كليدواژه :
واكنش به تغيير , اثربخشي ادراك‌شده تغيير , عامليت , خط‌مشي سازماني , رفتار شهروندي سازماني تغييرمدار
چكيده فارسي :
رفتارهاي شهروندي سازماني، دسته‌اي از رفتارهاي محيط كار هستند كه به صورت خودجوش انجام مي‌شوند و جزء تكاليف رسمي شغل نيستند. به نظر مي‌رسد اين رفتارها در شرايط تغيير كاربرد دارند و برخي عوامل مي‌توانند اين رفتارها را متأثر سازند. ازاين‌رو هدف پژوهش حاضر، بررسي الگوي متغيرهاي مؤثر بر رفتارهاي شهروندي سازماني تغييرمدار از طريق متغير ميانجي واكنش به تغيير در كاركنان مجتمع پتروشيمي بندر امام بوده است. نمونه پژوهش شامل 383 نفر از كاركنان اين شركت بود كه به صورت تصادفي طبقه‌اي انتخاب شدند. سپس به ابزارهاي پژوهش پاسخ دادند. براي تحليل داده‌ها از تحليل مسير در نرم‌افزارAmos و تحليل ميانجي به روش بوت استراپ استفاده شد. نتايج نشان داد كه واكنش به تغيير ميانجي بين اثربخشي ادراك‌شده تغيير، عامليت و خط‌مشي سازماني با رفتار شهروندي سازماني تغييرمدار است. براي استفاده از مزاياي رفتار شهروندي سازماني تغييرمدار لازم است مديران و سازمان‌ها كاركنان را عامل تغيير سازند، خط‌مشي‌‌ها را انعطاف‌پذير كنند و تغيير را اثربخش جلوه دهند.
چكيده لاتين :
INTRODUCTION Organizational citizenship behaviors are one kind of workplace behaviors that are performed spontaneously and are not a part of a job's formal tasks. These non-specific behaviors go beyond what is defined formally by organizations. Although these behaviors are very important for performance, efficiency, and success of the organization, they are not identified by the formal structures in the organization and there is no specific reward for them. Various types of these behaviors identified in different classifications have shown that they are really useful in the different workplaces. One of these behaviors is called change-oriented organizational citizenship behavior. It is defined as the individual spontaneous and voluntary attempts of the employees that affect the organizational change through performing professional activities and include all the organizational citizenship behaviors. Therefore, the present study aims to investigate the pattern of the variables affecting the change-oriented citizenship behaviors. Reaction to change in the employees of Bandar-e-emam petrochemical complex is the mediating variable. 2- THEORETICAL FRAMEWORK Prior research has proved that change-oriented organizational citizenship behaviors are only possible when the employees react positively to changes. Positive reaction to change occurs when members of the organization perceive its efficiency. If there is a common perception among the employees regarding the change efficiency, they perceive the organization as “ready for the change”. It means that the reaction to change is positive. Positive reaction to change leads to change-oriented organizational citizenship behaviors. On the other hand, if the individuals feel themselves as the agents of these changes, who make the decisions about and control them, they will probably react positively to organizational changes and can play active roles in performing these kinds of behaviors. Flexible procedures and policies could increase perceived value of the change and start change-oriented organizational citizenship behaviors through making employees have positive reaction to them. 3- METHODOLOGY The research sample consisted of 383 employees of Bandar-e-emam Petrochemical Complex who were selected using stratified random sampling method. The research instruments were a four-item questionnaire about organizational policy, a twelve-item questionnaire about agency, an eleven-item questionnaire about perceived change efficiency, a nine-item scale of commitment to change, a questionnaire with 6 questions about readiness for change, and a four-item questionnaire about change-oriented organizational citizenship behaviors. All the instruments used in this study were responded on a five-point Likert scale, and their Cronbach’s alphas were desirable (0.77<<0.91). For analyzing the data and investigating the model fit, path analysis using Amos software and mediation analysis using Bootstrap method were applied. 4- RESULTS and DISCUSSION In the final model of variables analyzed in this study, the desirable fit indexes (like χ²|df=1.40) showed that the only variable that predicted change-oriented organizational behaviors directly was reaction to change (). Prediction through other variables was indirectly made by reaction to change. The results obtained from mediation analysis proved that reaction to change is the complete mediator variable in the relationship between perceived change efficiency and change-oriented organizational citizenship behaviors. In other words, by controlling the variable of reaction to change there would be no significant relationship between perceived change efficiency and change-oriented organizational citizenship behavior (p>0.05). But in the relationship between organizational policy and agency with change-oriented organizational citizenship behavior, reaction to change is the complementary mediator variable, and if it is controlled, the relationship between these variables and change-oriented organizational citizenship behavior will reduce. The results also showed that the change-oriented organizational citizenship behaviors are more common among males than females, which might be due to gender roles expected from women. It is expected to see more citizenship behaviors, especially in “respect” and “loyalty” aspects in females rather than males. 5- CONCLUSIONS and SUGGESTIONS Due to intense competition, organizations need to change their methods and procedures. The results of this study showed that these changes require innovative employees who start the changes by their active participation. In this regard, 1) the policies of the organization should be flexible, 2) the organizations and the managers could promote agency feature in the employees by involving them in change process and asking their volunteer participation, 3) the changes have to be introduced positively as efficient interventions to the employees by emphasizing the values and advantages of those changes. Hence, managers, organizations, and the agents of the changes should determine their strengths, values, and the positive effects clearly and inform the employees, 4) females could be involved more in the organizational activities because they are ready for doing more change-oriented citizenship behaviors
