Identifying and Investigating the Factors Affecting the Possibility of Deviating Normality ‎and Committing of NAJA’s Staff

The existence of deviations and even inappropriate or divergent norms in ‎advisory-regulatory ‎organizations such as NGOs is far more harmful than other ‎non-governmental organizations. ‎Therefore, the need to combat diversion ‎norms in such organizations is twofold. On the other ‎hand, the capacity of ‎normativity (especially inappropriate and diverse norms) varies ‎among ‎individuals and employees. Some people are more resistant to admission of ‎deviant norms ‎in the work environment and some are less resistant. Therefore, ‎the purpose of this study is to ‎identify and investigate the factors affecting the ‎level of diversion of NAJA staff so that it can ‎prevent the spread of diversion ‎norms among employees and increase the level of organizational ‎health. In ‎order to achieve this goal, after studying and compiling the existing ‎background, a ‎mixed method design (sequential exploratory design) was used. ‎In the first phase of the design ‎‎(qualitative study), with 20 experts from NAJA ‎and academic experts, interviews were ‎conducted to identify the factors ‎affecting the diversion normativity, and then, based on the ‎analysis of these ‎qualitative data, effective factors were identified and a questionnaire for ‎data ‎collection in the second phase of design (quantitative study) was prepared. In ‎the second ‎phase, a sample of 990 people was selected using stratified sampling ‎method from the statistical ‎population of the study (i.e. all staff working in ‎NAJA at three levels of officers). The analyzed ‎data confirmed that among the ‎identified factors in qualitative study, subculturial pressure, ‎subordination ‎morale, utilitarian ethical thinking, and extreme supervision, have a positive ‎and ‎significant effect on the diversional normality of NAJA employees. Also, ‎based on the priority of ‎the action, the data obtained from NAJA showed that ‎the priority in the field of corrective ‎actions is first with a utilitarian ethical ‎thinking, and then with subordination and subculture ‎pressure. In addition, ‎comparing the comparison of sample subgroups showed that the effect ‎of ‎subculture pressure on young employees and employees with less education ‎was higher than ‎that of older employees and employees with higher education; ‎the deviant effect of ‎subordination morale was higher in employees with higher ‎education, and the deviant effect of ‎utilitarian ethical thinking on lower income ‎officers is far higher than those with higher incomes.‎