ORIGINAL_ARTICLE
Analyzing and Evaluating Human Resource Risks; Using Fuzzy DEMATEL and Fuzzy Similarity Techniques
Despite increasing attention to human resource area of research as a value generating asset, managing its risks have not been studied systematically. In this study a quantitative approach for analyzing and assessing the human resources risks has been adopted. First, the multiple dimensions of human resource risks and their components were identified through semi-structured interviews with experts of human resources field in one of the major organizations in the power industry. In the next step, five criteria were presented to analyze the risks and causal interaction between the human resources risks as one of the criteria of analysis were identified using fuzzy DEMATEL technique. In the final step, the estimated level of risks were compared according to analysis criteria and human resources risks were ranked based on the five given indicators using Fuzzy Similarity Technique. The results showed that human resource operational risks have the greatest total effect both given and received in the network of interrelationships among risks and have the highest priority based on analyzing criteria compared to other four main areas of human resource risks.
https://jomc.ut.ac.ir/article_61176_621be037fbeb3d1b321ac7d7f7addd7c.pdf
2017-03-21
1
23
10.22059/jomc.2017.61176
Analysis
Evaluation
Fuzzy Dematel technique
Fuzzy similarity technique
Human resource risk
Elham
Ebrahimi
elhebrahimi@ut.ac.ir
1
Ph.D., Faculty of Management, University of Tehran, Tehran, Iran
LEAD_AUTHOR
Aryan
Gholipour
agholipour@ut.ac.ir
2
Professor, Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Seyed Mohammad
Moghimi
moghimi@ut.ac.ir
3
Professor, Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Hassan
Ghalibaf Asl
ebr.elham@gmail.com
4
Associate Professor, Faculty of Social Sciences, Alzahra University, Tehran, Iran
AUTHOR
قلیپور، آرین و ابراهیمی، الهام (1394). مدیریت ریسک منابع انسانی. تهران: نشر کتاب مهربان.
1
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Bernstein, P. (1996). Against the Gods: The remarkable story of risk. New York: John Wiley & Sons.
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Cascio, W. (2012). Be a ringmaster of risk. HR Magazine, 38-43.
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Cascio, W., & Boudreau, J. (2014). HR strategy: Optimizing risks, optimizing rewards. Journal of Organizational Effectiveness: People and Performance, 1(1), 77-97.
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Clardy, A. (2004). Toward an HRD auditing protocol: Assessing HRD risk management practices. Human Resource Development Review, 3, 124-150.
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Deng, H. (2007). A Similarity-Based Approach to Ranking Multicriteria Alternatives. ICIC 2007, LNAI 4682 (pp.253-262). Berlin Heidelberg: Springer-Verlag.
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Ernst & Young. (2008). 2008 Global Human Resources (HR) risk: from the danger zone to the value zone. London: EY.
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Ernst & Young. (2013). Navigating today’s complex business risks- Europe, Middle East, India and Africa fraud survey 2013. London: EY.
10
ISO 31000. (2009). Risk management principles and guidelines. Geneva: International Standard Organization.
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ISO 31010. (2009). Risk management — Risk assessment techniques. Geneva: International Standard Organization.
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Jeng, D. F., & Tzeng, G. H. (2012). Social influence on the use of Clinical Decision Support Systems: Revisiting the Unified Theory of Acceptance and Use of Technology by the fuzzy DEMATEL technique. Computers & Industrial Engineering, 62, 819–828.
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Lee, S. H. (2010). Using fuzzy AHP to develop intellectual capital evaluation model for assessing their performance contribution in a university. Expert Systems with Applications, 37, 4941–4947.
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Li, Y., & Zhang, X. (2014). Research on the innovative talent management based on risk management theory. Journal of Chemical and Pharmaceutical Research, 6(4), 413-419.
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Merna, T., & Al-Thani, F. (2005). Corporate risk management: An organisational perspective. England: John Wiley & Sons .
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Meyer, M., Roodt, G., & Robbins, M. (2011). Human resources risk management: Governing people risks for improved performance. SA Journal of Human Resource Management, 9(1), 310-321.
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Mohammed, M. (2007). Managing risk: A case study of a non-government organization that provides long term cares and support services for people with mental, intellectual and physical disabilities. New Zealand: Doctoral Dissertation, Massey University.
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Mousavi, A., Nordin, M., Othman, Z., & Sulaiman, R. (2011). A Method for human resource risk management in mobile workforce brokering systems. American Journal of Applied Sciences, 8(12), 1287-1294.
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Pandey, B. (2013). Understanding of occupational health and safety risks and participatory practices in small businesses. Doctoral Dissertation, Massey University.
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Paul, C., & Mitlacher, L. (2008). Expanding risk management systems:human resources and German banks. Strategic Change, 17, 21–33.
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Rotărescu, E. (2011). The management of risk in the training of the human resources. Doctoral Dissertation, University of Sibiu.
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Stam, C. (2009). Intellectual liabilities: lessons from The decline and fall of the Roman Empire. VINE: The Journal of Information and Knowledge Management Systems, 39(1), 92-104.
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Stevens, J. (2006). Managing risk: The HR contribution. London: Routledge.
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Svetlozar, T., Stoyan, V., & Frank, J. (2011). A probability metrics approach to financial risk measures. London: John Wiley & Sons.
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Wang, X., Wang, H., Wang, H., Zhang, L., & Cao, X. (2011). Constructing a decision support system for management of employee turnover risk. Inf Technol Manag, 12, 187–196.
30
Young, M., & Hexter, E. (2011). Managing human capital risk. New York: The Conference Board.
31
ORIGINAL_ARTICLE
Cultural Intelligence and Its Relation with the Need for Achievement motivation Site Contacts Regional Khorasan Razavi
Proper managers in modern organizations have high technical skills as well as personal, cultural and emotional intelligence. This article aimed to study the relationship between cultural intelligence and achievement motivation. This research is applied and the research method is descriptive - correlational. The research Statistical Society of research was managers and heads and deputies, Khorasan Razavi, Iran Mokhaberat Company. Due to the limited research using Cochran formula samples, 60 were selected. Two questionnaires to measure cultural intelligence gathering quest for success is specificity. Using correlation and multiple regression research hypotheses are tested. Our findings indicate a strong relationship between cultural intelligence and achievement motivation tetra model managers there. Among the four dimensions of cultural intelligence, behavioral and motivational dimensions showed causal relationship with the ambition to succeed.
https://jomc.ut.ac.ir/article_61177_eda292490d373132579658fb98ab0072.pdf
2017-03-21
25
42
10.22059/jomc.2017.61177
Achievement motivation
Behavioral intelligence
Cognitive intelligence
Cultural Intelligence
Meta Cognitive intelligence
Motivational intelligence
Javad
Zare
mojeze91@yahoo.com
1
Lecturer, Department of Management, Payam-e Noor University of Sabzevr, Sabzevr, Iran
LEAD_AUTHOR
Ali
Rabii
alirabieipnu@gmail.com
2
Associate Professor, Faculty of Management and Media, Payam-e Noor University of Rey, Tehran, Iran
AUTHOR
. احمدپور داریانی، محمود (1384). کارآفرین: تعاریف، نظریات، الگوها. تهران: انتشارات پردیس.
1
2. آقاپیروز، علی، خدمتی، ابوطالب، شفیعی، عباس، و بهشتینژاد، سید محمود (1383). مدیریت در اسلام. قم: پژوهشگاه حوزه و دانشگاه.
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3. تسلیمی، محمدسعید، قلیپور، آرین، وردینژاد، فریدون، و من آلآقا، میترا (1388). ارائة راهکارهایی برای ارتقای هوش فرهنگی مدیران دولتی در امور بینالمللی. پژوهشهایمدیریت، سال 2، شمارة 4، صفحات 57-29.
3
4. رابینز، استیفن (1385). مبانی رفتار سازمانی. ترجمة قاسم کبیری، ناصر اشتری، و فریبا نوری مجد. تهران: انتشارات دانشگاه آزاد اسلامی.
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7. نائیجی، محمدجواد، و عباسعلیزاده، منصوره (1390). هوش فرهنگی و رابطة آن با ویژگیهای کارآفرینانه مدیران سازمانهای غیرانتفاعی در ایران. توسعةکارآفرینی، سال 3، شمارة 33، صفحات 44-27.
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9. مشبکی، اصغر، و تیزرو، علی (1388). تأثیر هوش هیجانی و هوش فرهنگی بر موفقیت رهبران در کلاس جهانی. پژوهشهایمدیریت، سال 2، شمارة 3، صفحات 73-53.
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10. هادیزاده مقدم، اکرم، و حسینی، ابوالحسن (1386). بررسی رابطة بین هوش فرهنگی و اثربخشی گروهی. مرکزنوسازیوتحولاداری، تهران: دانشکدة مدیریت و حسابداری دانشگاه شهید بهشتی.
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11. هادیزاده مقدم، اکرم، رامینمهر، حمید، و حسینی، سید سجاد (1388). بررسی ارتباط هوش هیجانی با گرایش کارآفرینانه مطالعة موردی: سازمانهای وابسته به شرکت نفت. توسعةکارآفرینی، سال 2، شمارة 4، صفحات 162-139.
11
1. Amiri, A., & Moghimi, S.M., Kazemi, M. (2010). Studying the relationship between cultural intelligence and employees' performance. European Journal of Scientific Research, 42(3), 418-427.
12
2. Ang, S., Van Dyne, L., & Koh, C. (2007). Cultural intelligence: its measurement and effects on cultural judgment and decision making. Cultural Adaptation and Task performance, 3(3), 335-371.
13
3. Ang, S., Van Dyne, L., & Koh, C. (2006). Personality correlates of the fourfactor model of cultural intelligence. Group and Organization Management, 31,100-123.
14
4. Ang, S., Van Dyne, L., Koh, C., & Ng, K. Y. (2004). The Measurement of cultural intelligence. Paper Presented at the August 2004 Academy of Management Meetings Symposium on Cultural Intelligence in the 21st Century, New Orleans, LA.
15
5. Bhaskar-Shrinivas, P., Harrison, D. A., Shaffer, M. A., & Luk, D. M. (2005). Input-based and time-based models of international adjustment: Meta-analytic evidence and theoretical extensions. Academy of Management Journal, 48, 257–281.
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6. Cheng, L. (2007). Cultural intelligence (CQ): A quest for cultural competence. Communication Disorders Quarterly, 29(1), 36-42.
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7. Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford: CA2 Stanford Business Books.
18
8. Friedman, T. L. (2005). The world is flat: brief history of the twenty-first century. NewYork: Farrar, Straus and Giroux.
19
9. Jennings, R., Cox, C., & Cooper, C. (1994). Business elites. London: Rutledge.
20
10. Halepota, H. A. (2005). Motivational theories and their application in construction. Cost Engineering, 47(3), 14-18.
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11. Hansen, J. D., Deitz, G., Tokman, M,, & Weaver, K. M. (2009). Cross-national invariance of the entrepreneurial orientation scale. Journal of Business Venturing, 26(1), 61–78.
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12. Hofstede, G. (1991). Cultures and Organizations—Software of the Mind. New York:McGraw Hill.
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13. Hofstede, G. (2001). Culture's consequences: comparing values, behaviors, institutions, and organizations across Nations. CA: Sage Publications.
24
14. Hayton, J. C., George, G., & Zahra, S. A. (2002). National culture and entrepreneurship: a review of behavioral research. Entrepreneurship Theory & Practice, 26(4), 33–52.
25
15. Johnson, A. (2008). The influence of need for achievement need for affiliation on organizational citizenship behavior. Alliant International University, Los Angeles, ProQuest Dissertations Publishing,
26
16. Law, K. S., Wong, C. S., & Mobley, W. H. (1998). Toward taxonomy of multidimensional constructs. Academy of Management Review, 23, 741–755.
27
17. Lee, S. M., & Peterson, S. J. (2000). Culture, entrepreneurial orientation, and global competitiveness. Journal of World Business, 35(4), 401-416.
28
18. Mayer, J. D., Caruso, R. R., & Salovey, P. (2000). Emotional intelligence meets traditional standards for intelligence. Intelligence, 27, 267–298.
29
19. McSalamod, J. (1995). Fundamentals of organizational behavior. Saddle Brook (pp.75-76), NJ: Prentice Hall.
30
20. Moon, T. (2010). Organizational cultural intelligence: Dynamic capability perspective. Group & Organization Management, 35, 456-493.
31
21. Ng, K. Y., & Earley, C. P. (2006). Culture and intelligence: Old constructs, new frontiers. Group and Organization Management, 31, 4–19.
32
22. Peterson, B. (2008). Cultural intelligence: A guide to working with people from other cultures. Yurmouth, ME.: Intercultural Press.
33
23. Ryan, R. M., & Deci, E. L. (2007). Overview of self- determinationtheory: An organismic dialectical perspective. Handbook of selfdetermination research, NY: The University of Rochester Press.
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24. Sternberg, R. J., & Detterman, D. K. (1986). What is intelligence?: Contemporary viewpoints on its nature and definition. NJ: Ablex Pub.
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25. Thomas, D. C., & Inkson, K. (2008). Cultural intelligence: People skills for global business. San Francisco: Berrett Koehler Publishers.
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26. Triandis, C., & Harry (2006). Cultural intelligence in organizations, Group & Organization Management, 32(1), 20-26.
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27. Templer, K. J. , Tay, C. , & Chandrasekar, A. , (2006). Motivational Cultural Intelligence, realistic job preview realistic living conditions preview and cross-cultural adjustment. Group & organization Management, Vol. 31, pp. 154-171.
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28. Thorndike, R., & Stein, S. (1937). An evaluation of the attempts to measure social intelligence. Psychological Bulletin, 34, 275–285.
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29. Tsui, A. S., & Gutek, B. (1999). Demographic differences in organizations: Current research and future directions. New York: Lexington Books/Macmillan.
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30. Van Dyne, L., & Ang, S. (2006). Getting more than you expect: Global leader initiative to span structural holes and reputation effectiveness. In W. H. Mobley & E. Weldon (Eds.), Advances in Global Leadership, 4: 101–122. New York: Elsevier/JAI Press.
41
ORIGINAL_ARTICLE
Studying the Effects of Diversity Management on Behavioral Outcomes, with an Emphasis on the Moderating Role of Organizational Culture in Iran’s Steel Industry
The present study aims to Studying the effects of diversity management (DM) and its approaches on behavioral outcomes (job satisfaction, job involvement, OCB, turnover intention, and talented worker attraction), with an emphasis on the moderating role of organizational. This research is applied and the research method is descriptive - correlational. According to the Cochran’s formula, this study sample comprises 383 employees of four Steel companies in Yazd province; which have been selected randomly. Data were collected through questionnaires such as diversity management, organizational culture and behavioral outcomes, with values of reliability (and validity) 0.91 (0.81), 0.96 (0.53) and 0.83 (0.54), respectively. Data analysis was conducted using PLS-based SEM by Smart-PLS2. The results showed that DM and its strategies has a positive effect on behavioral outcomes such as job satisfaction, job involvement, OCB, and talented worker attraction, and have a negative effect on employees turnover intention. Unlike the Reactive and Compliance DM, Proactive DM has had a significant effect on all behavioral outcomes. The moderating role of the team and rational culture has also been verified.
https://jomc.ut.ac.ir/article_61179_ac172bee208cfd413698e7c96d3be107.pdf
2017-03-21
43
68
10.22059/jomc.2017.61179
Behavioral Outcomes
Compliance diversity management
Organizational Culture
Proactive diversity management
Reactive diversity management
Mohammad
Shaker Ardakani
m.shaker64@ardakan.ac.ir
1
Assistant Professor, Faculty of Psychology and Educational Sciences, Ardakan University, Yazd, Iran
LEAD_AUTHOR
Mahdi
Abzari
mabzari32@gmail.com
2
Professor, Faculty of Administrative & Economics, University of Isfahan, Isfahan, Iran
AUTHOR
Ali
Shaemi Barzaki
a.shaemi@ase.ui.ac.ir
3
Assistant Professor, Faculty of Administrative & Economics, University of Isfahan, Isfahan, Iran
AUTHOR
Saied
Fathi
s.fathi@ase.ui.ac.ir
4
Associate Professor, Faculty of Administrative & Economics, University of Isfahan, Isfahan, Iran
AUTHOR
حقیقی، محمدعلی، جزنی، نسرین، و قاسمی، محمد (۱۳۸۹).طراحی و تبیین مدل تأثیر مدیریت تنوع بر تعهد سازمانی. چشمانداز مدیریت دولتی. سال 1، شمارة 2، صفحات 55-41.
1
داوری، علی، و رضازاده، آرش (۱۳۹۲). مدلسازی معادلات ساختاری با نرمافزار PLS. تهران: سازمان انتشارات جهاد دانشگاهی.
2
رضائیان، علی، و قاسمی، محمد. (۱۳۸۹). بررسی رابطة بین مدیریت تنوع و بهرهوری نیروی انسانی. چشمانداز مدیریت دولتی، سال 1، شمارة 4، صفحات 22-9.
3
Allen, R. S., Dawson, G., Wheatley, K., & White, C. S. (2008). Perceived diversity and organizational performance. Employee Relations, 30(1), 20-33.
4
Quinn, R., Cameron, K., Degraff, J., & Thakor, A. (2006). Competing values leadership: creating value in organizations. USA: Edward Elgar Publishing Inc.
5
Cunningham, G. B. (2009). The moderating effect of diversity strategy on the relationship between racial diversity and organizational performance. Journal of Applied Social Psychology, 39(6), 1445-1460.
6
Dwyer, S., Richard, O. C., & Chadwick, K. (2003). Gender diversity in management and firm performance: the influence of growth orientation and organizational culture. Journal of Business Research, 56(12), 1009-1019.
7
Edwin, M. F. (2001). Diversity management: successful strategies for implementing diversity plan for the 21st century. Doctoral dissertation, University of Sarasota.
8
Fink, J. S., Pastore, D. L., & Riemer, H. A. (2001). Do differences make a difference? managing diversity in division IA intercollegiate athletics. Journal of Sport Management, 15(1), 10-50.
9
Fink, J. S., Pastore, D. L., & Riemer, H. A. (2003). Managing employee diversity: Perceived practices and organisational outcomes in NCAA Division III athletic departments. Sport Management Review, 6(2), 147-168.
10
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology, 87(2), 268.
11
Hasson Barrett, N. (2012). Diversity management: The common thread binding compliance, organizational culture, and best practices.Doctoral dissertation, Capella University.
12
Hicks-Clarke, D., & Iles, P. (2000). Climate for diversity and its effects on career and organisational attitudes and perceptions. Personnel Review, 29(3), 324-345.
13
Hoge, C. (2010). Cultural diversity in organizations: diversity strategy of an austrian subsidiary of a multinational corporation. Doctoral dissertation, Innsbruck University.
14
Magoshi, E., & Chang, E. (2009). Diversity management and the effects on employees’ organizational commitment: Evidence from Japan and Korea. Journal of World Business, 44(1), 31-40.
15
Meinert, S. (2011). Corporate diversity management in multinational companies in Singapore. Lost in Translation, Doctoral dissertation, Universitäts-und Landesbibliothek Bonn.
16
Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21(2), 402-433.
17
Muchiri, M. K., & Ayoko, O. B. (2013). Linking demographic diversity to organisational outcomes: The moderating role of transformational leadership. Leadership & Organization Development Journal, 34(5), 384-406.
18
Ng, E. S. (2008). Why organizations choose to manage diversity? Toward a leadership-based theoretical framework. Human Resource Development Review, 7(1), 58-78.
19
Ng, E. S., & Burke, R. J. (2005). Person–organization fit and the war for talent: does diversity management make a difference?. The International Journal of Human Resource Management, 16(7), 1195-1210.
20
Shen, J., D'Netto, B., & Tang, J. (2010). Effects of human resource diversity management on organizational citizen behaviour in the Chinese context. The International Journal of Human Resource Management, 21(12), 2156-2172.
21
Singh, B., & Selvarajan, T. T. (2013). Is it spillover or compensation? Effects of community and organizational diversity climates on race differentiated employee intent to stay. Journal of Business Ethics, 115(2), 259-269.
22
Society for Human Resource Management, (2010). SHRM Research Spotlight: Workplace Diversity Practices Poll. Available in www.shrm.org/divesity.
23
Soltani, E. (2010). The overlooked variable in managing human resources of Iranian organizations: workforce diversity–some evidence. The International Journal of Human Resource Management, 21(1), 84-108.
24
Süß, S., & Kleiner, M. (2008). Dissemination of diversity management in Germany: A new institutionalist approach. European Management Journal, 26(1), 35-47.
25
Treven, S., & Mulej, M. (2007). The systemic approach to the encouragement of innovativeness through employee diversity management. Kybernetes, 36(2), 144-156.
26
Wetzels, M., Odekerken-Schröder, G., & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly, 33(1),1
27
ORIGINAL_ARTICLE
Investigating the Effect of Employee Empowerment on Organizational Development with Emphasis on Perceived Organizational Support
The goal of this study was investigating the effect of employee empowerment on organizational development with emphasis on perceived organizational support. This research is applied and the research method is descriptive - correlational. The Statistical population was all female and male personnel (1044) at Shiraz University and the method of Simple random sampling. In order to do research, a sample of 122 people was selected from the staff of the university. The instrument to collect data consisted of three questionnaire of organizational development, organizational support questionnaire and an employee empowerment questionnaire, which after computing validity and reliability distributed between the samples and gathered. Data were analyzed by SPSS and Lisrel softwares using Pearson correlation coefficient and path analysis. The results indicated: There is a meaningful relationship between employee empowerment, perceived organizational support and organizational development. Employee empowerment has significant impact of organizational development. Employee empowerment has significant impact of organizational support. Employee empowerment has significant impact of organizational development with mediator's organizational support. Employee empowerment can directly affect organizational development. But the employee empowerment indirectly and by organizational support can affect organizational development. Practical implications of the findings were discussed.
https://jomc.ut.ac.ir/article_61278_b4f56b5b4c6b8830ee48154f2282b465.pdf
2017-03-21
69
91
10.22059/jomc.2017.61278
Employee empowerment
Organizational development
Organizational Support
Sakineh
Jafari
sjafari.105@gmail.com
1
Assistant Professor, Faculty of Psychology and Education, University of Semnan, Semnan, Iran
LEAD_AUTHOR
Daryoosh
Ahmadi
daryoosh.ahmadi68@yahoo.com
2
M.Sc. of Business Management, University of Tehran, Tehran, Iran
AUTHOR
Reza
Norouzi Koohdashti
r.norouzi20@yahoo.com
3
Ph.D. Student in Educational Administration, University of Shiraz, Shiraz, Iran
AUTHOR
ترکزاده، جعفر، صباغیان، یمنیدوزی سرخابی، و دلاور، علی (1388). ارزیابی وضعیت توسعة سازمانی دانشگاههای وزارت علوم، تحقیقات و فناوری در تهران. فصلنامة انجمن آموزش عالی ایران، سال 1، شمارة 2، صفحات 50-31.
1
حسنپور، اکبر، عباسی، طیبه، و نوروزی، مجتبی (1388). بررسی نقش رهبری تحولآفرین در توانمندسازی کارکنان. پژوهشهای مدیریت در ایران، دورة 15، شمارة 1، صفحات 188-167.
2
طالقانی، غلامرضا، دیواندری، علی، و شیرمحمدی، ملیکا ( 1388). تأثیر حمایت ادراکشده از سوی سازمان بر تعهد کارکنان و عملکرد سازمانی. فصلنامة علوم مدیریت ایران، سال 4، شمارة 16، صفحات 25-1.
3
عابسی، سعید، و کرد، باقر (1388). شناسایی و تبیین مدل توانمندسازی کارکنان در سازمانهای دولتی ایران (مطالعة موردی استان یزد). مجلة پژوهشهای مدیریت، سال 2، شمارة 3، صفحات 94-75.
4
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43
ORIGINAL_ARTICLE
Examining the Relationship between Transformational Leadership and Organizational Citizenship Behaviors with Emphasizing on the Role of Public Service Motivation and Goal Clarity
After years of reforms in public sector, so many questions regarding the effects of leadership behaviors in public sectors have been posed. The chief goal of present study is to shed light on the relationship between transformational leadership and organizational citizenship behaviors with emphasizing on the role of public service motivation and goal clarity. This research is applied and the research method is descriptive - correlational. The participants of this research project were nurses of eastern public hospitals of Golestan province. The sample of the study was 250 nurses were chosen through random stratified sampling. Data were collected through 4 questionnaires such as citizenship behaviors of Organ (1988), transformational leadership behaviors of Boss and Ovlio (2000), public service motivation and goal clarity of Ritz et al(2014). The measured Cronbach's alpha in these questionnaires was (0.7). The employed methodology was descriptive- correlation and data were analyzed utilizing structural equitation modeling (SEM). The results show that there is a significant relationship between transformational leadership and organizational citizenship behaviors.
https://jomc.ut.ac.ir/article_61279_69571ddb5703a3428b25d65dfcd93172.pdf
2017-03-21
93
116
10.22059/jomc.2017.61279
Goal clarity
Organizational citizenship behaviors
Public Service Motivation
Transformational Leadership
Samereh
Shojaei
shojaee719@gmail.com
1
Assistant Professor, Department of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran
LEAD_AUTHOR
Parviz
Khalili
khalili@gmail.com
2
M.Sc., Department of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran
AUTHOR
سهرابی، شهلا، و علوی، محمد (1389). رفتار شهروندی. فصلنامة مدیریت کسبوکار، شمارة 8، ص177.
1
تابلی، حمید، تیرگر، هدایتا...، مظفری، لیلا، مرتضوی، حمید، و مهرابیفر، فاطمه (1391). بررسی رابطه بین سبک رهبری تحولآفرین و خلاقیت کارکنان در سازمانهای دولتی شهرستان نیریز. ابتکار و خلاقیت در علوم انسانی، سال 2، شمارة 5، صفحات 26-1.
2
سلیمی، محمد، حسنی، افسانه، رعدآبادی، مهدی، طاهری میرقائد، مسعود، حسینی، سید هادی، و بختیاری، محمد (1392). همبستگی بین رفتارهای شهروندی سازمانی و ابعاد آن با مشارکت شغلی در کارکنان دو بیمارستان خصوصی و دولتی شهر تهران. فصلنامة مدیریت ارتقای سلامت، دورة 2، شمارة 4، صفحات 56-50.
3
میرکمالی، سید محمد، چوپانی، حیدر، حیات، علیاصغر، و غلامزاده، حجت (1391). بررسی تأثیر رهبری تحولآفرین بر رفتارهای شهروندی سازمانی نیروهای دانشگر شرکت ملی نفت ایران. پژوهشهای مدیریت منابع انسانی، دورة 2، شمارة 1، صفحات 155-138.
4
یوسفی امیری، مظاهر، قلیپور، آرین، سیدجوادین، سید رضا، و وکیلی، محمدمسعود (1392). بررسی ارتباط ویژگیهای شخصیتی پرستاران با رفتارهای شهروندی سازمانی در بیمارستانهای آموزشی شهر زنجان سال 1391. مجلة مراقبتهای پیشگیرانه در پرستاری و مامایی، دورة 3، شمارة 2، صفحات 80-70.
5
Anderson, L. (2009). Public service motivation, professional norms and/or economic incentives. International Review of Administrative Sciences, 75(1), 79–97.
6
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J., Corrigan, R., Dore, I., Girard, C., & Serroni, C. (2004). Organizational citizenship behavior: A case study of culture. Leadership and Trust Management Decision, 42(1), 13-40.
7
Bienstock, C., Demoranville, W. C., & Smith, K. R. (2003). Organizational citizenship behavior and service quality. Journal ofServices Marketing, 17(4), 357-378.
8
Bright, L. (2005). Public employees with high levels of public service motivation: who are they, where they are, and what do they want?. Review of Public Personnel Administration, 25(2), 138-154.
9
Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and gob performance of public employees?. Review of Public Personnel Administration, 27(4), 361-379.
10
Brown,E., & Arendt, S. (2011). Perceptions of transformational leadership behaviors and subordinates’ performance in hotels.Journal of Human Resources in Hospitality & Tourism, 10, 45–59.
11
Carpenter, J., Doverspike, D., & Miguel, F. R. (2012). Public service motivation as a predictor of attraction to the public sector. Journal of Vocational Behavior, 80, 509-523.
12
Clerkin, R. M., & Coggburn, J. D. (2012). The dimensions of public service motivation and sector work references. Review of Public Personnel Administration, 32(3), 209-235.
13
Coursey, H. D., & Pandey, K. S. (2007). Public service motivation measurement: testing an abridged version of Perry’s proposed scale. Administration and Society, 39(5), 547-568.
14
Furtner, M. R., Baldegger, U., & Rauthmann, J. F. (2013). Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-fair leadership.European Journal of Work and Organizational Psychology, 22(4), 436 449.
15
Hobman, E., Jackson, C., Jimmieson, N., & Martin, R. (2011). The effects of transformational leadership behaviors on follower outcomes: An identity-based analysis. European Journal ofWork and Organizational Psychology, 20(4), 553–580.
16
Kent, A., & Chelladurai, P. (2001). Perceived transformational leadership, organizational commitment and citizenship behavior: A case study in intercollegiate athletics. Journal of Sport Management, 15, 135-159.
17
Kim, H. (2014). Transformational leadership, organizational clan culture, organizational affective commitment and organizational citizenship behavior: a case of South Korea's public sector. Public Organization Review, 14, 397–417.
18
Korkmaz, T., & Arpaci, E. (2009). Relationship of organizational citizenship behavior with emotional intelligence. Procedia Social and Behavioral Sciences, 1, 2432–2435.
19
Krishnan, V. R., & Arora, P. (2008). Determinants of transformational leadership and organizational citizenship behavior. Asia-Pacific Business Review, 5(1), 34-43.
20
Landrum, N. E., Howell, J. P., & Paris, L. (2000). Leadership for strategic change. Leadership & Organization Development Journal, 21(3), 150- 156.
21
Lee, Y. (2012). Behavioral implications of public service motivation: volunteering by public and nonprofit employees. The American Review of Public Administration, 42(1), 104-121.
22
Lishchinsky, O., & Tsemach, S. (2014). Psychological empowerment as a mediator between teachers' perceptions of authentic leadership and their withdrawal and citizenship behaviors. Educational Administration Quarterly,PP.1-38.
23
Meihami, B., Varmaghani, Z., & Meihami, H. (2013). A survey on the impact of transformational leadership on organizational citizenship behavior in public organization in Kurdistan province. International Letters of Social and Humanistic Sciences, 8, 66-76.
24
Polat, S. (2009). Organizational citizenship behavior (OCB) display levels of the teachers at secondary schools according to the perceptions of the school administrators. Procedia Social and Behavioral Sciences, pp: 1591-1592.
25
Ritz, A., Giauque, D., Varone, F., & Anderfuhren-Biget, S. (2014). From leadership to citizenship behavior in public organizations: When Values matter. Review of Public Personnel Administration, 34(2), 128-152.
26
Si.S.,Wei,F.(2012)." Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context. European Journal ofWork and Organizational Psychology, 21(2), 299–320.
27
Song, J., Kolb, J., Lee, U., & Kim, H. (2012). Role of transformational leadership in effective organizational knowledge creation practices: mediating effects of employees’work engagement. Human Resource Development Quarterly, 23(1).
28
Strobel, M., Tumasjan, A., Spörrle, M., & Welpe, I. (2013). The future starts today, not tomorrow: How future focus promotes organizational citizenship behaviors. Human Relations, 66(6), 829–856.
29
Vrangbeek, K. (2013). Public values and public service motivation: conceptual and empirical relationships. The American Review of Public Administration, 43(3), 292-311.
30
Yucel, I., Mcmillan, A., & Richard, O. (2013). Does CEO transformational leadership influence top executive normative commitment?. Journal of Business Research, article in press.
31
Zhao, H., Peng, Z., & Chen, H. (2013). Compulsory citizenship behavior and organizational citizenship behavior: The role of organizational identification and perceived interactional justice. The Journal of Psychology, 148(2), 177–196.
32
ORIGINAL_ARTICLE
Effect of Organizational Culture Dimensions on Organizational Innovation in the Agricultural Commercial Ventures (Case: Zanjan Province)
The main purpose of this descriptive- correlative research was to study the effect of organizational culture dimensions on organizational innovation in the Agricultural Commercial Ventures. This research is applied and the research method is descriptive – correlational. The statistical population consisted of 280 experts of the ventures in Zanjan province. According to the Krejcie and Morgan (1970) Table, a sample size of 200 was selected using a proportionate stratified sampling method. The standard questionnaires were used to collect the data. The content validity of the questionnaire was confirmed by a panel of experts. The construct validity and the composite reliability of the research instrument were tested by estimating the measurement model and they were satisfied after making necessary corrections. The data were collected and analyzed using Structural Equation Modeling (SEM) multivariate technique. The results showed that the research hypotheses were confirmed and the four dimensions of organizational culture including engagement, compatibility, mission and versatility had a positive and significant effect on the dependent variable of organizational innovation in the ventures. Based on the findings, it can be concluded that improving organizational culture and its dimensions directly result in reinforcement and development of organizational innovation in the Agricultural Commercial Ventures.
https://jomc.ut.ac.ir/article_61280_28fac8ed8eec01c507499059c4567fde.pdf
2017-03-21
117
139
10.22059/jomc.2017.61280
Agricultural commercial ventures
Organizational culture dimensions
Organizational Innovation
Roholla
Rezaei
rohollahrezaei@yahoo.com
1
Associate Professor, Faculty of Agriculture, University of Zanjan, Zanjan, Iran
LEAD_AUTHOR
Fatemeh
Moghanlo
fmoghanlo@yahoo.com
2
M.Sc., Faculty of Agriculture, University of Zanjan, Zanjan, Iran
AUTHOR
Mahdi
Ghahremani
m.ghahremani58@gmail.com
3
Manager, Jihad-e- Agriculture Organization, Zanjan, Iran
AUTHOR
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18.Balan, P., & Lindsay. N. (2010). Innovation capability and entrepreneurial orientation dimensions for Australian hotels: An empirical study. Research Report, Cooperative Research Centre for Sustainable Tourism.
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19. Crossan, M., & Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies, 47(6), 1154-1191.
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20. Damanpour, F., Walker, R. M., & Avellaneda, C. N. (2009). Combinative effects of innovation types & organizational performance: A longitudinal study of service organizations. Journal of Management Studies, 46(4), 650-675.
20
21.Denison, D. (2000). Organizational culture: Can it be a key lever for driving organizational change?. The International Handbook of Organizational Culture and Climate, USA.
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22. Hair, J., Black, C., Babin, J., & Anderson, E. (2010). Multivariate data analysis. USA: Prentice Hall Publisher.
22
23. Hartmann, A. (2006). The role of organizational culture in motivating innovative behavior in construction firms. Construction Innovation, 6(3), 159- 172.
23
24. Hashemi, M., & Hedjazi, Y. (2011). Factors affecting members’ evaluation of agri-business ventures’ effectiveness. Evaluation and Program Planning, 34(1), 51- 59.
24
25. Hogan, S., & Coote, L. (2013). Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67(8), 1609–1621.
25
Kline, R. (2011). Principles and practice of structural equation modeling. USA: The Guilford Press.26.
26
27. Lam, A. (2010). Innovative organizations: Structure, learning and adaptation. Innovation Perspectives for the 21st Century, Madrid: BBVA, Spain.
27
28. Martins, E., & Terblanche, F. (2003). Building organizational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64- 74.
28
29. Paswan, A. (2009). Confirmatory factor analysis and structural equations modeling: An introduction. Research Report, COB, University of North Texas, USA.
29
30. Peng, J., Zhang, G., Fu, Z., & Tan, Y. (2014). An empirical investigation on organizational innovation and individual creativity. Information Systems and e-Business Management, 12, 465- 489.
30
31. Sarros, J., Cooper, B., & Santora, J. (2008). Building a climate for Innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.
31
32. Seen, N., Singh, S., & Jayasingam, S. (2012). Organizational culture and innovation among Malaysian employees. The Journal of Human Resource and Adult Learning, 8(2), 147- 157.
32
33. Steiglitz, N., & Heine, K. (2007). Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journals, 28(12), 1-15.
33
34. Yeşil, S., & Kaya, A. (2012). The role of organizational culture on innovation capability: An empirical study. International Journal of Information Technology and Business Management, 6(1), 11- 25.
34
ORIGINAL_ARTICLE
Designing and Validating Educational Organization Culture Questionnaire (EOCQ) (Case: Birjand’s Education Center)
This study aims at designing and validating educational centers’ organizational culture. This research is applied and the research method is descriptive – correlational. Primary 66 questionnaire statements were designed according to theoretical studies of educational centers’ organizational culture pattern obtained qualitatively by the researchers. In experimental step, five statements were omitted because of lacking correlational coefficient (0.2). Finally, the questionnaire consisting of 66 statements was administered among population including 189 personnel of South Khorasan Education Center. Factorial Analysis was justified by KMO=0.798 and Bartlet Test’s significant results (P=0.0001). Questionnaire reliability was tested through internal homogeneity and Cronbach's alpha estimation through SPSS software. Good fitness of questionnaire structure and its sub-components were carried through estimating verifying factorial analysis coefficients through AMOUS software (18th version). Finally, statements’ correlational coefficient of overall questionnaire and factorial coefficients were taken as the omission criteria of inappropriate statements. Moreover, five statements with correlational coefficient less than 0.4 and two related to time index were also omitted because of the decrease in the number of index statements and lack of factorial analysis appropriacy. As indicated by the results, a questionnaire consisting of 54 statements and Cronbach's alpha of 0.977 is appropriately reliable. Verifying factorial analysis represents good questionnaire structure fitness and final pattern (GFI=0.895, RMSEA=0.08).
https://jomc.ut.ac.ir/article_61281_c756764a257580364cd1e6f47bba744b.pdf
2017-03-21
141
163
10.22059/jomc.2017.61281
Educational Organization Culture Questionnaire
Educational organization culture
Organizational Culture
Narges
Ghodsian
nargesghodsian@yahoo.com
1
Ph.D. Student in Educational Management, Collage of Farabi, University of Tehran, Qom, Iran
LEAD_AUTHOR
Mohammad Reza
Asadi Yoonsi
yoonesi.mr52@gmail.com
2
Assistant Professor, Faculty of Education & Psychology, University of Birgand, Iran
AUTHOR
Hadi
Pourshafei
pourshafei@yahoo.com
3
Associate Professor, Faculty of Education & Psychology, University of Birgand, Iran
AUTHOR
Mohammad
Asadollahi
sadollahi93@ut.ac.ir
4
M.Sc. of Educational Management, Collage of Farabi, University of Tehran, Qom, Iran
AUTHOR
آرباکل، جیمز ال (1392). آموزش گامبهگام آموس. ترجمة علی عسگری، مشهد: سیمرغ خراسان.
1
رابینز، استیفن پی (1374). مدیریت رفتار سازمانی. ترجمة علی پارساییان و سید محمد اعرابی، جلد سوم، تهران: مؤسسة چاپ و انتشارات وزارت امور خارجه.
2
زارعیمتین، حسن (1377). تبیین الگوی فرهنگ سازمانی مبتنی بر ارزش اسلامی در محیط کار و اثر آن بر رضایت شغلی. مجلة مجتمع آموزش عالی قم، دورة 1، شمارة 1، صفحات 138 ـ 119.
3
سلطانی، محمدرضا (1391). تحلیل وضعیت و طراحی الگوی فرهنگ سازمانی یکی از سازمانهای نیروهای مسلح مبتنی بر مبانی دینی و ارزشهای انقلاب اسلامی. دوفصلنامة علمی- پژوهشی مدیریت اسلامی، دورة 20، شمارة 1، صفحات 122-99.
4
شاهآبادی، محمدمهدی، و عابدی جعفری، حسن (1390). درآمدی بر روش بررسی ابعاد فرهنگ سازمانی با نگاه به قرآن کریم. فصلنامة علمی- پژوهشی روششناسی علوم انسانی. دورة 7، شمارة 66، صفحات 116-97.
5
شاین، ادگار (1383). فرهنگ سازمانی. ترجمة محمدابراهیم محجوب، تهران: فرا.
6
عسکری وزیری، علی، زارعیمتین، حسن، و امیری، علینقی (1391). ارائة الگوی مؤلفههای فرهنگ سازمانی با رویکرد اسلامی مبتنی بر نهجالبلاغه. مدیریت دانشگاه آزاد اسلامی، دورة 3، شمارة 3، صفحات 422-401.
7
علیاحمدی، علیرضا، علیاحمدی، حسین، مالکی، ناصر، نصراصفهانی، محمد، و ذبیهی، علی (1383). شناخت فرهنگ، فرهنگ سازمانی و مدیریت بر آن. تهران: تولید دانش.
8
قدسیان، نرگس، درانی، کمال، پورشافعی، هادی، و اسدی یونسی، محمدرضا (1392). الگوی فرهنگ سازمانی سازمانهای آموزشی (EOCM)، مورد مطالعه آموزشوپرورش شهر بیرجند»، فصلنامة مدیریت فرهنگ سازمانی، دورة 13، شمارة 2، صفحات 365-341.
9
مشبکی، اصغر، و روحانی، محمدحسین (1386). مدیریت رفتار سازمانی. تهران: اقبال.
10
موحدی، مسعود (1389). ابعاد فرهنگ سازمانی در سازمانهای صنعتی بزرگ ایران. فصلنامة پژوهشهای مدیریت منابع انسانی، دورة 2، شمارة 2، صفحات 115-91.
11
12.هومن، حیدرعلی (1381). تهیه و استانداردساختن مقیاس سنجش رضایت شغلی. تهران: مرکز آموزش مدیریت دولتی.
12
13. Cooke, R. A., & Lafferty, J. C. (1987). Organizational culture inventory Plymouth. MI: Human Synergistics.
13
14. Clark, M. C., Belcheir, B., Strohfus, P., & Springer, P. J. (2012). Development and description of the culture/climate assessment scale. Journal of Nursing Education,51(2), 75-80.
14
15. Pamela Strohfus DNP, R. N. (2012). Development and description of the culture/climate assessment scale. Journal of Nursing Education, 51(2), 75.
15
16. Denison, D. (1990). Corporate culture and organizational effectiveness. New York: john Wiley & Sons.
16
17. Delobbe, N., Haccoun, R. R., & Vandenberghe, C. (2002). Measuring core dimensions of organizational culture: A review of research and development of a new instrument. Unpublished manuscript, Universite catholique de Louvain, Belgium.
17
18. French, W., & Bell, C. H. (1984). Organization development, behavioral science cliffs interventions for organization improvement third edition. New Jersey: Englwood.
18
19. Fey, C. F., & Denison, D. R. (1998). Organizational culture and effectiveness: The case of foreign firms in Russia.
19
20. Hofstede, G., Neuijen, B., Ohayv, D., & Saders, G. (1990). Measuring organizational cultures: A qualitative and quantitative stidy across twenty cases. Administrative Science Quarterly, 354(2), 286-316.
20
21. MacIntosh, E. W., & Doherty, A. (2010). The influence of organizational culture on job satisfaction and intention to leave. Sport Management Review, 13(2), 106-117.
21
22. Ouchi, W. G. (1981). Theory Z: How American business can meet the Japanese challenges. Reading. Mass: Addison- Wesley.
22
23. Peters.T. J.,& Waterman, R. H. (2009). In search of excellence: Lessons from America'sbest-run companies. New York: Collins Business Essentials.
23
ORIGINAL_ARTICLE
Studying the Organizational Effect of Servant Leadership on Job Behavior(Case: Faculty Members and Employees of University of Zanjan)
Servant leadership is a kind of leadership which the leader ignore his personal benefits and seeks achieving others’ physical, emotional and spiritual needs. Regarding to this definition, it would be expected servant leadership creates positive outcomes. The aim of this article is studying the organizational effect of servant leadership at University of Zanjan. In this research, 8 organizational variables have been experimented as servant leadership impacts on the faculty members and employees of University of Zanjan. For this purpose, a questionnaire for measuring the variables is designed, after ensuring its validity and reliability using factor analysis then were distributed among a sample include around 200 faculty members and employees. The research method is descriptive-correlational and based on structural equations model. The result shows that servant leadership has significant and positive effects on job engagement, hope, organizational self-esteem, organizational commitment and organizational citizenship behavior variables and has negative and significant impacts on intent to quit of the faculty members and employees of University of Zanjan.
https://jomc.ut.ac.ir/article_60529_65cda50e47d2be4b32de274f32f00296.pdf
2017-03-21
165
186
10.22059/jomc.2017.60529
Job behavior
Leadership
Servant leadership
Reza
Tahmasebi
rtahmasebi@ut.ac.ir
1
Assistant Professor, Faculty of Management and accounting, College of Farabi, University of Tehran, Qom, Iran
AUTHOR
Davood
Abbasi
d.abbasi@znu.ac.ir
2
Assistant Professor, Faculty of Humanities, University of Zanjan, Zanjan, Iran
AUTHOR
Mahdi
Fatahi
myusefiz@gmail.com
3
Ph.D. of Human Resource Management, Faculty of Management, University of Tehran, Tehran, Iran
AUTHOR
Mazaher
Yousefi Amiri
m.yusefi@ut.ac.ir
4
Ph.D. Student in Management of Public Organizations, Faculty of Management, University of Tarbiat Modares, Iran
LEAD_AUTHOR
باقری، قدرتاله، تندنویس، فریدون، خبیری، محمد، و زارعیمتین، حسن (1384). ارتباط بین سبکهای رهبری مربیان فوتبال با میزان تعهد و تحلیلرفتگی بازیکنان. علوم حرکتی و ورزش، دورة 3، شمارة 5، صفحات 41-23.
1
زعیمی، مریم، ونکی، زهره، و حاجیزاده، ابراهیم (1383). بررسی ارتباط بین سبکهای رهبری مدیران پرستاری و توانمندی پرسنل پرستاری. طب و تزکیه، دورة 13، شمارة 4، صفحات 46-34.
2
طهماسبی، رضا (1387). مدیران دولتی: الگویی برای تقویت رفتارهای شهروندی کارکنان. دومین همایش بینالمللی رفتار شهروندی، تهران.
3
عابدی جعفری، حسن، و آغاز، عسل (1387). رهبری تحولآفرین و فرهنگ سازمانی (مطالعة موردی در وزارت رفاه و تأمین اجتماعی). دانش مدیریت، دورة 21، شمارة 3، صفحات 84-71.
4
عابدی جعفری، حسن، و مرادی، محمد (1384). بررسی رابطة بین هوش عاطفی و رهبری تحولآفرین. دانش مدیریت، دورة 18، شمارة 3، صفحات 80 -63.
5
مرتضوی، سعید، ناظمی، شمسالدین، و محمودی فخرآبادی، صادق (1384). بررسی رابطة بین هوش عاطفی و سبک رهبری. مدرس علوم انسانی، دورة 9، شمارة 42، صفحات 190-167.
6
موغلی، علیرضا (1382). طراحی الگوی رهبری تحولآفرین در سازمانهای اداری ایران. دانش مدیریت، دورة 16، شمارة 2، صفحات 100– 77.
7
Appelbaum, S. H., Bartolomucci, N., Beaumier, E., Boulanger, J., Corrigan, R., Dore, I., Girard, C., & Serrano, C. (2004). Organizational citizenship behavior: a case study of culture, leadership and trust, Management Decision, 42(1), 13-40.
8
Boyum, G. (2006). The historical and philosophical influences on Greenleaf’s concept of servant leadership: setting the stage for scientific theory building. Servant Leadership Roundtable, Regent University, Virginia Beach.
9
10. Brown, S. P. (1996). A meta-analysis and review of organizational research on job involvement. Psychological Bulletin, 120(2), 235-55.
10
11. Chay, Y. W., & Aryee, S. (1999). Potential moderating influence of career growth opportunities on careerist orientation and work attitudes: Evidence of the protean career era in Singapore. Journal of Organizational Behavior, 20(5), 613-623.
11
12. Combs, A. W., Avila, D. L., & Purkey, W. W. (1978). Helping relationships: Basic concepts for the helping professions. Boston: Allyn and Bacon Press.
12
13. Crippen, C. (2005). Servant-leadership as a effective model for educational leadership and management: first to serve, then to lead. Management in Education, 18(5), 11-16.
13
14. Diefendorff, J. M., Brown, D. J., Kamin, A. M., & Lord, R. G. (2002). “Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance. Journal of Organizational Behavior, 23(1), 93-108.
14
15. Etzion, D. (1984). Moderating effect of social support on the stress-burnout relationship. Journal of Applied Psychology. 69(4), 615-622.
15
16. Gaines, J., & Jermier, J. M. (1983). Emotional exhaustion in a high stress organization. Academy of Management Journal, 26(4), 567-586.
16
17. Humphreys, J. H. (2005). Contextual implications for transformational and servant leadership; A historical investigation. Management Decision, 43(10), 1410-1431.
17
18. Jackson, S. E., & Maslash, C. (1982). After-effects of job related stress: Families as victims. Journal of Occupational Behavior, 3(1), 63-67.
18
19. Jackson, S. E., Turner, J., & Brief, A. (1987). Correlates of burnout among public service lawyers. Journal of Occupational Behavior, 8(4), 339-349.
19
20. Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 29(2), 262-79.
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21. Leiter, M. P., & Maslach, C. (1988). The impact of interpersonal environment on burnout and organizational commitment. Journal of Organizational Behavior, 9(4), 297-308.
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22. Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Occupational Behavior, 2(2), 99-113.
22
23. Milliman. J., Czaplewski, A., & Ferguson, J. (2003). Workplace spirituality and employee work attitudes: an exploratory empirical assessment. Journal of Organizational Change Management, 16(4), 426-447.
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24. Mowday, R., Steers, R., & Porter, L. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
24
25. Nathan, B. R., Mohrman, A. M. Jr., & Milliman, J. (1991). Interpersonal relations as a context for the effects of appraisal interviews on performance and satisfaction: a longitudinal study. Academy of Management Journal, 34(2), 352-369.
25
26. Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. MA: Lexington Books.
26
27. Paullay, I. M., Alliger, G. M., & Stone-Romeo, E. F. (1994). “Construct validation of two instruments designed to measure job involvement and work centrality. Journal of Applied Psychology, 79(2), 224-228.
27
28. Pierce, J. L., Gardner, D. G., Cummings, L. L., & Dunham, R. B. (1989). Organization-based self-esteem: construct definition, measurement, and validation. Academy of Management Journal, 32(3), 622-48.
28
29. Pines, A. M., & Aronson, E. (1981). Burnout and tedium: The experience. In Tedium. New York: The Free Press.
29
30. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(9), 513-563.
30
31. Robbins, S. P., & Judge, T. A. (2015). Organizational behavior. 16th Ed., New Jersey: Pearson.
31
32. Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
32
33. Sendjaya, S. (2003) Development and validation of servant leadership behavior scale. Servant Leadership Roundtable, , Regent University, Virginia Beach, October, 2003.
33
34. Sendjaya, S., & Sarros, J. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership & Organizational Studies, 9(2), 57-64.
34
35. Shorey, H. S., Snyder, C. R., Yang, X., & Lewin, M. R. (2003). The role of hope as a mediator in recollected parenting, adult attachment, and mental health. Journal of Social and Clinical Psychology, 22(6), 685-715.
35
36. Smith Brien, M. R., & Kuzmenko, T. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership & Organizational Studies, 10(4), 80-91.
36
37. Snyder, C. R. (1995). Conceptualizing, measuring, and nurturing hope. Journal of Counseling and Development, 73(3), 355-360.
37
38. Snyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13(4), 249-275.
38
39. Snyder, C. R., Ilardi, S. S., Cheavens, J., Michael, S. T., Yamhure, L., & Sympson, S. (2000). The role of hope in cognitive-behavior therapies. Cognitive Therapy and Research, 24(6), 747-762.
39
40. Snyder, C. R.., Sympson, S. C., Ybasco, F. C., Borders, T. F., Babyak, M. A., & Higgins, R. L. (1996). “Development and validation of the State Hope Scale”, Journal of Personality and Social Psychology, 70(2), 321-335.
40
41. Spears, L. C. (2005). The understanding and practice of servant-leadership. Servant Leadership Roundtable, Regent University, Virginia Beach, August 2005.
41
42. Wong, P. T. P., & Page, D. (2003). Servant leadership: An opponent-process model and the revised servant leadership profile. Servant Leadership Roundtable. Regent University, Virginia Beach, October, 2003.
42
ORIGINAL_ARTICLE
Identification of structural Obstacles to Organizational Entrepreneurship in the Ministry of Sport and Youth
The present paper was conducted with the aim of identifying the structural obstacles to organizational entrepreneurship in the Ministry of Sport and Youth (MSY). In terms of method, the paper is an applied one & a kind of survey study uses the mixed methodology (qualitative and quantitative). The population consists of the present and former managers of the MSY and academic experts. In the qualitative section, the purposeful sampling method was considered. Accordingly, following interviews with 13 individuals from the population, a theoretical saturation level was achieved. In order to identify the barriers to organizational entrepreneurship, in the qualitative section, the qualitative content analysis and open and axial coding interviews were used. Additionally, in the quantitative section, AHP was used for prioritizing the identified obstacles. An analysis of the qualitative data revealed seven main structural obstacles to organizational entrepreneurship in MSY including research & development, operational assessment, reward system, decision making, strategy, financial system & organizational structure. Furthermore, in execution program some offers like: delegation of authorities & motivating personnel to present their innovational opinion in order to achieve to organizational entrepreneurship in MSY is proposed.
https://jomc.ut.ac.ir/article_61282_cb86081440721c69fff1354502892e44.pdf
2017-03-21
187
205
10.22059/jomc.2017.61282
Entrepreneurship
Organizational entrepreneurship
Structural Obstacles
Structure
Farzad
Ziviar
fziviar@ut.ac.ir
1
Ph.D. Student in Sport Management & Planning, Payam-e Noor University, P.O. Box 19395-3697, Tehran, Iran
LEAD_AUTHOR
Abolfazl
Farahani
afarahani@pnu.ac.ir
2
Professor, Department of Sport Management & Planning, Payam-e Noor University, P.O. Box 19395-3697, Tehran, Iran
AUTHOR
Loghman
Keshavarz
keshavarzlog@yahoo.com
3
Associate, Department of Sport Management & Planning
AUTHOR
. آقاجانی، حسنعلی، عباسقلی، محسن، و فهیمیراد، محدثه (1392). تبیین روشهای تأمین مالی طرحهای کارآفرینانه - مطالعة موردی تعاونگران استان مازندران. نشریة علمی پژوهشی پارکها و مراکز رشد، سال 9، شمارة 36، صفحات 36-29.
1
2. احمدپور داریانی، محمود (1387). کارآفرینی: تعاریف، نظریات، الگوها. تهران: انتشارات جاجرمی.
2
3. امیدی، یاور؛ محمدکاظمی، رضا و آزموده، صغری (1395). شناسایی و تحلیل موانع محیطی کارآفرینی سازمانی در وزارت ورزش و جوانان. مدیریت ورزشی، دورة 8، شمارة 5، صفحات 775-753.
3
4. سرابی، امیرعلی، عبدوی، محمد، و فروتن، زهرا (1391). شناسایی عوامل اثرگذار بر رفتار کارآفرینانه در سازمانهای دولتی ایران. فصلنامة مطالعات رفتار سازمانی، سال 1، شمارة 2، صفحات 108-86.
4
6.شائمی برزکی، علی، و محمدی، مهناز (1393). بررسی تأثیر رهبری تحولگرا بر بهروزی نیروی انسانی با نقش میانجی کارآفرینی سازمانی. پژوهشنامة مدیریت تحول، شمارة 12، صفحات 28-1.
5
7. طالبی، کامبیز (1388). مقایسة تصمیمگیری کارآفرینان و غیرکارآفرینان در شرایط عدم اطمینان. نشریة اقتصاد و تجارت نوین، شمارههای 17 و 18، صفحات 47-23.
6
9 . سیفی سالدهی، محمدهادی، سیفی سالدهی، مهدی، کوزهچیان، هاشم، و احسانی، محمد (1393). ارتباط بین ساختار کارآفرینانه و کارآفرینی سازمانی در سازمان تربیت بدنی، دورة 4، شمارة 19، صفحات 68-55.
7
10. کشاورز، لقمان، فراهانی، ابوالفضل، و اصغری، زهرا (1393). تدوین مدل ارتباطی خودکارآمدی شغلی و هوش سازمانی در وزارت ورزش و جوانان. پژوهشهای کاربردی در مدیریت ورزشی، دورة 2، شمارة 8، صفحات 78-67.
8
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30
ORIGINAL_ARTICLE
Studying the Effect of Empowerment on Knowledge Sharing and Designing the Multilevel Models to Explain the Impact of Participatory Organizational Culture on Knowledge Sharing
Today, organizational culture as an infrastructure plays a key role in implementing management knowledge in any organization. In this article the Impact of Empowerment on Knowledge Sharing among Employees Considering the Role of Participatory Organizational Culture in Islamic Azad University Science and Research in Tehran. This research is applied in terms of purpose and in terms of research method is descriptive-correlational. The statistical Society population of the present study was the administrative staff of the Islamic Azad University of Science and Research Unit with 700 students. The sample size was based on the Cochran formula248 people were considered. Random sampling method was simple. A questionnaire was used to collect data and its reliability with Cronbach's alpha and CR index and its validity were confirmed by content validity, convergent and divergent validity. Analysis of data with Structural Equation Modeling Method was performed with partial least squares method and SmartPLS 3.2.6 software. Results showed empowerment of employees on the participatory organizational culture (with a coefficient of 0.52) has a positive and significant effect. Also, the participatory organizational culture has a significant effect on employee knowledge sharing (with a coefficient of 0.92) and employee empowerment on knowledge sharing (coefficient 0.6). In other words, the success of the organization in implementing each strategy, including knowledge sharing, depends on the effectiveness of the collaborative organizational culture on the level of knowledge sharing at the same level and the staff of faculties at the organizational level largely. Finally, the limited impact of the number of employees on the increase of knowledge sharing was confirmed by multilevel modeling and HLM software.
https://jomc.ut.ac.ir/article_58902_f35c62a94773fdaefe09855bb873836a.pdf
2017-03-21
207
223
10.22059/jomc.2017.58902
Multilevel analysis
knowledge sharing
Empowerment
Organizational Culture
Maryam
Akhavan Kharazian
m_akhavan@sbu.ac.ir
1
Assistant Professor, Faculty of Management & Accounting, Shahid Beheshti University, Tehran, Iran
LEAD_AUTHOR
Faezeh
Mighadasi
faezehmoghadasi@yahoo.com
2
M.Sc., Faculty of Management & Accounting, Shahid Beheshti, University, Tehran, Iran
AUTHOR
حبیبی، علی (1387). پیادهسازی مدیریت دانش در سازمانهای مهندسی. تهران: انتشارات ارگ.
1
حسنزاده، حسن (1384). شناساییعواملمؤثربراعتمادسازی درسازمانوبررسیآندرسازمانهایاجراییکشور. پایاننامة کارشناسیارشد، پردیس فارابی دانشگاه تهران.
2
رحمانپور، لقمان (1383). توانمندسازی: مفاهیم، ساختار و راهکارها. نشریةانجمن مدیریتایران، شمارة 59، صفحات 38-33.
3
سیدجوادین، سید رضا، امامی، مصطفی، و رستگار، عبدالغنی (1389). بررسی رابطة بین فرهنگ سازمانی با مدیریت دانش در شرکت ملی پالایش و پخش فرآوردههای نفتی ایران. فصلنامةمدیریتمنابعانسانیدرصنعتنفت، سال 4، شمارة 12، صفحات 32-9.
4
عسگری، ناصر (1384). بررسیرابطةعواملسازمانی (ساختار،فرهنگ،تکنولوژی)بااستراتژیمدیریت دانشدروزارتکارواموراجتماعی. پایاننامة کارشناسی ارشد، دانشکدة مدیریت دانشگاه تهران.
5
فضلالهی، سیفاله، و کریمیان، حسین (1391). وضعیت استقرار مدیریت دانش در دانشگاه آزاد اسلامی واحد قم از دیدگاه اعضای هیئت علمی. نامةآموزشعالی، سال 5، شمارة 17، صفحات 96-77.
6
نعمتی انارکی، لیلا، و نوشینفرد، فاطمه (1393). اشتراک دانش و فرهنگ سازمانی در میان اعضای هیئت علمی رشتة پزشکی. فصلنامةمطالعاتملیکتابداریوسازماندهیاطلاعات، دورة 25، شمارة 4، صفحات 143-129.
7
نیکپور، امین، و سلاجقه، سنجر (1389). بررسی رابطة بین مدیریت دانش و فرهنگ سازمانی از دیدگاه اعضای هیئت علمی دانشگاه علوم پزشکی کرمان. مدیریت بهرهوری (فراسوی مدیریت)، دورة 4، شمارة 14، صفحات 18-7.
8
Auernhammer, J., & Hall, H. (2013). Organizational culture in knowledge creation, creativity and innovation: Towards the freiraum model. Journal of Information Science, 15)2(, 1-14.
9
11.
10
Davenport, T., & Prusak, L. (1998). Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press.
11
13. Davidson, G. (2004). The relationship between organizational culture and financial performance in the South African investment bank. Master Thesis, University of South Africa, Pretoria.
12
14. De long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127.
13
15. Goh, S. C. (2002). Managment effective knowledge transfer: An integrative framework and some practice implication. Journal of Knowledge Management, 6(1), 23-30.
14
16. Hoy, B. (2004). The knowledge management opportunity: www.kmnew.com, 3.
15
17. Huczynski, A., & Bachnan, D. (2001). Organizational behavior. 4th Ed., London: Prentice Hall.
16
18. Hung, Y. C., Huang, S., M Lin, Q., & Tsai, M. L. (2005). Critical factors in Knowledge management. Journal of Knowledge Management, 29(2(, 54-62.
17
19. Lawer, E. E. (1994). 10 new realities. Executive Exeellence, 23(3), 18-19.
18
20. Mueller, J. (2014). A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal, 32)2(, 190-202.
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21. Nonaka, I. & Takeuchi, H.(1995). The knowledge creating company. London: Oxford University Press.
20
22. Park, H. (2004). Assessing the success of knowledge management technology implementation as a function of organization culture. Master Dissertation, the George Washington University, Washington, DC.
21
23. Rue, L., & Byars, L., (2003). Management.10th Ed., London: McGraw-Hill.
22
24. Chung-Hung, T., & Yu-Cheh, C. (2007). Assessing knowledge management system success: An emprical study in Taiwan shigh tech industry. Journal of American Academy of Business, 10(2), 82-93.
23
25. Tubbs, S., & Moss, S. (2000). Human communication. 8th Ed., London: McGraw-Hill.
24
26. Vecchio, R. (2000). Organizational behavior. 4th Ed., Horcourt.
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27. Yu, C., Yu-Fang, T.,& Yu-Cheh, C. (2013). Social behavior and personality, knowledge sharing, organizational climate, and innovative behavior: A cross-level analysis of effects. Social Behavior and Personality, 41)1(, 143-156.
26
1-
27
ORIGINAL_ARTICLE
A comparative Study of Marketing Mix Decisions from the Perspective of Islam and the West
One of the demands of Iranian society after the victory of the Islamic Revolution is the establishment of Islamic values in all aspects of society, especially economic and commercial decisions. Looking at the theoretical literature, marketing mix decisions that include product, price, promotion, and place show that these resources are full of Western doctrines, which in many cases are in fact the cornerstone of the actions of business executives. The main goal in Western teachings is to maximize profits and market share. The present study is carried out with qualitative approach and using content analysis method. In this study, by studying the verses of the Holy Qur'an and the Syrah of the Prophet (PBUH) and the Imams (AS) and the views of the Islamic thinkers, the values set forth in the decisions of the marketing mix based on the principles of Islam, including the principle of monotheism, justice, trust and Hypocrisy Have been extracted to assist them in introducing marketing mix policies.
https://jomc.ut.ac.ir/article_61836_887877613af6e441cf2c5a7dac8971b0.pdf
2017-03-21
225
247
10.22059/jomc.2017.61836
Islamic marketing
Marketing ethics
Marketing Mix
Principles and values of the West
Milad
Karimi
miladkarimi@ut.ac.ir
1
M.Sc, Business Management, Faculty of Management and accounting, College of Farabi, University of Tehran, Qom, Iran
LEAD_AUTHOR
Hossein
khanifar
khanifar@ut.ac.ir
2
Professor, Faculty of Management and accounting, College of Farabi, University of Tehran, Qom, Iran
AUTHOR
قرآن کریم
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