بررسي ارتباط بين فرهنگ سازماني و تعلق سازماني در كاركنان ستادي فرماندهي انتظامي تهران بزرگ: براساس مدل فرهنگ سازماني رابينز

Investigating the relationship between organizational culture and organizational belonging

ﻫﺪف: ﭘﮋوﻫﺶ ﺣﺎﺿﺮ ﺑﺎ ﻫﺪف ﺑﺮرﺳﯽ ارﺗﺒﺎط ﺑﯿﻦ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ و ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ در ﮐﺎرﮐﻨﺎن ﺳﺘﺎدي ﻓﺮﻣﺎﻧﺪﻫﯽ اﻧﺘﻈﺎﻣﯽ ﺗﻬﺮان ﺑﺰرگ اﻧﺠﺎم ﺷﺪه اﺳﺖ اﯾﻦ ﭘﮋوﻫﺶ ﺑﻪ ﻟﺤﺎظ ﻫﺪف از ﻧﻮع ﺗﺤﻘﯿﻘﺎت ﮐﺎرﺑﺮدي اﺳﺖ ﮐﻪ ﺑﺎ روش ﺗﺤﻘﯿﻖ ﺗﻮﺻﯿﻔﯽ از ﻧﻮع ﻫﻢ ﺑﺴﺘﮕﯽ اﻧﺠﺎم ﮔﺮﻓﺘﻪ اﺳﺖ. روش ﺷﻨﺎﺳﯽ: ﺟﺎﻣﻌﻪ آﻣﺎري ﭘﮋوﻫﺶ ﺷﺎﻣﻞ ﺗﻤﺎﻣﯽ ﮐﺎرﮐﻨﺎن ﺳﺘﺎدي ﻓﺮﻣﺎﻧﺪﻫﯽ اﻧﺘﻈﺎﻣﯽ ﺗﻬﺮان ﺑﺰرگ در رﺳﺘﻪ ﻫﺎي ﻣﺨﺘﻠﻒ ﺷﻐﻠﯽ اﺳﺖ ﮐﻪ در ﺳﺎل 1399 ﻣﺸﻐﻮل ﺧﺪﻣﺖ ﻫﺴﺘﻨﺪ ﺑﻪ ﻣﻨﻈﻮر ﺑﺮرﺳﯽ ارﺗﺒﺎط ﺑﯿﻦ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ و ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﭘﺲ از ﻣﻄﺎﻟﻌﻪ ادﺑﯿﺎت ﻧﻈﺮي، از ﻧﻤﻮﻧﻪ ﺧﺒﺮﮔﺎن ﻧﺎﺟﺎ و ﮐﺎرﺷﻨﺎﺳﺎن و اﺳﺘﺎدان ﺑﻪ ﺗﻌﺪاد 30 ﻧﻔﺮ ﺑﻬﺮه ﮔﺮﻓﺘﻪ ﺷﺪ ﺳﭙﺲ از ﻧﻈﺮات ﮐﺎرﮐﻨﺎن ﺑﻪ ﺗﻌﺪاد 210 ﻧﻔﺮ ﺑﺮاي اﺟﺮاي ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺗﺄﯾﯿﺪي و ﺗﺄﯾﯿﺪ ﻣﺪل ﭘﯿﺸﻨﻬﺎدي ﺑﻬﺮه ﺑﺮداري ﺷﺪ اﺑﺰار ﮔﺮدآوري داده ﻫﺎ ﭘﺮﺳﺶ ﻧﺎﻣﻪ ﻫﺎي ﻣﻌﺘﺒﺮ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ راﺑﯿﻨﺰ ﺗﻬﯿﻪ ﺷﺪه ﺗﻮﺳﻂ ﻗﻤﺮﯾﺎن 1383( و ﭘﺮﺳﺶ ﻧﺎﻣﻪ ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﻋﻠﯽ اﺣﻤﺪي و ﻫﻤﮑﺎران )1383( ﺑﻮد. ﯾﺎﻓﺘﻪ ﻫﺎ و ﻧﺘﯿﺠﻪ ﮔﯿﺮي: ﯾﺎﻓﺘﻪ ﻫﺎي ﭘﮋوﻫﺶ ﻧﺸﺎن داد ﮐﻪ ﺑﯿﻦ ﻣﺘﻐﯿﺮ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ و ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن ارﺗﺒﺎط ﻣﺜﺒﺖ و ﻣﻌﻨﺎداري وﺟﻮد دارد؛ ﺑﻪ ﻃﻮري ﮐﻪ ﻣﺘﻐﯿﺮ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ ﺗﻮاﻧﺴﺘﻪ اﺳﺖ 67 درﺻﺪ از ﺗﻐﯿﯿﺮﻫﺎي ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ را ﭘﯿﺶ ﺑﯿﻨﯽ ﮐﻨﺪ؛ ﻫﻤﭽﻨﯿﻦ، ﺑﯿﻦ ﻣﺘﻐﯿﺮﻫﺎي ﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ )ﺧﻼﻗﯿﺖ ﻓﺮدي، ﻫﻮﯾﺖ، ﻫﻤﺎﻫﻨﮕﯽ، ﻫﺪاﯾﺖ و رﻫﺒﺮي، رواﺑﻂ ﻣﺪﯾﺮﯾﺖ، ﺳﯿﺴﺘﻢ ﭘﺎداش، اﻟﮕﻮي ارﺗﺒﺎﻃﯽ( ﺑﺎ ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن ارﺗﺒﺎط ﻣﺜﺒﺖ و ﻣﻌﻨﺎداري وﺟﻮد دارد؛ ﻋﻼوه ﺑﺮ اﯾﻦ، ﺑﯿﻦ رﯾﺴﮏ ﭘﺬﯾﺮي ﺑﺎ ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن ارﺗﺒﺎط ﻣﻨﻔﯽ و ﻣﻌﻨﺎداري وﺟﻮد دارد؛ اﻣﺎ ﺑﯿﻦ دو ﻣﺘﻐﯿﺮ ﮐﻨﺘﺮل و ﺗﺤﻤﻞ ﺗﻌﺎرض ﺑﺎ ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن ارﺗﺒﺎط ﻣﻌﻨﺎداري وﺟﻮد ﻧﺪارد؛ ﺑﻪ ﻃﻮر ﮐﻠﯽ، ﻣﯽ ﺗﻮان ﻧﺘﯿﺠﻪ ﮔﺮﻓﺖ ﮐﻪ ﺑﺎ ﺑﻬﺒﻮد ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ ﺣﺎﮐﻢ در ﻓﺮﻣﺎﻧﺪﻫﯽ اﻧﺘﻈﺎﻣﯽ ﺗﻬﺮان ﺑﺰرگ ﺑﺮ ﻣﯿﺰان ﺗﻌﻠﻖ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن آن اﻓﺰوده ﻣﯽ ﺷﻮد

Objective: The present study aimed to investigate the relationship between organizational culture and organizational belonging in the staff of the Greater Tehran Disciplinary Command. This research is applied research in terms of purpose, which has been done by a descriptive correlational research method. Method: The statistical population of the study includes all employees of the Greater Tehran Disciplinary Command in various job categories who are serving in 1399. In order to investigate the relationship between organizational culture and organizational belonging after studying the theoretical literature, a sample of 30 NAJA experts and experts and professors was used. Then, the opinions of 210 employees were used to perform confirmatory factor analysis and confirm the proposed model. Data collection tools were valid Robbins organizational culture questionnaire prepared by Ghamarian (1383) and organizational affiliation questionnaire of Ali Ahmadi et al (1383). The face and content validity of the questionnaires according to the opinion of professors and experts and their reliability were confirmed by Cronbach's alpha method for organizational culture and organizational affiliation questionnaires with coefficients of 0.80 and 0.88, respectively. Descriptive and inferential statistics (structural equation modeling) have been used to analyze the data. Results: Research Findings showed that there is a positive and significant relationship between a variable of organizational culture and organizational dependence of employees; so that the organizational culture variable was able to predict 67% of changes in organizational dependence (P ≤ 0.01). Also, there is a positive and significant relationship between organizational culture variables (individual creativity, identity, coordination, guidance and leadership, management relationships, reward system, communication model) with organizational affiliation of employees (P ≤ 0.01). In addition, there is a negative and significant relationship between risk-taking and organizational affiliation of employees (P ≤ 0.01), but there is no significant relationship between the two variables of control and conflict tolerance with organizational affiliation of employees (P > 0.01). In general, it can be concluded that by improving the prevailing organizational culture in the Greater Tehran Disciplinary Command, the organizational belonging of its employees will increase.