Manufacturer, Journal of public Administration, 6(2): 209-226. (in Persian)
3
Avey, J. B., Patera, J. L. & West, B. J. (2006). The Implications of Positive Psychological Capital on Employee Absenteeism. Journal of Leadership & amp; Organizational Studies, 13 (2):42-60.
4
Avey, J. B., Wernising, T. S. & Luthans, F. (2009). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. Journal of Applied Behavioral Science, 44 (1): 48-70.
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10
Ghelich Lee, B. (2008). The dissertation examines the impact of organizational culture on organizational commitment. Thesis. Qom, Tehran University campus. (in Persian)
11
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Handlon, R. L. (2009). The departure of the insurance agent: The Impact organizational commitment, organizational justice, and job satisfaction have on Intent to leave in the insurance industry. Dissertation presented in partial fulfillment of the requirements for the degree doctor of philosophy, Capella university.
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14
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38
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39
Wilkerson, J. Evans, W. & Davis, W. (2008). A test of coworkers' influence on organizational cynicism, badmouthing, and organizational citizenship behavior. Journal of Applied Social Psychology. 38 (9): 2273–2292.
40
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41
ORIGINAL_ARTICLE
The impact of trade openness and business environment on foreign direct investment: A panel data of world countries from 2004 to 2012
The current study examines the impact of trade openness and business environment on foreign direct investment among 23 countries in Southwest Asia over the period 2004 to 2012. The research approach is econometric and the generalized regression of panel data was used to test the effect of the variables of interest. The results show that trade openness directly (coefficient of 0.002, p-value = 0.031) determines foreign direct investment. Among the business indices, the cost of construction permits (-0.012), enforcement of contracts (-0.002), received electricity (coefficient of 0.002), the cost of starting a new business (-0.051), the time required to export (-0.154), the time required to import (-0.112) and the costs of preparing and paying taxes (0.008) showed sufficient statistical significance. The time required to import and export has the highest share for anticipation of the foreign direct investment. These results suggest that developing an appropriate model in which a convergence is found between policy institutions is a necessary issue to promote trade liberalization and improve the business environment.
https://jipa.ut.ac.ir/article_51600_acc4a2da1a660f1ebceec304c142292a.pdf
2015-06-22
303
328
10.22059/jipa.2015.51600
Business environment
Foreign direct investment
panel data
Trade openness
Mahsa
Ghandehari
gandehary@yahoo.com
1
Associate Prof., Faculty of Economics and Administrative Science, University of Isfahan. Isfahan, Iran
AUTHOR
Saeid
Akbariani
akbariani_s@yahoo.com
2
PhD. Student in Human Resource Management, University of Isfahan, Isfahan, Iran
LEAD_AUTHOR
Sonia
Habibi Rad
soniahabibirad@yahoo.com
3
MBA in Technology Management, Kish Pardis, University of Tehran, Kish, Iran
AUTHOR
Reza
Abachian Ghassemi
r_abachian@yahoo.com
4
PhD. Student in Human Resource Management, University of Isfahan, Isfahan, Iran
AUTHOR
Ahmadreza
Mohammadi Sofla
5
MSc., Industrial Management, Tehran, Iran
AUTHOR
Alvani, S.M., Zarandi, S. & Arab Sorkhi, A. (2011). Indicator of National Anticorruption Strategy of I.R. Iran. Journal of Public Administration. 2(4): 3-22. (in Persian)
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4
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Belloumi, M. (2014).The relationship between trade, FDI and economic growth in Tunisia: An application of the autoregressive distributed lag model. Economic Systems, 38(2): 269-287.
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55
ORIGINAL_ARTICLE
Evaluation of civil order phenomenon management based on designing variables measuring level of system effectiveness and its application in modern approach to crisis management
Today, “Civil Order” may be regarded as one of the most important “Functional Requirements” (FR) of any city, as a real, complex, large-scale system. In this regard, learning about dynamic behavior of the civil order phenomenon and analysis of all information obtained from “Operational Environment” associated with the system of interest may be considered an essential step in the process of “Crisis Management” for mega-cities. For this reason, the present study aims to develop a way for evaluating the effectiveness level of civil order management system by establishing a set of quantitative variables, based on which we can eventually obtain the probability of successfully meeting each of the root-FRs, which is basically required to manage the civil order phenomenon behavior in the system (city) of interest. To verify the practical capability of the presented method, this study, as an analytical-descriptive research, focuses on a population, which consists of “Tehran’s Police Chief Dep.”, “Tehran’s Municipality Org.”, “Tehran’s Emergency Medical Services Org.”, and “Public Media (TV, Radio, and Presses)”, from which, finally, 140 participants are randomly drawn using “Stratified Sampling Method” to be inquired. Library Studies, Face-to-Face/Telephone Interviews, and Researcher–made Questionnaires are all three ways specifically used for gathering all required data and information. This study considers learning of changes in probability of successfully fulfilling each of the system root-FRs to be a sound basis for effective management of civil order phenomenon.
https://jipa.ut.ac.ir/article_54674_ab6506958625eabe764705ffd19eab2d.pdf
2015-06-22
239
352
10.22059/jipa.2015.54674
civil order phenomenon
Crisis Management
Quality Function Deployment (QFD)
root functional requirements
systems theory
Seyyed Jalil
Lajevardi
j_lajavardi@sbu.ac.ir
1
Assistant Prof., Faculty of Management, Shahid Beheshti University, Tehran, Iran
AUTHOR
Ali
Mollajan
alimollajan@alum.sharif.edu
2
M.Sc. in Industrial Engineering-Socio-Economic Systems Engineering, Graduate School of Management and Economics, Sharif University of Technology, Tehran, Iran
LEAD_AUTHOR
Abedi Jafari, H., Abooyee Ardakan, M. & Aghazadeh, F. (2011). Mapping “Urban Management Science” Based on ISI Subject Areas. JournalofPublicAdministration, 3(7): 131-138. (inPersian)
1
Ahmadi, S.A., Rasuli, R., Rajabzadeh Ghatari, A. & Pooya, P. (2012). Presenting a Crisis Management Model with Emphasis on Human Resources Management System for Hospitals of Tehran.JournalofPublicAdministration, 4(18): 1-24. (inPersian)
2
Akao, Y. (1994). RecentApproachofQualityFunctionDeployment. In: Mizuno, S., Akao, Y. (Eds.), QFD: The Customer- Driven Approach to Quality Planning and Development. Tokyo:AsianProductivityOrganization, PP. 339.
3
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4
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5
Buede, D. M. (2009). TheEngineeringDesignofSystems:ModelsandMethods. New Jersey:John Wiley & Sons.
6
Franceschini, F. (2002). AdvancedQualityFunctionDeploymentQFD. Boca Raton, Florida : St. Lucie Press.
7
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10
Kameli, M. (2009). ModelingNetworkPolicyMakinginPoliceOrganizations(unpublished). Ph.D. Dissertation,Allameh Tabatabaie University (ATU), Tehran, Iran. (inPersian)
11
Kameli, M., Lajavardi, J., Nemati, R. & Mollajan, A. (2013). Persistent External Coordination in Crisis Management and Its Role on Improvement of Organizational Performance. JournalofPublicAdministration, 4 (14): 117-134. (inPersian)
12
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Mitroff, I. I., Shrivastava, P. & Udwadia, F. E. (1978). Effective Crisis Management. AcademyofManagementExecutiveJournal, 1(4): 283-292.
16
Mollajan, A. (2010). DesignofaNewPolicingSystemforIran’sPoliceBasedonSystemsEngineeringPrinciples(unpublished). Compulsory Military Service Projects for Iran's Elite National Talents, I.R.I’s Police University, Tehran, Iran. (inPersian)
17
Pourezzat, A. & Raheimian, A. (2012). Public Policy Necessities for Administration of Complex and Different Cities (Case study: Tehran). JournalofPublicAdministration, 4(10): 25-44. (inPersian)
18
Suh, N.P. (2007). Ergonomics, Axiomatic Design & Complexity Theory. TheoreticalIssuesinErgonomicsScience, 8 (2):101-121.
19
Suh, N.P. (1995). Design and Operation of Large Systems. JournalofManufacturingSystems, 14 (3): 203-213.
20
Taleghani, G., Farhangi, A. & Abedijafari, A. (2010). Developing A Model of Factors Affecting the Citizens Trust Toward Urban Management.JournalofPublicAdministration, 2(4): 89-106. (inPersian)
21
Wasson, C.S. (2006). System Analysis, Design, and Development Concepts, Principles, and Practices. New Jersey:John Wiley & Sons.
22
ORIGINAL_ARTICLE
Benchmarking and its applications in organizations (Case study: Designing the characteristics of organized inner- city area in Tehran city)
Tehran municipality, at the lowest level, has been divided to many inner- city areas. If the municipality is going to provide desired services to citizens, it is necessary to design the characteristics of organized inner-city areas. This research is designed to identify the characteristics of organized inner-city areas in Tehran city- based on the benchmarking mechanism. Required data was gathered by interview and data has been analyzed by using Delphi Technique and Content Analysis. The results suggest that 1) to formulate the characteristics of organized inner-city area in city of Tehran, we can use the benchmarking mechanism; 2) to formulate the characteristics of organized inner-city area, the focus must be on both functions and the work processes; 3) the necessity to focus on within industry benchmarking; that is, we must focus on municipalities by using the mechanism of “sister city”; especially, sister city to large municipalities (such as New York, London, Tokyo, etc.).
https://jipa.ut.ac.ir/article_54675_7e81761f9d23c399ff19a4d166f00929.pdf
2015-06-22
353
372
10.22059/jipa.2015.54675
Benchmarking
external benchmarking
inner- town or inner- city area
internal benchmarking
Behzad
Mashali
behmashali@gmail.com
1
Assistant Prof., Faculty of Humanities, University of Science and Culture, Tehran, Iran
LEAD_AUTHOR
Aaker, David A. (1995). Strategic Market Management. John Wiley and Sons Inc.
1
Burns, P., Cloda, J. & Christoph, R. (2005). The role of benchmarking for yardstick competition. Utilities Policy, 13(4): 302-309.
2
Clarke, A. & Garsid, J. (1997). The Development of a Best practice Model for Change Management. European Management journal , 15 (5): 537-545.
3
Cutt, J. & Murray, Victor V. (2001). Accountability and Effectiveness evaluation in non- Profit Organizations . London: Rutledge.
4
Dale Compton, W. (1997). Engineering management: Creating and Managing World- Class Operations. New York: Prentice- Hall, Inc.
5
French, D. & Saward, H. (1984). Dictionary of management, London: Pan Books. Translate: Mohammad Saebi , Tehran: 1375. (in Persian)
6
Gerry, J. & Schols K. (1995). Exploring corporate Strategy. Third Edition . London: Prentice Hall Inc.,
7
Goh, S. & Richards. G. (1997). Benchmarking the learning Capability of Organization. European management Journal, 15(5): 575-583.
8
Harvard Business Review (1998). Harvard business Review on Knowledge management. Harvard Business School Press. Boston, MA, USA.
9
Keen, P.G.W. & Knopp, E.M. (1996). Every Manager’s Guide to BusinessProcesses: AGlossary of Key Terms and Concepts for Today’s Business Leaders, Boston: Harvard Business School Press.
10
Klementschitz, R. & Corinne M. (2006) Development of a methodology for benchmarking public transportation organizations: a practical tool based on an industry sound methodology. Journal of Cleaner Production, 14(2 ): 113-123.
11
Kohan, G. (1998). Benchmarking: a new method for systems quality improvement . Journal of Public Administration (40): 65-76. (in Persian)
12
Municipality of Tehran. (2007). The Approved Comprehensive Principal Bill of the City of Tehran. Tehran, (in Persian)
13
Nicholson, N . (1995). The Blackwell Encyclopedic Dictionary of Organizational Behavior. Malden, MA: Blackwell Publishers.
14
O'Connor, P. (1996).The Practice of Engineering management. Toronto: John Whiley and Sons Ltd.
15
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16
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17
Pataki, B., Vemeth, B., Barkanyi, M. & Koczka, T. (1998) observation on Benchmarking in Hungary. European management journal, 16 (4 ): 485-494.
18
Petlinger, R. (1996). Introduction to Organization Behavior. London: Macmillan press Ltd.
19
Rolstadas, A. (1995). Benchmarking- Theory and practice. 1th ed. London: published by Chapman & Hall,
20
Sadler, PH. (1994). Designing Organization. Second Ed, London: Kogan Ltd.
21
Sue, T. (1998). Benchmarking: a guide for educators . Thousand Oaks, CA: Corwin press, Inc.
22
Wick, C. W., Leon, S. L. (1993). The Learning Edge . New York: Mc Grow– Hill.
23
Wright, P., Pringle, C. D., Kroll, M. J. & Parnell, J. A. (1994). Strategic management. Boston: Allyo and Banken, Second ed .
24
Young, G. (1997). Designing Business. London, published by the Institution of Electrical Engineers.
25
ORIGINAL_ARTICLE
Investigating the relationship between organizational intelligence and human resource flexibility in knowledge based organizations
The current study aims to explain the scientific foundation of and offer practical solutions to University of Tabriz human resources flexibility based on organizational intelligence. The research is applied in terms of purpose and descriptive in terms of data collection and it is casual according to relationship among variables .The data were collected by Albrecht organizational questionnaire and human resources flexibility questionnaire based on the Batachariya, Snell and Wright studies. The statistical population consists of scientific members of University of Tabriz in four knowledge groups; where 235 individuals were selected as statistical sample by Cochran formula in confidence level of %95 and finally 210 questionnaires were analyzed using simple random and cluster sampling method. The results of structural equations modeling showed that organizational intelligence by recognition coefficient of %79 is the strong predictor of human resources flexibility. Also, the results of Pearson correlation showed that all organizational intelligence variable dimensions have a positive and significant relationship with human resources flexibility.
https://jipa.ut.ac.ir/article_50760_399acd62294369c3d74930a20252dd3d.pdf
2015-06-22
373
392
10.22059/jipa.2015.50760
human resources flexibility
knowledge based organization
organizational intelligence
Amir Hoshang
Nazarpoori
ah_nazarpoori@yahoo.com
1
Assistant Prof., Commercial Management, Faculty of Economics and Administrative Sciences, University of Lorestan, Khoram Abad, Iran
AUTHOR
Samad
Rahimi Aghdam
s.rahimiaghdam@gmail.com
2
PhD. Student in Human Resource Management, Faculty of Economics and Administrative Sciences, University of Lorestan, Khoram Abad, Iran
LEAD_AUTHOR
Abbasi, R., Bandabashahi, J., Afkhami Ardakani, M. & Farahani, D. (2013). Examining the effect of human resource inflexibility on organizational entrepreneurship explanation of mediating role of conformation culture, journal of organizational culture, 11 (1):87-106. (in Persian)
1
Abdoli, K., kafche, P. & khaksar, M. (2013). Investigation of Relationship between Organizational Intelligence and Competitive Strategy in Banks, Journal of Basic and Applied Scientific Research, 3 (2): 37-43.
2
Albrecht, K. (2003). The power of minds at work: organizational intelligence in action, American Management Association (amacom).
3
Ansari, M., Rahmani Yoshanloyi, H., Oskoyi, V. & Hosseini, A. (2011). Recognizing factors and designing a conceptual map for empowering human resource in the ministry of communication and technologic information, governmental management, 3 (7): 40-23. (in Persian)
4
Beltran-Martin, I., Roca-Puig, V., Escrig-Tena, A. & Bou-Llusar, J.C. (2008). Human Resource flexibility as a Mediating Variable between High Performance Work Systems and Performance. Journal of Management, 34(5): 1009-1044.
5
Bhattacharya, M., Gibson, D. E. & Doty, D. H. (2005). The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance. Journal of Management, 31(4): 622–640.
6
Claretha, H. (2010). "People as Technology" Conceptual Model: Toward a New Value Creation Paradigm for Strategic Human Resource Development. Human Resource Development Review, 9(1): 48-71.
7
Fraser, K. & Hvolby, H.H. (2010). Effective team working: can functional flexibility act as an enhancing factor? Team Performance Management, 16 (1/2): 74-94.
8
Gasemi, V. (2013). Modeling structural equation in social researches using Amos graphic, Tehran: Jameeshenasan publication. (in Persian)
9
Haji Karimi, A. & Farajiyan, M. (2008). Management of human, social and emotional resources by effective trend to job success: case study: Melli Bank, governmental management, 1 (1): 51-66. (in Persian)
10
Hosseini, S.Y. & Chalisaril, N. (2013). The effect of organizational intelligence on learning in the organization. management studies (improvement and evolution), 22 (71): 131-159. (in Persian)
11
Ketkar, S. & Sett, P. (2010). Environmental dynamism, human resource flexibility, and firm performance: analysis of a multi-level causal model. The International Journal of Human Resource Management, 21 (8): 1173-1206.
12
Khodadadi, M. R., Kashef, M., Seyed Ameri, M. & Aalami Kashki, M. (2013). The relationship between the components of organizational intelligence and organizational culture in the general department of exercise of east Azerbayjan. exercise management, 5 (3): 175-189. (in Persian)
13
Khosravi, A. (2011). The necessity of using organizational intelligence in the research organizations. Journal of technological information age, 6 (64): 84-89. (in Persian)
14
Libowitz, J. (1999). Building organizational intelligence knowledge Management primer. CRC press. Boca Paton London New York Washington. D.C.
15
Molleman, E. & Slomp, J. (1999). Functional flexibility and team performance. International Journal of Production Research, 37 (8): 1837–1858.
16
Ngoa, H.Y. & Loi, R. (2008). Human resource flexibility, organizational culture and firm performance: an investigation of multinational firms in Hung Kong. The Journal of Human Resource Management, 19 (9): 1654-1666.
17
Sanchez, R. (1995). Strategic Flexibility in Product Competition. Strategic Management Journal, 16 (1): 135 –159.
18
Seyednagavi, M., Hagigi Kaffash, M. & Najafi Kalyani, V. (2012). Inflexibility of human resources and organizational performance in the insurance industry. Journal of management studies (improvement and evolution), 22 (67): 129-153. (in Persian)
19
Simic, I. (2005). Organizational Learning as a Component of Organizational Intelligence. Management, Information and Marketing Aspects of the Economic Development of the Balkan Countries, http://EconPapers.repec. org/RePEc:nwe:confer:y:2005:p:189-196.
20
Tabarsa, G., Hatami, S. & Ebdali, R. (2012). Explanation of the relationship between organizational intelligence and knowledge creation (case study: staffs of an industrial company). Journal of evolution management, 4(7): 110-132. (in Persian)
21
Tabarsa, G., Rezaeian, A. & Nazarpouri, A.H. (2012). Designing and explaining model of competitive advantage based on organizational intelligence in knowledge based organizations, novel marketing researches, 2(4): 47-72.
22
(in Persian)
23
Wright, P. & Snell, S. (1998). Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management. Academy of Management Review, 23 (4): 756 - 772.
24
Young-Ybarra, C. & Wiersema M. (1999). Strategic flexibility in information technology alliances: the influence of transaction cost economics and social exchange theory. Organization Science, 10 (4): 439 – 459.
25
ORIGINAL_ARTICLE
Hypocritical behaviors in interpersonal communications in organization: organizational antecedents and consequences
This study has examined the organizational antecedents and consequences of hypocritical behaviors in interpersonal communication in Najafabad public organizations. To this end, proportional questionnaires were distributed among 280 employees of organizations as a sample. To test the hypothesis, the data were fitted to structural equation models based on chi-square, normed chi-square, incremental fit indices, comparative fit index, Tucker- Lewis, and root mean squared error of approximation. In order to adjust the results, the dynamic model of relationships between antecedents and consequences of hypocritical behaviors in interpersonal communication in organization was developed and tested. The results showed that at 95 percent confidence level, climate of silent, political interpersonal communication and legal-supervisory weakness are antecedents of research's dependent variable and organizational silence and interpersonal trust are its consequences. It was indicated that legal-supervisory weakness will raise climate of silence through affecting political interpersonal communication. Also the legal-supervisory weakness will decline interpersonal trust through directly and indirectly affecting climate of silence and hypocritical behaviors in interpersonal communication in organization.
https://jipa.ut.ac.ir/article_51984_0b8e5f9e6885e80dd1e00c682eed5a06.pdf
2015-06-22
393
412
10.22059/jipa.2015.51984
Hypocritical behaviors
interpersonal communication
organizational antecedents
organizational Consequences
Mostafa
Hadavinejad
hadavi@vru.ac.ir
1
Assistant Prof., Faculty of Economics and Administrative Sciences, Vali-e-Asr University, Rafsanjan, Iran
LEAD_AUTHOR
Elaheh
Baharlouiie
elahebaharlouei@yahoo.com
2
MSc. in Public Management, Faculty of Economics and Administrative Sciences, Vali-e-Asr University, Rafsanjan, Iran
AUTHOR
Allen, R. W., Madison, D. L., Porter, L., Renwick, P. A. & Mayes, B. (1979). Organizational politics. California Management Review, 22(1): 77-83.
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2
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3
Cook, J. & Wall, T. (1980). New work attitude work measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53: 39–52.
4
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5
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6
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7
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8
Dyne, L. V., Ang, S. & Botero, I. C. (2003). Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies, 40(6): 1359-1392.
9
Farrell, D., & Petersen, J. C. (1982). Patterns of political behavior in organization. Academy of Management Review, 7(3): 403-412.
10
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11
Festinger, L. (1957). A theory of cognitive dissonance. Stanford, CA: Stanford University Press.
12
Gilby, T. (1979). Hypocrisy. In: Meagher P. K, O'Brien T. C, & Aherne S. C. M. (eds.). Encyclopedic Dictionary of Religion. Washington, DC: Corpus Publications.
13
Gonzalez, G.V. & Garazo, T.G. (2006). Structural relationships between organizational service orientation, contact employee job satisfaction and citizenship behavior. International Journal of Service Industry Management, 17(1): 23-50.
14
Hadavinejad, M., Danaeifard, H., Azar, A. & Khaef-elahi, A. A. (2010). Exploring the process of hypocritical behaviors in interpersonal communication at workplace using grounded theory. Sterategic Management Thought, 4(1): 81-130 (in Persian).
15
Hadavinejad, M., Danaeifard, H., Azar, A. & Khaef-elahi, A. A. (2013). Hypocritical behaviors in interpersonal communication at workplace. Journal of Public Administration Perspective, 4(13): 15-40 (in Persian).
16
Harman, D. (1967). A single factor test of common method variance. Journal of Psychology, 35: 359–378.
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Jones, E. (1964). Ingratiation. New York: Appleton-Century-Crofts.
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37
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38