نقش تعدیل کنندگی سرمایۀ روانشناختی در تأثیر سیاست‌های ارزیابی عملکرد بر رضایت شغلی، ترک خدمت و عملکرد شغلی کارکنان شرکت‌های خودروسازی شهر تهران
محورهای موضوعی : تربیتی
مهدی بنی اسدی
1
(
دانشجوی کارشناسی ارشد، رشته روانشناسی صنعتی/سازمانی، گروه روانشناسی، دانشگاه آزاد اسلامی، واحد الکترونیکی، تهران، ایران.
)
زینب ربانی
2
(
دکترای روانشناسی تربیتی، گروه روانشناسی، دانشگاه آزاد اسلامی، واحد الکترونیکی، تهران، ایران.
)
کلید واژه: رضایت شغلی, سرمایۀ روانشناختی, عملکرد شغلی, ترک خدمت, سیاست‌های ارزیابی عملکرد,
چکیده مقاله :
هدف این پژوهش، بررسی نقش تعدیل‌کنندگی سرمایۀ روانشناختی در تأثیر سیاست های ارزیابی عملکرد بر رضایت شغلی، ترک خدمت و عملکرد کارکنان بود. روش پژوهش توصیفی از نوع همبستگی است. جامعۀ آماری پژوهش را کارکنان شرکت‌های خودروسازی شهر تهران تشکیل دادند. بر اساس فرمول کوکران، حداقل حجم نمونه ۱۵۰ نفر تعیین شد. بر این اساس ۱۵۰ نفر از کارکنان یکی از این شرکت‌ها به روش خوشه‌ای چندمرحله‌ای انتخاب شدند و پرسشنامه‌های سیاست‌های ارزیابی عملکرد (Poon, 2004)، سرمایۀ روانشناختی (Luthans, Youssef & Avoli, 2007)، رضایت شغلی مینه سوتا (Weiss et al., 1967)، تمایل به ترک خدمت (Jenny Keynes & Tomlinson, 2012) و عملکرد شغلی (Paterson, 1992) را تکمیل کردند. داده‌ها با روش تحلیل رگرسیون سلسله‌مراتبی تجزیه و تحلیل شد. نتایج تحلیل رگرسیون نشان داد سیاست‌های انگیزشی در ارزیابی عملکرد بر رضایت شغلی و عملکرد شغلی اثر مثبت و معنادار و بر ترک خدمت اثر منفی و معناداری داشته و سیاست‌های تنبیهی در ارزیابی عملکرد، تنها بر رضایت شغلی اثر منفی و معنادار داشت و اثر آن بر عملکرد شغلی و ترک خدمت معنادار نشد. همچنین سرمایۀ روانشناختی، فقط اثر سیاست های تنبیهی در ارزیابی عملکرد بر رضایت شغلی را تعدیل کرد؛ بنابراین هرچه سیاست‌های ارزیابی عملکرد بیشتر جنبۀ انگیزشی و تشویقی داشته باشد، کارکنان احساس رضایت بیشتری از شغل خود داشته، عملکرد بهتری دارند و با احتمال کمتری شغل خود را ترک می کنند؛ اما سیاست‌های تنبیهی نتایج متضادی دارد. همچنین در کارکنان با سرمایۀ روانشناختی بالاتر، رضایت شغلی بیشتر، عملکرد بالاتر و تمایل به ترک شغل کمتر بوده و سیاست‌های تنبیهی ارزیابی عملکرد، رضایت شغلی آنها را به میزان کمتری کاهش می‌دهد.
The purpose of this study was to investigate the moderating role of psychological capital in the effect of performance appraisal policies on job satisfaction, turnover and job performance among the employees of automotive companies in Tehran.The research design descriptive-correlative research. The statistical population consisted of staffs of Tehran’s automotive companies. According to Cochran formula, the sample size was 150 staffs, that they selected by using multi-stage cluster sampling. They completed Performance Appraisal Policies (Poon, 2004), Psychological Capital (Luthans, Youssef & Avoli, 2007), Minnesota Job Satisfaction (Weiss et al., 1967), Employee’s Intention to Turnover (Jenny Keynes & Tomlinson, 2012) and Job Performance (Paterson, 1992) questionnaires. Data were analyzed using by hierarchical regression analyses. The results of correlation analysis showed that motivational performance appraisal policies had positive significant effects on job satisfaction, and job performance, and negative significant effect on turnover. Also, punitive performance appraisal policies had negative significant effect on job satisfaction, but its effects on job performance and turnover were not significant. The results of the hierarchical regression analysis also showed that psychological capital moderates the relationship between punitive performance appraisal policies and job satisfaction. Therefore, the greater the employees' psychological capital, the more satisfied they are with their job, they perform better and are less likely to quit their jobs. Also, punitive policies of performance appraisal less affect their job satisfaction.
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