جستجوی مقالات مرتبط با کلیدواژه « Organizational Transparency » در نشریات گروه « مدیریت »

Jealousy among employees can reduce the motivation of work and effort and have a negative and direct impact on the performance of the organization, for this reason, it is an issue worthy of attention and it is necessary to know its causes. This research was conducted with the aim of determining the effect of the perception of transparency of human resource management processes on organizational jealousy with the mediation of professional commitment.

This research is applied in terms of purpose and survey in terms of data collection method. The statistical population of the research is made up of the staff of the police force of Hamadan province, and through stratified random sampling, a sample of 184 of them was selected using a standardized standardized questionnaire that was valid (factor loading higher than 0.3) and reliable (alpha Cronbach higher than 0.7) were collected and analyzed with the help of structural equation modeling in PLS software.

The research showed that the indirect effect of organizational transparency on the organizational jealousy of the police force staff of Hamedan province through professional commitment is stronger than the direct effect of organizational transparency on the organizational jealousy of the police force staff of Hamedan province, and this means that the mediating effect Gary's professional commitment is remarkable.

The reduction of organizational transparency is known as a predictor of possible behavioral harms, which increases the jealousy of employees through the reduction of professional commitment of employees. Therefore, in order to improve the professional commitment of employees and consequently reduce organizational envy, it is important to pay attention to organizational transparency.

The purpose of this study was to investigate the effect of organizational transparency on employee’s voice with the mediating role of social responsibility. The research method was descriptive-correlative. The statistical population was all school principals in Zahedan city in the academic year 2021-2022 (N=380: 191 male, 189 famale). By stratified random sampling (based on sex and education level) 191 school principals (96 male and 95 female) were selected according to Cochran sampling, and studied as the sample through questionnaires of organizational transparency, social responsibility and employee voice. The Pearson correlation coefficient and structural equation modeling were used for data analysis by SPSS21 and Smart PLS software. Based on the results, the direct effect of organizational transparency on employee voice, direct effect of organizational transparency on social responsibility, and direct effect social responsibility on employee voice was positive and significant. Also, the indirect effect of organizational transparency on employee voice mediated by social responsibility was positive and significant. Based of the results managers of educational organizations are advised to by sharing relevant, accurate, complete, valid information in a timely manner, involving employees in decision-making, receiving feedback, holding regular meetings of the teachers' council and being honest in expressing accurate and complete information and avoiding any secrecy, can increase organizational transparency, social responsibility and employee’s voice.

The purpose of this research is the relationship between e-governance foresight and the organizational transparency of managers (case study: Saderat Bank of Tehran province). According to its purpose, the research method is applicable, and in terms of its implementation, it is mixed (qualitative-quantitative), with an exploratory nature. The statistical population of the research in the qualitative part includes 12 experts, including university professors, organizational consultants, and senior managers of Saderat Bank in Tehran province, and the sampling method is non-random snowball; and the statistical population in the quantitative part includes all the employees of Saderat Bank in Tehran province; 7170 people of which 365 were selected as a statistical sample based on the table of Karjesi and Morgan. The sampling method is simple random. To collect information in the qualitative part, interviews and research literature were used, and in the quantitative part, two questionnaires made by the researcher and taken from the qualitative part were used. SPSS and PLS software were used for analysis. The results showed that a total of 101 indicators and 6 dimensions were identified for the foresight of e-governance, along with 6 dimensions of organizational transparency of managers. All the components of e-governance foresight had a significant and positive relationship on the organizational transparency of managers, and thus, the proposed model was formed. The results of the test of the relationships between the variables of the e-governance foresight relationship model with organizational transparency of managers show that the independent variables have been able to predict a strong level of changes in the dependent variables, and finally all the relationships between the variables of the e-governance foresight relationship model with organizational transparency Managers are approved.

 the present study was conducted to reduce the Mum Effect of employees by emphasizing the variables of organizational transparency and employee voice.

This research was applied based on the purpose and descriptive-survey in terms of method. The statistical population of the study is 385 employees of maritime organizations in Mazandaran province in 1399. The sample size was determined using Krejcie and Morgan table and 191 people were selected through cluster sampling. Research data were collected by Rawlins (2008) Organizational Transparency Questionnaire, Rumming & Sensing Mum Effect Questionnaire (2013) and the voice of Van Dyne et al. (2003) and their reliability was calculated by Cronbach's alpha of 0/76, 0/78 and /084. respectively.  

The analysis of statistical data indicates that the effect of organizational transparency on Mum Effect is 0/86, organizational transparency on employees 'voice is 0.89 and employees' voice on Mum Effect is 0/87. Also, the effect of organizational transparency from the voice of employees on Mum Effect is 0/77.

Organizational transparency variable both directly and indirectly and employees' voices also directly affect the Mum Effect of employees and provide the means to reduce this variable. As a result, it can be said that investing in the voice of employees along with organizational transparency can help overcome the Mum Effect of employees.

Today, sharing organizational information with employees in order to create transparency, trust and responsibility means organizational transparency. The aim of this research is to investigate organizational transparency studies in scientific articles of the last 10 years using meta-analysis method.

This research is practical in terms of purpose. The statistical sample of 30 articles is completely matched and suitable for meta-analysis of the research topic, 10 Latin articles and 20 Persian articles were used. In this regard, the research results were analyzed using the meta-analysis method with the help of software (CAM).

The findings showed the most important variables affecting organizational transparency that had a high intensity of effect, including response to crisis and interactive efforts, organizational culture, authentic leadership and organizational accountability, and the most important variables influencing organizational transparency that had a medium or high intensity of effect, including prevention Financial administrative corruption, job satisfaction and intention to quit, organizational strength, job adaptability, organizational trauma management, organizational paranoid, employee trust, and employee moral behavior were among them.

The effective factors identified to promote organizational transparency should be taken into consideration by managers of organizations so that they can achieve the effective factors of organizational transparency in their organization.

The purpose of this research is to design a corporate social responsibility model with an organizational transparency approach in the social security organization. This research is placed in the group of mixed research in terms of applied-developmental purpose. In the qualitative phase of the research, the theme analysis method was used to design the research model. For this purpose, a semi-structured interview was conducted with 27 experts who were selected purposefully. Based on the results, 6 dimensions of economic, strategic, legal, moral and religious, altruistic and environmental responsibility, as well as 5 categories of strategies for promoting social responsibility with an organizational transparency approach, including managerial, financial, structural, technology and human resource management strategies, were identified. . In the quantitative part, the measurement and validation of the research model was done with the structural equation modeling method and Smart PLS software. For this purpose, 167 managers and specialists of the social security organization in Tehran were asked for their opinions using a questionnaire. Based on the findings of factor analysis, all identified factors were confirmed. Also, the coefficient of determination calculated for transparency strategies and measures is 0.692 and for outcomes variable is 0.716. Finally, the results of the research showed that in order to promote social responsibility in the social security organization, using the organizational transparency approach is effective.

AbstractThe purpose of this research was to design an assessment model for social security policies with a public participation approach. The method of collecting information is by conducting in-depth interviews with experts and university professors and extracting from documents and theoretical foundations of the research and using experts' opinions to design the model. Also, in order to determine the validity of the questionnaire, content validity (experts' point of view) and construct validity were used using exploratory and confirmatory factor analysis. The research results indicate that the first step for public participation in policy evaluation; Identifying the stakeholders in the organization, not identifying the interests of a group of main stakeholders, brings the risk of failure of the stakeholder participation process; Although the involvement of all stakeholders in the decision-making process is not the same, all parties must be identified and understood. Therefore, the interaction and proper management of stakeholders should be an essential part of the management duties of organizations, so that the management of public issues can be defined as the management of responding to different stakeholders of organizations.

In recent years, many public institutions have worked to increase transparency in their organization. The existence of coordination and cooperation between organizational transparency and organizational culture creates an element called sound organizational culture, which is a vital and key issue for government organizations. The main purpose of this study is to develop a conceptual pattern of organizational transparency and sound organizational culture in public institutions, which is centered on the regulatory agencies of the judiciary. The study adopted a mixed-methods approach performed using a partially mixed sequential dominant status design in three qualitative-qualitative-quantitative phases. In this study, three methods of "online focus group-grounded theory-survey" were used to formulate and validate the pattern. According to the research findings, in the first qualitative phase, 7 thematic axes were extracted from the online focus group and used for interviews in the form of discussion axes. In the second qualitative phase, 6 components and 19 indicators were calculated for the pattern. In the third phase, using the survey method, all experts reviewed and validated the components of the template. The results of the research include the role and connection of organizational transparency and sound organizational culture, which cause unsafe and risky environments of organizations to become a safe and dynamic environment that is more effective in creating more open and transparent public organizations.

This research paper was aimed to investigate the effect of management roles on organizational transparency with an Islamic approach. The present study was descriptive-correlational research that was conducted by survey method. Mintzberg's management roles were initially identified through library studies. Then, based on religious teachings, a role was added to the above fifth roles called "social responsibility". In addition, these roles were tested in a statistical population and the differences between the roles in the two statistical populations (research institutes and manufacturing companies of Kerman province of Iran) were tested. The main tool for collecting information were questionnaires. Structural equation modeling was used to test the hypotheses. SPSS (version 23) and AMOS were used to analyze the data. In conclusion, findings showed that there was a difference between management roles in research and manufacturing companies. It was also concluded that managerial roles have direct effects on organizational transparency in both research institutes and manufacturing companies in Kerman.

Despite lack of studies on it, organizational transparency is an issue that has greatly attracted politicians and researchers. This concept refers to the free flow of information easily accessed by all stakeholders. The purpose of this study was to examine the variables that have been found to be effective on and affected by organizational transparency in the previous studies in Iran. This study was applied in terms of purpose and descriptive in terms of method, and was conducted through meta-analysis method using Comprehensive Meta-Analysis software. The examination of 21 selected studies in this field led to the identification of 7 independent and 18 dependent variables. The results of the meta-analysis showed that appropriate strategy, public responsibility, genuine leadership, social capital, change-oriented leadership, and innovative leadership have the strongest effects on the formation and improvement of organizational transparency in the Iranian organizations. Moreover, the results of this study showed that organizational transparency affects important organizational variables such as empowerment, organizational communications, organizational spirituality, organizational health, organizational capital, organizational trauma management, organizational culture, organizational performance, employees’ organizational silence, customer satisfaction, job compatibility, organizational conflicts, administrative corruption, employees’ moral behaviors, organizational citizenship behaviors, job commitment, organizational loyalty, and organizational trust.

Environmental factors are deemed as destructive, threatening, and actual challenges facing the foundations and performance of governmental organizations, and this has led some to call them the organizational rip currents. In order to counter this phenomenon, organizations can use organizational transparency and social capital concepts. The study at hand was carried out to manage organizational rip currents with an emphasis on the social capital and organizational transparency variables. The study was applied in terms of purpose and descriptive-correlational in terms of research method. The statistical population of the study regarded some of employees of governmental organizations in Mazandaran province, out of which a sample of 191 individuals was selected using cluster random sampling method. The data collection instrument was a questionnaire whose reliability and validity was confirmed through Chronbach’s alpha and combined validity by the professors and experts familiar with the topic. The data analysis was done by Pearson correlation coefficient and structural equation modeling using SPSS and PLS software packages. The findings of the structural equation modeling demonstrated that all paths from social capital and organizational transparency to organizational rip currents management and from social capital through the organizational transparency as a mediating variable to organizational rip currents management were significant and the relationship between them could be confirmed. Then, it could be concluded that the investment on social capital along with social transparency can help manage organizational rip currents.

In this study seeks to provide the model of organizational transparency in government organizations. The present study is conducted within the framework of a qualitative approach and using the method of thematic analysis and thematic network. Potential participants were university faculty members and experts. In this study, interviews were conducted with 8 administrative and academic specialists using targeted sampling method and snowball based on saturation of opinion. In the quantitative part of the research, to evaluate the model extracted from the qualitative part using a descriptive survey method, the model was evaluated using a questionnaire based on the Likert scale. The statistical population is the managers of government organizations in Arak. The model of organizational transparency was presented in the form of 2 comprehensive themes, 11 organizing themes and 52 basic themes. In the model evaluation stage, the results obtained from one-sample t-test showed that the mean of the five indices is higher than the average of the population (3) and the t-test with a significant level lower than 0.05 is significant (p.value = 0.0001). Therefore, the findings showed that the organizational transparency model has comprehensiveness, simplicity and ease, accuracy, applicability and the necessary innovation. According to the research findings, it can be concluded that these findings can be used as a model of organizational transparency in the direction administrative system integrity.

One of the threats to administrative integrity in Iran is the lack of organizational transparency. Transparency has increased public oversight of the behavior and decisions of public sector agents, thus limiting the opportunity to commit corruption and legal treatment of officials, in terms of quality, will be done well. Therefore, due to the importance and role of organizational transparency in promoting administrative integrity and prevention of corruption, this study seeks to provide the model of organizational transparency in the direction administrative system integrity in government organizations. The present study is conducted within the framework of a qualitative approach and using the method of thematic analysis and thematic network. Potential participants were university faculty members who were associated with government organizations and had research backgrounds such as writing a book or article related to organizational transparency and administrative system integrity, as well as experts who have at least 15 years of experience working in government organizations and have a master's degree or higher and are working in managerial positions. In this study, interviews were conducted with 8 administrative and academic specialists using targeted sampling method and snowball based on saturation of opinion. The model of organizational transparency in the direction administrative system integrity was presented in the form of 2 global themes, 11 organizing themes and 52 basic themes. Global themes of organizational transparency in the direction administrative system integrity include both organizational and environmental themes. Also, the basic themes related to the organizational organizing theme include: structural, cultural, behavioral, organizational goals and organization strategies, and the basic themes related to the environmental organizing theme include: legal, political, economic, cultural, social and technological. According to the research findings, it can be concluded that these findings can be used as a model of organizational transparency in the direction administrative system integrity.

One of the destructive psychological disorders on employee performance is the creation of a negative attitude towards the organization, which is interpreted as organizational paranoia. Organizations can use the concepts of organizational transparency and social capital to prevent the formation of this phenomenon. The present study was conducted with the aim of organizational paranoid management with an emphasis on the variables of organizational transparency and social capital, which is applied in terms of purpose and descriptive-correlation in terms of method. The statistical population of the study consisted of a number of employees of government organizations in Mazandaran province, out of which 191 people were selected as the research sample using cluster random sampling method. The data collection tool was a questionnaire whose reliability and validity were confirmed by calculating Cronbach's alpha and combined reliability by professors and experts familiar with the subject. Data analysis was performed using Pearson correlation test and structural equation modeling by SPSS and PLS software packages. Structural equation modeling findings showed that all paths from organizational transparency and social capital to organizational paranoid management and the ones from organizational transparency through social capital mediator to organizational paranoid management are significant and the relationships between them are confirmed. It can be concluded that investing in social capital and increasing organizational transparency can help manage the organizational paranoia of employees.

Each stakeholder of each organization uses any means to achieve their goals, one of which is controversy in order to achieve the desired result. Therefore, the present study aims to manage Commotion-Goal with emphasis on organizational transparency and social capital variables that are applied in terms of purpose and in terms of method, descriptive-survey is. The statistical population of the study consisted of 385 employees of governmental organizations of Mazandaran province. They were selected using simple random sampling method and based on Morgan table, 191 individuals were selected. The data collection tool was a questionnaire whose reliability and validity were confirmed by Cronbach's alpha and combined reliability, and confirmed by professors and experts familiar with the subject. Data analysis was done by SPSS and PLS software. The findings of structural equation modeling showed that all the paths from organizational transparency and social capital to the management of commotion-goal as well as the path of organizational transparency through the mediating variable of social capital on the commotion-goal are significant and the relationships between them are confirmed and it can be concluded that investment on social capital along with organizational transparency, it can help manage the commotion-goal of individuals.

The existence of destructive conflicts and lack of transparency, Also, the lack of utilization of organizational communication correctly have created challenges in more organizations. The main purpose of this study was to Evaluating the role of Organizational Transparency on Organizational Conflicts by Intermediating Effective Organizational Communications. The present research is applied in terms of purpose, and in terms of nature, method of doing and how to obtain data is descriptive and correlation research. The statistical population of the study is the 340 employees of the Regional Water Organization of East Azarbaijan. The sample was estimated 181 people by random sampling method and according to Cochran formula. The reliability of the questionnaires was confirmed by Cronbach's alpha and their validity was confirmed by content validity method. In the discussion of inferential statistics, the first step was to test the normality of the data. Then, the research hypotheses were analyzed by using the LISREL and Path analysis method. The findings of the research indicated that Organizational Transparency has an impact on reducing organizational conflicts by interacting with organizational communication. Also, organizational transparency has a significant effect on organizational communication and organizational communication also has an impact on reducing organizational conflicts.

The research method is descriptive - correlation. The study population comprised 630 employees, Zahedan University of Medical Sciences. For this purpose, using a random sample of 187 personal was selected. And responded to self-report questionnaire of Organizational loyalty (the attitude Allen & mayer (1990), the behavioral Zaytaml (1996), Organizational trust and transparency Ravlinz (2008). results showed that the relationship between organizational transparency and organizational loyalty, is affected by organizational trust .The Dimensions (accountability, information sharing and participative) organizational transparency on attitudinal, and behavioral dimensions of organizational loyalty is positive Indirect effect and (secretive) organizational transparency on behavioral and Attitudes aspects of organizational loyalty is negative indirect effect. This means that the dimensions of organizational transparency (accountability, information sharing and participative, secretive) on attitudinal and behavioral dimensions of organizational loyalty have not a direct effect. While indirect effect on the four dimensions of organizational transparency on attitudinal and behavioral dimensions of organizational loyalty is significant. This indicates that the mediating role of organizational trust through transparency and organizational loyalty. Also, the amount of variance explained the fitted model study for dimension Attitudes equal is 0/23 and for dimension behavioral loyalty equal is 0/21.

Nowadays, organizations are vulnerable to various injuries as organizational trauma, and the need to manage these blows is a priority. Therefore, the present study aims to manage organizational trauma with emphasis on organizational transparency and social capital variables that are applied in terms of purpose and in terms of method, descriptive-survey is. The statistical population of the study consisted of 385 employees of governmental organizations of Chalus and Noshahr cities. They were selected using simple random sampling method and based on Morgan table, 191 individuals were selected. The data collection tool was a questionnaire whose reliability and validity were confirmed by Cronbach's alpha and combined reliability, and confirmed by professors and experts familiar with the subject. Data analysis was done by SPSS and LISREL software. The findings of structural equation modeling showed that all the paths from organizational transparency and social capital to management of psychological blows, as well as the path of organizational transparency through the intermediary variable of social capital on the management of mental stroke are significant and the relationship between them is confirmed and it can be concluded investment on social capital Along with organizational transparency, it can help manage organizational mental shocks.

Organizational transparency is visibility of government decisions and mechanism on distribution of power and income that are the most effective tool to fight administrative corruption and establishment of efficient government and sustainable society. This means the free access and accessibility of the information to those one that decisions have effect on their life and this process have important role in development of social capital. This research is analyzing the effects of Organizational transparency in development of social capital that its aim is fundamental and its method is descriptive-correlational survey. Statistical society of this research is combination of 571 from Municipalities of western part of Mazandaran province that by the usage of Morgan chart230person selected by test method of Simple Random Sampling. The data gathering is questionnaire and data analysis is done by LISREL and SPSS. The result of finding of the research shows that there are significant and meaning full relationships between Organizational transparency and social capital.

Conservation organizations are looking for new tools and one of the tools that can help organizations to meet goals, organizational transparency. Trust is the foundation of empowerment and the leadership role in the formation and increase organizational effectiveness is undeniable. Without confidence there is no chance of achieving its strategic objectives. However, corruption is an issue that has been in all ages gripped agencies and organizations and many scientists and thinkers thought political core had formed. The affects the confidence to reduce corruption in the hospital 15 KHordad Varamin aim of study was to investigate the effect of reducing corruption organization Transparency brokered trust an organization that has been done in the hospital 15 May Varamin population of the research doctors and nurses of the hospital staff khordad Varamin which are about 280 people; to determine the sample size of the sample which is used to broadcast a larger number of questionnaires A total of 184 questionnaires were analyzed in total. The results show that the trust does not affect transparency. And corruption