ORGANIZATIONAL BEHAVIOR STUDIES QUARTERLY
Year:2019 | Volume:8 | Issue:2 (30) |Papers Count:8

Today, one of the most important challenges of organizational behavior is the Personnel bullying in the workplace. Accordingly, the aim of present study is to identify of workplace Bullying antecedents and consequences through the meta-analysis of existing researches in this field. This research is an applied one in terms objective, descriptive in terms of research type, and quantitative in terms of data nature. The Statistical population of the study includes 146 valid internal and external papers, 18 of which were evaluated using judgment method. The criteria for selection of articles include using valid research method, surveying of Bullying antecedents and consequences, and the empirical research, which it has been analyzed using the CMA2 software. Identification reliability was obtained by the referees’ agreement on the selection of researches and classification. The coding reliability was obtained by referees’ agreement for use of specific concepts for coding the variables, and also the reliability of the significance level and effect size are obtained by agreeing to calculate the effect size of between the two Meta analysts. The results showed that the most important antecedents of workplace bullying include Stress, Organizational silence, HR management, Machiavellian character and Job demand; also the most important consequences of workplace bullying include Stress, Turnover Intentions, Negative affectivity and Burnout.

One of the important challenges of public sector managers is the ability to manage destructive behaviors such as organizational flattery that can negatively influence attitudes and perceptions of human resources. The present study is conducted to understand the phenomenon of organizational flattery. The research methodology is qualitative and based on the grounded theory. The sampling was conducted using theoretical sampling and using purposive and snowball sampling techniques. Based on this, 20 interviews were conducted with the experts of public sector organizations. Analysis of the data obtained from the interviews during the open, axial and selective coding process, resulted in a formal organizational pattern based on the grounded theory in six areas: (1) casual conditions (profitable and low level of skills and abilities of manpower), (2) main phenomenon (Organizational flattery), (3) interventional conditions (leadership style and personality traits), (4) context (organizational culture and organizational structure), (5) main strategies (lack of transparency in organizational processes and weaknesses in meritocracy) and (6) Main Outcome (Social Capital weakness and Increased Negative Behavior in the Organization).

Decision making is one of the most important entrepreneurial functions achieving business goals and addressing issues. Because of some specific cognitive characteristics on one hand as well as such factors like complexity information overload time pressure and uncertainty on the other hand, entrepreneurs are prone to decision making biases in most of their decisions. Illusion of control is one of the most important entrepreneurial decision making biases that have main effects on entrepreneurial businesses. The purpose of this study was to identify both the most important factors influencing illusion of control as well as its consequences on entrepreneurial decisions. According to the results, which were collected through semi-structured interviews with established high-tech knowledge entrepreneurs in the city of Tehran and analyzed by qualitative content analysis method, three factors of experience, high optimism, and self-confidence were the most influential factors in controlling risk factors. Sufficient and underestimation of competitors are consequences of the illusion of control over the decisions of entrepreneurs.

Organizational integrity is considered as a process of establishing unity, integration and coordination in the organization and an important and strategic factor for achieving goals of the organization. The present research was conducted to identify and classify the components of organizational integrity. The research method used in this study is a mix method. The statistical population of the study consisted of senior staff of the headquarters of the Mashhad Bus Company and the four areas of the organization, in three categories including: deputies, managers and officials. The statistical sample in the qualitative section was saturated with 21 interviews. Semi-structured interviews and a researcher-tailored questionnaire were used to collect information. Also qualitative content analysis method was used to analyze the interviews. Finally, organizational integrity model was extracted. In order to measure and fit the model, a confirmatory factor analysis and AMOS software were used. After performing the necessary analysis, organizational integrity with six components of fundamental values, management style, coordination, monitoring, consistency and incentive compensation as well as 22 related sub-components were identified.

Pluralistic ignorance is a cognitive error in which an individual has the idea or the theory, but mistakenly assumes that the majority of his colleagues have the opposite view. Regarding the significant effect of this error on individual, group, and organizational behavioral variables and failure to address it in the scientific literature of management in Iran, the purpose of this article is to introduce this situation, its effective antecedents and consequences in the field of organizational behavior. For this purpose, 104 valid international papers were reviewed. Regarding the unsuitable title, abstract and content of 65 articles, 39 items were considered for the final review. Reviewing these cases examines the antecedents and consequences of pluralistic ignorance and attempts to understand how it influences the behavior of employees. The findings of the research show that pluralist ignorance is a complex phenomenon that influences factors such as minority influence and preservation of intra-group identity (influenced by relational demographics), false consensus, false unity and silence spiral in its occurrence. It also has important implications for the behavior of employees at the individual (direct and indirect), group, and organizational levels. Hypotheses resulting from the review of literature is intended to guide managers and researchers in order to better understand the pluralistic ignorance and how to prevent it in the field of organizational decision making.

The aim of this study is to identify the outcomes of the flexibility of HRM practices in the public sector. The present study is a qualitative study with exploratory approach that uses grounded theory and conducts in-depth and semi-structured interviews to identify facilitators of the flexibility of HRM practices in the public sector. For this purpose, 14 in-depth and semi-structured interviews were conducted and analyzed using a constructivist approach. The samples of this study consisted of experts and human resource management professors who were selected using snowball sampling method. Qualitative data from field surveys obtained through interviews were coded using the data base method. The process consisted of four steps: initial, centralized, axial, and selective coding. In these steps, 178 initial codes, 13 centralized codes, three subcategories, and one main category (consequences of the flexibility of HRM processes) were provided, respectively. The results show that the implications of flexibility in HRM processes in the public sector include three types of variables including individual, organizational and extracurricular outcomes, and one can expect these outcomes to be flexible.

The purpose of this article is to identify the antecedents and consequences of managers’ narcissism. The present study is a descriptive-analytical and cross-sectional one. The statistical population of this study consists of 96 documents and research related to narcissism. The data gathering tool is a review of existing documents and expert interviews. The reliability of the questionnaire was calculated as 0. 89 using Kappa Cohen's Index and 0. 75 by Waltz and Basel method. Significance coefficients of antecedents and consequences by Shannon entropy method show that among organizational antecedents of narcissism, reduction in social well-being and risk taking are respectively the most important coefficients. The most important organizational consequences of managers' narcissism are performance decline, the prevalence of flattery and crisis management. Among the individual consequences of narcissism, arrogance and arrogance and deviant behaviors in the workplace, social and emotional incompatibility and exploitation of others are the most important factors. Among the individual antecedents of narcissism, sensitivity to criticism is the most important factor. Among the managerial consequences of narcissism, increasing managers' expectations, authoritative decision making, emperorship of managers are the most important and least important factors related to ethical leadership, and the relocation and abandonment of managers. Among the managerial antecedents of narcissistic managers, charismatic leadership and leadership lead to some degree of narcissism.

Organizations focus on ethics and ethical values in the context of Islamic societies, because employees with high spirit and positive work behavior are key assets for a corporation. Attracting and retaining such employees builds strong image of an organization. The purpose of this study is to investigate the role of Islamic work ethics on turnover intention with the emphasis on mediating role of engagement. This study is a descriptive, applied research with survey method. The statistical population of this study included all employees of Semnan Electricity and Telecommunication Department, 150 of whom were selected and the data were collected through questionnaire and analyzed by structural equation modeling by smart PLS software. Findings of the research show that Islamic work ethics is negatively associated to turnover intention and positively to the work engagement. However, negative and significant relationship was found between engagement and turnover intention. Finally, employee engagement mediates the relationship between Islamic work ethics and the turnover intention.