تبیین نقش اقدامات منابع انسانی بر انگیزه خدمت عمومی با رویکرد روانشناختی
محورهای موضوعی : مدیریت استراتژیکمعصومه دنیایی 1 , اسدالله گنجعلی 2 , حسن دانایی فرد 3 * , حبیب الله طاهرپور کلانتری 4
1 -
2 - دانشگاه امام صادق
3 -
4 - موسسه عالی آموزش و پژوهش مدیریت و برنامهریزی
کلید واژه: انگیزه خدمت عمومی, اقدامات منابع انسانی درک شده, مالکیت روانشناختی, توانمندسازی روانشناختی, جو روانشناختی,
چکیده مقاله :
پژوهش حاضر در پی طراحی مدل تبیین نقش اقدامات منابع انسانی درک شده در انگیزه خدمت عمومی با رویکرد روانشناختی است. به عبارت دیگر ضمن تعیین اقدامات منابع انسانی موثر بر انگیزه خدمت عمومی، بررسی تاثیر اقدامات منابع انسانی بر انگیزه خدمت عمومی از منظر روانشناختی مدنظر قرار گرفته است. پژوهش ازنظر هدف، کاربردی و ازلحاظ گردآوری داده‌ها توصیفی و از شاخه مطالعات میدانی و علی است. این پژوهش در نمونه‌ای از 200 نفر از کارکنان دانشگاه علامه طباطبایی به‌وسیله پرسشنامه‌ای مبتنی بر 114 سؤال انجام شد. انسجام درونی ابزار پرسشنامه با استفاده از ضریب آلفای کرونباخ ارزیابی شد که مورد تأیید قرار گرفت.میزان الفای کرونباخ اقدامات منابع انسانی درک شده 0.852، مالکیت روانشناختی 0.835، جو روانشناختی 0.604، انگیزه خدمت عمومی 0.740 و توانمندسازی روانشناختی 0.581 است. همچنین با توجه به میزان GOF برازش کلی مدل با میزان 466.0 قوی برآورد شده است.نتایج نشان می‌دهد که اقدامات منابع انسانی درک شده بر انگیزه خدمت عمومی تأثیر غیرخطی دارد. همچنین مالکیت روانشناختی و توانمندسازی روانشناختی نیز بر انگیزه خدمت عمومی تأثیر دارد. لیکن نقش میانجی‌گری جو روانشناختی، در رابطه بین اقدامات منابع انسانی درک شده و انگیزه خدمت عمومی و مالکیت روانشناختی در رابطه جو روانشناختی و انگیزه خدمت عمومی مورد تأیید قرار نگرفت..
The present study seeks to design a model explaining the role of perceived HR practices in public service motivation with a psychological approach. In other words, while determining the human resource measures that affect public service motivation, the impact of human resource actions on public service motivation is examined from a psychological perspective. The study is descriptive, purposeful, and descriptive in terms of data collection. This study was conducted on a sample of 200 employees of Allameh Tabatabai University using a questionnaire based on 114 questions. The internal consistency of the questionnaire tool was assessed using the Cronbach's alpha coefficient, which was confirmed. The Cronbach's alpha coefficient was 0.852 perceived HR, 0.835 psychological ownership, 0.604 psychological climate, 0.740 public service motivation, and psychological empowerment 0.581. Also, considering the GOF, the overall fit of the model is estimated to be strong at 466.0. The results show that perceived HR practices have a nonlinear effect on public service motivation. Psychological ownership and psychological empowerment also influence public service motivation. However, the mediating role of the psychological climate in the relationship between perceived HR practices and public service motivation and psychological ownership in the relationship between psychological climate and public service motivation was not confirmed
خسروی؛ ولی اله. نعامی؛ عبادالزهرا. نیسی؛ عبدالرحیم. (1389) کنگره ملی روانشناسی صنعتی و سازمانی ایران. بررسی رابطه هویت‌سازمانی، انگیزش کارراهه و مالکیت روانشناختی بااشتیاق شغلی درکارکنان یک شرکت صنعتی. (1)2.
مدهوش،مهرداد, & نورنژادونوش،وحید. (2014). تأثیر توانمندسازهای مدیریت دانش روی توانمندی کارکنان شرکت‌های کوچک و متوسط: با نقش میانجی فرآیند مدیریت دانش. مجله پژوهش های مدیریت منابع سازمانی, 3(2), 91-110.
Anderfuhren-Biget, S., Varone, F., Giauque, D., & Ritz, A. (2010). Motivating employees of the public sector: does public service motivation matter? International Public Management Journal, 13(3), 213-246.
Boxall, P., Ang, S. H., & Bartram, T. (2011). Analysing the ‘black box’of HRM: Uncovering HR goals, mediators, and outcomes in a standardized service environment. Journal of Management Studies, 48(7), 1504-1532.
Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of public administration research and theory, 8(3), 413-440.
Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of management, 18(3), 523-545.
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern methods for business research, 295(2), 295-336.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
Ehrnrooth, M., & Björkman, I. (2012). An integrative HRM process theorization: Beyond signalling effects and mutual gains. Journal of Management Studies, 49(6), 1109-1135.
Fabian Homberg, D. V. T., Professor Klaus Heine, D., Schott, C., & Pronk, J. (2014). Investigating and explaining organizational antecedents of PSM. Paper presented at the Evidence-based HRM: A Global Forum for Empirical Scholarship.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics: SAGE Publications Sage CA: Los Angeles, CA.
Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2013). HRM practices, intrinsic motivators, and organizational performance in the public sector. Public Personnel Management, 42(2), 123-150.
Giauque, D., Anderfuhren–Biget, S., & Varone, F. (2015). HRM practices sustaining PSM: when values congruency matters. International Journal of Public Sector Performance Management, 2(3), 202-220.
GOULD‐WILLIAMS, J. S., Bottomley, P., Redman, T., Snape, E., Bishop, D. J., Limpanitgul, T., & Mostafa, A. M. S. (2014). Civic duty and employee outcomes: Do high commitment human resource practices and work overload matter? Public Administration, 92(4), 937-953.
Homberg, F., Dr Rick Vogel, D., & Gould-Williams, J. S. (2016). Managers’ motives for investing in HR practices and their implications for public service motivation: a theoretical perspective. International Journal of Manpower, 37(5), 764-776.
James, L. A., & James, L. R. (1989). Integrating work environment perceptions: Explorations into the measurement of meaning. Journal of Applied Psychology, 74(5), 739.
James, L. R., Hater, J. J., Gent, M. J., & Bruni, J. R. (1978). Psychological climate: Implications from cognitive social learning theory and interactional psychology. Personnel Psychology, 31(4), 783-813.
James, L. R., James, L. A., & Ashe, D. K. (1990). The meaning of organizations: The role of cognition and values. Organizational climate and culture, 40, 84.
Jones, A. P., & James, L. R. (1979). Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions. Organizational behavior and human performance, 23(2), 201-250.
Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research Research in personnel and human resources management (pp. 217-271): Emerald Group Publishing Limited.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23(6), 695-706.
Mostafa, A. M. S., Gould‐Williams, J. S., & Bottomley, P. (2015). High‐Performance Human Resource Practices and Employee Outcomes: The Mediating Role of Public Service Motivation. Public Administration Review, 75(5), 747-757.
Parker, C. P., Baltes, B. B., Young, S. A., Huff, J. W., Altmann, R. A., Lacost, H. A., & Roberts, J. E. (2003). Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review. Journal of Organizational Behavior, 24(4), 389-416.
Perry, J. L. (1997). Antecedents of public service motivation. Journal of public administration research and theory, 7(2), 181-197.
Perry, J. L. (2000). Bringing society in: Toward a theory of public-service motivation. Journal of public administration research and theory, 10(2), 471-488. Perry, J. L., & Hondeghem, A. (2008). Building theory and empirical evidence about public service motivation. International Public Management Journal, 11(1), 3-12.
Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 367-373.
Pierce, J. L., Kostova, T., & Dirks, K. T. (2001). Toward a theory of psychological ownership in organizations. Academy of management review, 26(2), 298-310. Pierce, J. L., O'driscoll, M. P., & Coghlan, A.-M. (2004). Work environment structure and psychological ownership: The mediating effects of control. The Journal of social psychology, 144(5), 507-534.
Rainey, H. G., & Steinbauer, P. (1999). Galloping elephants: Developing elements of a theory of effective government organizations. Journal of public administration research and theory, 9(1), 1-32.
Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public service motivation: A systematic literature review and outlook. Public Administration Review, 31(3), 291-316.
Rousseau, D. M. (1988). The construction of climate in organizational research. Rudmin, F. W., & Berry, J. W. (1987). Semantics of ownership: A free-recall study of property. The Psychological Record, 37(2), 257-268.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
Van Dyne, L., & Pierce, J. L. (2004). Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behavior. Journal of Organizational Behavior, 25(4), 439-459.
Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Management Review, 9(4), 545-556.
Vandenabeele, W., Leisink, P., Knies, E., Leisink, P., Boselie, P., van Bottenburg, M., & Hosking, D. (2013). Public value creation and strategic human resource management: Public service motivation as a linking mechanism. Managing social issues: A public values pserspective, 37-54.
Wetzels, M., Odekerken-Schröder, G., & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly, 177-195.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of management Journal, 53(1), 107-128.