جستجوی مقالات مرتبط با کلیدواژه « سایش اجتماعی » در نشریات گروه « علوم تربیتی »

The purpose of this research was to investigate the mediating role of social undermining in the relationship between organizational justice and leadership of abnormal behavior among education employees and urban schools principals of Ardabil province.

The research method was applied in terms of objective and correlational in terms of descriptive method. The statistical population was of urban schools principals (3400 people) and education employees (250 people) of Ardabil province, which is 3650 people in total, and for selecting the sample size which was done by cluster sampling method, 348 people (301 schools principals and  47 employees) were selected as a sample. To analyze the questionnaire data, spss26 software and structural equation modeling method with partial least squares method  (Pls-SEM) and Smart Pls3 software were used.

The results of the research showed that the coefficient of influence of the variable of organizational justice on the leadership of abnormal behaviors (0.56) is positiveand significant, and of social undermining, is negative and inverse (-0.41), as well as the coefficient of the variable of social undermining on the leadership of abnormal behaviors (-0.79) was negative and inverse and also had a mediating role in the relationship between organizational justice and leadership of abnormal behaviors with a coefficient (-0.16).

Therefore, by observing organizational justice and leading abnormal behaviors, it is possible to prevent the occurrence of abnormal and undermining behaviors in the organization.

The present research was carried out by the purpose of determining the relationship among organizational loyalty and social undermining by mediating of organizational commitment of school managers in Miandoab. It is applied research considering its purpose and regarding the method of data collection descriptive of correlational kind using modeling structural equations. The statistical population of the present study included all the managers of Miandoab schools in all grades of elementary, first period of high school, second period of high school, technical –professional instruction, vocational training in the educational year of 2021-2022 among them 262 people were selected by using relative class method. In order to collect the needed data, questionnaire of organizational loyalty of (Kumar & Shekhar, 2012) questionnaire of organizational commitment of (Belfor & Wechsler, 1996) questionnaire of social undermining of (Duffy et al, 2002) were used. In order to analyze data and examine causal relations among the variables, modeling structural equations were used. The results showed that organizational loyalty has significant negative relationship effect on social undermining (p<.01) and organizational commitment has significant negative relationship effect on social undermining (p<.01). Also, the mediating effect of organizational commitment in relationship between organizational loyalty and social undermining was confirmed (p<.01). Regarding the findings, it could be indicated that in order to control and decrease social undermining of school managers and avoid disruptive behaviors, considering the organizational commitment and organizational loyalty seems necessary.

The present research was carried out by the purpose of determining the causal relationship among organizational loyalty and work morality with social undermining by mediating of organizational commitment of school managers in Miandoab. It is applied research considering its purpose and regarding the method of data collection, it is descriptive of correlational kind using modeling structural equations. The statistical population of the present study includes all the independent managers in male and female schools of Miandoab city in all the educational grades (elementary, first period of high school, second period of high school, technical –professional instruction, vocational training) in the educational year of 2021-2022 who were 380 people that by using relative class method, the sample volume was determined as 262 people. In order to collect the needed data, questionnaire of organizational loyalty, questionnaire of work morality, questionnaire of organizational commitment, questionnaire of social undermining was used. The results of confirmatory factor analysis showed that all four questionnaires have relatively good of fitness. Then, in order to analyze data, modeling structural equations was used. Examination of the relationships among the research variables was done through Pearson torque correlation. The obtained results show that organizational commitment has significant negative relationship with social undermining. There is significant positive relationship between work morality and organizational commitment and between organizational loyalty and organizational commitment, there is significant positive relationship, between organizational loyalty with social undermining, and also between work moral with social undermining relationship there are significant negative relationship. Regarding the findings, it could be concluded that in order to decrease social undermining and control its outcomes in the schools, considering the organizational loyalty, work morality and organizational commitment has utmost importance.

The purpose of this research was to investigate the mediating role of social undermining in the relationship between toxic leadership and organizational indifference. The research method was applied in terms of objective and correlational in terms of descriptive method. The statistical population of the research was the employees of the fiscal affairs organization of East Azarbaijan province with the number of 812 people, from this population, the desired sample number was obtained through the Morgan table, the number of 291 people. which is selected by stratified random sampling method. standard questionnaires data collection tool; The toxic leadership of Ashmit (2008), Duffy's Social Attrition (2002) and the Organizational Indifference Questionnaire of Danai Fard et al. Face validity and CVR index were used to determine validity, and Cronbach's alpha method was used to determine reliability. The value of alpha for toxic leadership, organizational indifference and social undermining was obtained as 0.894, 0.821 and 0.858 respectively. The analysis of research data has been done through path analysis and structural equation model using Lisrel software. The results of the research have shown that toxic leadership has an effect on social undermining with an effect intensity of 0.361 and on organizational indifference with an effect intensity of 0.276. Also, social undermining has a mediating role in the relationship between toxic leadership and organizational indifference with an effect intensity of 0.173. Social wear also with the effect intensity of 479/. It affects organizational indifference.

The present study was conducted with the aim of investigating the relationship between authentic leadership and social wear with the mediating role of organizational loyalty among secondary school teachers (girls and boys) in Birjand city. The current research was applied in terms of purpose and descriptive-correlational in terms of method and based on structural equations. The statistical population included all the secondary school teachers of Birjand city in the academic year of 2014-2016, 530 of whom were selected based on the Karjesi and Morgan table, 223 of whom were selected by stratified random sampling (according to the gender of the teachers). The data collection tools of the research included authentic leadership questionnaires by Walumbwa et al. (2008), social attrition by Duffy et al. (2002), and organizational loyalty by Wells et al. (2011). Data analysis was done with spss and Smart PLS software. Pearson's correlation coefficient was used to test the hypotheses and structural equations were used to test the model. The findings showed the effect of authentic leadership on positive and meaningful organizational loyalty (r=0.562), the effect of authentic leadership on negative and meaningful social wear (r=-0.329), the effect of organizational loyalty on negative and meaningful social wear (r=-0.370) ), also the findings showed that authentic leadership has a significant effect on the social wear of secondary school teachers in Birjand city through organizational loyalty (p<0.01) and the research model was appropriate.

The purpose of this paper is to examine the concept of Social undermining , its consequences and its relationship to job involvement of the Employees.  Research  method is Attributive -analytical and descriptive correlational. In addition to the  printed and electronic resources, Statistical population was  including  employees of Khorramabad`s area two education selected by comparative random sampling method ,86 person completed measurement tool. To collect data from job involvement`s questionnaires Edwards and  Kilpatrick s (1984) and Social undermining Duffy and co-worker s (2002) and for data analysis Pearson and regression correlation ratio methods were used. The findings says that social undermining includs all negative behavior that occurs by employees over time and Weakening the abilities of person. Social undermining consequences include attitudinal consequences, health and well-being consequences  and behavioral consequences. Also, results showed that: there is a significant negative relationship between  dimensions of Social undermining (supervisor, co-worker) and job involvement. Both dimensions  of  Social undermining  have  the ability to predict changes in job involvement and about 7. 3% of the variance grades have been defined.

The main aim of this study was structural modeling of employees’ readiness for organizational change based on the type of organizational culture with a mediating role of social undermining. The statistical population of the study included all employees of the Department of Education of Fars Province (340 people). Using Morgan table, simple random sampling method, 127 people were selected as the research sample and 102 of them answered the questionnaires completely. Field data of the research were distributed and collected using the questionnaire of the type of organizational culture (Mohtaram & Zamani, 2019), social undermining (Mohtaram, 1398) and readiness for change (Bouckenooghe, 2009) after calculating and confirming their validity and reliability. In order to analyze the data, descriptive and inferential statistics were used with SPSS and AMOS software. The results showed that: the dominant organizational culture in their workplace is a passive organizational culture. The situation of social undermining and employees’ readiness for change is average. Also, the structural equation model indicated that a) while there was a direct and significant relationship between constructive organizational culture and employees’ readiness for change, but there was no significant relationship between these two variables with the mediating role of social undermining. b) While there was a negative and significant relationship between aggressive organizational culture and employees’ readiness for change, no significant relationship was seen between these two variables with the mediating role of social undermining. c) While there was a direct and significant relationship between passive organizational culture and employees’ readiness for change, this relationship was also significant with the mediating role of social undermining.

The aim of this study was to investigate the social undermining and tear of employees and its relationship with job alienation of employees of Lorestan General Directorate of Education. The study method was descriptive-analytical correlation. The statistical population included all the employees of the General Department of Education of Lorestan Province in 2016, numbering 371 people, of which 191 people were selected by available sampling method. Data collection tools were standard questionnaires of social undermining of Duffy et al. (2002) and job alienation of Sedaghatifard and Abdollahzadeh (2009). Kolmogorov-Smirnov tests, Pearson correlation coefficient, Khido, stepwise regression were used to analyze the data by SPSS 21 software. Findings showed: A significant percentage of employees have experienced two dimensions of undermining with supervisor and undermining with co-worker. The coefficient of multiple correlation between social undermining of employees and job alienation of employees was equal to 0.438 and its coefficient of determination was equal to 0.191. Also, Pearson correlation coefficient between supervisor undermining dimension and job alienation (r = 0.405) and peer undermining dimension at individual level and job alienation (r = 0.377) at 1% alpha level was significant (P<0.001).

The mission of education is to train an informed, efficient and committed force for the country; therefore, it is important to pay attention to human resources, the more capable and mentally healthy the human resources working in different organizational and administrative sectors, especially in educational organizations, the more progress and success that country will have in various fields. In most organizations, including educational organizations, various types of harmful administrative and cultural behaviors have been identified among employees, which due to the prevalence growing its negative consequences in the organization has received special attention. One of the undermining behaviors that can occur in organizations is social undermining, which is a deliberate and purposeful effort to destroy the others reputation and refer to their ability in establishing and maintaining positive interpersonal relationships. One of the variables that affect the quality of these behaviors is the dominant type of organizational culture in organizations. Organizational culture is a set of common meanings in an organization that, while creating common beliefs and values in an organization, determines the behavior and performance of employees. Paying attention to the quality and type of organizational culture as an underlying factor for the development of positive behaviors in the organization is essential. Therefore, according to what has been said, the main purpose of this study is to predict the level of social undermining among teachers based on their perception of the dominant type of organizational culture in their workplace. In this regard, the following hypotheses are proposed. What is the dominant type of organizational culture in the study area? What is the status of social undermining in the study area? What is the dominant dimension of social undermining in the study area? Is there a significant relationship between types of organizational culture (constructive, passive and aggressive) with social undermining? Which type of organizational culture is a significant predictor of social undermining?

This study was a descriptive- relational research. The statistical population included all school teachers in Shiraz schools selected by multi-stage cluster sampling method after selecting district one from the four districts of Shiraz schools, 10% of schools in the selected district, that 102 of them answered the questionnaires completely. Field data of types of organizational culture were surveyed using a researcher-made questionnaire of typology of organizational culture, which was introduced by a committee called (beyond change management, 2010). Field data related to social undermining were also collected using a researcher-made questionnaire of social undermining. In order to calculate the validity of each type of questionnaire, using correlation analysis method, the correlation between items with the total score of each item was calculated and to measure the reliability of each dimension of the questionnaire, Cronbach’s alpha method was used which had a very high reliability.

The findings indicate that according to teachers, the dominant organizational culture in the study area is passive or defensive culture. The reason for such a result can be attributed to the dominance of formal and informal procedures and processes in schools, the lack of independence of teachers in curriculum planning, and the lack of a suitable platform for creativity. In this regard, Yasini (2018) suggested the existence of innovative culture in schools is effective on people''s perception of school dynamics and individuals perceived performance of individuals. According to another finding of this study, from the teachers'' point of view, the average social undermining of schools in the study area was equal to the minimum level of adequacy (Q2). In other words, according to teachers, there is moderate social undermining in schools, the predominant dimension of which is related to direct social undermining. One of the reasons for achieving such a result can be primarily due to the dominance of passive organizational culture in the study area. In this way, Najafi & KHaleghkhah (2019) and Najafi & Khaleqkhah (2019) stated that there is a relationship between organizational culture dimensions, i.e. mission, compatibility and commitment to participation, with organizational justice. Another result of this study indicates that not only there is no positive and significant relationship between constructive organizational culture and social undermining, but also the type of constructive organizational culture does not predict social undermining. One of the possible reasons for achieving such a result is that, organizations in which participation, freedom of action, creativity and dynamism, commitment and trust are at a high level, exchange of information within and between networks takes place at a high level of trust. Also in the present study it was concluded that there is a positive and significant relationship between passive and aggressive organizational culture. Thus, passive organizational culture predicts 0.60 of social undermining and aggressive organizational culture predicts 0.43 of social undermining. Such a result indicates that the dominance of behaviours and the spirit of perfectionism, protest and continuous resistance of individuals with decisions made in the organization, the development of a negative atmosphere of competition to achieve a superior position are among the factors that organize the quality of performance and affect the occurrence or non-occurrence of undermining behaviours. Finally, it can be said that although the dominant type of organizational culture in the study area was passive and social undermining was at the average level, but the ability to significantly predict passive and aggressive organizational culture for social undermining, indicates the obvious impact of quality and type of organizational culture is based on the amount of social undermining.