Structural Modeling of Readiness for Organizational Change of Employees of the Department of Education based on the Type of Organizational Culture with a Mediating Role of Social Undermining: Fars Province

Subject Areas : Education

Maasoumeh Mohtaram ¹ , Maryam Shafiei Sarvestani ²

1 - Assistant Professor of Educational Administration, School of Education and Psychology, Shiraz University, Shiraz, Iran
2 - Assistant Professor of Educational Planning, School of Education and Psychology, University of Shiraz, Shiraz, Iran

Received: 2020-10-01 Accepted : 2021-11-14 Published : 2021-10-23

Keywords: Organizational Culture, social undermining, readiness for change,

Abstract :

The main aim of this study was structural modeling of employees’ readiness for organizational change based on the type of organizational culture with a mediating role of social undermining. The statistical population of the study included all employees of the Department of Education of Fars Province (340 people). Using Morgan table, simple random sampling method, 127 people were selected as the research sample and 102 of them answered the questionnaires completely. Field data of the research were distributed and collected using the questionnaire of the type of organizational culture (Mohtaram & Zamani, 2019), social undermining (Mohtaram, 1398) and readiness for change (Bouckenooghe, 2009) after calculating and confirming their validity and reliability. In order to analyze the data, descriptive and inferential statistics were used with SPSS and AMOS software. The results showed that: the dominant organizational culture in their workplace is a passive organizational culture. The situation of social undermining and employees’ readiness for change is average. Also, the structural equation model indicated that a) while there was a direct and significant relationship between constructive organizational culture and employees’ readiness for change, but there was no significant relationship between these two variables with the mediating role of social undermining. b) While there was a negative and significant relationship between aggressive organizational culture and employees’ readiness for change, no significant relationship was seen between these two variables with the mediating role of social undermining. c) While there was a direct and significant relationship between passive organizational culture and employees’ readiness for change, this relationship was also significant with the mediating role of social undermining.

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