فصلنامه مطالعات رفتار سازمانی
سال یازدهم شماره 4 (پیاپی 44، زمستان 1401)

Nudge management brings exciting and new opportunities to improve employee productivity through focus and organizational improvement. Among the benefits of nudge management is that employees do not have to make extensive changes to their work habits and need very little public funding, it is optional, and it is always possible to avoid it. The philosophy of this interpretive study is its qualitative approach, and its strategy is grounded theory based on the emerging approach. The population was the nurses of Kerman hospitals, 15 of whom were selected using a purposeful sampling method until reaching theoretical saturation. The research tool was a semi-structured interview. Data analysis was carried out in MAXQDA 2020 quality analysis software. Ultimately, the final model of the study was presented based on Glaser's six C's family approach. The relevant model refers to the causes, correlation factors, mediating factors, requirements and the results of the axial category of the study. Finally, by presenting the nudge management model, the study provided the necessary ground for understanding and recognizing this concept and its proper application in health organizations.

Human resource processes in the organization are inherently emotional and can be the source of various functional and dysfunctional emotions in such a way that they affect the goals of each of the human resource processes and reduce their effectiveness. In this article, through a systematic review of the literature, a framework for managing emotions in each of the human resource processes has been presented using the Meta-Synthesis method. In the proposed framework, by selecting and analyzing 66 articles, 349 primary codes were identified and placed in the form of 7 main categories including state, situation (cause), consequence, function, solution and context, and effects of emotion management on an organization’s human resource processes. By analyzing the primary codes, 55 main themes were identified, of which 28 themes related to emotion management solutions were presented in the form of four processes: recruitment, training and empowerment, performance management, and compensation. In addition, 8 themes were identified as causes, 3 themes as consequences, 3 themes as functions, and 9 themes as contextual variables affecting the effectiveness of solutions. In general, the most important effects of emotion management in human resource processes, improvement of attitude, improvement of feelings, and improvement of employees' behavior, as well as the creation of competitive advantage for the organization were explained.

One of the basic challenges in organization management is predicting and controlling deviant behaviors in the workplace. This research was conducted with the aim of identifying and prioritizing the components of deviant workplace behaviors of university administrative staff and providing a comprehensive framework of it. Using the meta-synthesis qualitative method and targeted sampling, 170 sources in domestic and foreign scientific bases were examined between 2015 and 2022. During this process, 39 articles met the accepted criteria, and by analyzing their content, relevant dimensions and codes were extracted, and prioritization of codes was determined with Shannon's entropy. The results of data analysis showed the main dimensions are individual and organizational factors and the sub-dimensions are injustice, the structure of compensation for services and rewards, workmanship, insufficient supervision, excess human power, formal performance evaluation, lack of organizational support, weak laws, inconsistency, lack of duty, dissatisfaction, showed the lack of spirituality and unethical leadership. In order to prevent and control deviant workplace behaviors at the university level, managers and policy makers at different levels of the organization should emphasize the expansion of procedural and distributive justice in the organization as well as continuous and accurate monitoring of the performance of administrative staff.

The aim of this study is to understand the employees' lived experience of the antecedents of the phenomenon of emotional contagion during the COVID-19 pandemic in Iran. In this research, qualitative method and phenomenological strategy were used to understand the experiences of employees. The participants of this research include the employees of public organizations. Data were collected through 40 semi-structured interviews. By analyzing the data using the Colaizzi analysis method, three main themes and twelve sub-themes were identified as antecedents of emotional contagion during the COVID-19 pandemic from the employees' perspective. The main themes are: individual factors (extroversion, emotional dysregulation, lack of mindfulness, openness to experience, agreeableness and empathy), interpersonal factors (intimacy between people, interpersonal interactions, task interdependence) and organizational factors (emotional atmosphere in the organization, cultural values and beliefs, structural components). The findings of this research showed that in addition to soft concepts such as extroversion and openness to experience, hard concepts such as structural components also play a role in the formation of the phenomenon of emotional contagion in the organization. Understanding the antecedents of emotional contagion in the organization helps managers to adopt appropriate coping strategies for managing emotions in the workplace.

Nowadays, The agile approach in human resource (HR) is a principal factor analyzed by most entities, and agility is achievable using agile HR. The administrative organizations managing holy shrines and their related institutions (locally known as “Holy Astans”) comprise many entities and provide a vast potential for development. Hence, it is important to evaluate their human resource department. As the title indicates, a qualitative approach, and a Grounded Theory based on the Strauss, A., Corbin (1990) approach was adopted for the study. Twenty-eight management experts and elites of Holy Astans were selected using targeted sampling. The results were obtained using MAXQDA v.2020. Through a coding process, 1643 open codes, 81 concepts, 21 subcategories, and 6 main categories were derived, their characteristics in Holy Astans were analyzed, and the model was designed. The model comprised of casual conditions (Change in expectations, the need for a new and fresh approach for HR and Hierarchy combined with bureaucracy in Holy Astans), main phenomenon (organization agility regarding Holy Astans' human resources), intervening conditions (including comprehensive popular support, the sense of pride and satisfaction of serving the holy Astans and interest in sincere service, abundant endowments and financial resources, the nature of the existence and finaly,the prevailing spiritual and mystical environment.), contextual conditions (challenges and obstacles to achieve agility), strategies (including correctly performing services, agility in managing Astans, paying attention to knowledge and information, flexibility, preserving the dignity of pilgrims and neighbors, clarifying the organization's goals and strategy for employees, promoting Islamic ethics among employees, proper performance assessment with appropriate feedback, delegation of authority and "qualified and competent human resources" and finaly, consequences (modifying and improving the service provision for agile Holy Astans in Iran).

Counterproductive behaviors are an important type of voluntary and deliberate unethical behaviors, which reduce the productivity of the organization with a negative approach to organizations that help decrease the productivity of the organization. Therefore, due to the negative consequences of Counterproductive behaviors in organization, it is important to identify bank's managers' mentality patterns regarding counterproductive behaviors of employees in ilam city using Q methodology. This research is applied in terms of purpose, practical and in terms of the nature of method, descriptive- survey. The method of this study is mixed. In addition, the idea of qualitative method and in the identification stage of mental models has been used. The statistical population of this study consisted of 12 people of experts and senior managers of the selected bank of ilam city that distributed Q cards among them. According to distributed cards, from 98 statements, 43 of them were identified as final statement and prioritized by the participants subsequently. Finally, Based on the findings of Q factor analysis, it was found that there are four different mental models as destructive leadership, lack of justice, administrative system and environment disparity. On the basis of the final conclusion, it can be interpreted that according to the managers' mentality, destructive leadership is the most effective factor in the incidence of counterproductive behaviors among bank employees

Environmental protection is one of the most important human concerns, for which several actions have been taken. Organizations are no exception to this rule and have taken one of the most basic and important actions in the form of green organizational behavior of employees. Green organizational behavior of employees owes to various factors that organizational support is one of the most important. Paying attention to such issues creates a new and constructive approach in organizations, which is considered as green organizational support. The main purpose of this study is to identify and explain the elements of green organizational support as a new approach to reinforcement and enhancing the green organizational behavior of employees that using a mixed method. The approach used in this method is a concurrent triangulation strategy that taken in two qualitative-qualitative phases. In these phases, two qualitative methods of "Expert Panel-Grounded Theory" have been used, respectively. The main tool used in both quality phases is interviews, which uses 6 experts in the first quality phase, 11 people as academic and executive experts in the second phase, respectively. According to the research findings, in the panel of experts 6 thematic axes were extracted and in the second qualitative phase, 19 components were classified into six main categories of grounded theory. The results of the study indicate that green organizational support can positively affect employees attitudes to green behaviors, and in addition, the organization, managers or colleagues can adopt approaches to support employees who perform their duties be effective and provide an opportunity to create a supportive organizational environment for employees.