ترک خدمت

Turnover the human capital service of any organization is one of the problems facing managers and this issue is exacerbated by bullying behaviors; Therefore, the present study aimed to analyze the effect of organizational bullying behaviors on the dismissal of military personnel by modifying the humorous behavior of commanders, which is applied in terms of purpose and descriptive-survey in terms of method. The statistical population of the study consisted of 571 employees of Imam Khomeini University of Marine Sciences and 230 people were selected using random sampling method based on Morgan table. The data collection tools were the organizational bullying questionnaires of Paranjik et al. (2006), the tendency to leave the service of Common et al. (1979) and the humorous behavior of the obedient et al. (2009) which were adjusted based on the Likert scale. To calculate the validity of the questionnaire through face validity (using expert theories) and convergent validity and to calculate the reliability of the questionnaire, Cronbach's alpha method was used, the coefficient was 0.81, 0.86 and 0.84. Demographic information (descriptive statistics) was used to analyze the data and SPSS and pls2 software were used to analyze the data in the inferential section. The results showed that organizational bullying behaviors affect the tendency of employees to leave the service and the variable behavior of commanders moderates this relationship.

One of the most important challenges for today's organizations is to abandon voluntary employee service. Voluntary retirement creates a lot of direct and indirect costs for organizations. Therefore, organizations are always looking for approaches to retain their employees. Job tension is one of the new approaches in preventing employee voluntary retirement. Therefore, the aim of this study is to identify the factors affecting job stress. In line with this goal, this research has been done using a qualitative meta-synthesis approach. Data collection tools and information in the present study are past documents in this field, which generally include 25 articles. The method of data analysis is based on open coding. The results indicate that the factors affecting job integration can be based on four general categories: individual factors (demographic variables, service history, separation anxiety, professional ability, and individual perspective), job factors (job expectations and job nature), organizational factors (workplace quality, growth and promotion opportunities, intra-organizational links, satisfaction with conditions, payment system, compensation of services, and reputation of the organization), factors derived from society (family and friends conditions, multiple activities, facilities and welfare facilities, market conditions and analyzed cultural, political, religious atmospheres. At the end, based on the research findings, the necessary suggestions are presented.

Job rotation is one of the effective factors on Service abandonment and anti-productivity behaviors The purpose of present study was to investigate the relationship between job rotation with quit service and anti-productivity behaviors. The research method was descriptive and correlation. The statistical population of the research is the managers of the upper secondary education level of Parsabad city of Moghan. A sample of 127 individuals was selected through random sampling. Data were collected using standard questionnaires. To analyze the data descriptive statistics, Pearson tests and multiple regressions were used by SPSS software. According to the obtained values from the data test, all hypotheses were confirmed. After reforming and reaching the final model with respect to the fitting values, the results showed that the model has good fit and strength. The results of the analysis showed that: Between job rotation and its dimensions with the amount of abandonment and anti-repression behavior in the managers the high levels of education in Parsabad city of Moghan has a significant relationship.

This research was conducted with the purpose of studying the structural model of the relationships of psychological contract violation with organizational commitment، turnover، job satisfaction and deviant behaviors. Research method was correlation and the statistical population were male employees of an industrial company in Shiraz city، from among which 300 employees were selected using convenience sampling. Assessment instruments consisted of Psychological Contract Violation Questionnaire (Tekleab etal، 2005)، Organizational Commitment Questionnaire (Speier & Vankatesh، 2002)، Job Satisfaction Questionnaire (Spector، 1985)، Turnover Questionnaire (Tekleab etal، 2005) and Deviant Behavior Questionnaire (Bennett & Robinson، 2000). Data was analyzed using Pearson’s correlation coefficient، structure equation modeling (SEM) and mediation analysis. Findings showed that psychological contract violation explained 7. 1 percent of organizational commitment variance، organizational commitment and job satisfaction explained 16. 7 percent of turnover variance، organizational commitment explained 20. 3 percent of job satisfaction variance and turnover explained 4. 3 percent of deviant behavior variance. Mediation analysis showed that organizational commitment played the complete mediator variable in the relation of psychological contract violation with job satisfaction and job satisfaction was the partial mediator variable in the relation of organizational commitment with turnover. Finally with regard to the limitation of generalization of current research results it is suggested to industrial organizations that they should not violate their obligations to employees in anyway.

The aim of this study was the investigation of the relationship between punishment and motivational policies in performance evaluation and turnover among employees of the office of education in Isfahan، considering the mediating role of job satisfaction. The sample of the study including 308 employees was selected using simple random sampling. The instruments used to collect the data were Performance Evaluation Policies Questionnaire (PEPQ، with two subscales including motivational policies and punishment policies in performance evaluation)، Job Satisfaction Questionnaire (JSQ) and Turnover Questionnaire (TQ). The results revealed that motivational policies in performance evaluation have positive significant relationship with job satisfaction and negative relationship with turnover. The findings، furthermore، showed a positive significant relationship between punishment policies in performance evaluation and staff turnover. The results of structural equation modeling showed that punishment and motivational policies have significant direct effect on job satisfaction (-0. 11&0. 25 respectively) and turnover (0. 41 & -0. 27 respectively). Finally،there was an indirect effect of motivational policies in performance evaluation on turnover through job satisfaction.