جستجوی مقالات مرتبط با کلیدواژه "بی حسی سازمانی" در نشریات گروه "مدیریت"

In recent years, organizational complications have received more attention from leading organizations due to the negative effects they have on human resources and organizations. To the extent that avoiding this negative complication has become one of the most important concerns of managers of organizations. The effects of adverse effects on human capital, through which the main mission of the organization is performed, are much more severe. Accordingly, the purpose of this study is to comprehensively identify the complication of organizational anesthesia in human capital based on Grounded Theory.

 The present research method is applied in terms of purpose and exploratory research method in terms of data foundation approach. The statistical population in the present study included experts in the field of management and organization in the National Gas Company of Kermanshah province who based on criteria such as practical experience of at least 5 years of supervision or management and at least a bachelor's degree in management-related fields, using bullet sampling method. Snowy was selected and finally 13 interviews were conducted until the theoretical saturation of the data was reached. Data collection tools also included semi-structured interviews that after the end of in-depth interviews, the typed text of the interviews was fully entered into the Max QDA 2020 software for the relevant analysis. To ensure the validity of the research, the peer review method and in order to measure the reliability of the concepts, sub-components and identified components, the agreement index between the two coders has been used.

Research findings in accordance with the main research questions that were posed as follows; What are the main factors, staff strategies and consequences of the negative complication of organizational anesthesia in human capital? And how can these factors be presented in the form of a conceptual model? Were presented. Accordingly, the findings showed 367 open codes, 77 central codes and 24 selected codes in the form of a six-variable model including causal factors (with main components: lack of meritocracy in the organization, injustice in the organization, manager's indifference to staff growth and Economic and personal issues), contextual (with main components; personal characteristics, inappropriate system of encouragement and punishment, conflicting goals and disregard for employees' interests and opinions), intervening (with main components; organizational and social culture , Importance and attention to modeling, extra-organizational issues and factors reducing job success), central phenomenon (with the main components; silent underemployment, organizational indifference, organizational indifference and organizational numbness), strategies (with the main components; negative psychological issues In the individual, reducing commitment and participation, reducing the quantity and quality of work and expressing dissatisfaction and protest) and the consequences of the complication of organizational anesthesia of human capital in Kermanshah National Gas Company (with the main components; reducing individual and organizational productivity, increasing Organizational misconduct, dislike and disregard for work and organization, and widespread dissatisfaction) have been reported.

 Human capital is the main and growing factor of businesses and unlike physical capital, human capital is a stable input in the process of production and service delivery, whose efficiency and effectiveness is much more stable than other resources of the organization and not paying attention to The pervasive organizational implications of these investments in the long run have high adjustment costs for each business and organization. Accordingly, one of the important and practical results of the present study included identifying the most important components of organizational anesthesia in human capital such as incompetence and injustice in the organization, manager's lack of importance to staff growth and economic and personal issues. These factors, as causal factors, play the most important role in creating organizational anesthesia in human capital, which should be carefully studied by company officials and managers. In addition, the most important consequences of this negative complication in the organization include; Decreased individual and organizational productivity, increased disruption in the organization, dislike and disregard for work and organization, and pervasive dissatisfaction. In fact, one of the most important results of the present study is to identify the consequences of organizational anesthesia in the human capital of the National Gas Company, which has not been studied in other studies and can be said that comprehensive identification of this complication is very reducing and negative The innovations of the present study have provided a comprehensive knowledge of this complication for the awareness of officials, managers and even researchers in the field of human resource management. Finally, practical suggestions were provided to the managers of the National Gas Company of Kermanshah Province to avoid or manage this negative complication.

Organizational insensitivity is a kind of inclination toward reluctance and deliberate lack of understanding by the employees that appears in their thoughts and behavior when their expectations are not met. The purpose of this study was to design and validate the organizational insensitivity model in the human resources.Research

The study is applied in terms of purpose and exploratory based on grounded theory in terms of research method. The statistical population included the experts of National Gas Company in Kermanshah province. Based on purposive sampling, 13 interviews were made up to the saturation point. Data collection instruments included semi-structured interviews and a questionnaire. Data analysis was done using grounded theory and MAXQDA, and validation of the model was done using one-sample t-test.

the findings included 367 codes, 77 concepts, 24 secondary categories, and 6 main categories, which were presented as a model. The model was validated, too.

The results indicated the main causal factors (injustice, lack of meritocracy, economic issues, and manager’s disregard of growth), intervening factors (following others, lack of attention to interests and opinions, factors reducing success, and extra-organizational issues), contextual factors (personal attributes, improper reward and punishment system, organizational culture, and contradictory goals), axial phenomenon (silent inactivity, indifference, numbness, and organizational disinterest), strategies (reduction of commitment and participation, negative spiritual and mental issues, objection, and reduction of job quantity and quality), and consequences of organizational insensitivity in the human resources of National Gas Company branch in Kermanshah province (increase of infringements, reduction of efficiency, loathing work and organization, and widespread dissatisfaction).

The conceptualization of organizational insentience and the designing and validation of a conceptual model for governmental organizations is the main objective of this research.

The researchmethod is qualitative and exploratory. The statistical population consisted of experts in the field of organization and management, which through a snowball sampling51interviews was conducted to achieve theoretical saturation. Data collection tools were semistructured interviews and a researcher-made questionnaire for validating the conceptual model. The validity of the interviews was obtained through the method of checking by partners and contributors, and reliability was obtained through the agreement of the two experts.

With MAXQDA2018 software, 198 open codes, 25 pivot codes and9selectable codes were counted. The results showed that organizational insentience can be traced in the form of a three-layer pattern, which in the most fundamental layer of the conceptual model, there are four factors such as the unreliability of the role of fiction, the general growth of organizational insentience, negative sensory and social cognitions, and insentience Incidents. In the outer layer of organizational insentience, there are also behaviors such as white fear and white identity, organizational localized insentience, silent crisis, and employee reluctance. Finally, the results of model validation using one-sample t-test showed that the conceptual model is comprehensive, originality, uniqueness, coherence, proportionality with organizations, and in line with current needs.

The ambiguous nature of the subject for the interviewees and the inappropriate substance of organizational Insentiencein other domestic and foreign scientific articles were among the limitations that the present study filled in this conceptual vacuum.

Given the constituent dimensions of organizational Insentience, it is imperative to acquire sensory literacy to confront managers with a set of negative employee emotions in the organization. Innovation or Value of the Article: The paper can provide a scientific approach to understanding new concepts in the field of organization and management.

This research is aimed at understanding the nature of organizational numbness in governmental organizations and the factors influencing it. This Mixed-methods research uses a systematic integration of quantitative and qualitative data. The qualitative part is performed using the Grounded theory and quantitative part utilizes a structural equation modeling. The qualitative part used semi-structured interviews for its data collection and a combination of open coding, axial coding, and selective coding was used for the analysis of the data. On the other hand, a researcher made questionnaire was used for the quantitative section while the validity and reliability of the survey had already been investigated. 7 major categories were identified using 196 open codes and 20 axial codes. The data analysis software MaxQda 2018 has been used used to analyze the surveys data and extract the codes. Meanwhile, the dimensions of white fear, organizational blackout, insentience, and reluctance related to the organizational numbness variable (the axial phenomenon) and the dimensions of perceptual-sensual errors, sensual events and unconventional roles of government executives, related to the causative conditions affecting the axial phenomenon were identified. Based on the findings of the qualitative part and the confirmation of the relationship between dimensions and variables using the identified codes it was determined that causal conditions with acceptable effect coefficients and significance coefficients affect the phenomenon of organizational numbness. The GOF, Q2, Rsquare and Fsqare criteria for the structural model and the measurement models were calculated using the Smart PLS 3 software. It is also worth to mention that all of the mentioned variables had allowed and acceptable values.