مجله مطالعات روان شناسی صنعتی و سازمانی
سال هشتم شماره 1 (بهار و تابستان 1400)

Given increasing evidence that challenges the implicit autonomy assumption in the field of vocational psychology (that all people have the autonomy to make career choices), the psychology of working theory (PWT) expands the current vocational research and practice by taking an inclusive consideration that people are facing contextual constraints and thus may not be able to make free choices in their career. The purpose of this study was to investigat the psychometric properties of Decent Work Scale in employees of one hospital in Mashhad city.

The sample consisted of 180 employees who were selected by census method, who completed Decent Work (2017), Social Support (1998), Adjustment (1961), and Job Satisfaction questionnaires were completed.

Evaluation of internal consistency of questionnaire by Cronbach's alpha method and correlation of each question with total score, showed that questions of this scale have acceptable internal consistency. In order to investigate the validity of the Decent Work Scale, several methods were used. The exploratory factor analysis with principal components method and varimax rotation, as expected, showed that 15 items of the Decent Work Scale were loaded on five factors of individually directed safe working conditions, access to healthcare, adequate compensation, free time, and complemental values. Confirmatory factor analysis showed that 3 items of this scale significantly loaded on the five-factorial and the five-factorial model has a better fit with the data than the one-factorial model. The results of the convergent validity showed there is a positive correlation between the total score of the scale and the scores of safe working conditions, access to healthcare, adequate compensation, free time, and complemental values subscales. Also, the correlation of Decent Work Scale with job satisfaction (0.59), job adjustment (0.26) and social support (0.30) has been calculated.

It should be noted that the Decent Work Scale in the workplace can better predict the five factors of safe working conditions, access to healthcare, adequate compensation, free time and rest, and organizational value. Overally, the study findings showed that this scale, similarity to the West research, is composed of five factors and has acceptable validity and reliability. Consequently, it can be applied to measure this construct in Iranian employees.

Thriving at work is a positive psychological state that definitely describes individual growth at organizations. Thriving at work is a two-dimensional construct composed of feeling of vitality or being energized and a sense of learning that signifies the acquisition and application of knowledge and skills to build capability and confidence at work. These two elements considering the affective and cognitive basis of employee growth and development simultaneously. Most previous studies focused on observing outcomes of thriving at work. Their findings show lots of benefits for both employees and organizations mainly such as psychological and physical health and high quality of job performance, but there are a few studies which identify antecedents of thriving at work. On the other hand, the literature of thriving at work supports its mediating role between some antecedents and consequences. In this regard, the present study has taken into account the effects of one of the major antecedents of thriving at work (psychological capital) on job performance and psychological well-being with highlighting the mediating role of thriving at work. The purpose of this study was to investigate the effect of psychological capital on job performance and psychological well-being considering the mediating role of thriving at wor.

The research method is correlational through structural equation modeling (SEM). The participants of this study were 418 employees of NISOC who were selected through stratified random sampling method. Instruments included Psychological Capital Questionnaire )Luthans et al., 2007(, Thriving at Work Scale )Porath et al., 2012(, Job performance Questionnaire )Williams & Anderson, 1991(, and Psychological Wellbeing Questionnaire )Diener & Biswas-Diener, 2008(. The proposed model was analyzed through structural equation modeling by using SPSS-25 and AMOS-24 software packages. For testing indirect effects, Bootstrap method (Preacher & Hayes, 2008 (was used.

Findings revealed that the proposed model fit the data properly. The direct effects of psychological capital and thriving at work on job performance and psychological well-being were significant. Findings also showed that psychological capital has positive direct effect on thriving at work. Results of indirect effects supported the mediating role of thriving at work in the relationship between psychological capital and both job performance and psychological well-being.

 According to the findings of this study, focus on personal chracteristics such as psychological capital and thriving at work in the case of improving job performance and psychological well-being is important thus practices for increasing psychological capital and thriving at work through training packages and programs should be considered by organization.

In a changing environment, organizations should consider creativity and innovation in the workplace. It would be a competitive advantage for organizations. The purpose of this study was to investigate the factors affecting creativity through meta-analysis in Iranian organizations by integrating separate research conducted in the field of creativity, the factors affecting it and the effect size of each factor and the degree of homogeneity.

The research method is meta-analysis. CAM2 software has been used for this purpose. In the initial search based on the year and language, 1687 related documents were found from the studied databases. After that, 170 pieces of research were selected by inclusion criteria and entered into the meta-analysis process.

Findings showed that at the 95% confidence level, organizational factors have a significant effect on organizational creativity and can explain 0.52% of changes in organizational creativity variable. Also, the results of the heterogeneity test indicated that there is heterogeneity between the studies, which is why the random effect size has been used. The funnel diagram also indicated that the standard error is low and the bias is relatively low, it indicates a normal and random distribution, and the observed error is due to possible oblique types.The results of this study show that the P-value of bureaucracy culture, hierarchical culture, job complexity, behavior-oriented strategy, and delegation is more than 0.05. These variables did not affect organizational creativity. Also, the variables of strategy and policies based on knowledge and tribal culture with the effect size of 0.65 and 0.63, the highest percentage of creativity changes in Iranian organizations, and the variable of pragmatic leadership with the effect size of 0.17, the lowest percentage of creativity changes in Iranian organizations.

On the basis of research results, efforts to improve organizational culture, especially the enrichment of tribal culture, as well as development of organizational knowledge management strategies, and planning to implement these strategies will have a significant impact on the development of organizational creativity in Iranian organizations.

Employees of cultural organizations have characteristics that set them apart from other employees. Therefore, the development of human capital requires a specific model. The purpose of this study was to identify key themes of human capital development for empowering employees to enhance performance of cultural organizations, determine value and prioritize each theme.

This study was a mixed method study. The qualitative phase was carried out through the qualitative content analysis of the sources and articles presented in 2014 and later. Quantitative phase of fuzzy Delphi method was used. The statistical population consisted of 50 professors, managers and cultural experts. The sample size was 12 persons eligible for Delphi method. The qualitative section was based on qualitative content analysis and data coding and categorization. In the quantitative section, the results of the content analysis were fuzzy Delphi exposed to the opinions of experts, analyzed with triangular fuzzy techniques and prioritized.

The results indicated that the development of human capital in cultural organizations should shift towards cultural employees. The themes obtained for the development of human capital were in order of priority, the general conditions of  employees (motivational) with a definite value of 8 out of 10, organizational culture with a definite value of 7.92 out of 10, moral intelligence with a definite value of 7.56 out of 10, cultural intelligence with a definite value of 6.92 out of 10 and spiritual intelligence with a definite value of 6.27 out of 10.

Categories of general conditions include: human resource planning, personal characteristics, job capabilities, organizational conditions and management techniques. Organizational culture includes the categories: mission, adaptation, engagement, adaptability, power distance, unceraintity avoidance, future-orientation, individualism/ collectivism, avoidance of extravagance, femininity/masculinity, and symbolism. Categories of moral intelligence include; Empathy and vigilance are fair and self-controlled behavior, attention and respect, kindness and patience. Cultural intelligence includes categories of motivational-emotional, metacognitive, cognitive and behavioral, and the categories of spiritual intelligence are self-awareness, spontaneity, central vision, arrogance, altruism, acceptance of difference, independence of opinion, humility, the design of fundamental whys, the ability to change the mental framework and the sense of mission.

Managers need to know the principles of organizational behavior. One of the basics of management in organizations is having information about employees' attitudes. Employees' attitudes can affect their performance. Considering employees' job attitudes can be of great benefit for organization, because attitudes are one of the basic predictors of behavior. Job attitude is a kind of feeling towards one's job that is result of factors such as the nature of the job, organizational, environmental, and also individual factors. The purpose of this study was to investigate qualitatively the employees’ job attitudes in Bidboland Gas Refining Company. The main and important attitudes that are addressed in the present study include job satisfaction, job involvement, organizational commitment, and perceived organizational support. Among the proposed attitudes, job involvement can act as a key attitude for the organization, because job involvement leads to job satisfaction, organizational commitment, especially emotional and normative commitment, and desire to stay in job. Job involvement also reduces absenteeism and turnover and increases positive and voluntary behaviors such as humanitarian actions.

The statistical population of the study was all managers and employees of Bidboland Gas Refining Company. 50 employees were selected by snowball method as research sample. The instrument was semi-structured interviews, and qualitative content analysis was used for data analysis.

The results showed that a total of 4 variables, 20 dimensions and 27 components were obtained for the four job attitudes. 8 dimensions and 15 components for the job satisfaction; 3 dimensions and 3 components for the organizational commitment; 5 dimensions and 5 components for the perceived organizational support, and 4 dimensions and 4 components were obtained for the job involvement variable.

Given that job attitudes affect the behaviors of employees in organizations, by recognizing job attitudes, many job events such as job burnout, apathy, various misconduct, and finally  leaving the job can be prevented. And this is very useful for managers of organizations.

Today, organizational entrepreneurship is rapidly becoming a competitive advantage for organizations.  The aim of present study was to investigate the relationship between emotional intelligence and organizational entrepreneurship with the mediating role of job engagement.

The statistical population of the study consisted of 1100 employees of the Iranian Offshore Oil Company (IOOC). The research sample comprised 285 employees selected through a stratified random sampling method. The research instruments included Work Motivation (Selanova & Shofili, 2002), Organizational Entrepreneurship (Margaret Hill, 2003), and Emotional Intelligence (Fellor & Minors, 2003) questionnaires. Convergent and divergent validity coefficients were used to evaluate the validity of the questionnaires. The reliability of the questionnaires was calculated using Cronbach's alpha coefficient. PLS software and structural equation modeling were used for data analysis.

The results confirmed the positive relationships of emotional intelligence with organizational entrepreneurship and job engagement, and the relationship between organizational entrepreneurship and job engagement. The results also showed that the indirect effect of organizational entrepreneurship on emotional intelligence through work engagement is greater than its direct effect, so it can be concluded that there is a relationship between organizational entrepreneurship and emotional intelligence under the influence of work engagement in employees.

According to the research results, managers should provide the necessary conditions for organizational entrepreneurship with more and more attention to the job engagement of the employees.

One of the most important organizational resources is human resources. Hence, recognizing the factors that affect the productivity of human resources is important. Therefore, the purpose of this study was to investigate the effect of emotional intelligence on human resources productivity with the mediating role of organizational trauma.

This study was conducted through a survey method based on structural equation modeling using the SMART PLS software. The instrumnts included Bar-An's emotional intelligence (2000), Dehympour and Dovlati Organizational trauma (1396), and Hersey and Gold Smith's human resource productivity (1980) questionnaires. The statistical population of the study consisted of all employees of the Chabahar Ports and Shippin Organization. From this population, 103 emploees were selected by simple random sampling method as research sample. To determine the reliability of the questionnaires, Cronbach's alpha and composite reliability were used. Convergent validity also used for testing questionnaires’ validity.

The results showed that emotional intelligence has a negative effect on organizational trauma (-0.57) and a positive effect on human resource productivity (0.30). Organizational trauma also has a negative effect on human resource productivity (-0.28). The indirect effect of emotional intelligence on human resource productivity through mediating role of organizational trauma was also confirmed (p <0.01).

According to the research results, the emotional intelligence is very important to increase the productivity of human resources. In addition, paying attention to employees' emotional intelligence is important to prevent the destructive effects of organizational trauma

The purpose of this research was to investigate the effectiveness of career counseling with a narrative therapy approach on career adaptability, procrastination, and quality of work life in the education employees of Isfahan province.

The research method was quasi-experimental with a pre-test, post-test and control group design. The statistical population included all education staff of Isfahan province including 140 employees. 30 employees were selected through census sampling method. These employees then randomly assign into experimental and control groups. The experimental group received career counseling with a narrative therapy approach in seven sessions (60 to 90-minutes sessions per week). The study variables were assessed using the Tuckman Procrastination Scale (TPS) (1991), Savickas and Porfeli Career Adapt-Abilities Scale (CAAS) (2012), and Walton Quality of Work Life Questionnaire (WQWLQ) (1973). Data were analyzed by multivariate analysis of covariance (MANCOVA) using SPSS-24 software.

The results showed that the intervention sessions decreased procrastination and promoted career adaptability and quality of working life in the experimental group in the post-test phase. The impact rates for procrastination, adaptability, and quality of working life were 0.30, 0.80, and 0.35 respectively. In other words, it can be said that career counseling with a narrative therapy approach has reduced the scores of procrastination in the experimental group in the post-test stage and has increased the scores of career adaptability and quality of work life.

Based on findings of this study, it can be concluded that career counseling with a narrative therapy approach can help improvhng employees’ job performance and productivity. So, it is suggested that higher education institutions include career counseling program based on a narrative approach in their employees’ training programs.

Having sufficient skills and abilities to participate not only in professional life but also in the social life of individuals is vital. Skills are the basis of social cohesion, which is based on mutual understanding, respect for differences, civic responsibility, creativity, freedom and interpersonal skills. The education system provides sufficient skills for all citizens. Job satisfaction is an attitude that improves productivity, motivates employees and empowers them. Therefore, recognizing the factors affecting it and paying attention to job skills can provide the basis for job satisfaction increase. The aim of this study was to investigate the effect of job skills on job satisfaction with the mediating role of job burnout.

This research is in the category of applied descriptive cross-sectional studies. The statistical population included all employees of two drilling rigs belonged to the National Iranian Drilling Company. Using simple random sampling method, 152 employees were selected and questionnaires were distributed among them. Finally, 109 questionnaires were collected. The data instruments included standard questionnaires. Content validity and construct validity tests were used to assess validity and Cronbach's alpha and integrated reliability tests were used to measure reliability in PLS software.

Based on the results of the study, all hypotheses were confirmed and it was concluded that the present study has a relatively strong scientific support. The findings show that job skills have an significant effect on job satisfaction with a partial effect of mediation of job burnout.

Considering the relationship between job satisfaction with job burnout and job skills, it is necessary for managers to implement programs to increase employee job satisfaction and self-efficacy and provide a basis for reducing job burnout.

The aim of this study was to investigate the effect of organizational bullying on loneliness of  employee with the mediating role of abusive supervision and emotional blackmail.

This study was performed in terms of applied purpose, descriptive type, and survey method. The participants were 212 employees of sport organizations in Semnan, who were selected by the census sampling method. The Partial Least Squares method and Smart PLS2 software were used for data analysis. Convergent validity was used for testing validity. Cronbach's alpha coefficients for all research variables were more than 0.7.

The results indicated that organizational bullying with a path coefficient of 0.44 has a positive and significant effect on loneliness feeling of employees in the organization. The findings also showed positive and significant effects of organizational bullying variable on abusive supervision with a path coefficient of 0.64, and emotional blackmail with a path coefficient of 0.50. Also, abusive supervision and emotional blackmail with path coefficients of 0.42 and 0.38 respectively, had positive and significant effects on the feeling of loneliness of employees in the organization. The mediating role of abusive supervision and emotional blackmail between organizational bullying and loneliness of employees also confirmed.

If organizational bullying is prevalent in an organization, managers will show more abusive supervision and emotional blackmail, which in turn leads to employees’ feeling of loneliness in organizations. On the other hand, if managers have behaviors based on trust and respect, they will not seek emotional blackmail from their subordinates, so organizational control and supervision will improve employee performance and productivity. This in turn can reduce the feeling of loneliness of employees in sport organizations.

Nurses experience high job stress due to the characteristics of nursing work such as work shifts and unpredictable changes in the patient's condition. Frequent and extensive changes in hospitals can hurt nurses and cause fatigue due to change, which has been largely neglected and less researched. The purpose of this study was to investigate the moderating role of resilience in the relationship between job stress and job engagement in nurses of Al-Zahra Hospital in Isfahan.

The current research method was descriptive survey-correlation research. The statistical population consisted of 1700 nurses of Al-Zahra Hospital in Isfahan city, who were selected based on the Mont Carlo method and 200 people (60 men and 140 women) were selected by available sampling. Questionnaires of HSE occupational stress, resilience and job engagement were implemented. 

Using SPSS-24 software data were analyzed using Pearson's correlation coefficient method and simple regression simultaneously. The results showed that the correlation coefficient between job stress and job engagement at a high level of resilience
(p < 0.01, r = -0.28) is lower than the correlation coefficient between job stress and job engagement at a low level of resilience. (p > 0.01, r = - 0.38).

Despite the fact that job stress is an important factor in reducing job engagement, but, increasing job stress cannot reduce job engagement much in employees with high resilience.