نشریه مطالعات راهبردی در صنعت نفت و انرژی
سال سوم شماره 9 (پاییز 1390)

The aim of this study is evaluation of staff burnout in operational offshore areas of Falat Gharreh Oil Company in the quadruple dimensions of job burnout and in two dimensions of frequency and severity, and determination of proportion of each dimension in burnout. To achieve the research objectives, Maslach’s job burnout and researcher-made questionnaires were distributed among the staff. 122 fully-answered questionnaires were analysed using SPSS, t, multiple variance analysis, and multiple regression analysis statistical methods. The findings were as below: There is a meaningfull relationship between demographic characteristics and burnout. For factors of burnout anticipation, there is no significant factor except job location. Proportion of each dimension is different.

Determination of reliability and validity of the three-component scale of commitment to organizational changes. In order to achieve the research aim, two studies were conducted in Gas Company. In the first study conducted between 248 employees, participants responded eight vignettes and construct validity of scales, and validity of scales: affective commitment to change, continuous commitment to change, normative commitment to change, was confirmed. In the second study conducted with 193 employees, participants responded a questionnaire to investigate validity and reliability of three-component scale of commitment to change. Findings showed that commitment to change scale is a threecomponent scale and its validity is suitable. Also, it and its dimensions have desireable reliability. The three-component scale of commitment to change is a better predictor for change.

The purpose of this study is to determine organizational commitment (OC) of staff of National Petrochemical Co. (NPC), to prioritize affecting factors on organizational commitment, and to utilize the results to increase the level of employees’ commitment. OC simply means belief to the organizational values and goals, sense of loyalty and emotional dependence to it, and moral obligation and desire to remain in the organization. On basis of Allen and Meyer theory (1990), OC has three components: affective, continuous, and normative. This is a descriptive research from correlation type. A 2198 sample was selected by random sampling method out of 22 NPC affiliated companies and 1813 questionnaires were completed and returned. The results were analyzed by statistical methods of Structural Equations Modeling and Lisrel software. The results indicated that job satisfaction was the most effective element on OC with the strongest positive direct relation. Then, sense of organizational justice variable was the most positive and direct effect on OC. Comparison of results based on Structural Equation Modeling analysis with the previous researches shows the conceptual pattern based on system and structural theories was supported by the data.

Today, staff productivity is one of the most important factors in economic policies. Therefore, focus on productivity is very important. The main goal of this research is identifying and ranking effective factors on staff productivity. This study is going to identify factors affecting human resources productivity of Yazd Gas Company. This ranking was done by TOPSIS Fuzzy method. This is an applied and an analytical-geodesic research, and data was gathered by study of related literature, interview with experts, and questionnaires. Cronbach's alpha was used to measure reliability and structure validity, factor analysis techniques, and KMO and Bartlett tests were used to measure validity. The statistical population is all staff of Yazd Gas Company. The results show that innovation, educational and managerial factors are the most effective factors, respectively, and motivational, cultural and environmental factors have next ranks. Finally, some suggestions are given.

In this paper, we study the effects of R&D investment on TFP in oil and gas industry in Iran. A model based on ARDL approach was used to estimate production function for oil and gas sector during 1959-2007. The results show that investment on R&D has a significant effect on TFP and productivity of labour force and capital in oil and gas sector. This conclustion is very important because of the large share of oil and gas sector in Iranian economy, high added value of oil derivatives, and high productivity of investment in R&D in this industry.

The goal of this paper is to analyze Iranian Oil Industry Nationalization Movement upon sociological concepts to offer a pattern from social changes. The analysis was done using library resources by an analytical and comparative method, and by a Weberian approach, and by emphasis on views of Guy Roche, Jean Meynaud, Alain Touraine, and C. Wright Mills, and referring to some historical references. It was found that Iranian Oil Industry Nationalization Movement was a social movement theoretically, and was a part of the decolonization process, in that anormal social, cultural, economical and political conditions, by leadership of some elites such as Dr. Mossadegh and Ayattolah Kashani, by support of pressure groups, and by rely on religious-nationalistic ideology. In these conditions, it has obtained principles like identification, opposition and generalization, realized functions like mediation and consciousness promotion, and finally won on Mar. 20, 1950.

The goal of this paper is to address the relationship between entrepreneurial characteristics of staff and human resource productivity. Several topics are presented for characteristics of staff and human resource productivity. The research method is a field study and data was gathered by questionnaires. Statistical society consists 466 staffs in Tehran Fallat Gharreh Oil Co. and sample size is 170 employees. Spearman Correlation Coefficient and Freedman Grading Test Methods were used. Data was analyzed by SPSS software. The results show that there is a significant relationship between componens of risk-taking, locus of internal control, succsess achievement, and tolerance of ambiguity, with human resource productivity. But, there is no significant relationship between creativity and human resource productivity.