جستجوی مقالات مرتبط با کلیدواژه "کارکنان سازمان تامین اجتماعی" در نشریات گروه "پزشکی"

One of the best ways to maintain and improve human resources is to increase employee job satisfaction. Managers with a transformational leadership style are also one of the most important factors in improving job satisfaction. The purpose of this research was to investigate the impact of transformational leadership on the job satisfaction of employees with regard to the mediating role of psychological empowerment.

The statistical population of this research consisted of 1,500 employees of the central headquarters of the Tehran Social Security Organization, Tehran, Iran. The sample size (n=306) was calculated using the random sampling method and using Cochran's formula. Data collection tools were the Avolio and Bass standard transformational leadership questionnaire, Minnesota job satisfaction questionnaire, and Spretitzer psychological empowerment questionnaire. The validity of the questionnaires was measured by face and content validity. The reliability of these tools was assessed by Cronbach's alpha coefficient, whose value was calculated as 0.79 for the transformational leadership questionnaire, 0.83 for the empowerment questionnaire, and 0.82 for the job satisfaction questionnaire. Analysis of research data was done in SmartPLS software using path analysis and the structural equation model.

Based on the findings, all research hypotheses were confirmed. The results obtained from the Sobel test showed that the indirect effect of transformational leadership style on job satisfaction through employee empowerment was 0.556; the positive value of beta (0.556) indicated the positive intensity of the effect.

The results of the research demonstrated that the role of transformational leadership by the managers of the organization would be effective in the feeling of job satisfaction and its improvement through creating working conditions that provide the empowerment of employees.

The main purpose of this study is to identify the indicators and components affecting the promotion of professional ethics of social security employees.

This research is one of the qualitative researches which is applied in terms of purpose and descriptive research in terms of method and grounded theory in terms of data collection and summarization. To identify the components of professional ethics in this research: In the first step, by referring to specialized texts of professional ethics, including domestic and foreign articles, authoritative books and publications, indicators of professional ethics, identify, review and summarize by kernel study method. At this stage, after 20 subjects, up to the theoretical saturation of the components were identified. In the second step, the semi-structured interview method was used to ensure the effectiveness of the indicators identified as professional ethics. The selected experts were a group of experts in the field of educational management who had many years of experience in educational jobs and were experienced and knowledgeable in relation to the selected indicators and components and had numerous articles in this field.

In the second step of the research, according to the results of interviews with experts, the results showed that the dimensions of professional ethics among employees of the Social Security Organization include 21 components and 186 indicators, of which 4 components of professional ethics including individualistic ethics, conscientious ethics, justice ethics , Legal ethics, 9 influential components including organizational culture, organizational wisdom, organizational trust, social capital, cultural capital, intellectual capital, job motivation, spiritual intelligence, personality traits and 8 effective dimensions of organizational performance, organizational leadership, social responsibility, social responsibility, , Organizational forgetfulness, employee creativity, job enthusiasm and quality of working life.

The results show that the relationship between professional ethics and the performance of independent auditors is mediated through ethical leadership and social responsibilities.