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  • چه وقت یک کارمند به همکارانش کمک نمی‌کند؟ تأثیر تبادل رهبر- پیرو بر حسادت کارمند و رضایت شغلی مورد مطالعه: سازمان بنادر و دریانوردی استان بوشهر (شهریور 1401)

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آدرس مقاله


کد مقاله : BSM-2301-1342 (R1) بازدید : 88 صفحه: 38 - 60

نوع مقاله: پژوهشی

چه وقت یک کارمند به همکارانش کمک نمی‌کند؟ تأثیر تبادل رهبر- پیرو بر حسادت کارمند و رضایت شغلی مورد مطالعه: سازمان بنادر و دریانوردی استان بوشهر (شهریور 1401)

محورهای موضوعی : مطالعات رفتاری در مدیریت

یوسف خلیفه 1 (دانشجوی دکتری مدیریت منابع انسانی، دانشکده مدیریت و علوم اجتماعی، دانشگاه آزاد اسلامی، واحد تهران شمال، تهران، ایران)
زهرا علیپوردرویشی 2 (دانشیار گروه مدیریت بازرگانی، دانشکده مدیریت ، دانشگاه آزاد اسلامی، واحد تهران شمال، تهران، ایران)
نادر شیخ الاسلامی کندلوسی 3 (استادیار گروه مدیریت دولتی، دانشکده مدیریت، دانشگاه آزاد اسلامی واحد تهران شمال، تهران، ایران)

تاریخ دریافت : 1401/11/09 تاریخ پذیرش : 1401/12/06 تاریخ انتشار : 1402/01/01

کلید واژه: رضایت شغلی, تبادل رهبر- پیرو, حسادت کارمند,

چکیده مقاله :

هدف: در دنیای کار و کسبِ بسیار رقابتی امروزی رضایت شغلی و بهره‌وری اهمیت زیادی دارند. تأثیرات تبادلات رهبر و پیروانش نقش بسزایی در رضایت شغلی و بهره‌وری دارد. وجود حسادت در محیط کار ازجمله عواملی است که می‌تواند بر رضایت شغلی تأثیر بگذارد. پژوهش حاضر نقش میانجیگری حسادت را میان رابطه‌ی بین تبادل رهبر- پیرو و رضایت شغلی موردبررسی قرار می‌دهد.روش: با استفاده از پرسشنامه‌های مرتبط نظرات 141 نفر از کارکنان سازمان بنادر و دریانوردی استان بوشهر مورد بررسی قرار گرفت. جهت تجزیه‌وتحلیل داده‌ها از تحلیل عاملی (اکتشافی و تأییدی) و مدل‌سازی معادلات ساختاری استفاده‌شده است.یافته‌ها: اگر حسادت به‌طور مناسب و مؤثر کنترل و مدیریت شود تعامل مثبتِ رهبر-پیرو رضایت شغلی را افزایش می‌دهد.نتیجه‌گیری: نتایج پژوهش نشان‌دهنده‌ی تأثیر مستقیم تبادل رهبر-پیرو بر رضایت شغلی هست. به این صورت که هر چه تبادل رهبر- پیرو بهتر باشد، رضایت شغلی نیز بیشتر است. نتایج پژوهش همچنین نشان می‌دهد حسادت کارمند تأثیری بر رضایت شغلی ندارد و ممکن است عوامل دیگری غیر از حسادت در رضایت شغلی دخیل باشند. نتایج پژوهش همچنین حاکی از تأثیر قوی تبادل رهبر- پیرو بر حسادت کارمند است.

چکیده انگلیسی:

Objectives: in today’s highly competitive business world, job satisfaction and productivity are of paramount importance. The effects of leader-member exchange when employees work as an interactive team, has a great effect on job satisfaction and productivity. Workplace envy is one of the factors that might affect job satisfaction. This research examines the mediating role of employee envy between leader-member exchange and job satisfaction.Methods: using standard questionnaires, we examined the opinion of a sample of 141 employees of Port and Marine Organization of Bushehr province. For data analysis we used factor analysis (exploratory and confirmatory), and structural equation modeling.Findings: supervisors can do a better job decreasing employees’ emotional burden. if envy can be controlled and managed effectively, positive interaction of leader-member exchange, increases job satisfaction.conclusion: the results show direct effect of LMX on job satisfaction. The higher-quality LMX relationship, the more job satisfaction. The results show that employee envy has no effect on job satisfaction and other factors regardless of envy may cause job satisfaction. The result also shows that LMX has a strong effect on employee envy.

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