جستجوی مقالات مرتبط با کلیدواژه "عجین شدگی شغلی" در نشریات گروه "مدیریت"

The ongoing study seeks to assess the attitudes of Tehran Governorate employees regarding employee engagement and empowerment, utilizing the Hay-Group model. This research is characterized by its practical goal orientation and falls within the survey-analytical research framework. The study population comprises 350 employees of Tehran Governorate, with a stratified random sampling method employed to select a sample of 185 individuals, of which 173 ultimately participated. Data collection was conducted through a researcher-developed questionnaire based on the Hay-Group model, encompassing 49 items to measure employee engagement and empowerment dimensions. The questionnaire's validity was established through content validity, while its reliability was confirmed via Cronbach's alpha coefficient (0.85). Data analysis involved mean, standard deviation calculations, and binomial tests using SPSS software. Findings indicate that employee engagement and empowerment levels, along with all associated components within Tehran Governorate, are below desirable standards, reflecting a notably low organizational effectiveness. According to the Hay-Group model's effectiveness matrix, employees in deputy departments such as management and resource development, economic affairs coordination, civil, political, and social affairs coordination, as well as security and law enforcement, are categorized as anxious employees with limited capability and cohesion.

The purpose of this study was to investigate the impact of strategic-servant leadership on voice and job involvement of employees due to the moderating and mediating role of organizational identity in Khorasan Regional Electric Company. The research method is survey and its tool is a five-point Likert scale questionnaire. Structural equation modeling was used to test the research hypotheses using PLS software. The findings of this study indicate that strategic leadership affects job involvement and organizational identity, servant leadership affects job involvement, defensive voice, and prosocial voice and organizational identity affects job involvement. Organizational identity is a mediator between strategic leadership and job involvement, but the effect of servant leadership on acquiescent voice was not significant. Organizational identity does not play a moderating role in the relationship between servant leadership and the types of employee voices. Types of employee voices do not act as a mediating variable in the relationship between employee leadership and job involvement.