پژوهش نامه مدیریت تحول
سال دوازدهم شماره 1 (پیاپی 23، بهار و تابستان 1399)

The development of any society depends on both the performance of its organizations and individuals. When individuals join organizations, they must learn to understand and make sense of their new surroundings. organizational socialization is a process through which this sense-making occurs and an employee learns the required knowledge, skills, attitudes, and behaviors to make a successful transition and adapt to the new job, role, or culture. socialization is one of the most important organizational processes that can minimize the shocks and tensions resulting from a contradiction between employees' expectations and job realities. it also reduces the amount of organizational financial losses and employees' demand for resignation. one of the main functions of organizations is making individuals sociable.

Organizational researchers seek to study the significant impacts of the effective socialization process. in the literature on human resource management, there exist different theories that, in a general classification, can be divided into process and content theories. the problem cannot always be found in the network of causal relationships of theories. the existing theories are originated in other communities, especially western countries of different cultural elements. therefore, a new theory is needed for developing the organizational socialization model in the banking system of iran. in this regard, using the grounded theory, the focus of this study was on finding the existing elements and their relationships in Iran's banking system.

This research was a qualitative study accomplished by grounded theory. Needed data were collected by conducting in-depth interviews with human resource experts of the banking system located in Tehran. the sampling method was purposeful and the sampling procedure continued interview 19 to satisfy the theoretical saturation rule.

The banking system should emphasize the organizational socialization processes to enable the employees to learn and adapt. additionally, it should provide employees with the required information and resources in exchange for their response to environmental changes. according to the results of grounded theory, 49 concepts and 19 categories were extracted in the stage of open coding. the emerged categories are as follows: organizational socialization, socialized organizational structure, supportive senior managers, organizational commitment, social responsibility, human resources dynamism, the stability of the existing human resource system, lack of desire for socialization, organizational apathy, work context, organizational culture, designing human resource processes, designing evaluation system, designing resources allocation system, succession planning, value creation, human resource development, competitiveness, and socializing fundamental management.

After developing the organizational socialization model for the banking system of Iran, the followings are suggested to enrich the existing socialization theories: to study the organizational socialization based on the current categorization dividing the banking system into public, private, semi-public, and semi-private; to conduct studies on components of organizational socialization comparing the public, private, semi-public, and semi-private banks; to study the intergenerational differences for organizational socialization in Iran's banking system; to conduct studies on organizational socialization components comparing the different internal and foreign organizations.

During recent decades, customers' extra-role behaviors such as citizenship and engagement have become the focus of management studies. these behaviors result in increasing resources and decreasing organizational costs such as the cost for advertisement and human resource recruitment. customer engagement behavior is considered as an extra-role voluntary behavior during and after purchasing a product or receiving a service. thus, identifying the affecting factors of customer engagement is useful for organizations. on the other hand, the performance of frontline employees in service organizations such as insurance companies is of crucial importance because of its direct impact on perceived service quality and consequently customer satisfaction. in other words, customers assess the quality of received services and organizational performance serving as a baseline of their behavioral intentions toward the organization. therefore, understanding the factors that encourage employees to be engaged in such behaviors is critical for managers. therefore, the present research aimed to investigate the relationship between supportive organizational climate and positive customer engagement behaviors considering the mediation of employee's positive extra-role (adaptive and proactive) behaviors as well as the moderation of positive psychological capital.

In this study, social exchange theory has been employed to justify the relationships within the conceptual model. relying on this theory, when there is a lack of formal obligation to reciprocate; involved parties are more likely to repay the received benefits using norms of reciprocity and show citizenship behaviors. accordingly, when individuals perceive other parties' voluntary and extra-role help to satisfy their needs, they feel obligated to repay the perceived support to the person or the organization that they work for. therefore, it can be suggested that when employees perceive organizational procedures and policies as supportive, they feel obligated and committed to the organization which motivates them to reciprocate through engaging in task-related extra-role behaviors (i.e., adaptive and proactive behaviors). in the same vein, customers who perceive extra-role behaviors of employees toward themselves, try to reciprocate employees' behaviors by exerting positive engagement behaviors.

A quantitative methodology was used in this study. the research objective was practical, and the study used a survey-descriptive method. the study population included employees and customers of 60 branches of 20 insurance companies located in tehran, mazandaran, and golestan provinces in iran. the study sample included 513 employees and 560 customers, which have been selected using convenience and stratified sampling techniques. to collect data, scales of positive psychological capital, supportive organizational climate, adaptive behavior, proactive behavior (rated by employees), and positive customer engagement behavior (rated by customers) were employed. structural equation modeling in amos 23 software and linear regression analysis using process macro in spss 24 were used to analyze data.

Results of hypothesis testing indicated that supportive organizational climate positively affects employees' adaptive and proactive behaviors. thus, a supportive organizational climate is an organizational resource that can improve employees' capability and motivation to engage in tasks requiring cognitive ability and job control. in addition to confirming the positive relationship between adaptive and proactive behaviors and customer engagement, the results confirmed the mediating effect of adaptive and proactive behaviors in the relationship between supportive organizational climate and customer engagement. it means that customers can be influenced by a supportive organizational climate based on employees' adaptive and proactive behaviors. finally, the findings confirmed the moderating effect of psychological capital on the relationship between supportive organizational climate and adaptive and proactive behaviors.

The results of the study contributed to research on supportive organizational climate and the understanding of the effect of employees' extra-role behaviors on customers' voluntary behaviors such as customer engagement. first, the findings provided new insight on the effect of supportive organizational climate on adaptive and proactive behaviors. although a few studies have considered the moderating effect of psychological capital, no study investigated the interaction between positive psychological capital and supportive organizational climate and its effect on adaptive and proactive behaviors separately and spontaneously. in line with the study findings, it is suggested to the managers of service organizations to formally or informally support employees' creative ideas and actions in delivering services to encourage them to be engaged in task-related extra-role behaviors. furthermore, managers can assure employees that there not only would not be any negative consequences for possible mistakes resulting from creative adaptive and proactive behaviors, but they would support such behaviors and, in this way, motivate employees to do so.

Nowadays, many organizational communications take place through cyberspace and web-based communication networks. with the support of the internet, many organizations have been able to do their activities virtually, and thus, achieve unparalleled business success (sadeghi arani et al., 2013). iranian managers have been faced with many challenges because of internet abuse and non-working wandering, especially in public organizations. based on the authors' consultation with some public managers involved in internet policy-making of organizations in mashhad, one of the most important related issues is how to manage behaviors and policies to optimize internet use and abuse. therefore, the purpose of this study is to categorize desirable and undesirable internet behaviors of employees as well as to explain these types of behaviors using a comprehensive model of reasons, effects, consequences, and contextual factors.

According to the literature, the theoretical foundations of internet use and its consequences fall into two categories: behavioral theories and information and communication technology theories. in general, most research accomplished to study the affecting factors and consequences of non-work-related internet use; and less research considered the quality of internet use. moreover, no comprehensive model was found to address both favorable and unfavorable internet behaviors in the public sector indicating a research gap in relevant studies. therefore, in this study, an attempt is made to develop a model explaining both the desirable and undesirable internet use. for this purpose, the key research questions are: -  What is the behavioral pattern for employees' Internet use in public organizations? -  What is the model of managing employees' Internet behaviors in public organizations? -  What are the dimensions, antecedents, and consequences of these behaviors? -        What are the underlying factors and conditions for Internet behaviors? -   What are the strategies for managing these behaviors? 

In terms of purpose, the present research is a fundamental study; in terms of method, it is an explanatory-descriptive study; and in terms of research design, it is a mixed-methods study. in the quantitative phase, through the survey strategy, the first question was addressed using the mean comparison test. the statistical population of the quantitative section is comprised of 384 employees of governmental organizations in mashhad city. the population of the qualitative section is comprised of executive experts. in the qualitative phase, the data obtained from in-depth interviews were coded analyzed by using the strategy of grounded theory, and the behavioral model was developed. 

The results indicated that the vast majority of employees perform repetitive and daily activities, their job tasks are standard and based on rules and regulations, have little need for creativity, innovation, and problem-solving. according to the results, the causal conditions affecting the favorable and unfavorable internet use include personal, organizational, and job characteristics. in the category of personal characteristics, the concept of employee personality is one of the factors that affect internet use in the organization. in comparison with the results of previous studies, some emerged dimensions are different and some others like personality, infrastructure and technology, and management style are similar to those mentioned in previous researches. most of these dimensions are discussed sparsely and in various studies, but the current study provided a more comprehensive view. also, in the present study, new angles emerged from each of these dimensions, some of which are employee curiosity, employee professional ethics, value characteristics of employees, Internet addiction, etc.

One of the relating concepts reported in previous research is job enrichment. organizations should screen employees at the stage of recruitment and employ those who have appropriate value and human characteristics in order not to face such problems. furthermore, the management style should encourage employees to perform their tasks proactively. on the other hand, managers should undermine their employees' dissatisfaction that leads to employees' negligence and immorality and subsequently imposes excessive costs on the organization.

Today, organizations are faced with a dynamic environment characterized by rapid technological changes, products' shortened lifecycle, and globalization. in such a situation, the main challenge for firms is to create an organization of improving creativity among their members besides ensuring the effectiveness of activities. the development of organizational creativity and innovation has always been considered by leaders, especially in the petrochemical industry, the leaders of which have pursued various creative approaches and strategies. not only the leadership style is important for developing creativity and innovation, but also the behavioral style of employees is crucial. in general, this study seeks to investigate the role of proactive work behaviors in the relationship between transformational leadership and creativity and innovation in the petrochemical industry.

THEORETICAL FRAMEWORK

The role of leadership in creativity and innovation has always been considered by researchers in various organizations. in the meantime, the role of transformational leadership has been more studied, especially in domestic research. on the other hand, researchers suggested that proactive work behaviors such as influencing others, self-initiation, forward-thinking, and desire for active participation may result in organizational creativity and innovation. the present research is particularly accomplished to understand whether transformational leadership improves organizational creativity and innovation through creating proactive morale in employees to exert proactive work behaviors.

The statistical population encompasses 300 employees of petrochemical companies and institutes in lorestan province, among which a sample size of 169 was selected based on cochran's formula. needed data was collected through a questionnaire having likert-type scales. obtained data was then analyzed by conducting PLS-SEM in SmartPLS v.3 software.

Current results indicated that behaviors of transformational leader which are consistent with the factors of creativity context (e.g., vision, innovation support, authority, encouragement, recognition, and challenge) act as a driving force for creativity. transformational leadership, as a role model for employees, encourages their proactive work behaviors by empowering them to question the status quo and to find new ways of doing works. proactive employees are actively looking for ideal conditions to put their creativity into action. since proactivity is an important driving force for innovation, the self-initiation component of which is associated with identifying problems and devising innovative solutions. by transformation of personal ethics, ideals, interests, and values of followers, transformational leaders inspire their employees and motivate them to proactively improve their performance.

CONCLUSIONS & SUGGESTIONS

The present study explored one of the mechanisms through which transformational leadership is associated with creativity and innovation. the results revealed that transformational leadership directly predicts employees’ creativity, innovation, and proactive work behaviors. proactive work behaviors are also capable of predicting organizational creativity and innovation. in total, the current findings are in line with the idea that supervisors having inspiring motivation, personal consideration, ideal influence, and intellectual stimulation play a key role in promoting the employees’ proactive work behaviors. reciprocally, proactive employees have more enthusiasm to be creative and innovative. as a general suggestion for petrochemical managers and supervisors to become transformational leaders, they are recommended to pay more attention to proactive behaviors and provide needed context to develop these behaviors.

Extended abstract 1- INTRODUCTION Employees engage in political behaviors to influence others, maintain their personal or group power, or dominate others, among which are power struggle, conflict, and self-interest. deviant political behavior occurs when political behavior coincides with deviant behavior. deviant political behaviors may impose many economic, social, and psychological costs on organizations. the banking industry is of the most competitive service industries and banks have to work more efficiently to survive. deviant political behavior is one of the obstacles to banks’ productivity. therefore, the present study is aimed to design a model to be used by managers and organizational planners to handle deviant political behaviors. 2- THEORETICAL FRAMEWORK Malik et al. have examined the association between perceived organizational policies, knowledge hiding, and employees’ creativity as well as the mediating role of professional commitment in the relationship between perceived organizational policies and professional knowledge hiding. schneider has introduced requirements for managing organizational policies including maintaining a friendly organizational climate, enhancing job satisfaction, increasing organizational support, and allowing employees’ self-monitoring. moreover, participation in decision-making, focusing on teamwork, building trust and social support, recruitment of staff with less political work, making personal decisions, and having basic plans on target criteria, internal and external motivation, job commitment, and effective occupational plans were raised as indirect barriers to this problem. in another study, vasim mentioned managerial abuse, staff animosity, organizational sabotage, political deviance, turnover intention, as well as production deviance as destructive job behaviors leading to organizational and personal deviance. to prevent organizational deviant behaviors, rogojan has emphasized ethical organizational culture, ethic-based leadership, implementation of training programs, adopting a suitable system for selecting employees, creating an efficient control system, and holding ethics workshops. 3- METHODOLOGY This is an applied study in terms of purpose which is accomplished with a qualitative approach. the statistical population encompassed all the experts of having at least 20 years of job tenure and bachelor's degree. the sampling method was non-random purposeful and participants were studied by conducting in-depth interviews. after 21 interviews, theoretical saturation was established. obtained data were evaluated in terms of credibility and conformability and analyzed using the strategy of thematic analysis. thematic analysis is a recursive process, which is here implemented in six distinct steps. 4- RESULTS & DISCUSSION The following results were obtained according to the content analysis process in six steps. step 1 (familiarity with the data): interviews were implemented and an attempt was made to organize the obtained data. step 2 (creating raw codes): after organizing, 242 initial codes were extracted from the data. step 3 (searching for selective codes): by putting similar codes together and discarding incomplete, irrelevant, and duplicate codes, 87 selective codes were extracted.  step 4 (forming sub-themes): in this step, 34 sub-themes were created and reviewed. step 5 (defining and naming main themes): in this step, seven main themes were obtained after going back and forth among the sub-themes. step 6 (preparing report): according to obtained results, the research model was designed. 5- CONCLUSIONS & SUGGESTIONS As it was stated, by obtaining the opinions of experts and with a qualitative approach, the current study was aimed at designing a model for managing deviant political behaviors in the banking industry. interviewees recommended 36 sub-themes or strategies to handle deviant political behaviors. the proposed model had seven main themes or comprehensive strategies. according to the research findings, the followings are recommendations for banking officials and managers: 1) to increase cooperation among employees; 2) to improve the employees’ understanding of their organizational duties and plans; 3) to reduce destructive competitions; 4) to increase the participation of employees in decision making; 5) to eliminate discrimination; 6) to explain organizational goals and missions; 7) to clarify organizational promotions; 8) to eliminate obstacles and fears; 9) to create a responsive space between managers and supervisors; 10) to manage conflicts.

Paying attention to the ethics concept and its impact on organizations’ decision-making systems has been widely increased. one of the most effective ways to entering ethical issues into everyday human affairs is to consider ethics in decision making. the ethical decision-making process begins when people are faced with a complex moral situation, they judge that situation, and then they shape their behavioral intentions. this process is influenced by individual, situational, and subject-oriented factors. in organizations like non-governmental ones (NGOs) where managers pay more attention to decision making, the modeling of ethical decision-making is a special and undeniable thing. in recent years, these organizations have been faced with an upward trend of non-wise and sometimes unethical decision-making. the present study contributes to the decision-making process by developing a native model for ngos to identify affecting factors of ethical decision-making. the human resource and their activities of these organizations are different from the others because of differences in structure, culture, and voluntary nature of the workforce.

On the one hand, decision-making is a basis for all managerial tasks. on the other hand, ethical decision-making is a remarkable and multi-faceted subject in the literature on business ethics. the problem is that ethical principles cannot be transformed into simple mechanisms to guide the organizations' managers and employees. this issue especially applies to NGOs. NGO that is a non-profit and non-political organization and has free membership refers to those voluntary establishments shaped by several non-governmental real people in compliance with the relevant regulations. based on studies on the ethical decision-making process, this process is influenced by three individual, structural, and contextual factors. another research flow implies that environmental conditions encompassing political, economic, social, and cultural factors may affect the strength and weakness of ethical decision-making rules in businesses and organizations. since there exists no comprehensive national study on affecting factors of ethical decision-making in iranian ngos, the current research explores the causal, intervening, and contextual factors of ethical decision-making in these organizations. the ultimate purpose of this research was to develop a native model for ethical decision-making in Iranian NGOs.

In terms of method, this research is a qualitative study of having an interpretive paradigm with the grounded theory for data analysis strategy.  instead of focusing on a linear process, the main focus of the grounded theory for data interpretation is on a continuous sweep between data collection and data analysis. on this basis, the concepts gradually emerge from codes, categories from concepts, and theory from categories. the method for sampling was purposeful, and participants were selected by conducting the snowball technique with as much variety as possible. the sample members were the managers and experts in hamadan province and came from top ngos operating in the fields of health, charity, education, environment, culture, and art. seventeen semi-structured interviews reached theoretical saturation but interviewing process continued to 20, and obtained data were analyzed using MAXQDA v.10 software. In terms of validity and reliability, research findings were evaluated and confirmed by two measures of feeding back the results to participants and obtaining the colleagues' opinions.

Research results led to a native model with the core category of “developing the ethical decision-making” comprised of 17 main components and six dimensions. this model is the result of individuals' lived experiences and their mental meanings of the central phenomenon. in total, identified dimensions and categories as the main antecedents and outcomes of the process of ethical decision-making in NGOs imply that interpersonal factors, along with the other organizational, extra-organizational, and religious factors, develop ethical decision making. 

In the beginning, interpersonal factors are the causal conditions for the initiation of decision-making in NGOs. these factors are created by effectively communicating with individuals, managing them, and team building. organizational factors are contextual conditions comprised of optimal use of resources, organizational intelligence, cultural intelligence, and planning awareness and knowledge. extra-organizational and religious factors, as intermediary conditions, affect the individuals’ actions in making ethical decisions. individual-personality factors, as strategic conditions, are purposeful activities in response to the core category that are affected by causal, contextual, and intermediary conditions. in managers’ and experts’ opinions, the outcomes of ethical decisions are things like positive ethical behavior, positively motivating the stakeholders and individuals, and economic and social discipline. Based on obtained results, NGOs can facilitate the ethical decision-making process and adhere more to the principles of professional ethics. this research encompasses all the organizational levels that are the operational employees, supervisors, and top managers. to improve the ethics in these organizations, the managers are recommended to hold workshops, codify ethical charter, and teach problem-solving and decision-making skills to all the organization members.

Today, innovation capacity is one of the most important and debatable research topics in the automotive industry. this research was aimed to investigate the relationship between customer knowledge management and innovation capacity considering the mediating role of knowledge absorptive capacity.

Customer knowledge management is a dynamic process to improve customer information including three different knowledge flows as following: knowledge of, knowledge about, and knowledge for customers. innovation capacity is a continuous improvement of the organization's general capabilities and resources to discover and exploit opportunities for developing new products in order to meet market needs and expectations. absorptive capacity is defined as the organization’s ability to absorbing and utilizing new knowledge in the way of value creation, the various dimensions of which include acquisition, combination, transformation, and exploitation of knowledge.

This research is an applied study in terms of purpose and it is a descriptive-survey study in regard to the method. the statistical population encompasses the managers and employees of saipa automotive research and innovation center located in tehran. 196 people were sampled by convenience method. the instrument for data gathering was a questionnaire made up of pre-made measures the content validity of which was established by considering the experts’ opinions. in addition, its reliability confirmed after calculating cronbach's alphas. research hypotheses were examined by conducting structural equation modeling in lisrel v.8.8 software.

The research results, at the confidence level of 0.95, indicated that customer knowledge management has a positive and significant effect on innovation capacity directly and indirectly through knowledge absorptive capacity. by identifying and simulating customer ideas and information in line with creating and exploiting extra-organizational knowledge, managers can improve the absorptive capacity and pave the way for innovation capacity.

For managers of the automotive industry to achieve success, the knowledge and customer should be kept both in mind. customers should be considered as one of the most important sources of knowledge for improving the continuous innovation capacity.

The self-leadership concept is a popular topic in leadership and management studies, which has attracted a lot of attention during the past few decades. the purpose of the present study was to develop a comprehensive model to explain the dimensions of self-leadership based on instructions in the holy quran and nahj al-balaghah. in other words, it was to look at the concept of self-leadership based on islamic teachings to extract the effects of different cultural and religious conditions.

Self-leadership is a process of behavioral and mental strategies through which individuals influence themselves to control and manage their behaviors. while self-leadership is closely related to concepts such as the need for success, self-regulation, and self-control, it should be considered as an independent concept. therefore, it may have outcomes different from that of similar concepts. this concept is developed based on four theories of self-regulation, self-management, social cognition, and intrinsic motivation. previous studies identified three distinct but complementary strategies for self-leadership including the behavioral, natural reward, and thought-building strategies.

This was a mixed-methods study. in the qualitative phase, it has interviewed a number of experts, and based on thematic analysis it extracted the dimensions of self-leadership. in the quantitative phase, it has utilized structural equation modeling to validate the findings of the previous phase. the qualitative sample was comprised of 17 experts in different fields of islamic management (such as quranic and nahj al-balaghah sciences) selected by conducting purposeful sampling. the participants in the qualitative phase have revised and confirmed the final codes, themes, and model. in the next phase, to test the research hypotheses, quantitative data was gathered from a sample size of 300 encompassing the managers of entekhab investment development group using a researcher-made questionnaire.

 First, self-leadership and its relevant concepts were studied from the viewpoint of holy quran and nahj al-balaghah. according to the initial analysis, 1,536 and 435 codes were respectively extracted from holy quran and nahj al-balaghah. after summarizing these initial codes in three stages, 214 secondary codes emerged that were classified into 79 sub-themes and 20 themes. these themes were finally categorized into four categories called self-leadership antecedents, main concept, strategies, and results. themes included recognizing oneself, recognizing god, recognizing the opponents and enemies, recognizing the environment and surroundings, activating perceptual inputs, creating internal affecting factors, creating external affecting factors, and understanding the necessity of self-leadership were the eight antecedents of self-leadership. the main-concept of self-leadership encompassed the five themes of self-assessment, self-motivation, self-challenging, self-improvement, and self-protection. four strategies of mental, behavioral, mental-behavioral, and ethical were identified as self-leadership strategies. and finally, it was determined that self-leadership outcomes encompass three categories of life, the afterlife, and life-afterlife results. quantitative findings revealed that both the antecedents and strategies of self-leadership positively affected the main concept of self-leadership with a coefficient of 0.97. the main concept also positively affected the self-leadership results with a coefficient of 0.89. since the literature on self-leadership is limited to strategies and results of self-leadership, it should be noted that the findings on its antecedents and main concept cannot be completely interpreted by literature. the findings on self-leadership strategies and results, however, are consistent with the existing literature.

Based on obtained results, it is suggested that individuals especially managers must first manage themselves. the managers need to establish the prerequisites of self-leadership in themselves and simultaneously utilize its strategies to benefit from the mentioned results. it should be noted that since the self-leadership strategies positively affected its main concept on the one hand and the main concept affected the results on the other, it is not far-fetched the positive effect of strategies on results. this issue is in line with the existing literature. in terms of directions for research, it is suggested that future researchers approach the other leadership concepts such as authentic, inspirational, charismatic, pragmatic, and transformational leadership from the viewpoint of islamic teachings and expand these concepts in models based on the value system of islam.

The compensation is a thing beyond the living needs of employees. compensation affects the characteristics of employees who are hired and stay in the organization, their competency and expertise, the probability of accepting a job by them, and the level of their motivation and performance. compensation is capable of determining the employees’ behavior and the organization’s productivity in all respects. accordingly, with a futuristic approach, the main purpose of the present research is to identify prioritize the components of compensation for employees and managers of the southeast islamic republic of Iran’s customs administration (IRICA).

THEORETICAL FRAMEWORK

The present research has conducted several interviews and analyzed them by the qualitative content analysis technique to determine the affecting factors of compensation for understudy employees and managers. In this regard, it attributed the codes to concepts and then categorized the concepts by adapting the thoughts in Memarzadeh Tehran et al., Nemati et al., Jazani, Towers Perrin, Doaei, Abili and Moafaghi, and Mirsepassi.

This research is an applied study in terms of purpose, and in regard to the procedure, it is a mixed-methods study with an exploratory-consecutive approach. in the qualitative phase, the sample size was 30 which was finalized based on the theoretical saturation rule, and participants were selected by a purposeful sampling method implemented using the snowball technique. since the population size was 1153, in the quantitative phase, 291 persons were selected based on krejcie and morgan’s table by conducting a proportional stratified sampling method. the validity of the qualitative study was assessed by the relative content analysis, and the holsti coefficient used to evaluate its reliability. the validity of the quantitative study was assessed by confirmatory factor analysis, and its reliability also evaluated using cronbach’s alpha and composite reliability coefficients. the qualitative research data were analyzed by content analysis, and for quantitative data analysis, structural equation modeling was used.

Research results revealed 72 factors affecting the staff compensation in the form of two main components (extra- and intra-organizational factors) and 10 sub-components (economic-environmental, social-cultural, direct financial, indirect financial, job non-financial, job environment non-financial, personal, and organizational factors along with organizational vision and upstream documents). No research was found as comprehensive as the current one in exploring the components of compensation in customs administration offices. However, the obtained results are consistent with that of Zafari in regard to direct and indirect financial factors and job environment; with Ozma et al. regards to job non-financial and job environment non-financial factors; with Patnaik and Suar regards to personal and environmental factors; with Memarzadeh Tehran et al. regards to organizational and social factors; with Jazani regards to direct financial, indirect financial, job non-financial, and job environment non-financial factors; with Seyed Javadin regards to direct and indirect factors; with Goh and Gupta regards to personal and organizational factors; with Mphil et al. regards to the direct and indirect compensation.

CONCLUSIONS & SUGGESTIONS

Research results reached a compensation model for customs administration comprised of two components, 10 categories, and 72 factors. it is suggested to both the customs and the government to simultaneously examine the appropriate policies in order to reduce the negative effects of monetary and financial sanctions on government revenues and subsequently on the public organizations’ budget. the customs managers are recommended to interact with clients and provide them with information on problems not necessarily caused by customs. they are also recommended to provide employees with proper feedback to motivate them and improve their performance. if possible, it is better for employees to perform all the stages of a job process on their own instead of doing only an insignificant part of it. Finally, it is suggested to design a mechanism in order to relate employees’ productivity reward with their share of customs revenues and serving the clients. the productivity reward should not be constant and or based on the supervisors' taste.

In nowadays competitive markets, the organizations’ innovation orientation is increasingly considered as a key factor for their long-term success. organizations of having more innovative capacity may react to environmental challenges more rapidly. innovation orientation is defined as the organization's ability to develop an innovative process in line with the business model to achieve its vision, objectives, and goals. previous research indicated that the organizational context plays a vital role in developing capabilities and tendencies toward innovation. researchers believe that spirituality and ethical leadership have an important role in shaping the innovation orientation. ethical leaders make the organizational climate ethical and pleasant by entering spirituality into the organization. the relationship between ethical leadership and spirituality considering the innovation orientation has been less studied in previous research. according to the importance of innovation orientation, the present study can be beneficial for organizational planning and providing solutions to improve innovation.

THEORETICAL FRAMEWORK

According to the literature on innovation orientation, ethical leadership, and spirituality, the theoretical framework was established having four hypotheses as follows:
Hypothesis 1: ethical leadership has a positive and significant impact on innovation orientation.
Hypothesis 2: ethical leadership has a positive and significant impact on employees’ spirituality.
Hypothesis 3: employees’ spirituality has a positive and significant impact on innovation orientation.
Hypothesis 4: employees’ spirituality mediates the relationship between ethical leadership and innovation orientation.

This research was an applied study in terms of purpose and it was a descriptive-correlational study in terms of method. the data gathering instrument was a questionnaire and collected data was analyzed by structural equation modeling. the statistical population was comprised of 190 experts working in the R&D department of saipa automotive company, 120 of which were selected by conducting simple random sampling based on cochran's formula. the estimated PLS model was evaluated and confirmed in terms of reliability and convergent and divergent validity. the model’s reliability, specifically, was assessed by two indices of cronbach's alpha and composite reliability.

Research results indicated that ethical leadership positively affects innovation orientation in the R&D department of the company under study. This finding suggests that, by creating a constructive organizational culture, ethical leaders can improve the organization’s dynamism and foster employees' awareness along with their positive thought. hypothesis two was accepted that is ethical leadership positively affects employees' spirituality. the direct effect of employees' spirituality on innovation orientation is also significant. in fact, employees’ identification with the organization, their attachment to counterparts, and alignment of their values with the organization’s mission and objectives may improve the managers’ attitude toward their innovative capability. moreover, results implicated the mediation of spirituality in the relationship between ethical leadership and innovation orientation. accordingly, through their fair behaviors, ethical leaders are capable of improving the organization’s innovation orientation as a result of employees’ creativity. in total, this research provides valuable thoughts for those managers looking for implementing the innovation orientation.

CONCLUSIONS & SUGGESTIONS

Previous pieces of research suggest that, in the light of employees’ spiritual beliefs, ethical leadership equips the organization with innovative competencies and capabilities. the current research was to explain a mechanism through which ethical leadership affects the organization’s innovation orientation. ethical leadership, probably with the aid of variables such as fairness, role clarity, and authority delegation, is capable of increasing the employees’ spirituality and the organizations’ innovation orientation. the findings, indeed, implicated that employees' perception of ethical leadership may affect their attitudes and behaviors. therefore, managers should care about their ethical values and beliefs when implementing their managerial procedures. in this regard, it is suggested that managers improve organizational spirituality by means of creating a pleasant and cooperative workplace, increasing organizational cohesion, and encouraging employees to accept the organization’s goals and values. another suggestion is to create a work environment of supporting teamwork, creativity, and innovation through establishing an ethical climate and a constructive organizational culture. however, there may be limitations because of the quantitative approach of this research. in other words, the measures of ethical leadership and spirituality are in the early stages of formation and may not completely capture the qualitative nature of these constructs. future researchers are accordingly recommended conducting longitudinal studies to examine the effect of ethical leadership on independent variables more precisely.

INTRODUCTION

 In today's world, organizations are increasingly faced with dynamic and changing environments. thus, to survive, overcome the problems ahead, and adapt to existing developments, they should be able to change their paths and anticipate changes in the future. as new needs emerge and science and technology advance, organizations and managing them become more complex and difficult. these uncertainties, crises, workplace emergencies, and psychological pressures play a significant role in managing their performance. thus, in the age of industrialization, one of the main challenges for managers is to come with psychological pressures and control this destructive phenomenon that leads to behavioral problems and conflicts. therefore, some strategies are needed to reduce the problems caused by psychological pressures like organizational trauma. 

Organizational trauma is a person's intense anxiety about experiencing a catastrophic event that is beyond their current or routine experience and overshadows their defense structure. The source of trauma may be the own organization, the employees' relationships with each other, and/or interaction of people with the natural world. Employees may be traumatized because of their managers' misbehavior, losing their colleagues, downsizing, or their lack of necessary competencies. Factors such as the lack of focus on organizational tasks, expansion of subgroups not related to the main tasks, excessive increase of personal relationships, lack of problem-solving capacity, and forced silence are considered as signs of organizational trauma.

This is a mixed-methods study that has utilized both the questionnaire and interview to identify the factors affecting organizational trauma. first, an exploratory study was conducted by semi-structured interviews. the validity and reliability of obtained data in the qualitative phase were evaluated and confirmed using the CVR coefficient and Kappa-Cohen test. on this basis, the affecting factors of organizational trauma were identified. through a field study, they were then validated.

This study aimed to identify and prioritize the factors affecting organizational trauma. In the following, the results referred to factors affecting organizational trauma: job insecurity, weak organizational culture, unusual increase in tasks and responsibilities, unclear mission and vision, managers' and supervisors' inefficiency, decrease in organization's legitimacy, lack of promotion and success, inadequate technology, lack of organizational honesty and justice, centralized and inappropriate structures, lack of organizational support, weak and inefficient communication patterns, lack of meritocracy systems, inability to attract resources, organizational silence, role ambiguity, and lack of participative management. on the other hand, after reviewing and evaluating the opinions of sample members and exploring the factors affecting organizational trauma using the delphi approach, these factors were prioritized.

The current results indicated that the weakness of organizational culture is the most important factor affecting organizational trauma. cultural weakness may exacerbate the organizational trauma by increasing tensions and conflicts, ignoring common values and beliefs, and so on. also, the lack of honesty and organizational justice, as the second most important affecting factor, indicates that discrimination, inputs (efforts) and outputs (rewards) mismatch, and employees' dishonest behavior lead to psychological damage. to achieve success and prosperity, the managers of public organizations are suggested to identify the factors affecting organizational trauma so that they can easily maintain their defense structures against psychological damages and increase the organization's flexibility against the crises. besides, it is suggested that public managers reduce the negative effects of organizational trauma on employees by implementing an organizational culture of empathy, intimacy, compassion, and trust.

Despite suffering from a shortage of nurses, healthcare organizations all over the world strive to treat their patients with the services of the best quality. previous research indicated that organizational factors (such as credible leadership) and the availability of organizational resources (such as physical space, time, etc.) reduced the possibility of burnout. however, empirical evidence for healthcare personnel is contradictory, which implicates the need for more research on organizational determinants of job burnout. given the critical role of nurses, especially in the current COVID-19 pandemic, and the necessity to consider their mental situations, the main purpose of the present study is to investigate the role of social identity and gender in the relationship between transformational leadership and job burnout among nurses of social security hospital in Rasht city.

In general, there exists an increasing research flow on how to lead nurses in healthcare systems. the common belief is that effective leadership is of the most important factors in favorable work environments. a transformational leader who is seeking change in line with organizational objectives and environmental conditions encourages their subordinates to fulfill the organization's mission. on the other hand, social identity makes employees feel linked with group members and act align with the group’s goals and interests. social identity theory suggests that, for being distinguished from others emotionally and socially, people introduce themselves with common features of social institutions in which they are members.

The statistical population is comprised of 185 (75 male and 110 female) nurses of Rasool-e-Akram social security hospital in Rasht. A sample size of 130 was proposed by cochran's formula and selected by conducting simple random sampling. the data gathering instrument was a questionnaire made up of pre-made scales and obtained data analyzed by conducting PLS-SEM in SmartPLS v.3.

Research results indicated that social identity mediates the significant and inverse effect of transformational leadership on job burnout. in addition, research results revealed that nurses’ gender does not moderate the relationship between transformational leadership and social identity. 5- CONCLUSIONS & SUGGESTIONS Transformational leaders exploit employees' skills and ideas to lead their organizations into greater levels of entrepreneurial performance. they pay attention to members’ participation, group knowledge sharing, and giving a special place to employees. these factors may prevent employees from work overload, work stress, and job burnout. by creating dynamic groups in different divisions of the hospital and involving nurses in group activities, managers can reduce nurses’ work pressure and cause them to enjoy nursing activities as much as possible. regarding the rejection of moderating hypothesis, it can be said that although gender can influence the individuals’ social identity at the social level, it may not apply to nurses who subconsciously form a social identity within themselves. on the other hand, transformational leaders may undermine the role of nurses’ gender in shaping social identity because of their confidence in their subordinates, optimism, and positive attitude towards the future.