تبیین الگوی چندسطحی پیامدهای مربیگری سازمانی
الموضوعات : شایستگی های مورد نیاز رهبران منابع انسانیشادی جلدانی 1 , فرج اله رحیمی 2 , رضا صالحی 3
1 - دانشگاه شهید چمران اهواز
2 - دانشگاه شهید چمران اهواز
3 - دانشگاه شهید چمران اهواز
الکلمات المفتاحية: بدبینی سازمانی عملکرد شغلی مربیگری سازمانی منطقه ویژه اقتصادی ماهشهر,
ملخص المقالة :
هدف: این پژوهش به بررسی تأثیر مربیگری سازمانی بر بدبینی و عملکردشغلی با یک رویکرد چندسطحی پرداخته است. روش: روش پژوهش حاضر توصیفی-پیمایشی است. جامعه آماری این پژوهش شامل کلیه کارکنان شرکت‌های پتروشیمی در منطقه ویژه اقتصادی ماهشهر بوده است. از طریق فرومول حجم نمونه در جوامع محدود تعداد 245 نفر به صورت تصادفی طبقه‌ای از 18 شرکت انتخاب شده است و پرسشنامه بین این تعداد کارکنان توزیع شده است. برای تجزیه و تحلیل داده‌ها از نرم‌افزار Smart PLS و بخش تحلیل چند سطحی از نرم‌افزار HLM استفاده شده است. یافته‌ها: نتایج پژوهش در سطح فردی نشان داد که بدبینی بر عملکرد شغلی تأثیر منفی و معنی‌داری دارد. نتایج تحلیل چندسطحی نشان داد که مربیگری در سطح سازمانی بر بدبینی در سطح فردی تأثیر منفی و معنادار و بر عملکرد شغلی تأثیر مثبت و معنی‌داری دارد. همچنین در این پژوهش نقش تعدیل‌کنندگی چند سطحی مربیگری سازمانی در رابطه بین بدبینی و عملکردشغلی مورد تایید قرار گرفت. نتیجه‌گیری: به نظر می‌رسد که مربیگری سازمانی و تقویت آن در سازمان باعث کاهش بدبینی سازمانی‌شده و عملکرد شغلی کارمندان را بهبود می‌بخشد.
1. Arslan M, Roudaki J. Examining the role of employee engagement in the relationship between organisational cynicism and employee performance. International Journal of Sociology and Social Policy. 2019;39(1/2):118-37.
2. Brandes P, Das D. Locating behavioral cynicism at work: Construct issues and performance implications. Employee health, coping and methodologies. 2006:233-66.
3. Marcus B, Taylor OA, Hastings SE, Sturm A, Weigelt O. The structure of counterproductive work behavior: A review, a structural meta-analysis, and a primary study. Journal of Management. 2016;42(1):203-33.
4. Walker-Fraser A. An HR perspective on executive coaching for organisational learning. International Journal of Evidence Based Coaching & Mentoring. 2011;9(2).
5. Noer DM, Leupold CR, Valle M. An analysis of Saudi Arabian and US managerial coaching behaviors. Journal of Managerial Issues. 2007:271-87.
6. Woo H. Exploratory study examining the joint impacts of mentoring and managerial coaching on organizational commitment. Sustainability. 2017;9(2):181.
7. Torraco RJ. Work design theory: A review and critique with implications for human resource development. Human Resource Development Quarterly. 2005;16(1):85-109.
8. Trathen S. Executive coaching: implications for developing leaders in the Middle East and Africa. Career Planning and Adult Development Journal. 2011;27(1):138.
9. De Meuse K, Dai G, Lee R. Does Executive Coaching Work.: A Meta analysis study. Coaching: An International Journal of Theory, practice and research. 2009;2(2):117-34.
10. Ellinger AD, Hamlin RG, Beattie RS. Behavioural indicators of ineffective managerial coaching: A cross-national study. Journal of European Industrial Training. 2008;32(4):240-57.
11. Bond C, Seneque M. Conceptualizing coaching as an approach to management and organizational development. Journal of Management Development. 2012;32(1):57-72.
12. Kalkavan S, Katrinli A. The effects of managerial coaching behaviors on the employees’ perception of job satisfaction, organisational commitment, and job performance: Case study on insurance industry in Turkey. Procedia-Social and Behavioral Sciences. 2014;150:1137-47.
13. Park S, McLean GN, Yang B. Revision and Validation of an Instrument Measuring Managerial Coaching Skills in Organizations. Online Submission. 2008.
14. Ferris DL, Lian H, Brown DJ, Pang FX, Keeping LM. Self‐esteem and job performance: The moderating role of self‐esteem contingencies. Personnel Psychology. 2010;63(3):561-93.
15. Viswesvaran C, Ones DS. Perspectives on models of job performance. International Journal of Selection and Assessment. 2000;8(4):216-26.
16. Newman DA, Kinney T, Farr JL. Job performance ratings. Comprehensive handbook of psychological assessment. 2003;4:373-89.
17. Osman-Gani AM, Hashim J, Ismail Y. Establishing linkages between religiosity and spirituality on employee performance. Employee relations. 2013;35(4):360-76.
18. Trudel J. Workplace incivility: relationship with conflict management styles and impact on perceived job performance, organizational commitment and turnover. 2009.
19. Mensah JK. A “coalesced framework” of talent management and employee performance: For further research and practice. International Journal of Productivity and Performance Management. 2015;64(4):544-66.
20. Mousa M. The effect of cultural diversity challenges on organizational cynicism dimensions: A study from Egypt. Journal of Global Responsibility. 2018;9(3):280-300.
21. Neves P. Organizational cynicism: Spillover effects on supervisor–subordinate relationships and performance. The Leadership Quarterly. 2012;23(5):965-76.
22. Yasin T, Khalid S. Organizational cynicism, work related quality of life and organizational commitment in employees. Pakistan Journal of Commerce and Social Sciences(PJCSS). 2015;9(2):568-82.
23. Ince M, Turan S. Organizational cynicism as a factor that affects the organizational change in the process of globalization and an application in Karaman’s public institutions. European Journal of Economics, Finance and Administrative Sciences. 2011;37(37):104-21.
24. Abraham R. Organizational cynicism: Bases and consequences. Genetic, social, and general psychology monographs. 2000;126(3):269.
25. Delken M. Organizational cynicism: A study among call centers. Unpublished master thesis, University of Maastricht. 2004.
26. Kocoglu M. Cynicism as a mediator of relations between job stress and work alienation: a study from a developing country-Turkey. Global Business and Management Research. 2014;6(1):24.
27. Khan R, Naseem A, Masood SA. Effect of continuance commitment and organizational cynicism on employee satisfaction in engineering organizations. International journal of innovation, management and technology. 2016;7(4):141.
28. Barefoot JC, Dodge KA, Peterson BL, Dahlstrom WG, Williams RB. The Cook-Medley hostility scale: item content and ability to predict survival. Psychosomatic medicine. 1989.
29. Aydin M, Akdag G. The relationship between organizational commitment and organizational cynicism among hotel employees in southeastern Anatolia region of Turkey. Eurasian journal of business and management. 2016;4(4):81-9.
30. Pousa C, Mathieu A. The influence of coaching on employee performance: Results from two international quantitative studies. Performance Improvement Quarterly. 2014;27(3):75-92.
31. Latham GP, Ford RC, Tzabbar D. Enhancing employee and organizational performance through coaching based on mystery shopper feedback: A quasi‐experimental study. Human Resource Management. 2012;51(2):213-29.
32. Ellinger AD, Bostrom RP. Managerial coaching behaviors in learning organizations. Journal of Management Development. 1999;18(9):752-71.
33. Agarwal R, Angst CM, Magni M. The performance effects of coaching: A multilevel analysis using hierarchical linear modeling. The International Journal of Human Resource Management. 2009;20(10):2110-34.
34. Mete YA. Relationship between organizational cynicism and ethical leadership behaviour: A study at higher education. Procedia-Social and Behavioral Sciences. 2013;89:476-83.
35. Andersson LM, Bateman TS. Cynicism in the workplace: Some causes and effects. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior. 1997;18(5):449-69.
36. Byrne ZS, Hochwarter WA. Perceived organizational support and performance: Relationships across levels of organizational cynicism. Journal of Managerial Psychology. 2008;23(1):54-72.
37. Johnson JL, O'Leary‐Kelly AM. The effects of psychological contract breach and organizational cynicism: Not all social exchange violations are created equal. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior. 2003;24(5):627-47.
38. Bommer WH, Rich GA, Rubin RS. Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior. 2005;26(7):733-53.
39. Cole MS, Bruch H, Vogel B. Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior. 2006;27(4):463-84.
40. Davis WD, Gardner WL. Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective. The leadership quarterly. 2004;15(4):439-65.
41. Raudenbush SW, Bryk AS. Hierarchical linear models: Applications and data analysis methods: Sage; 2002.
42. Dean Jr JW, Brandes P, Dharwadkar R. Organizational cynicism. Academy of Management review. 1998;23(2):341-52. 43. Kalağan G. Araştırma görevlilerinin örgütsel destek algıları ile örgütsel sinizm tutumları arasındaki ilişki. Akdeniz Üniversitesi, Antalya. 2009.
44. Paterson T, Husband T. Decision-making responsibility: yardstick for job evaluation. Compensation Review. 1970;2(2):21-31.
45. رحیمی، فرج‌اله.(1395). نرم‌افزارهای کاربردی در تحقیقات مدیریت(SPSS، LISREL، AMOS، PLS). اهواز: نشر ترآوا.
46. امیرکافی، مهدی.(1385). اهمیت و منطق مدل‌های چندسطحی در تحقیقات اجتماعی. مجله جامعه‌شناسی ایران، 7(4)، 71-38.
47. Byrne ZS, Hochwarter WA. Perceived organizational support and performance. Journal of Managerial Psychology. 2008.# 48. Buljac-Samardzic M, van Woerkom M. Can managers coach their teams too much? Journal of Managerial Psychology. 2015;30(3):280-96.#