ارائۀ الگوی عملکرد بالا با رویکرد کاهش نافرمانی سازمانی در سازمان‌های دولتی در راستای سیاست کلی ارتقای سلامت اداری و اقتصادی

نوع مقاله : علمی - پژوهشی

نویسندگان

1 استادیار، گروه مدیریت، دانشکدۀ مدیریت، دانشگاه پیام نور استان فارس، فارس، ایران

2 استاد، گروه مدیریت، دانشکدۀ مدیریت، دانشگاه آزاد اسلامی واحد علوم و تحقیقات، تهران، ایران

چکیده

امروزه تغییرات گسترده در محیط اقتصادی، اجتماعی و رقابتی سازمان‏ها، اثربخشی آن‌ها را با مسائل جدی مواجه کرده و سبب روی آوردن آن‌ها به‌سوی تبدیل ‌شدن به سازمان‏هایی با عملکرد بالا شده است. دستگاه‌های کاری با عملکرد بالا سازمان‏هایی هستند که با اتخاذ رویکرد مدیریتی متفاوت با دیگر سازمان‏‏ها می‏کوشند تا از طریق مشارکت و مداخلۀ بیشتر کارکنان در فعالیت‏های سازمان، سطح عملکرد خود را افزایش دهند. مقالۀ حاضر با هدف تبیین الگوی شکل‏گیری سیستم‏ها با عملکرد بالا با رویکرد کاهش نافرمانی سازمانی در سازمان‌های دولتی درصدد است تا ضمن پر کردن شکاف گستردۀ موجود در مطالعۀ رفتار سازمانی، به سازمان‌ها در کاهش پیامدهای مخرب نافرمانی سازمانی کمک کند. از این‌ رو با توجه به رویکرد ترکیبی در بخش کیفی، با استفاده از روش تحلیل مضمون و مصاحبۀ عمیق با 20 تن از خبرگان مدیریت دولتی استان کهگیلویه و بویراحمد، به تبیین الگوی نظری عملکرد بالا با رویکرد نافرمانی سازمانی پرداخته است. این الگو  مشتمل بر 4 تم اصلی است: 1. رویه‌های کاری با عملکرد بالا با رویکرد کاهش نافرمانی سازمانی (رویه‌های در سطح ساختاری و رویه‌ها در سطح تیم)؛ 2. نتایج (نتایج تیمی و نتایج سازمانی)؛ 3. شرایط واسطه‌ای (رفتارهای وندالیستی)؛ 4. شرایط بستر (بستر فرهنگی و بسترسازمانی). در گام دوم، با استفاده از تکنیک تحلیل عاملی تأییدی و مدل‌یابی معادلات ساختاری در میان 375 تن از مدیران و کارکنان سازمان‌های دولتی استان کهگیلویه و بویراحمد، مدل حاصله مورد برازش، اعتباریابی و آزمون قرار گرفت. نتایج مبیّن مثبت و معنادار بودن روابط بین متغیرهای پژوهش است.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Provide a High Performance Model with Organizational Disobedience Reduction Approach in Governmental Departments

نویسندگان [English]

  • Mostafa Taheri 1
  • Karamallah Daneshfard 2
1 Assistant Professor, Department of Management, Faculty of Management, Payam Nour University of Fars Province, Fars, Iran
2 Professor, Department of Management, Faculty of Management, Islamic Azad University Science and Research Branch, Tehran, Iran
چکیده [English]

Nowadays, the varied economic, social, and competitive environments in organizations have reduced their effectiveness, changing them to high performance organizations. These organizations employ managerial approaches to improve their performances via the contribution and intervention of most of their staff in organizational activities. The current study takes the model of systems with high performance with organizational disobedience reduction approach to fill in the current gap in investigating organizational behavior in order to help departments reduce the consequences of destructive disobedience. Employing a mixed method, so far as the qualitative analysis is concerned, the content analysis and interview with 20 experts in public management of Kohgiluye and Boyerahmad province provided a theoretical model for high performance with organizational disobedience approach. This model consists of 4 main themes: 1. work procedure with high performance with organizational disobedience reduction approach (procedures at the structural and team levels), 2. results (team and organizational results), 3. intermediary conditions (vandalistic behaviors), 4. context (cultural and organizational contexts). In the second phase, the confirmatory factors analysis and the structured equation modelling were used on 375 managers and staffs of governmental departments in Kohgiluye and Boyerahmad province to test, measure, and validate the model. The findings showed a positive significant relationship among the variables.

کلیدواژه‌ها [English]

  • high performance
  • Organizational Disobedience
  • Governmental organizations
  • Theme analysis
Abolfathi, J., Rasooli, R., Zamahani, M., & Astiri, M. (2019). Identifying the aspects of human resource management through work systems: the case of knowledge-based companies. Management Research in Iran, 23(1), 49-74. Received from: http://mri.modares.ac.ir/article-19-21776-fa.html. (Persain)
Abu Yazid,  Z., Yahya, W., & Ishak, M. (2017). High performance work system (HPWS) and organizational performance: the mediating role of employee attitude. Intervarsities Multidisciplinary International Conference 2017 (IMICO 2017), 1-12.
Ahmad, A., Jamshid, S., & Rehman, K. (2018). Emergence of social loafing and employee performance in services sector: empirical investigation of telecom sector.  International Journal of Management Research and Emerging Sciences, 8(1), 119-126.
Astiri, M., & Sharifi, M. (2016). Analyzing the performances of human resource management based on work system approach for higher performance in banking services of the country. Journal of Innovation and Entrepreneurship, 5(10), 93-108. (Persain)
Bartlett, C. (2014). Talent management and high performance work system. Journal of International Studies, 7(1), 102-108.
Bokharayi, A., & Sharbatian, M. (2015). A sociological analysis of effective factors of vandalism: the case of Mashhad. Strategic Research on Security and Social Principle, 4(10), 21-48. [DOR: 20.1001.1.23221453.1394.4.2.2.2] (Persain)
Camus, A. (2014). Homme Revolte (Folio Essais Series: No 15) Gallimard, French language edition.
Chang, P. C., & Chen, S. J. (2011). Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organisations. The International Journal of Human Resource Management, 22, 883-901. [DOI: 10.1080/09585192.2011.555130]
Choi, J. H. (2014). Who should be the respondent? Comparing predictive powers between managers' and employees' responses in measuring high-performance work systems practices. The International Journal of Human Resource Management, 25, 2667-2680. [DOI: 10.1080/09585192.2014.890121]
Chuang, Ch. & Liao, H. (2010). Strategic human resource management in service context: taking care of business by taking care of employees & customers. Pers Psychol, 63(1), 153-196. [DOI: 10.1111/j.1744-6570.2009.01165.x]
Dastmalchian, A., Bacon, N., McNeil, N., & Steinke, C. (2020). High-performance work systems and organizational performance across societal cultures. Journal of International Business Studies, 51(4), 1-18. [DOI: 10.5465/AMBPP.2018.161]
Delgado, M. I., Martínez, M. R., & Martínez, L. G. (2008). Teams in organizations: a review on team effectiveness. Team Performance Management: An International Journal, 14(1/2), 7-21. [DOI: 10.1108/13527590810860177]
Demirbag, M., Collings, D. G., Tatoglu, E., Mellahi, K., & Wood, G. (2014). High-Performance Work Systems and Organisational Performance in Emerging Economies: Evidence from MNEs in Turkey. Management International Review, 54(3), 325-359. [DOI: 10.1007/s11575-014-0204-9]
 Do, H. (2016). High-performance work systems and organisational performance: evidence from the vietnamese service sector. Aston University, Doctor of Philosophy thesis.
Fatahi, M., Goodarzi, S., & Noroozi, M. (2011). A study on the effect and labor systems with high performance and analyzing the mediating role of flexibility of human resources: the case of commercial companies in section 6 of Tehran. Islam and Management Studies, 1(3), 163-145. (Persain)
Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: a collective social exchange perspective. Human Resource Management Journal, 20, 119- 137. [DOI: 10.1111/j.1748-8583.2010.00123.x]
Hefferman, M., & Dundon, T. (2016(. Cross-level effects of high-performance work systems (HPWS) and employee well-being: the mediating effect of organisational justice. Human Resource Management Journal, 26, 1-22. [DOI: 10.1111/1748-8583.12095]
Hosseinian, H. (2017). Analyzing the behavioral challenges of labor force in organization. In Conference of New Research in Iran and World in Management. Economy, Accounting, and Humanities, 1-15. (Persain)
 Huang, Y., Ma, Z., & Meng, Y. (2017). High performance work systems and employee engagement: empirical evidence from China. Asia Pacific Journal of Human Resources, 56(4), 341-359. [DOI: 10.1111/1744-7941.12140]
Jiang, J. Y., & Liu, C.-W. (2015). High performance work systems and organizational effectiveness: the mediating role of social capital. Human Resource Management Review, 25, 126-137. [DOI: 10.1016/j.hrmr.2014.09.001]
Karatepe, O. M., & Vatankhah, S. (2014). The effects of high-performance work practices on perceived organisational support and turnover intentions: evidence from the airline industry. Journal of Human Resources in Hospitality & Tourism, 13, 103-119. [DOI: 10.1080/15332845.2014.847292]
Kloutsiniotis, P., & Mihail, D. (2020). Is it worth it? Linking perceived high-performance work systems and emotional exhaustion: the mediating role of job demands and job resources. European Management Journal, 38(4), 565-579. [DOI: 10.1016/j.emj.2019.12.012]
Kwak, E. J. L. (2004). Team effectiveness and characteristics: apparel product development teams. A dissertation submitted to the Department of Textiles and Consumer Sciences in partial fulfillment of the requirements for the degree of Doctor of Philosophy.
Ma, Z., Gong, Y., & Long, L. (2021). Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty. The International Journal of Human Resource Management, 32(5),1-35. [DOI: 10.1080/09585192.2020.1854816]
Mazhar, R., Sarwar, M. A., Malik, M. Y., & Nazam, M. (2020). Impact of high performance work systems on organizational performance: a case of banking sector of Pakistan. International Journal of Asian Business and Information Management, 11(4), 16-28. [DOI: 10.4018/IJABIM.2020100102]
Moradzadeh, F., & Hadavinezhad, M. (2020). Critical discourse analysis of civil disobedience in a governmental organization. Organizational Resources Management Research, 10(3), 147-173. Received from: http://ormr.modares.ac.ir/article-28-41280-fa.html. (Persain)
Nasimi, M., & Zare, A. (2019). The relationship of supporting social responsibility of organization and job performance of staff via identifying the role of organization and customer satisfaction. Development of Logistics and Human Resource Management, 15(55), 104-129. Received from: magiran.com/p2135143. (Persain)
Nazem, A. (2021). A structural model of labor systems with high performance based on innovative organizational atmosphere, psychological empowering, and institutional loyalty in maritime university of Noshahr. Journal of Teaching in Marine Sciences, 8(1), 1-17. Received from: https://dx.doi.org/10.22034/rmt.2021.244047. (Persain)
Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy integrating the literature and directing future research. Journal of Management, 39, 1184-1220. [DOI: 10.1177/0149206313478184]
Rabl, T., Jayasinghe, M., Gerhart, B., & Kühlmann, T. M. (2014). A meta-analysis of country differences in the high-performance work system-business performance relationship: The roles of national culture and managerial discretion. Journal of Applied Psychology, 99, 1011-1041. [DOI: 10.1037/a0037712]
Rahmani, M. (2019). A qualitative study of disobeying police in northern Khorasan based on grounded theory. Strategic Research of Social Issues in Iran, 7(22), 55-82. [DOR: 20.1001.1.23221453.1397.7.3.5.8] (Persain)
Riaz, S. (2016). High performance work systems and organizational performance: an empirical study on manufacturing and service organizations in Pakistan. Public Organization Review, 16(4), 421-442. [DOI: 10.1007/s11115-015-0315-1]
Sayapina, K., & Botone, D.  (2021). Counterproductive work behavior in Russian Nanotechnology Organizations. Psychology in Russia: State of the Art, 14(1), 49-68. [DOI: 10.11621/pir.2021.0105]
Sheikhi, M., Etebarian, A., & Ebrahimzadeh, R. (2020). A model of organizational rebel based on grounded theory. Organizational Culture Management, 18(4), 613-634. [DOI: 10.22059/JOMC.2020.278464.1007757] (Persain)
Shin, E. (2014). Unions and the adoption of high-performance work systems in Korea: moderating roles of firms' competitive strategies. The International Journal of Human Resource Management, 25, 1858-1880. [DOI: 10.1080/09585192.2013.860386]
Simms, A., & Nichols, T. (2014). Social loafing: a review of the literature. Journal of Management Policy and Practice, 15(1), 58-67.
Tosuntaş, S. (2020). Diffusion of responsibility in group work: Social loafing. Journal of Pedagogical Research, 4(3), 344-358. [DOI: 10.33902/JPR.2020465073]
Tsaw, D., Murphy, S., & Detgen, J. (2011). Social loafing and culture: does gender matter?. International Review of Business Research Papers, 7(3), 1-8.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25, 62-78. [DOI: 10.1111/1748-8583.12062]
Wandi, A., Sinaga, O., & Roespinoedji, R. (2021). The effect of individual social loafing and incentive structure on team performance. PalArch's Journal of Archaeology of Egypt/ Egyptology, 17(10), 1298-1308.
Yazdani, B., & Atafar, A. (2013). The effect of high performance procedure on human resource output and organizational performance. Journal of Research in Human Resources Management, 5(1), 43-68. Received from: https://civilica.com/doc/935235. (Persain)
Zhang, J., Akhtar, M. N., Bal, P. M., Zhang, Y., & Talat, U. (2018). How do high-performance work systems affect individual outcomes: a multilevel perspective. Organizational Psychology, a section of the journal Frontiers in Psychology, 9(586), 1-13. [DOI: 10.3389/fpsyg.2018.00586]
Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of highperformance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24, 3196-3212. [DOI: 10.1080/09585192.2013.775026]