فهرست مطالب خیرالله حسین زاده

This research was conducted with the purpose of studying the structural model of the relationships of psychological contract violation with organizational commitment، turnover، job satisfaction and deviant behaviors. Research method was correlation and the statistical population were male employees of an industrial company in Shiraz city، from among which 300 employees were selected using convenience sampling. Assessment instruments consisted of Psychological Contract Violation Questionnaire (Tekleab etal، 2005)، Organizational Commitment Questionnaire (Speier & Vankatesh، 2002)، Job Satisfaction Questionnaire (Spector، 1985)، Turnover Questionnaire (Tekleab etal، 2005) and Deviant Behavior Questionnaire (Bennett & Robinson، 2000). Data was analyzed using Pearson’s correlation coefficient، structure equation modeling (SEM) and mediation analysis. Findings showed that psychological contract violation explained 7. 1 percent of organizational commitment variance، organizational commitment and job satisfaction explained 16. 7 percent of turnover variance، organizational commitment explained 20. 3 percent of job satisfaction variance and turnover explained 4. 3 percent of deviant behavior variance. Mediation analysis showed that organizational commitment played the complete mediator variable in the relation of psychological contract violation with job satisfaction and job satisfaction was the partial mediator variable in the relation of organizational commitment with turnover. Finally with regard to the limitation of generalization of current research results it is suggested to industrial organizations that they should not violate their obligations to employees in anyway.

This correlation-based study was to study the model of relationships between organizational justice, ethical leadership, leader-member exchange, perceived organizational support and psychological contract. The statistical population included the male employees of an industrial and production company, out of which a sample of300employees was selected using convenience sampling. Assessment instruments were as follows: Ethical Leadership Questionnaire, Interactional and Procedural Justice, Perceived Organizational Support and Psychological Contract, Leader-Member Exchange. Data were analyzed using Pearson correlation coefficient, structure equation modeling(SEM)and mediation analysis. Findings revealed that, ethical leadership, accounted for16.7percent of the interactional justice variance, ethical leadership and interactional justice, accounted for49percent of the leader-member exchange variance, interactional justice, accounted for16.2percent of the procedural justice variance, interactional justice and procedural justice, accounted for38percent of the perceived organizational support variance and finally, procedural justice and perceived organizational support, accounted for26.2percent of the psychological contract variance, respectively.

This research was conducted with the purpose of investigating the model of relationship between job-person unfit with emotional exhaustion and turnover intentions as the evidences for model of stress - unequilibrium- compensation. Research method was corelational (covariance matrix analysis) and research statistical population was the male employees of two work shifts of Dena Rubber Company in autumn 1388 (with 800 persons). Among them 300 persons were selected using convenience sampling and research instruments including: turnover intentions Tekleab & et.al (2005), person-job unfit and emotional exhaustion Mulki & et.al (2006) were administered to them. Data were analyzed with the use of Pearson's correlation coefficient, structure equation modeling (SEM) and mediation analysis. results revealed that there are positive significant relations between person-job unfit with emotional exhaustion and turnover intentions. Research structural model consisted of: direct relationships between job-person unfit with emotional exhaustion and intention to turnover and a direct relationship between emotional exhaustion with intention to turnover. Mediation analysis supported the partial mediation role of emotional exhaustion in relation between person-job unfit with turnover intentions. Results of this research provided support for model of stress - unequilibrium- compensation. This model asserted that for preventing the emotional exhaustion and turnover, job-person fit should be concentrated on planning.

Ethical behaviors is the concept associated with ethical and humanity values. For this reason, attention to unethical behaviors is a foundamental research topic in many domains. The aim of this research was to study the model of relations between managers, unethical behaviors with perceived organizational support, emotional exhaustion and deviant behaviors. The statistical population, were male’s personnel of a productive and industrial company in Shiraz city; among them 300 persons were selected using convenience sampling. The instruments of research were: managers’ unethical behaviors (with 9 items), perceived organizational support (with 2 items), emotional exhaustion (with 9 items) and organizational deviant behaviors (with 8 items). Data was analyzed with the use of Pearson’s correlation coefficient, structure equation modeling and mediation regression analysis. The results of mediation regression analysis and structure equation modeling showed that perceived organizational support was a partial mediator variable in relation between managers’ unethical behaviors with emotional exhaustion, and emotional exhaustion was a partial mediator variable in relation between manager’s unethical behavior with organizational deviant behaviors. Also the results of final model revealed that there was direct relation between manager’s unethical behaviors with organizational deviant behaviors. The results of this research presented a particular model for the role of manager’s unethical behaviors on perceived organizational support, emotional exhaustion and organizational deviant behaviors. The important conclusion was that managers, unethical behaviors, in addition to weakening the perceived organizational support and reinforcing personnel emotional exhaustion, had direct effect, on tendency of personnel for deviant behaviors.