جستجوی مقالات مرتبط با کلیدواژه « حمایت سازمانی » در نشریات گروه « مدیریت »

This study intended to investigate the effects of organizational support on organizational commitment with the mediating role of organizational self-esteem.

It was a quantitative and descriptive-survey research. The statistical population of the study included all employees of the Atlas Dina Distribution Firm (located in the northwest region of Iran). The sample was taken from the statistical population through random and accessible stratum sampling method. To collect data, questionnaires were administered among 186 people. To investigate the relationships among variables, four hypotheses were presented and were analyzed by structural equation modeling method. Also, SPSS and SmartPLS tools were applied to interpret the hypotheses and to reach conclusions.

Organizational support has a positive and significant effect on organizational self-esteem and organizational commitment. On the other hand, organizational self-esteem has a positive and significant effect on organizational commitment. Finally, the results show that organizational self-esteem positively and significantly mediates the relationship between organizational support and organizational commitment. Also, self-esteem and organizational support variables have the greatest impact on emotional commitment from among the dimensions of organizational commitment. In general, organizational support and self-esteem lead to improved commitment in Atlas Dina Firm.

Originality: 

Investigating the mediating role of organizational self-esteem in the relationship between organizational support and organizational commitment has not been noticed by researchers before. Evaluated in this research, it can create a new perspective for organizations, so that they may develop commitment of employees.

 Deviant behaviors, which are violating work and social norms, will have irreparable consequences and negative effects for organizations, and in the present era the prevalence of these consequences and their financial and non-financial damage is increasing rapidly. The aim of the current study was to investigate the effect of bullying on job insecurity and deviant behavior of employees and to explain mediating role of resilience and organizational support of the police command staff of the Khorramabd city.

 The present study is an applied research in term of purpose and a description in terms of data collection, in which the path- structural equation modeling method with partial laest squares approach is used to test hypotheses and fit model. The statistical population of the study includes all khorramabad police officers were among whom 580 questionnaires were distributed using classified sampling method.

 Research results indicate the positive effect of bullying on job insecurity; positive effect of bullying on deviant behavior; positive effect of job insecurity is on deviant behavior. The mediating role of resilience and organizational support in the relationship between bullying and job insecurity and deviant behavior was also confirmed.

 As general results, two personality and social characteristics related to the resilience of military personnel and their perception of the support of managers and the organization as mediating factors to reduce the harmful effects of bullying in job insecurity and deviant behavior in law enforcement.

Corporate social responsibility (CSR) includes the activities that a business conducts to affect society and/or the environment positively. Some scholars have pointed out the need for additional research regarding the additional potential positive social-based outcomes of CSR in the hospitality industry. Furthermore, management scholars argue that the interaction between the individual and organizational identification is iterative, whereas the individual's identity becomes intertwined with that of the organization. Also, the successful operation of a company is highly dependent on the attitudes and behavior of its staff. An important staff attitude for the success of a business is job involvement, which refers to the psychological bonds or personal identification that employees perceive regarding their jobs. Job involvement is considered one of the key factors affecting the quality of both individual and organizational outcomes. On the other hand, perceived organizational support refers to the employees’ overall beliefs about whether their organizations are ready to reward them for enhanced performance and care for their socio-emotional needs. Perceived organizational support also acts as an assurance that the organization will provide aid when needed. Thus, the purpose of this study was to investigate the effect of corporate social efforts on identification and involvement of hotels’ employees with the moderating role of organizational suppor.

This research was a descriptive and applied survey that all of the 5 star hotels of Tehran consisted of its statistical population, and 384 employees were selected for the research sample according to convenient sampling. Research data were collected using questionnaires: Park and Levy (2014)’s corporate social responsibility questionnaire, Meal and Tetrick (1992)’s identification questionnaire, Kanungo (1982)’s job involvement questionnaire, and Eisenberger et al. (1986)’s perceived organizational support questionnaire, and were analyzed according to structural equation modeling.

Findings show the positive effect of corporate social responsibility efforts on the identification and involvement of hotel employees. Also, data analysis confirmed that perceived organizational support positively moderates the relationship between corporate social responsibility and employees` identification and job involvement. Also, descriptive analysis of the main variables of the research, i.e., corporate social responsibility, job involvement, identification, and perceived organizational support, shows that the mentioned variables were at a higher level in the organizations studied in the present study average.

It can be said that corporate social responsibility efforts have considerable effects on the main work attitudes of hotels’ employees, especially on their identification and involvement. In addition, with the increasing of perceived organizational support, these effects can be increased as well. Future researchers are encouraged to study the consequences and effects of corporate social responsibility in other organizations active in the tourism industry. At the same time, by considering the role of demographic variables, more accurate classification of the impact of organizational social responsibility on the attitudes of hotel employees can be achieved. On the other hand, in addition to employee identification and job involvement, the effects of organizational social responsibility on different work attitudes such as organizational commitment and job satisfaction can be studied. In addition, there are other variables such as support of supervisors and colleagues, organizational trust, and group dynamics that can moderate the impact of organizational social responsibility on work attitudes in addition to perceiving organizational support.

Undoubtedly, the spread of organizational paranoid in organizations leads to the occurrence of adverse phenomena in the organization and society, and given the extent of this phenomenon and the need to manage and reduce its adverse consequences, the necessity and importance of studying this phenomenon in organizations is an issue. Accordingly, the aim of the present study is to investigate the antecedents and consequences of organizational paranoid at Kashan University. The type of research was descriptive-correlational and the statistical population included 377 staff members of Kashan University in 1398. Using Cochran's formula and stratified random sampling, 235 people were selected as the sample. Three questionnaires of organizational paranoid antecedents, organizational paranoid and organizational paranoid antecedents were used to collect data. The validity of all three questionnaires was confirmed in terms of content and structure. The reliability of the questionnaires was proved through Cronbach's alpha coefficient for prerequisites 0.87, organizational paranoid 0.84 and postseconds 0.86. Data analysis was performed at both descriptive and inferential levels using SPSS and Amos software. The results showed that the mean of all organizational paranoid antecedents, the mean of all dimensions of organizational paranoid except the cognitive paranoid component and the mean of all organizational paranoid consequences were lower than average. Also, organizational paranoid antecedents of 0.33 have a negative and significant effect on organizational paranoid and organizational paranoid has a positive and significant effect on organizational paranoid consequences of 0.64.

When employees feel committed to their organization, they not only seek to perform their duties but also to demonstrate organizational citizenship behavior. On the other hand, organizational citizenship behavior is a criterion for evaluating job performance. Regarding this, the present study tries to investigate the role of organizational justice, psychological empowerment, and perceived organizational support in promoting and enhancing the performance level of police staff through organizational commitment and extra-role behavior. The present study is an applied and correlation type research. The statistic population includes the commanders and the principals of different West-Azerbaijan deputy police who involve 152 people and therefore census was applied to collect the data. In order to evaluate the validity of the questionnaire a first and second-order confirmatory factor analysis and in order to evaluate the reliability of it a Cronbach’s Alpha were applied. The research hypotheses were investigated using the structural part of the structural equation modeling i.e. path analysis. Based on the obtained results it was approved that all five factors including perceived organizational support, psychological empowerment, organizational justice, organizational commitment, and organizational citizenship behavior (Antecedents of job performance) have a significant and positive effect on job performance. However, organizational citizenship behavior has the highest effect on the job performance of police among the other factors.

This research aimed to determine the relationship between perceived organizational support (management support and organizational support), task interdependente and computer self-efficacy with behavioral intention to adopt e-learning system with the mediating role of individual norms in Isfahan Oil and Gas Pipeline Company. The research population was consisted of 250 employees and after the adoption and adaptation of the questionnaire, and using non-random sampling, 165 questionnaires were distributed and 150 usable questionnaires were returned. After the confirmation of validity and reliability, the data were analyzed by SPSS and SmartPLS. The results illustrated that the mediating role of individual norms in the relationship between organizational factors and task interdepenete with acceptance intention were supported while its mediation role between computer-self efficacy and acceptance intention was not statistically supported.

Since the modern organizational behavior and performance have faced to increasing complexity, so the awareness of managers and staff with these complexities and, consequently, efforts to increase human resource performance is essential. The purpose of this study is the investigation the effect of emotional work on job performance considering the moderating role of organizational, manager and colleague on 1396 among employees of a public organization in Mashhad. For this purpose, the sample consist of 376 was selected with stratified random sampling method. In order to collect information, a standard questionnaire for emotional work, job performance, organizational, manager and colleague support was distributed and finally, Structural equation modeling was used to test the hypotheses. There are many studies about job performance and organizational support, but the innovation aspect of this research is the examination of the variables of emotional work, job performance, organizational, manager and colleague support that are combined in a single model.

Job Performance
One of the basic variables in organizational behavior is job performance. job performance is closely related to organizational performance and it measures the role of individual efforts and behaviors in achieving organizational goals.
Emotional work
Emotional work is the use of various strategies to express feelings in interaction with the client. Grande is one of the experts who considered two types of behavior in the concept of emotion. The first type is surface action strategy which involves suppressing real feelings and pretending to be desirable. The second type is the deep acting strategy which means that the person in the conscience adjusts or changes his feelings to choose the appropriate emotional sight. According to the theoretical framework and research background, the following hypotheses are proposed:
Deep acting has a significant and positive impact on job performance.
Surface acting has a significant and positive impact on job performance.
Organizational, manager and colleague support
Organizational support theory suggests that employees form a general view of the extent to which organizations support them and in exchange of this support, they try to achieve organizational goals. The manager support takes place when employees understand that manager’s value their participation, and they pay attention to their well-being, interests and comfort; because the managers represent the organization and are responsible for guiding the staff and evaluating their performance. Colleague support is defined as the employee's belief in the quality of helping colleagues' communications. According to the theoretical framework and research background, the following hypotheses are proposed:
Manager support moderates the impact of deep acting on job performance.
Manager support moderates the impact of surface acting on job performance.
Colleague support moderates the impact of deep acting on job performance.
Colleague support moderates the impact of surface acting on job performance.
Organizational support moderates the impact of deep acting on job performance.
Organizational support moderates the impact of surface acting on job performance.

This research is applied in terms of its purpose and it is a survey type in terms of its nature. For measuring variables, standard metrics of previous studies were used and have been localized to use in the Iranian organizational context using the translation-return-translation method. The face and content validity of the final questionnaire was confirmed by reviewing the sights of management experts. in order to measure the variables of this study, emotional work questionnaire, support questionnaire and Patrison (2004) job performance questionnaire were used. Also, the construct validity of the questionnaires was evaluated using confirmatory factor analysis technique using smart PLS software and the significance of the related items to the structures was confirmed. furthermore, the reliability of the tools was evaluated using the cronbach's alpha coefficient and all values were higher than 0.7, which means that the questionnaires have the necessary reliability. All metrics were measured using the Likert scale of 5 and in the range of "1 = completely agree" to "5 = completely oppose".Population of this study consist of 2000 managers, experts and employees of a public organization in Mashhad. A sample of people was selected using Cochran formula and stratified random sampling method. In order to analyze the data, various statistical methods such as Pearson correlation analysis were used to calculate zero-order correlation coefficients, structural equation modeling was used to examine the fitting of the structural equation model with the collected data. The analysis was accomplished using Smart PLS software and a statistical package for the social sciences (SPSS v.19).

Structural equation model which used partial least squares method (PLS) in its solution was analyzed and interpreted in two stages. First, the model was measured and then the structural model was analyzed and interpreted. After assuring the validity of the model, the hypotheses were tested. The basis of the path coefficients is to have the corresponding significant value greater than ± 1.96. The effect of deep and surface acting on job performance is 0.14 and 0.17 respectively, the significant value of each relationships is 664/2 and 822/2; both of which are greater than 1.96. It can be concluded that these coefficients are positive and significant. Hypotheses related to the moderator role of organizational, manager and colleague support were implemented simultaneously using the structural equation and Smart PLS software. The path coefficients for interactive variables are estimated to be 0.43, 0.51, 0.16, 0.33, 0.17, and 0.20 respectively. According to the amount of T statistic for these variables which is greater than the critical value of 1.96, it can be concluded that these path coefficients are significant at the error level of 0.05. This means that organizational, manager and colleague support moderate the relationship between deep and surface acting with job performance. It is clear from the path coefficients that the improvement of organizational, manager and colleague support increases the effect of surface and deep acting on job performance.

CONCLUSIONS & SUGGESTIONS

The results of this research in general indicate that emotional work affects job performance. also the organizational, manager and colleague support influences this relationship. The hypothesis 1 proposes that "emotional work has a positive and significant effect on job performance" which includes two hypotheses: "Deep acting has a positive and significant effect on job performance" and "surface acting has a positive and significant effect on job performance." The results confirm these two hypotheses. Also, the effect of surface acting on job performance is more than the effect of deep acting. Based on research findings, it can be argued that the organizational, manager and colleague support moderates the relationship between deep and surface acting with job performance.

Employee commitment, sometimes called work involvement/ belongingness/ engagement, materializes when people have interest in their job, enjoy doing it and try harder to accomplish it. This study aims to investigate the effective factors which can enhance the commitment of employees at individual, group and organizational levels. It also intends to identify and reach a model for the relations among variables. Using structural equations model, data were collected from 65 Iranian state organizations. Findings show that at an organizational level such factors as organizational structure, organizational support,organizational culture, compensation; at group level such factors as effective leadership, pleasant work environment, employee participation, organizational trust, constructive feedback, role transparency; and at individual level such factors as job security, work autonomy, internal motivation, organizational commitment, perceived organizational justice, religious commitment, and extraversion have an impact on employee commitment.

Social capital contributes to increasing the productivity of police forces and the development of public participation in crime reduction.This research seeks to identify the impact of justice and the perceived organizational power of the police with the role of mediating social capital for crime prevention.The present research is a quantitative and objective study,and in terms of its nature,a correlation study.The statistical society of Qom Provincial Police Chiefs is formed.The questionnaire consists of a researcher-made questionnaire.The instrument's reliability was verified by Cronbach's alpha and for verifying the validity of the confirmatory factor analysis.For analyzing data, mean tests and structural equation model have been used. The findings indicate that justice and perceived organizational support for crime prevention are directly related to 0.549and 0.471percent, respectively,and 0.491and 0.413,respectively,through unprofessional institutional capital. Also,justice and perceived support 0. 87 of social capital changes can be anticipated.The level of justice and perceived organizational effectiveness of crime prevention suggests that,in order to promote preventive police action in their legal tasks,not only should the components and indicators of justice and organizational upport be strengthened,but also strengthened variables such as social capital, which in this study The title of the intermediary variable is entered, considered, reviewed and strengthened.

The purpose of this study was to identify the effect of organizational support on innovative performance with the mediating role of social capital of the staff of Deputy of Logistics and Support of Police Command of Mazandaran Province. The research method is descriptive-correlational and is applied in terms of purpose. The statistical population consisted of the Mazandaran Police Deputy of Logistics and Support Staff. 90 individuals were selected as sample based on Morgan's standard sampling table (1970). In this study, simple random sampling method was used. Documentation and field methods were used to collect the data. The tools of the present study were the Alpken et al. (2010) standard questionnaire of organizational support, the Alpken et al. (2010) innovative performance standard questionnaire and Sabramaniam & Yandett (2005). Cronbach's alpha was 0.82 for organizational support questionnaire, 0.79 for innovative performance and 0.81 for the social capital questionnaire. Regression test was used to test the research hypotheses. Finally, the results showed that organizational support will have a positive and significant effect on the innovative performance of the Mazandaran Police Deputy of Logistics and Support Staff. Also, multiple regression analysis showed that among the components of organizational support, dimensions of manager support, performance-based reward system and balanced risk-taking, have a positive and significant effect on the innovative performance of the Mazandaran Police Deputy of Logistics and Support Staff. Finally, the result of adjusted regression test showed that organizational support in the presence of social capital variable will not have a significant effect on the innovative performance of the Mazandaran Police Deputy of Logistics and Support Staff.

Social health has been influenced by several factors as a factor in evaluating and recognizing an individual's social function and has been studied in different researches from different angles. In this regard, the present study was conducted with the purpose of structural analysis of factors related to social health of faculty members of Islamic Azad University of East Azarbaijan. In this research, 320 faculty members of Islamic Azad University of East Azarbaijan Province were randomly selected. A standard questionnaire was used to collect data that validity and reliability of each of them was confirmed. The collected data were analyzed by a Structural Equation Modeling method using PLS software and a suitable model was presented. Based on the findings, the factors affecting social health are: Occupational factors (occupational characteristics), individual (personality type and self-efficacy) and organizational (organizatio-nal support, organizational trust, and organizational health). In addition to the three mentioned factors. The components of each of these factors have a positive correlation with social health and its dimensions. The dimensions of social health include social cohesion, social acceptance, social participation, social adaptation and social flourishing.

The purpose of this research was the effect of servant leadership on psychological ownership in staff at University of Kashan: mediating role perceived organizational support. Research type was descriptive correlative. The statistical population consisted all of staffs' in University of Kashan (N=547) that by Cochran Formula and simple randomized sampling 252 ones were chosen as sample. To gathering datas used from questionnaires servant leadership with 28 items, psychological ownership with 54 items and organizational support with 8 items on base 5 likert scales. Questionnaires content & construction validity confirmed. Through Cronbach alpha coefficient, reliability coefficients were obtained equal to 0.75 for servant leadership, 0.82 for psychological ownership and 0.71 for organizational support. Data analyses done in two level descriptive & inferential statistics through Spss & Amos softwares. Finding showed mean of servant leadership, psychological ownership and percepted organizational support were upper than average. There are positive & significant effect servant leadership on psychological ownership (r=0.33) and organizational support on psychological ownership (r=0.34). Also the role of mediator of organizational support on psychological ownership was confirmed.

Trademark functions and their impact on sales are increasingly expanding. Trademark regeneration falls into the domain of sophisticated marketing strategies and if it is not accompanied by strategic environmental scrutiny it is likely to damage the brand equity. This article has been conducted to identify, evaluate and design a key brand regeneration pattern at the company level using a qualitative method. The sample consisted of 17 experts from four food industries and four universities. Sample size was determined according to the theoretical saturation approach. Interviews were conducted with a six-question protocol and they are coded into relevant concepts. At the later stage, initial categories were classified with higher abstraction, and finally the commonality existing among initial categories resulted in the creation of main categories. The results,according to the suggested model, showed that "market positioning, new brand assessment and new identification" as a core category based on conditions of "preparedness for trademark change and organizational support" through strategies of "creating prospects and policies of macroenvironment and effective advertising"by considering "the allocation of resources for reconstruction and creating the special value of a trademark" will lead to the realization of the consequences of creating a new brand, the company's growth and development, and increased profitability.

One of the important factors that make employees overcome silence and participate in the work environment is the ethical climate of the organization. Organizations that promote ethical values and care for the well-being of their employees will make the staff understand the supportive climate in the organization. When they feel that they understand the organizational support among people in an organization, they feel They are valuable to the organization and therefore contribute to their work.
The purpose of this study was to investigate the effect of organizational ethical climate on employee silence with the mediating role of organizational support understanding. The present research is a descriptive-correlational one in terms of applied purpose and in terms of collecting information. The statistical population is the staff of food companies located in the industrial city of Rasht, whose number is 167. The sample size was 124 by Cochran formula. 140 questionnaires were distributed by proportional sampling. The data gathering tool was a questionnaire. In this regard, three employees 'silence questionnaires, perceived organizational support and organizational ethical climate were used. The results of the research showed that the variable of perceived organizational support in influencing the instrumental ethical climate variable on employees' silence Mediator has a partial mediator role, and has a mediator role in the impact of ethical, professional, and legal morale on employee silence.

Today, many organizations, especially education, are seeking to improve performance. Considering the high demand for products and services of organizations as well as enormous environmental changes, it is not only the products and how it is delivered, but also the use of appropriate tools and measures for the organization's objectives towards human resources and organizational and operational goals such as the realization of organizational missions and There are more perspectives for organizing. Hence, attention has been paid to human factors in order to meet organizational goals and missions. In this research, the relationship between organizational support, spirituality in the workplace and organizational performance of education workers has been evaluated. In order to collect the required information, a questionnaire was given to 89 educational staff of Pakdasht city that were selected by simple random sampling method. To investigate the relationship between variables, regression analysis and correlation analysis were used. The results showed that improvement of organizational support and spirituality indices in the work environment improved organizational performance of employees; meanwhile, mediating spirituality in the workplace in the relationship between organizational support And performance has been confirmed. Also, the results of covariance analysis showed that the demographic characteristics of employees did not affect their organizational performance.

Human resources is the most important organizational capital and competitive advantage. So reducing their turnover rate is critical for organization to stay in competition scene and achieve higher levels of performance. The purpose of this study is to investigate the influence of organizational identity, perceived organizational support, job engagement and affective commitment on turnover intention. Data obtained from 250 employees of a public hospital in Mazandaran Province. Measuring models examined and hypotheses tested using SPSS22 and LISREL8.8 softwares and statistical techniques including confirmatory factor analysis and structural equation modeling. Results showed that organizational identity has a significant positive impact on job engagement and affective commitment. Perceived organizational support has a significant positive impact on job engagement and a significant negative impact on turnover intention. Job engagement has a significant positive impact on affective commitment and a significant negative impact on turnover intention. Moreover, impact of affective commitment on turnover intention is rejected.