عنوان مقاله [English]
The aim of this study was to structurally analyze organizational silence based on perceptions of political behaviors and organizational jealousy with the mediating role of job adjustment of Payame Noor University staff in West Azerbaijan province. This research is applied in terms of purpose and in terms of nature and descriptive method of correlation is causal modeling (structural equation modeling). Relative class was selected using Morgan 216 table. Four standard questionnaires were used to collect information. Content and structural validity of the questionnaires were confirmed and the reliability of the questionnaires were 0.76, 0.88, 0.75, and 88, respectively. / 0 In order to evaluate the relationships between latent and measured variables in the conceptual model, structural modeling of data using PLS3 software was used. The findings of the present study indicate a significant role between variables, except for political behavior on adaptation. The results also confirmed the mediating role of job adjustment and in the causal relationship between organizational jealousy and organizational silence.Organizations, as a social entity, are both influenced by and influenced by the environment. The organizational environment is constantly changing and it is mandatory for organizations to adapt to these changes. (Moghimi, 1390)
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This research is applied in terms of purpose and in terms of nature and method is a descriptive correlation based on structural equation modeling. The statistical population of the study is all staff of Payame Noorastan University of West Azerbaijan in 1398. Relative stratified random sampling method that 216 people were selected using Morgan table
In general, in explaining the variables of the structural model, we reach the general conclusion that the more people perceive political perceptions in the university, that is, knowing and understanding people in the actions they take from political aspects to advance the goals of the university, as well as interaction. It makes people more compatible with other sectors and the environment and increases job motivation and job health. Paying attention to people's thinking and creativity in the work environment and selecting people based on the necessary interests and skills in different parts of the university causes self-confidence and job adaptation, as well as creating a suitable work environment compatible with people's moods by university administrators. Will lay in this regard.
Managers should treat all university staff equally and avoid discrimination among them. Transforming jealousy into healthy and positive competition among individuals and the collective determination of university staff to advance educational and research activities and administrative services with proper management and promoting good communication can be Prevented problems in the workplace to some extent. Assessing the performance of employees based on their job adaptation to the morale of individuals and division of labor based on the talent of colleagues and creating appropriate conditions in the organization and preventing favorable conditions for physical and mental fatigue, as well as attention to individual differences and personality traits are prioritized. Informal relationships are one of the most important factors in reducing jealousy, as well as rewarding cooperation and teamwork, encouraging open and transparent communication, providing a calm and happy environment in the university environment should be a priority if managers are aware In order to reduce the atmosphere of silence in their organization, they must moderate their political behaviors and we can expect that the atmosphere of the organization will change from a state of stillness to a dynamic and living environment.
Findings show that there is a significant relationship and effect between organizational jealousy and organizational silence. The results of this study are in line with the research of Duffy, Scott, Shaw, Tapper and Aquino, (2014) and the research of Tarebari et al. (1399) Tai et al. 2012) and Smith (2015) are different. Non-discrimination among colleagues and people's participation in important university issues and attention to individual differences in terms of personality and behavioral characteristics, as well as attention to the dimension of informal relationships is one of the important factors in reducing jealousy. Prioritizing rewards for collaboration and teamwork, encouraging open and transparent communication, and providing a calm and happy environment on campus should also be a priority.
Findings also show that there is a direct and significant relationship between perceptions of organizational political behavior and organizational silence. The results of the research are in line with the findings of Vashdi, Vigoda, Shaloumi (2013) Thompson and Freis (2015) Nasrabadi et al. (1396) and contradict the research of Fanny et al. (1393). The occurrence of political and political behaviors will increase the silence of people in the organization and people will remain silent in front of the manager and those who want to gain their interests illegally due to political behaviors to have problems in this political and factional atmosphere of the organization. Do not be harmed. Also, in an organization where political behavior is rampant, employees feel more insecure and therefore care more about personal goals than organizational goals. In these organizations, employees are not confident about their future and as a result, the success of the organization and the realization of organizational goals are priorities. It's not their job, so it is suggested that if managers are aware of these issues, they want to reduce the atmosphere of silence in their organization, they should moderate political behavior and can expect the organization to move from a state of stillness to a dynamic and moving environment. Become
The results of the research from the structural model show that there is a direct and significant relationship between adaptation and organizational silence. The results of this study are consistent with the research of Johnston (2016) Safavi, Bouzari, (2019) Spark et al. (2019). The more people in the organization are interested in their job and work with motivation, and the more mutual trust there is in the organization (ie trust between individuals and the organization), the more compatibility there will be and in return they will feel responsible for the issues and fate of the organization.