University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
Investigating the Effect of Dark Triad on Job Performance Indicators of Human Resources
511
530
FA
Hojat
Vahdati
0000-0002-8437-8419
Associate Professor, Faculty of Economics & Administrative Science, Lorestan University, Khoramabad, Iran
vahdati.h@lu.ac.ir
Javad
Hassanvand
PhD Student, Faculty of Economics & Administrative Science, Lorestan University, Khoramabad, Iran
hasanvand.ja@fe.lu.ac.ir
10.22059/jomc.2019.264436.1007601
The purpose of this study was to investigate the effect of dark triad construct of personality on the job performance indicators of human resources, including task performance and contextual performance. In terms of method and purpose, this study is a descriptive-correlational and applied research, mainly based on linear regression. The statistical population includes the employees of Lorestan University, out of which a sample of 152 people were selected using simple random sampling. The data gathering tool was Jonasson and Webster's (2010) Dark Personality and Paterson's Career Performance Questionnaire (1989). The research hypotheses were tested using linear regression analysis through the Enter method. Results showed a negative and significant effect by the construct of the dark triad of personality on the task and contextual performance indicators.
Dark triad,Job performance,Task performance,Contextual performance
https://jomc.ut.ac.ir/article_73691.html
https://jomc.ut.ac.ir/article_73691_4964e350cc6d2e757d5178bf695df88d.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
The Mediating Role of Self-Development on the Relationship between Self-Awareness and Job Performance
531
548
FA
Mohammad Ali
Godarzi
Assistant Professor, ACECR, Tehran, Iran
mgodarzi@ut.ac.ir
Ebrahim
Mazari
PhD Student, Faculty of Psychology and Education, University of Tehran, Tehran, Iran
mazari.ebrahim@gmail.com
Kobra
Khabare
PhD Student, Faculty of Management, Kharazmi University, Tehran, Iran
k.khabare@gmail.com
10.22059/jomc.2019.262101.1007574
This study aims at explaining the mediating role of self-development on the relationship between self-awareness and job performance. The research method was descriptive and correlational which was followed with SEM analysis method. The research population was comprised of the 2200 staff of the public schools in the district one of Shahr-e Ray. Using Cochran sampling formula and stratified random sampling method, 150 valid questionnaires were collected. The self-awareness questionnaire of Moghimi with the reliability rate of α= 0/85, the self-development questionnaire of Abili and Mazari with the reliability rate of α= 0/87, and the job performance questionnaire of Byrne et al (2005) and Conway with the reliability rate of α = 0/87 were used to collect data. The test of the research model showed that it fitted the data. So self-awareness (γ=0/76) has an impact on self-development, and self-development on job performance (β=0/57). Also, self-awareness withthe mediation of self-development has an impact on job performance (γ=0/38). Finally, self-awareness has a direct impact on job performance (γ=0/49). In summary, self-awareness will bring about better job performance due to its impact on self-development.
Self-awareness,Self-development,Job performance,Employees
https://jomc.ut.ac.ir/article_73692.html
https://jomc.ut.ac.ir/article_73692_e34da263ae4265bb8370ccc51726e9fe.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
An Analysis of the Effect of Bureaucratic Culture on Organizational Laziness with the Mediating Role of Organizational Paranoia
549
567
FA
Reza
Sepahvand
Professor, College of Management and Economic, University of Lorestan, Khoramabad, Iran
sepahvand@fc.lu.ac.ir
Abdollah
Saedi
0000-0001-7812-1978
PhD Student, College of Management and Economic, University of Lorestan , Khoramabad, Iran
saediabd115@gmail.com
Ali
Shariatnejad
PhD Student, College of Management and Economic, University of Lorestan, Khoramabad, Iran
shariatali@gmail.com
10.22059/jomc.2019.253338.1007480
The purpose of this study was to analyze the effect of bureaucratic culture on organizational laziness with the mediating role of organizational paranoia. This study is a descriptive survey research, and in terms of purpose is an applied research. In this study, a standard questionnaire was used to measure variables. The validity and reliability of the questionnaire were confirmed using the content validity method and Cronbach's alpha. The statistical population of the study was comprised of governmental organizations in Khorramabad city, out of which 384 employees were selected as sample members using convenience sampling method and Cochran formula. Data was analyzed using Structural Equation Modeling with Amos and SPSS. The results show that at confidence level of 0.95, bureaucratic culture has a positive and significant effect on laziness and organizational paranoia. In addition, the analysis of indirect paths shows that organizational paranoia has mediates the effect of bureaucratic culture on organizational laziness. As a result, it can be said that when the organization's employees are deprived of the freedom of action, autonomy, independence, and creativity by the system and its bureaucratic culture, they get pessimistic and paranoid about organizational laws and regulations, lose their motivation and efficiency, and become infected with organizational laziness.
Bureaucratic culture,Organizational pessimism,Organizational paranoia,Organizational laziness
https://jomc.ut.ac.ir/article_73693.html
https://jomc.ut.ac.ir/article_73693_38fab6d6e99f61676f5c4face6faa9f6.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
The Effect of Workplace Ostracism on Workplace Behaviors with the Mediating Role of Organization-Based Self-Esteem and the Moderating Role of Perceived Organizational Justice.Abolhassan
569
586
FA
Aboalhassan
Hosseini
Associate Professor, Business Management, Faculty of Economics & Administrative Science, University of Mazandaran, Mazandaran, Iran
hosseini_phd@yahoo.com
Aghil
Ghorbani Paji
PhD Student, Public Administration, Faculty of Management & Accounting, Allameh Tabataba'i University, Tehran, Iran
aghil.ghorbani92@gmail.com
Amir
Akbari
MSc Holder, Business Management, Faculty of Economics & Administrative Science, University of Mazandaran, Mazandaran, Iran
amir.akbari88@yahoo.com
10.22059/jomc.2019.258195.1007532
The purpose of this study was to investigate the impact of workplace ostracism on workplace behaviors (deviant and rude behaviors) with the mediating and moderating roles of organization-based self-esteem and perceived organizational justice in Mazandaran Cultural Heritage, Handcrafts and Tourism Organization. In terms of purpose and method, the study was a descriptive and correlational. The sample was selected through random sampling, and the data was collected using questionnaires distributed among participants. The reliability and validity of the instrument were assessed using composite reliability, factor loadings, Cronbach's Alpha, convergent validity and divergent validity. Data was analyzed using Partial Least Squares and SPSS. Sobel and VAF tests were used to measure the mediating role of organization-based self-esteem. Data analysis showed that workplace ostracism has a significance effect on workplace behaviors and organization-based self-esteem. The organization-based self-esteem has a significance mediating effect on the relationship between workplace ostracism and workplace behaviors. On the other hand, the analysis performed using Sobel test indicated that almost 40 percent of workplace behaviors change the workplace ostracism through the mediating role of organization-based self-esteem.
Workplace ostracism,Workplace behaviors,Organization-based self-esteem,Perceived organizational justice,Cultural Heritage,Handicrafts and Tourism Organization of Mazandaran
https://jomc.ut.ac.ir/article_73694.html
https://jomc.ut.ac.ir/article_73694_aab46362da3fa1d930fb70f5903ddbbb.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
Analyzing the Competitive Strategies of International Scientific and Cultural Organizations (Case Study of Islamic Universities of Saudi Arabia, Malaysia, and Egypt)
587
610
FA
Reza
Abravesh
Assistant Professor, Cultural Management Group, Islamic Maaref University, Qom, Iran
abravesh@maaref.ac.ir
Mohammad Hosein
Alipoor
Researcher of Imam Hossein University, Tehran, Iran
mh.anjay@gmail.com
10.22059/jomc.2019.267988.1007624
In the globalization era, international universities have started a severe competition to spread the Islamic science and culture. In this regard, Islamic Universities such as Mohammad bin Saud, Umm al-Qura and Al-Madinah in Saudi Arabia, the University of Islamic Sciences in Malaysia and the General Assembly of Al-Azhar in Egypt have adopted widespread competitive strategies to spread the Islamic science and culture. The Shi'a organizations and centers that are active in the field of Islamic sciences and culture require an appropriate and comprehensive understanding of the direction of the competitive strategies of the aforementioned universities to be able to foresee appropriate measures. To this end, the question that we need to answer is that “what are do competitive strategies of international scientific and cultural organizations in the Muslim world?” The purpose of this study is to identify the direction of competitive strategies of the abovementioned universities in the field of Islamic sciences and culture. Referring to existing documents, their strategies were examined through content analysis (thematic network). After analyzing the content of their competitive strategies, 40 Basic themes were found, categorized in the form of 12 organizing themes, and ultimately represented in five comprehensive strategies (core strategies) called "Ideological hegemony", "promotion", "scientific authority", "skill training" "and "ground setting".
Strategy,Tacit Strategies,Competitive Strategies,University,Scientific and Cultural Organizations
https://jomc.ut.ac.ir/article_73695.html
https://jomc.ut.ac.ir/article_73695_504c570a8b80005e34dda842f9d1e7ae.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
Identifying the Systemic Model of Talent Indicators: An Action Research Study in a Cultural Organization
611
638
FA
Javad
Mohammad Salehi
PhD Student, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran
jmsalehi@ut.ac.ir
Mohammad Reza
Bagherzadeh
Assistant Professor, Faculty of Public Management, Islamic Azad University, Qaemshahr Branch, Mazandaran, Iran
dr.mr.bagherzadeh@gmail.com
Seyed Musa
Rajaei
PhD Student, Faculty of Public Management, Islamic Azad University, Qaemshahr Branch, Mazandaran, Iran
musa42rajaei@gmail.com
10.22059/jomc.2019.266839.1007617
The complexity and turbulence of the cultural environment of the society has made it necessary to change the approach of cultural organizations from functionalist systems to "problem-centered" cultural systems as an inevitable issue. This requires a change of approach from designing to learning. Since the basic foundation for organizational learning is attention to human capital, the need for talent is abundantly felt. Talent Management in this study is a kind of integrated Human Resource Management with a talents-focused approach. It emphasizes high-performance individuals who specifically work for the organization and are defined as talent or the superiors. But the main question is how to identify these people, which is the purpose of this study in a cultural organization. In this study, the qualitative research methodology has been carried out in a cultural organization over a two-year period, and the relevant indicators and dimensions are extracted and categorized as components of the system. Then, they are prioritized and weighted by Analytical Hierarchy Process Analysis (AHP).Accordingly, to identify the talents in the cultural organization, 17 indicators in three domains of input, process, and output are identified in five dimensions of personality, attitude, individual capabilities, interpersonal capabilities and performance, and are prioritized and weighted in four occupational categories, namely expert, operational director, managers and top managers.
Talent,Talent Management,System model,action research,Cultural organization
https://jomc.ut.ac.ir/article_73696.html
https://jomc.ut.ac.ir/article_73696_4eda89aafb704e8528d084269a18118c.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
Identifying the Role of the Communities of Practice in the Development of Human Resource Management Knowledge
639
660
FA
Arefeh
Bahrami Fulad
0000-0002-6706-5576
MSc Holder, Farabi Campus, University of Tehran, Qom, Iran
abahramif23@ut.ac.ir
Reza
Tahmasebi
Assistant Professor, Farabi Campus, University of Tehran, Qom, Iran
rtahmasebi@ut.ac.ir
10.22059/jomc.2019.259920.1007547
One of the most important knowledge management strategies is the community of practices (COPs) that fundamentally direct the creation and sharing of knowledge, learning, and change in the organizations. The advent of information and communication technology (ICT) along with Web 2.0 tools have provided a platform that has formed a new kind of community of practice called Virtual community of practice, which provides a flexible way of collaboration, sharing best practices, and professional development in the organization. The aim of this study was to identify the role of the virtual communities of practice in the development of human resource management knowledge. The study was qualitative, in which the sample was selected using judgmental and purposive sampling. Consequently, 16 interviews were carried out with the community of <em>HR Professional Managers</em> who were the core members of the community. The data went through thematic analysis. As a result, thirty three sub-themes and 6 main themes were identified which were classified as individual (attitude, knowledge, skill, and motivation) and organizational (the development of <em>HRM</em> knowledge for managers through the community of practice and the use of <em>HRM</em> for the organization through the community of practice).
Community of practice,Virtual community of practice,Human resource management,Thematic analysis
https://jomc.ut.ac.ir/article_73697.html
https://jomc.ut.ac.ir/article_73697_eac7c32edba7f2332d0eca5897cc6342.pdf
University of Tehran
Organizational Culture Management
2423-6942
2423-6934
17
4
2019
12
22
Designing a Curriculum Pattern via Service Learning Approach in Organizations for Students
661
686
FA
Elahe
Ghasempoor Khoshrodi
PhD Student, Islamic Azad University of Arak, Arak, Iran
aeghnb@yahoo.com
Faeze
Nateghi
Assistant Professor, Islamic Azad University of Arak, Arak, Iran
fn1345@jmail.com
Mahnaz
Jalalvandi
Assistant Professor, Islamic Azad University of Arak, Arak, Iran
m-jalalvandi@iau-arark.ac.ir
10.22059/jomc.2019.248802.1007421
The present study tried to design and develop a curriculum pattern based on service learning approach for university courses. The qualitative research is used to answer the essential questions. The first research question which regards the specification of the principles of service learning approach is addressed utilizing documentary-inductive research method. Then, the essential elements of service learning curriculum such as purposes, content, teaching-learning approaches, and assessment were determined using semi-structured interviews and the analysis of obtained data. Finally, using the theoretical research method, the proposed curriculum pattern based on service learning approach was developed to train students who are responsible and effective in the workplace and the society.
Pattern,Curriculum,Services Learning,Higher Education,Organizations
https://jomc.ut.ac.ir/article_73698.html
https://jomc.ut.ac.ir/article_73698_cfadb80899194ec1350645961ffcb24e.pdf