locus of control

This study is aimed at investigating the relationship between locus of control and self-control and organizational commitment of the staff serving with Education Department of Sabzevar. To this end, a group of 70 staff members were selected as the sample from among the 120 personnel by means of the simple random sampling method and involved in the study. The research data were gathered by means of Rotter’s Locus of Control Scale with a reliability coefficient of 0.83, Newstorm and Davis Self-control Questionnaire with a reliability coefficient of 0.65, and Allen and Meyer Organizational Commitment Scale with a reliability coefficient of 0.79. The collected data were analyzed with SPSS 18 application and Pearson correlation test, multivariate analysis (MANOVA) and some other supplementary tests. Results suggest that there is a positive relation between locus of control, self-control and organizational commitment. Furthermore, locus of control and self-control are independently related to organizational commitment.

Because human resource is one of the most important factors in the effectiveness and efficiency changes, Identifying the factors affecting the performance and reactions staff including their readiness for change and commitment to change is important. The purpose of this study was to determine the individual and psychological variables that influence employee reactions to organizational change in Bandare-Emam Petrochemical Company. The sample research consisted of 383 employees of this company who were selected by stratified random sampling method. Then, they responded to research instruments. For data analyzing, factor analysis and path analysis were used to Amuse software. The results showed that the locus of control(β=0.19), five-factor personality(β=0.32) and agency(β=0.62), predict change effectiveness and agency (β=0.24)and change effectiveness(β=0.80) predict reaction to change. Also, reaction to change predict change support(β=0.89), change–oriented organizational citizenship behaviors(β=0.44) and change resistance(β=-0.30). According to findings, Organizations should introduce the change as effective and in this way increasing positive reaction to change until more change support and change –oriented organizational citizenship behaviors and less change resistance be achieved.

Today,organizations can overcome witha few creative andentrepreneurspeople and entrepreneurial projectsona flexibleand innovative competitors, Soto overcome theproblems andthreats that organizations realize today whit them,only one solution is good, it iscreate context ofentrepreneurial cultureinthe organization.The purpose ofthispaper is to examinethe relationship between organizational culture whitdesire to entrepreneurial, inZarghans company, This research is descriptive- correlational.The population of thisstudy is employees(LoabiranZarghan) Regardless ofthe manufacturing sector (N=107) We usesimple random sampling(n= 86)whowas chosen by Morgan table.We use two standard questionnaires one of them is entrepreneurship with 95 questions and and other, corporate culturewith26 questions   .Todetermine thereliability of this questionnaire, we usedCronbach's alphaand by83% and 66% were approved.For dataanalysis, we used the Pearson correlation coefficient   .The resultssuggest, there is between organizational culture and some component of desire to entrepreneurship(Moderate risk, locus of control, clearnessof thought,pragmaticand dream)Significantpositive correlation,with component to lerance of ambiguity, there is a significant negative relationshipThe results show: thecorporate culturewithsome of components tend to entrepreneurial(Need for achievement and challenging)There is no Relationship.

The importance of the job satisfaction in aspects such performance, job commitment and so on is not secret to managers and many researches have been done in this field. Furthermore, one influencing dimension on the job satisfaction is personality that it’s various aspects has been studied. This study examines the relationships between the job satisfaction and three important aspects of personality: locus of control, need to achievement, and need to power. In a compressional-correlation study, 150 personnel of Sina and Iranmehr hospital were participated. Data were collected by job satisfaction Luthans, locus of control Spector, need to achievement, and need to power of Sokolowski questionnaire. Data were analyzed using Pearson correlation, T tests and SPSS 16 software. The result of Pearson correlation showed significant relationships between: locus of control and job satisfaction, need to achievement and locus of control, need to power and locus of control. Also, the result of Anova test confirms these relationships. Furthermore, the result of T test didn’t show the significant difference between two hospitals from the standpoint of study variables scores.

The present research has been carried out with the purpose of investigating the relationship between manager's locus of control and the job motivation of the staff of East Azarbaijan Islamic Azad Universities during the years 88-89 (2009-2010). The statistical population consists of 22 branches of Islamic Azad University throughout East Azarbaijan Province including all the branches of region 13 of Islamic Azad University. Within these branches the total number of administrative managers and deputies was 121, and the total number of the female and male staff working under these managers was 2150. Sampling was done using Morgan's sampling formula, according to which the sample size of managers was 93 and that of the staff was 326. The research method is correlational. In order to test the hypotheses, Pearson’s correlation coefficient and Qui square (X2) were used. The data analysis was corried out through the use of descriptive and inferential statistics and by using SPSS software. The findings indicate that if the managers of the organizations have internal locus of control, they will have a more positive effect on their personnel. Furthermore, due to the inverse relationship between the managers’ external locus of control and the staff’s job motivation, the more a manager has external locus of control and behaves according to it in the organization, the more his staff’s job motivation will decrease.

some people work a bit more than the others do. However, mostpeople know when to stop working to rest. In spite of this, some individualswork as far as possible that their family and friends want to care more.Nowadays, these people are introduced as workaholic ones. The presentresearch has studied the relationship between personality characteristics ofindividuals and workaholism, a cross sectional study.

the present research is measurable interms of application and survey. For data gathering used Questionnaire tooland multiple correlation coefficient and Pearson's correlation coefficientwere used for testing principle hypotheses and secondary hypotheses,respectively.

considering the results of the present research, it showscorrelation coefficient of .445 between personality characteristic variables(self-efficacy, narcissism, and locus of control) and work holism. Thiscorrelation coefficient is meaningful. Therefore, there is mainly relationshipbetween personality characteristics (self- efficacy, narcissicism and locus ofcontrol) of statistical population and workaholism.