Organizational indifference in teachers in Kashan City: Antecedents and consequences

Antecedents and consequences of organizational indifference (study case: teachers in Kashan City) Abstract Kaplan and Sadok refer to the organizational indifference as a condition of lacking inner sense and emotion, lack of interest and emotional involvement toward environment. Michael and Coniston define the organizational indifference as a subjective and objective feeling of detachment and separation between person and society (social institutes and structures such as politics, family, and religion) (Jahanshahi, 2009). Indifference is the outcome of person’s continuous unsuccessfulness in achieving goals in an especial condition and he/she avid from Unsuccessfulness resources (Rezaeian, 2006). The psychologists believe that indifference is the outcome of person’s continuous unsuccessfulness in achieving goals in an especial condition and he/she avid from unsuccessfulness resources (Danaeifard and Eslam, 2010: 450-460). In other words, organizational indifference refers to a condition that a person is completely indifference toward surrounding phenomenon and organizational successfulness or unsuccessfulness (Kramer, 2006: 14-24). Also indifference is a deviation from organizational equilibrium conditions. Organizational indifference is a destructive factor in the organizations and is considered as a continuous destruction, slow fall, and talent crisis (Raeichi, 2010). Organizational indifference occurs when employees no longer care about the entity’s success. They’re simply working for a paycheck, doing only what it takes to not get fired, and not looking for opportunities that will help the organization thrive. Unfortunately, organizational indifference exists in entities of all sizes and on all levels of government. How much organizational indifference is in your entity? What percent of your employees come to work just to get a paycheck or to add the organization to their resume? 10 percent? 25 percent? Maybe 75 percent? Realize that no matter what percent you perceive, the reality is usually much greater. When you consider all the labor costs involved in recruiting, hiring, training, and paying benefits, do you really want even one organization-ally indifferent person on your team? When you rid your team of organizational indifference, your employees are eager to express new ideas and genuinely want to help customers. They are excited to come to work because they know their contributions matter and they have a definite purpose in the organization. As a result, customers enjoy doing business with the department, thus increasing your success. The employees’ indifference toward organization can be observed in four areas. These include indifference toward manager, work, client, and coworkers. Each of these indifferences has been described in the following sections. Indifference toward Manager: this includes the employees’ avoidance from expressing their abilities for doing more activities and do not make their manager aware from work progress. They also postpone managers’ expectations or even lie for avoiding from their responsibilities s (Kramer, 2006: 14-24). Indifference toward client: this indifference refers to the conditions that the employees limit the client services to a specific time (Leander, 2009). Indifference toward coworkers: in this indifference, the employees do not participate in the group works and have not any friendly relationship with their coworkers (Willemsen and Keren, 2009: 42-59). Indifference toward work: this indifference refers to the conditions that the employees have not sufficient accuracy in their work, do not pursue their works seriously, have not any creativity and innovation to in the works, and consider the organizational functions as valueless Ones (Murphy and Davey, 2007: 17-30). The organizational indifference results in several problems for organizations. Some of these problems have been presented in the following section. The employees do their functions only for salary and have not sufficient motivation in their work (Jahanshahi, 2009). •Using any opportunity for escaping from work (Danaeifardand Eslami, 2010: 2010: 450-460). •Indifference toward organizational problems and even accelerating its process (Jahanshahi, 2009). •Indifference toward preserving organizational resources (Mirhoseyni Zavareh, 1995: 68-73). •Inattention to creativity and innovation (Leander, 2009). •Inattention toward taking responsibility in terms of problems (Jahanshahi, 2009). Organizational indifference leads to lack of motivation, reduction of organizational commitment, reduction of organizational performance, interpersonal participation, reduction of competitive advantage and creativity of employees and it prevents the organization achieving to goals. Thus purpose of this research was antecedents and consequences of organizational indifference in teachers in Kashan City. Research type in terms of objective was applied research and in terms of method was descriptive survey. The statistical population consisted all of teachers in Kashan city in academic year 2018-2019 (N=3731) that by Cochran Formula and stratified randomized sampling 245 ones were chosen as sample. To gathering data’s used from researcher-made questionnaire antecedents with 15 items, organizational indifference standard questionnaire with 33 items and consequences researcher-made questionnaires with 18 items on base scale five Likert. Questionnaires validity confirmed as content & construction. Questionnaires reliability through Cronbach alpha coefficient, were estimated equal to 0.85 for antecedents, 0.95 for organizational indifference and 0.87 for consequences. Data analyses done in two level descriptive & inferential by using Spss & Amos software’s. Finding showed mean of quality of work life and organizational support were lower than average and mean of job stress was upper than average. Mean organizational indifference components was lower than average and mean of consequences was upper than average. There are no significant & negative relation (r=0.05) between antecedents & organizational indifference and significant & negative relation (r=0.31) between organizational indifference & consequences. When your employees know what the organization is about, how to use their technology effectively, how to instill team motivation, and what their empowerment processes are, you lay the groundwork for eliminating organizational indifference. And when your employees care about the organization and are excited about their work, they’ll solve more problems, serve customers better, and contribute to the entity’s success significantly. It’s the combination of these four elements that moves the organization forward and unifies people with the entrepreneurial spirit that leads to long-lasting results. All in all, the result s of this study indicate that managers must pay attention to decreasing bureaucracy and selective approach, increasing salaries, and coordinating the employees’ performance for decreasing the employees’ organizational indifference. Also it is important that the managers help their employees to have sufficient information about their job. Keywords: Antecedents, Organizational Indifference, Consequences, Teachers