Investigate the fit of a conceptual model of mediation in Thriving at work: organizational antecedents and educational consequences

Manpower is considered to be the most valuable resource for organizations for the development of the organization. According to the history of Thriving at work and the attention that has been paid to it during these ten years, and according to the results it has brought, theoretically designing a model like the proposed model can give a good picture of Thriving at work and the presented model can be used as a useful tool for future research. So, the purpose of this study was conducted to investigate the fit of a conceptual model of mediation in thriving at work in relation to organizational antecedents and educational consequences in the Social Security staff of Ahvaz.

The design of the present study is a correlational design through the path analysis model. The statistical population included all employees working in the Social Security staff of Ahvaz in 2019. 330 people were selected by convenience sampling method, and finally, 267 questionnaires were analyzed. The instrument used in the study were Porath & Erez Workplace Civility Questionnaire (2009), Ahearne et al. Empowering Leadership Questionnaire (2005), Spreitzer et al. Thriving at Work Questionnaire (2012), Xu SelfDevelopment Behavior Questionnaire (2007), Noe & Wilk Training Motivation Questionnaire (1993), and Xiao Training Transfer Questionnaire (1996), Finally, the reliability coefficient using Cronbach's alpha method for these questionnaires was 0.73, 0.91, 0.91, 0.90, 0.81, and 0.79, respectively, which indicates the optimal reliability of the questionnaires. Results Results showed that proposed model fit the data properly .

also showed that direct paths of empowering leadership, and civility at workplace to thriving at work were significant .In addition, paths of empowering leadership, civility at workplace, and thriving at work to training motivation, training transfer, and self- development behavior were significant. Also, the indirect effect was of civility at workplace on self-development behavior through thriving at work (p = 0.004,  = 0.69), the indirect effect was of civility at workplace on training motivation through thriving at work (p = 0.0001,  = 0.64), and the indirect effect was of civility at workplace on training transfer through thriving at work (p = 0.0001,  = 0.47) which is statistically significant. In addition, the indirect effect was of empowerment leadership on self-development behavior through thriving at work (p = 0.006,  = 0.87), the indirect effect was of empowerment leadership on training motivation through thriving at work (p = 0.001,  = 0.56) and the indirect effect was of empowering leadership on the training transfer through thriving at work (p = 0.04,  = 0.13) is statistically significant. Therefore, all indirect paths in the proposed model were confirmed.

A positive climate in the organization can lead to positive outcomes such as knowledge sharing and self-development behaviors by enhancing employee thriving. Therefore, it is suggested that managers provide an environment to facilitate the learning and promotion of employees by creating civility in the workplace. Also, it is suggested that organizations, by defining organizational standards of interpersonal interactions, clearly define expectations and norms for interpersonal behavior and interactions in the workplace and extend these standards to all levels of the organization.