Education Management
Hossein Rahimi Koloor; Iman Ghasemi Hamadani; Vahideh EbrahimiKharajo
Abstract
The presents study aims to evaluate the moderating role of participatory management in the relationship between the influence of the dark triad of personality on organizational citizenship behavior and mediating role of rudeness in the workplace. This study is considered as applied and descriptive-survey ...
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The presents study aims to evaluate the moderating role of participatory management in the relationship between the influence of the dark triad of personality on organizational citizenship behavior and mediating role of rudeness in the workplace. This study is considered as applied and descriptive-survey in terms of objective and nature, respectively. The population included 400 faculty members and 391 managerial employees, among which 259 people were estimated as a sample based on Cochran's formula. Then, about 200 people answered the questionnaire items applying the convenient sampling method. The data were collected using a researcher-made questionnaire taken from Johnson and Webster (2010), Cortina et al. (2010), Podaskoff et al. (1990), and Webster and Smith (2019). Finally, the data were analyzed utilizing partial least squares (PLS) method. The results indicated that the dark triad of the personality affects the organizational citizenship behavior and rudeness in the workplace directly. In addition, rudeness in the workplace and participatory management affect organizational citizenship behavior significantly. Further, rudeness in the workplace moderates the relationship between dark triad of the personality and organizational citizenship behavior. Finally, participatory management moderates the relationship between the dark triad of personality and organizational citizenship behavior.Extended abstractIntroductionEach person's personality is regarded as universal and essential for individual, group, departmental, or organizational achievements. The dark triad of personality is considered as a cluster with three distinct dimensions of narcissism, Machiavellianism, and psychopathy (Ebrahimi & Azami, 2019), leading to differences between social relations (Salman Chughtai & Ali Shah, 2020). In addition, rudeness in the workplace is among the forms of misbehavior in the organization so that a large number of employees face the rude behavior of their colleagues at work. Such harmful behaviors stem mostly from the personality traits of humans, not external environmental factors (Hadizadeh Moghadam et al., 2022). Today, participatory management is among the issues raised in the organizations. High participatory management atmosphere emphasizes organizational participation and knowledge, collaborative decision-making, and cooperation, as well as allowing the employees to exhibit independence in the workplace (Butts et al., 2009). Organizational citizenship behaviors are among the issues which indicate the positive behaviors of people in the workplace not directly required by the organization. No direct reward system supports such type of behavior, despite its significance for planning the psychological performance of employees (Aldbyani & Al-Abyadh, 2022). No study has been conducted to examine the dark aspects of personality on such behaviors in Iran and investigate the rudeness in the workplace as a mediating role and participatory management as a moderating moral factor, despite all of the positive effects of organizational citizenship behavior. This study can be useful in University of Mohaghegh Ardabili with its wide range of activities and employees including simple, semi-skilled, and expert ones, as well as appropriate access and cooperation of employees in distributing and collecting information. The present study seeks to analyze whether the dark triad of personality for employees in University of Mohaghegh Ardabili affects organizational citizenship behavior or whether rudeness in the workplace and participatory management play a critical role in this regard.Theoretical literatureThe dark side of the personality for the people in the organization affects the administrative and personal consequences at the workplace significantly because a set of different characteristics of the dark person such as "narcissism", "psychosis", and "Machiavellianism" affect the organizational behavior (Jensen et al., 2022). In addition, organizational citizenship behavior is regarded as a special form of behavior, which is known as useful for business as voluntary actions stemming from the peoples’ tendency in this regard (Nazari et al., 2020). Rudeness in the workplace is considered as an unhealthy behavior with low intensity and ambiguous intention manifested by its perpetrator in order to harm the target person (Hadizadeh Moghadam et al., 2022), while organizational citizenship behavior is concerned with the positive behavior of people which is not required by the organization in terms of their duties (Podsakoff et al., 2018). Managers may create environmental conditions which increase employee engagement and alter any of the dark personality traits in organizational citizenship behavior (Richardson & Vandenberg, 2005).Participatory management is regarded as a practice, which prioritizes participation, communication, and employee empowerment (Butts et al., 2009). Such management emphasizes the delegation of four main elements in the workplace including power, information, reward, and knowledge (Riordan et al., 2005). Thus, participatory management is applied as a moderator to bridge the research gap.Rezazadeh et al. (2022) indicated that people with psychological capital exhibit less dark traits in their personality, postpone the immediate gratification of the impulse, persevere, and produce and create efficiently. In addition, Javaezi Shishavan & Zeinali (2022) argued that a positive and significant relationship is observed between psychological schemas with four dark personality traits in students. Finally, Zafaranchizadeh Moqadam et al. (2022) claimed that no significant relationship is reported between dark personality traits with cold empathy, while a significant relationship is observed between the dark personality traits with theory of emotional and cognitive mind.MethodologyThis study is considered as applied and descriptive-survey in terms of objective and method, respectively. The population included 791 employees in University of Mohaghegh Ardabili, among which 200 people were selected as a sample based on the Cochran's formula using convenient sampling method. Finally, "dark triad of personality" (Johnson and Webster, 2010), "rudeness at workplace" (Cortina et al., 2001), "organizational citizenship behavior" (Podaskoff et al., 1990), and "participatory management" (Webster and Smith, 2019) were utilized to collect the data.ResultsThe method of structural equation modeling (SEM) with the partial least squares approach was applied with the help of SmartPLS software to check the hypotheses of the study. Based on the first hypothesis, dark triad affects organizational citizenship behavior with a path coefficient (PC) of 0.268. According to the second hypothesis, dark triad affects rudeness in the workplace with a PC of 0.901. The third hypothesis indicated that rudeness in the workplace affects organizational citizenship behavior significantly with a PC of 0.108. Based on the fourth hypothesis, rudeness in workplace mediates the relationship between dark triad and organizational citizenship behavior with a PC of 0.907. According to the fifth hypothesis, participatory management affects organizational citizenship behavior significantly with a PC of 0.621. Finally, the sixth hypothesis indicated that participatory management moderates the relationship between dark triad and organizational citizenship behavior with a PC of 0.040.ConclusionThe present study aims to assess the moderating role of participatory management in the relationship between the impact of the dark triad of personality on organizational citizenship behavior with the mediating role of rudeness in the workplace. The results of this study are in line with those reported by Salman Chughtai & Ali Shah (2020) and Webster & Smith (2019). Managers should present necessary policies and charters for organizational citizenship behaviors of employees considering the role and impact of dark personality traits on citizenship behavior at the level of organizations.Such people should reduce dark personality traits and increase organizational citizenship behaviors such as altruism, politeness, and grace by increasing independence, participation, and communication with employees. Managers should recruit forces with organizational citizenship behaviors by passing the personality tests, oblige the organization to explain organizational behaviors, and help strengthen the organizational citizenship behaviors among employees by promoting moral spirit considering the significant effect of rudeness in the workplace. Teaching the style of polite behavior in the organization through training courses can be helpful. In addition, employees appointed to managerial positions should believe in polite behavior styles and benefit from the criteria set for a polite manager regardless of any political and factional views.Managers should draw new horizons in the path of forming participatory management by trusting and delegating authority to the employees to expand their ideas in line with the development of participatory management at the organization level. Finally, managers should alter the culture of educational organizations to that encouraging the innovation and its institutionalization, as well as considering mistakes as educational opportunities and the first step in this path.
management
asadollah Alirezaei; mohammad Emami; Asma Abbasgholizadeh; Zahra Yazdani Kachoei
Abstract
Extended AbstractAbstractThe purpose of this study is structural modeling of the effect of offensive supervision on organizational citizenship behavior in technical and vocational education centers in Kerman province. This research is applicable in terms of purpose, and correlative in nature and method. ...
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Extended AbstractAbstractThe purpose of this study is structural modeling of the effect of offensive supervision on organizational citizenship behavior in technical and vocational education centers in Kerman province. This research is applicable in terms of purpose, and correlative in nature and method. The statistical population of this research is all employees in technical and vocational training centers in Kerman province, whose number has increased to 207 in 2021. Due to the limitations of the statistical population, all its members have been selected as a sample and studied by census. Questionnaires of Mitchell and Ambrose (2007) and Oregon Organizational Citizenship Behavior (1998) were used to collect data. The content validity of the questionnaires was assessed based on the opinion of experts, and the construct validity was assessed by confirmatory factor analysis. Their reliability was also confirmed by calculating the combined reliability of Cronbach's alpha coefficient. The collected data were analyzed by structural equation modeling with LISREL software. Findings indicate that in general, offensive supervision has a significant inverse effect on organizational citizenship behavior. As the supervisor's offensive behaviors increase, employees lose their morale, as a result of which their motivation decreases and eventually, organizational citizenship behavior decreases.IntroductionAn issue raised in the last two decades and in addition to behaviorists, has also attracted the attention of psychologists and sociologists, is organizational citizenship behavior (ho & Le, 2020). Organizational citizenship behavior is a valuable and useful behavior (Sadeghi afjeh, 2014) that includes various behaviors of employees such as accepting and taking on additional responsibilities, following the rules and procedures of the organization, maintaining and developing a positive attitude, patience and Tolerance of dissatisfaction and problems in the workplace (Qiu et al, 2019). Thus, organizational citizenship behavior contributes to the efficiency and effectiveness of organizations through resource changes, innovations, and adaptability (Gholam Hossaini, 2011). The most important indicator of organizational citizenship behavior is more effort to achieve the goals of the organization, in a situation where the individual is not accounted on and the job is not considered as an individual duty (eghbal et al, 2018; Lopez-dominguez et al, 2013). Examining organizational citizenship behavior and its influencing factors due to the importance of such behaviors to respond to changing demands in today's turbulent and dynamic environments and markets, seems necessary (Podsakoff, et al, 2009; liu & cohen, 2010; rukkhum & Bartlett, 2012; ho & Le, 2020). Meanwhile, a new concept has entered the management literature that has negative effects on organizations. In recent decades, there has been a growing research movement on the subject of offensive supervision, defined as "employee perceptions of leaders' continued use of verbal and nonverbal hostile behaviors, which of course do not include physical contact and action." "(Tepper, 2000). Offensive leadership, which is recognized as one of the most prominent forms of destructive leadership (karsikova, et al, 2013), has detrimental effects on the organization and subordinates (martinko, et al, 2013; Tepper, 2000).According to the above, the main issue of the research is: what effect does offensive supervision have on organizational citizenship behavior (Case study: technical and vocational training centers in Kerman province)?Theoretical frameworkOrganizational citizenship behaviors have a special place in governmental and public organizations (Caillier, 2015; Chan & lai, 2017), because they directly and indirectly contribute to the effectiveness of the organization (Lepine, Erez & Johnso, 2002; Bowling, 2010; Ahmed & Filadelfo, 2016). Organizational citizenship behavior refers to those activities related to the role of individuals in the organization that go beyond the expectations of the job and job description. Although the organization's formal reward system does not identify these behaviors, the individual performs these activities at a level beyond these formal rewards (Castro et al, 2004). Tepper (2000) defines offensive supervision as "employees' perceptions of leaders' continueous use of verbal and nonverbal hostile behaviors - which, of course, do not include physical action and contact." Offensive supervision has negative effects on organizations, offensive supervision has a negative impact on the mental health of subordinates. Threats and real loss of resources activate the stress process, which in turn causes harm to employees' health (Carlson et al, 2012). Ho & Le (2020) conducted a study to examine the relationship between benevolent leadership and organizational citizenship behaviors with the mediating role of member leader exchange in Vietnamese universities. The results of the analysis show the mediating effect of leader-member exchange in the communication between benevolent leadership confirms citizenship behavior. University leaders can benevolently motivate university staff to engage in extra-role behaviors that motivate not only the organization but also other colleagues and students by fostering a good, high-quality leader exchange.kee et al (2019) conducted a study entitled "The Effects of Genuine Leadership on Leadership Trust, Organizational Citizenship Behavior, and Service Quality in China's Hospitality Industry". According to the results, genuine leadership has a significant effect on trust in leaders, organizational citizenship behavior and service quality in China's hospitality industry.MethodologyThis research is descriptive-correlative in nature, and practical in terms of purpose. The statistical population of this study includes all employees of technical and vocational training centers in Kerman province, whose number is 207 in 2021. Due to the limited statistical population, all its members have been selected as a sample and studied by census. 199 completed questionnaires were collected. To collect data related to research variables, Mitchell and Ambrose (2007) Offensive Supervision Questionnaire (10 questions) and Oregon(1998) Organizational Citizenship Behavior (15 questions); based on a 5-point Likert scale (strongly agree to strongly disagree) were used.Discussion and ResultsIn order to test the research hypothesis and analyze the data, Lisrel software was used and the results showed that the significant numbers between the active assaults on organizational citizenship behavior are -10.63, which is significant because this value is greater than 1.96. The standard number between active assaults on organizational citizenship behavior is -0.84. Active assault has an inverse effect on organizational citizenship behavior, that is, it decreases with increasing active aggression on organizational citizenship behavior. Also, the significant numbers between passive aggressions on organizational citizenship behavior are -11.11. Because this value is greater than 1.96; a passive attack on organizational citizenship behavior is significant. This relationship is inverse and significant, that is, it decreases with increasing passive aggression on organizational citizenship behavior. The standard coefficient of passive attack on organizational citizenship behavior is -0.59, so passive attack has an inverse effect on organizational citizenship behavior.ConclusionThe aim of this study was to investigate the structural modeling of the effect of offensive supervision on organizational citizenship behavior (Case study: technical and vocational training centers in Kerman province). The results of this study are consistent with the results of the findings of Ari et al, (2007, and Zelares et al, (2002). Based on the results of hypothesis testing, offensive supervision has a significant and inverse effect on organizational citizenship behavior. That is, with the increase of offensive behaviors of the supervisor, employees lose their morale; as a result, their motivation decreases and consequently, organizational citizenship behavior decreases, so offensive supervision has a fundamental role in reducing citizenship behavior. Organizational citizenship behavior also decreases with increasing active and passive aggressive behavior. In other words, with the decrease of offensive behaviors, organizational citizenship behavior increases. Thus, the managers of technical and vocational training centers must minimize offensive and abusive behaviors in order to improve their performance and response to clients. Therefore, proper and compassionate management can improve citizenship behavior and consequently improve performance. Offensive supervising always blames and harasses subordinates for previous mistakes or negligence, or humiliates and contempts subordinates in the presence of others (Tepper, 2000). Unpleasant experiences of such offensive behaviors in daily activities by subordinates leads to the decrease of job satisfaction level (Hobman et al, 2009; Bowling & michell, 2011; kornan & et al, 2011). Offensive supervision reduces the level of organizational commitment and organizational identity of employees, and causes employees to not perform even properly in addition to extra-role behaviors. Behaviors such as attacking employees' self-esteem, insulting and humiliating them, and mocking them also reduce the positive attitudes that people share while doing work and reduce role-playing behaviors.According to the results of this study, managers are advised to avoid offensive behaviors to encourage employees to engage in organizational citizenship behaviors, and motivate them to show voluntary or extra-role behaviors in addition to their main duties by encouraging. In the practical field, it is suggested to study the factors that can play a mediating or moderating role in the relationship between offensive supervision and organizational citizenship behavior.
management
Abdullah Hadi Pour
Abstract
The purpose of this study was to determine the effect of quality of in-service training on citizenship behavior of teachers in Tonekabon. This study was a descriptive-correlative one whose community consisted of all the teachers in Tonekabon in the academic year of 2018-2019 for both male and female ...
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The purpose of this study was to determine the effect of quality of in-service training on citizenship behavior of teachers in Tonekabon. This study was a descriptive-correlative one whose community consisted of all the teachers in Tonekabon in the academic year of 2018-2019 for both male and female students. The sample was 207 according to Morgan table. The sampling method was simple. Data collection tool was in-service quality of education questionnaire and organizational citizenship behavior questionnaire. Data analysis was performed using ANOVA and Bonferroni post hoc test. Findings showed that the difference between the qualities of in-service education was 45-31 with 91-76 at P ≤ 0.01 level and also, the 60-46 with 91-76 at P ≤ 0.05 level was significant and the quality of in-service training affects the organizational citizenship behavior of Tonekabon teachers
