Typology of organizational behavior of Pleasure employees in cultural organizations in iran based on the Believable dimensions (superficial / deep) and behavior (active / passive)

Subject Areas : Ecosystems

Amir Keyvanara ¹ , Akbar Etebarian ² , Ali Rashidpour ³

1 - PhD student, Department of Management, Isfahan Branch (Khorasgan), Islamic Azad University, Isfahan, Iran
2 - Associate Professor, Department of Management, Isfahan Branch (Khorasgan), Islamic Azad University, Isfahan, Iran (Correspondent)
3 - Associate Professor, Department of Management, Isfahan Branch (Khorasgan), Islamic Azad University, Isfahan, Iran

Received: 2021-01-10 Accepted : 2021-03-17 Published : 2021-11-22

Keywords: ", Organizational believer", Unbelievable organizational", Pleasure employees", Active behavior", Organizational behavior",

Abstract :

Pleasure of organizational actors is a reflection of their pleasant experiences that are strongly influenced by their organizational beliefs and lack of it will lead to psychological destruction. The purpose of this article is to identify the behavior of Pleasure employees of cultural organizations based on the dimensions of their Believable and individual behavior, from the perspective of purpose, states the kind of application with a combined method of data collection, analytical strategy, and hermeneutics of phenomenology using open coding strategy. Quantitative sampling of the research phase was random and in the qualitative was purposeful based on the principles of data saturation and subject persuasion. Quantitative research tools were researcher-made Believable questionnaires, Minnesota Satisfaction Survey (2000), and Ashford and Black Dynamic Behavior. In the qualitative phase, a semi-open interview based on the neopositivist approach was used. Validity and reliability of quantitative research tools are desirable, And with the help of credibility, transfer, reliance, verification and delivery, the validity of qualitative phase tools was proved. Based on this, first, with the help of quantitative research tools, the samples were classified into 4 groups. Then, in the qualitative phase of the research, interviews were conducted with samples that best represented the characteristics of individuals in each class. Findings showed that Believable employees have self-esteem and extra-role behaviors, yet some groups have a strong tendency to isolate. Unbelieving employees, on the other hand, resort to defense mechanisms such as fragmentation, inversion, schizoid imagination, and suppression, while fearing surrender and belonging to the organization.