Analysis of the relationship between organizational culture and self-efficacy and job stress of Farhangian University staff

One of the important factors that ensures the success of organizations, increasing self-efficacy and reducing job stress is organizational culture and value subcultures in organizations. The existence of a strong culture is a positive factor for better performance and greater productivity, and as a result, work stresses are reduced. The more culture is, the more people are familiar with the organizational goals, their cultural values ​​are accepted and they feel committed and committed to it. The purpose of this research was to investigate the relationship between organizational culture and self-efficacy and stress among employees of Tehran University of Cultural Sciences, using a library-survey (descriptive-analytical) method. The statistical population consisted of the officials, managers and staff of the University of Cultural Sciences of Tehran and its related campuses including Nasibe Pardis of Tehran, Shahid Chamran Campus of Tehran, Zeinabieh Campus of Tehran (Pishva) and Mofattah Campus of Tehran (Ray Town) They were 432 who were selected by using Cochran's formula and perceived percent of 210 questionnaires. They answered the standard questionnaire of Robbins organizational culture (1998), the 1964 priest's job stress questionnaire, and the self-efficacy questionnaire by Albert Bandura (1992). have given. In determining the reliability of the questionnaires, the Cronbach's alpha coefficient was higher than 71%, indicating that the questionnaire had acceptable reliability. The research findings show that there is a significant positive relationship between organizational culture with self-efficacy and stress (occupational stress), respectively. There is also a positive and significant relationship between organizational culture and each of the three dimensions of belief in individual ability, resistance to confronting obstacles and the practice of the duties of the staff of that university. There is a negative relationship between organizational culture and each dimension of work performance and decision making, and there is a negative relationship between organizational culture and each dimension of work density, organizational context. There is a positive and significant relationship between employee self-efficacy and each of the eight dimensions of creativity and innovation, attention to detail, attention, interaction with members and team, ambition and assertiveness, risk and risk, results of decisions on employees, and sustainability. There is a relationship between employee stress and employees' eight dimensions of creativity and innovation, attention to detail, attention, interaction with members and team, ambition and assertiveness, risk and risk, results of decisions on employees, and negative relationship sustainability. There is. Therefore, it is concluded that the creation of a strong organizational culture and appropriate sub-values ​​of the organization at the University of Cultural Professionals will increase the self-efficacy of the staff and reduce their job stress.