Introduction: Organizational citizenship behavior, has important implications for organizations. The incidence of these behaviors can increase the performance and organizational efficiency. This study aimed to determine the relationship between organizational climate an More
Introduction: Organizational citizenship behavior, has important implications for organizations. The incidence of these behaviors can increase the performance and organizational efficiency. This study aimed to determine the relationship between organizational climate and organizational citizenship behaviors among employees of Tehran University of Medical Sciences. Methods: Cross-sectional study that was conducted in 1393. Data collection tools include questionnaire of organizational climate and Lyle Sussman, Sam Deep (1989), and Podsakoff and colleagues (1987) and demographic characteristics of the staff. For the scientific validity of the questionnaire content validity with CVI higher than 0.8 and for the reliability of the test-retest correlation coefficient and determine the organizational climate and 0.95 to 0.79 for organizational citizenship behavior was. On the basis of Kochran, 313 people were selected and finally 241 questionnaires were fully available to researchers. Spss software was used for statistical analysis and to analyze the relationship between variables and Pearson, Spearman, t and ANOVA operation was necessary. Compliance with organizational citizenship behavior higher than average and more than half of them are satisfied with the existing organizational atmosphere. Results: Between organizational climate and organizational citizenship behavior and all its dimensions and there is a significant positive relationship. The organizational climate as much as 14% on organizational citizenship behavior had an impact. Conclusion: The establishment of an appropriate climate and employee satisfaction on space and extra-role behavior causes spontaneous organization of staff that will be ultimately can affect the success of an organization.
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Introduction: In the new century, managers need high hybrid quotient. The high hybrid intelligence of managers can affect the organizational commitment of staffs. Therefore, this research is aimed to determine the relationship between managers’ hybrid quotient and More
Introduction: In the new century, managers need high hybrid quotient. The high hybrid intelligence of managers can affect the organizational commitment of staffs. Therefore, this research is aimed to determine the relationship between managers’ hybrid quotient and employees’ organizational commitment of Tehran University of Medical Sciences, staff departments.
Methods: this research was a descriptive and analytical study induced in staff departments at 2017-2018. 112 middle and senior managers selected by census technic and also 181 employees as sample size induced by Krejcie and Morgan table. The research tool was research-instructed hybrid quotient questionnaire including 174 questions and Allen & Mayer Organizational commitment questionnaire that confirmed the validity and reliability of these questionnaires. The data was analyzed by SPSS and the descriptive results was presented by average and standard deviation, and using inferential statistics for presentation of analytical results.
Results: The results showed that hybrid quotient of managers was desired with score of 651.91, and employees’ organizational commitment were medium upward with score of 76.12. There was positive correlation between managers’ hybrid quotient and normative aspect of staffs organizational commitment (P= 0.005). Using regression analysis, it was indicated that managers’ hybrid quotient has 97% impact on organizational commitment of staffs.
Conclusion: Conducting a hybrid intelligence test in selection and appointment of managers as well as enhancement of this quotient through empowerment training can help the improvement of employees’ organizational commitment.
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