جستجوی مقالات مرتبط با کلیدواژه « حمایت سازمانی ادراک شده » در نشریات گروه « فلسفه و کلام »

In recent years, researchers have investigated the relationship between employees work orientations and organizational silent; however, what has not been analyzed so far has been the mediating role of organizational support in the relationship between trust and silence in universities in order to improve the workplace ethical space. Accordingly, the present study was conducted with the aim of investigating the mediating role of perceived organizational support in the relationship between trust and silent in Islamic Azad university branches of Mazandaran province. The present research is applied in terms of aim and is a descriptive-correlative type. The statistical population includes all staff of Islamic Azad University of Mazandaran province in 2015 with 1765 subjects. The sample size was calculated 231 people using the Cochran formula. Sampling method is a stratified random with appropriate allocation for university branches. Data were collected through three questionnaires of organizational silent, organizational trust and perceived organizational support. One-sample t-test, path analysis and structural equations were used for data analysis. Findings showed that perceived organizational support has a direct and negative effect on organizational silent with a standardized path coefficient (β = -0.89). Also, by confirming the mediating role of perceived organizational support, organizational trust with standardized path coefficient (β = -0.56) has an indirect and negative effect on the organizational silent variable in universities. The existence of a climate of trust in universities and educational centers and its accompaniment with organizational support among knowledge workers will cause silence break, thereby improving the ethical environment in universities.

With respect to great ethical scandals in every type of organization, the importance of an ethical dimension of leadership seems obvious. However, in order to understand this leadership phenomenon and its relationships with antecedents and outcomes, we must first know the nature of this phenomenon. This aim of this study was investigate the Personality traits (conscientiousness, agreeableness and neuroticism) and organizational variable (ethical context and perceived organizational support) as predictors of ethical leadership. The method of current study was descriptive. The statistical population of this research was all of the employees of Karun Oil and Gas Producing Company. The sample consisted of 300 employees of KOGPC who were selected by stratified random sampling method. The instruments which used in this study were NEO-Five Factor Inventory (NEO-FFI) (36 items), Ethical Context Scale (5 items), Perceived Organizational Support Survey (8 items) and Ethical Leadership Questionnaire (10 items). In order to analyze the data, Pearson correlation and regression analysis were used. Results indicated that all of predictor variables were significantly associated with ethical leadership. Moreover, hierarchical regression analyses revealed that predictor variables account for 67 percent of variance of ethical leadership. On the basis of results, individuals are attracted to, and are selected into organizations on the basis of perceived person-organizational values “fit”. In terms of ethical leadership, individuals with the characteristics and values that predispose them toward ethical leadership will look for organizations that have strong ethical climate and will be selected by them.

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.