هویت سازمانی

In the present study the relationship between self-concept clarity, organizational culture and indigenous groups with the organizational identity of Sarcheshmeh Rafsanjan copper complex personnel has been investigated. The present study was conducted in a descriptive manner and was correlational in nature. The Sarcheshmeh copper complex’s official personnel who were employed there in 2020 comprise the statistical population of this study. Out of 5191 employed personnel, 420 were selected by stratified random sampling. The instruments used in this study are the Cheney's organizational identity questionnaire, Campbell's self-concept clarity questionnaire and Cameron-Quinn organizational culture assessment tool. The Amos-22 software was employed to conduct the path analysis technique for the analysis of research data. The results showed that, in addition to the direct relationship between self-concept clarity and organizational identity, self-concept clarity functions as a mediating variable between organizational culture and organizational identity. Additionally, the findings indicate a relationship between indigenous groups and organizational identity. Organizational culture is also linked to indigenous communities, in addition to organizational identity. The relationship between organizational identity and organizational culture, self-concept clarity, and indigenous groups can be verified based on the research results.

The aim of this study was to investigate the mediating role of organizational identification in the relationship between social responsibility and Work engagement and organizational citizenship behavior. In terms of applied purpose, research method is descriptive and correlational and the statistical population of this study is made up of 400 teachers in the schools of Bowanat city in the academic year 1400-1999 in Fars province. To select the sample size using the Cochran's formula, a sample of 196 people was selected by stratified random proportion or volume. The Shuffle et al. (2006) Questionnaire on Organizational identification (Boyle et al., 2019), Social Responsibility (Carroll, 1991), and Organizational Citizenship Behavior (Oregon and Kanowski, 1996) were used to measure Work engagement. Using the technique of equation modeling, the use of research hypotheses on the analysis and exposure analysis. The research hypotheses were analyzed using structural equation modeling technique. The results showed that there is a positive and significant relationship between social responsibility and Organizational identification, Organizational identification with Work engagement and organizational citizenship behavior. It was also found that Organizational identificationplays a mediating role between social responsibility and Work engagement and organizational citizenship behavior.

Based on the cognitive perspective, cognitve schemas, as an important individual characteristic, influence human behavior. on the other hand, employees can influence the success or filure of the organization by influencing the organizational identity and contex. therefore, in this article, the role of self-concept clarity in the relationship between organizational identity and organizational culture han been investigated. for this purpose, the employees of Sarcheshmeh Copper complex, that at the time of research were more than 5190 person, were selected as the statistical population., and then, using cochran's formula and stratified random sampling, 428 pepole were introduced as a statistical sample. Next, by using cheney's organizational identity questionnaire (1983), Campbell et al's self-concept clarity questionnaire (1996) and Camero-Quinn's organizational culture assesment index tool (2006), the required data were collected. the collected data were analyzed using the structural equation modeling technique. accordind to tjhe results of research, in addition to the direct effect organizational identity, self-concept clarity, as a mediating variable, modifies the negative effects of organizational culture on organizational identity. Considering the role of self-concept clarit in the relationship between organizational identity and organizational cultre and its effect on organizational identiy, it seems that increasing the clarity of employee's self-concept improve their organizational identity. therefore, it is sggested that in the process of recruiing human resources, people who have a higher sel-concept clarity should be recruited into organization. also, it is suggested to compile and implement the necessary training programs to improve the self-concept clarity of employees.

The purpose of this study was to investigate the relationship between ethical leadership and organizational identification with unethical pro-organizational behavior mediated by organizational commitment. Unethical pro-organizational behavior refers to “actions that are intended to promote the effective functioning of the organization or its members, and violate core societal values, morales, laws, or standards of proper conduct”. This definition highlights two dimensions of Unethical pro-organizational behavior. First, UPOB is unethical in that it involves committing an action that goes against widely societal values, laws, or norms. Second, UPOB is intentional insofar as employees engage in the UPOB intending to benefit the organization, members of the organization, or their leader.

The present study was a descriptive correlational study. The population of the present study included all the employees of Shahid Chamran University of Ahvaz, from which 133 persons were selected by stratified random sampling method as the sample of the study. The data collection instruments were the ethical leadership (Brown et al.), organizational identification (Mael & Ashforth), unethical pro-organizational behavior (Umphress et al.), and organizational commitment (Allen & Meyer) questionnaires. Data were analyzed using structural equation modeling (SEM) in SPSS-23 and AMOS-23 softwares.

Structural equation modeling analysis confirmed the fitness of the proposed model. The results showed that ethical leadership and organizational identity have  positive and significant effects on unethical pro-organizational behavior (p<0.01). Also, the mediating role of organizational commitment in the relationships of ethical leadership and organizational identity with unethical pro-organizational behavior were confirmed (p<0.01).

In general, the results showed that when an organization has ethical leadership and employees have a high involvement with their work and work environment, in such circumstances, they will have more organizational commitment and will seek compensation according to social exchange theory. So,  probably they will have more unethical pro-organizational behavior To benefit their organization.

Selection, hiring and proper training of employees has always been an organizational concern. In the first step, in order to achieve an efficient procedure in this regard, it is necessary to identify the factors affecting the behavior of employees. The official employees of Sarchesmeh Copper Complex, who were 5190 people at the time of conducting the research (2019), were selected as a statistical population, and 428 of them, who were selected by stratified random method, were selected as a statistical sample. Campbell et al.'s self-concept clarity questionnaires (1996) and Cheney's organizational identity questionnaire (1983) were used to collect data on self-concept clarity and organizational identity, respectively. The collected data were analyzed using the structural equation modeling technic and one-way variance analysis method.

Based on data analysis, by increasing the clarity of employees' self-concept, their organizational identity also increases. Also, it seems that organizational identity and self-concept clarity have a mutual relationship with each other.

Based on the results, it is necessary to; Human resource recruitment policies regulated in such a way that, under equal conditions, people who have a higher self-concept clarity are attracted to the organization. And, in order to improve the organizational identity of the people who are currently employed by the company, the implementation of the training program, which is based on the results of this research and in order to improve the clarity of the self-concept of the personnel, should be put on the agenda of the company.

The purpose of this study was to investigate the relationship between ethical leadership, organizational identification and workplace spirituality with unethical pro-organizational behavior mediated by job satisfaction. The present study was a correlational study. The population of the present study included all the staff of Shahid Chamran University of Ahvaz, from which 133 people were selected by stratified random sampling as a sample of the present study. The data collection instruments were Ethical Leadership Questionnaire, Brown et al. (2005), organizational identification Questionnaire, Mael & Ashforth (1992), workplace spirituality Questionnaire Milliman et al. (2003), unethical pro-organizational behavior Questionnaire Umphress et al. (2010), and Job Satisfaction Questionnaire Barry Fieldworth (1951). Data were analyzed using structural equation modeling (SEM) in SPSS version 23 and AMOS 23 software programs. Structural SEM confirmed the proposed model’s fitness. The results indicated a direct and indirect relationship of ethical leadership, organizational identification, and workplace spirituality through job satisfaction on unethical pro-organizational behavior.

The main purpose of this research was to predict organizational citizenship behaviors among women through organizational support, organizational identity and psychological capital. The current study was a descriptive correlational The statistical population was all the women employees of a big private hospital in Esfahan. 160 subjects were selected via convenience sampling. In this research a set of questionnaire consisting of Organizational Support (Eisenberger et al,  1986), Psychological Capital (Luthans et al.,  2007), Organizational Identity (Mael  & Ashforth, 1992), and organizational citizenship behaviors (Lee & Allen, 2002) were implemented. Data were analyzed by use of Pearson correlation coefficient and stepwise regression analysis . The result showed that there are significant positive relationship between organizational support, organizational identity, psychological capital and organizational citizenship behaviors (P≤0.01). Moreover, results of regression analysis indicated that the organizational identity and psychological capital were able to significantly predict 26 percent of organizational citizenship behaviors’ variances.