Copyright©2019, University of Isfahan. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/BY-NC-ND/4.0), which permits others to download this work and share it with others as long as they credit it, but they can’t change it in any way or use it commercially.
Doi: 10.22108/jas.2018.75252.0
Journal of Applied Sociology E-ISSN: 2322-343X
Document Type: Research Paper
Vol. 30, Issue 1, No.73, Spring 2019, pp. 31-36 Received: 10.07.2016 Accepted: 02.07.2018 http://ui.ac.ir/en
Relationship Between Perception of Bullying in the Workplace, Job Self-Alienation, Organizational Support with the Intention to Leave Work and the Role of Mediator of Forced
Citizenship Behavior
Mohammad Ali Nadi*
Associate Professor, Department of Educational Management, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran
Mojde Shojaee
MA. In Educational Management, Islamic Azad University of Isfahan (Khorasgan), Isfahan. Iran.
* Corresponding author, e-mail: [email protected]
Introduction
Bullying is a behavior in which, in a two-way communication, one party exercising verbal and verbal power accompanied by aggression, attempts to scare, subjugate and achieve tangible and intangible benefits on the other, and at the workplace of an employee in During a long period of time, there is a danger of psychological abuse, such as excessive criticism and humiliation, and the loss of the power of self-defense in relation to the wisdom (Nadi and Gerami, 2014). The main source of stress is the worker's bullying in the workplace, which has a profound cognitive, physical, and psychological consequences (Lewis, 2006).Pressure in the atmosphere of the planet leads to harmful and costly individual and organizational problems (Ganster & Rosen, 2013), which reduces mental and physical health, leading to self-induced absenteeism and lack of access to workplaces (Keashly & Neuman, 2010). The desire to quit service is a function of the well-being and perceived ease of leaving the organization. In sum, individual factors, internal organization and organizational factors determine the probability of individual employee abandonment. Knowing what factors make an employee decide to separate from the organization is crucial to the organization's ability to maintain employees. Job self-alienation is a psychological separation that can be found in everyday life and social communication both inside and outside the environment (Sharfi et al., 2013) .Occupational alienation can be explained by the contradiction between the nature of the role of occupation and the nature of the human being (Banai & Weisberg, 2003). An organization's staff always believes in the organization based on the value that the organization pays for its security, comfort and security. This belief is called perceived organizational support. Organizational support is one of the things that can be preventive or counterproductive in terms of the negative effects of occupational alienation and organizational bullying. In fact, perceived organizational support reflects the quality of social exchanges that occur between the employee and the employer (Casper et al., 2011;
Eisenberger et al., 2001). Employees, because of their social nature, are willing to accept organizational citizenship behaviors (Organ, 2005). Individual and voluntary behavior that is not directly designed by formal remuneration systems in our organization, however, increases the effectiveness and efficiency of the organization (Appelbaum et al., 2004; Cohen et al., 2004).Finally, based on the findings of this study, it will be determined whether the education organization can reduce self-alienation and job cessation by strengthening organizational support for destructive and negative bullying in the workplace? So, in this research, "Is there a shift in civic engagement from teachers to the shift from working-class perceptions to workplace, job alienation, and organizational support through mediation of compulsory behavior?"
Material & Methods
The purpose of this study was to determine the relationship between perceived bullying in the workplace, job self-alienation and organizational security with the Intention to Leave Work and the mediating role of forced citizenship behavior through correlation among all seconded high school teachers in six secondary schools of Isfahan. The sample of this study was selected randomly by cluster sampling method with 232 people selected. In order to collect
data from Quinn's bullying perception questionnaire (1999), Mutaz's career alienation (1981), perceived organizational support by Eisenberger (1986), Vigoda- Gadot's forced citizenship behavior (2007), and the Intention to Leave Work of Bluedorn (1982) ) used.
Using the statistical package of social science, Cronbach's alpha was calculated for the main variables and their dimensions. Data analysis was done descriptively and inferential by software package in social science version 23 and structural torque
Journal of Applied Sociology, Vol. 30, Issue 1, No. 73, Spring 2019 32
software. The indicators of the overall evaluation of the factor model in the aggregate indicate that fitting the data to the model is established. All indicators of the overall evaluation of the model with regard to the inclusion of the relevant values of this index are desirable and imply that the model has the function of the model.
Discussion of Results & Conclusions
The effect of compulsory behavior on the variables of perceptual perceptions in the context of work is influential. In other words, forced citizenship practices, in contrast to organizational citizenship behaviors that promote the organization's performance and its functions, can hinder the functioning of the organization. Dismissal of employees and loss of customers and bankruptcy, including the negative consequences of such behaviors. Critical perception of the user's intention to leave the service has a meaningful direct relationship. When employees are exposed, their positive emotional levels are reduced and their negative emotions increase. In many cases, bullying offers a lot of adverse consequences for victims, witnesses and employers. In most cases, workplace bullying reduces job satisfaction and loses productivity and increases the amount of job vacancies.
In this study, no significant relationship was found between job alienation and forced behavior. The disparity between your individual and your organization will reduce your self-esteem and lack of trust in your organization. Job alienation has an impact on the intention to leave if the sense of identity of employees in the environment cannot work, they may not be meaningful and meaningful, because they feel that they do not value the organization and leave it.There was an inverse relationship between organizational support and the intention to leave. In this sense, with the increase of organizational support, the intention to quit the service is reduced . There was not a meaningful relationship between the organizational responsibility variable and the requirement for forced marriages. In this sense, the common values in the workplace make employees feel valued. Relationships between the structural models of independent variables (perceptions of culture in the workplace, job self-alienation, organizational support) with a dependent variable (the purpose of the service) were high. Estimates of the main parameters of the structural equation model confirms the mediating role of compulsory behavioral change behavior as a kind of partial mediation between the perception of the cognition in the work environment and the intention of the cessation of service.
Keywords: Perception of Bullying in the Workplace, Job Self-Alienation, Forced Citizenship Behavior, Intention to Leave Work, Organizational Support.
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Copyright©2019, University of Isfahan. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/BY-NC-ND/4.0), which permits others to download this work and share it with others as long as they credit it, but they can’t change it in any way or use it commercially.
Doi: 10.22108/jas.2018.75252.0
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ءوسضرعم
دافتسا
ۀ رارقيناور
يتم
درتيگ
؛
دتننام
ودقن شيبريقحت
تحزا
د و
تتسدزا
رددوتخزاعاتفدتردتقنداد
ربارب
يردلق
(
ويداتن
يتمارگ
،
.)8737
عتبنم
يلتصا
يتناورراتشف
رتب
حمرديردلقنانكراك
راك هكتسا
،يتخانشياهدمايپ
يمتسج
و يناور
يراوگاتن
يتناورراتشف.دراد
طيتحمرد
ببتسمتهراتك
تلاکشم نايز
روآ و ۀنيزهرپ ينامزاسويدرف
يتم
(دوتش
Ganster
& Rosen, 2013 in: Keashly & Neuman, 2010: 51
)
متهو
ببتس
شهاك تملاس يناور و يمسج يم
ببسدوخهكدوش
يتصخرم
يجلاعتتتسا و
نتفاينروتتضح تتحمرد
يتتمراتتك
دوتتش
& Neuman, 2010: 51( (Keashly
.
تلوهتتسوتتتيبولطمزايعباتتت،تمدتتخکرتتتهتتب تتيامت کرد
دتننامه(يدرف ماوععومجمرد.تسانامزاسکرتزاهدش
،)تمدتخکرتتهتب تيامتاتبيمسرمادختساونسيفنمۀطبار نورد ماوع
نوربو)يلغشطيارشدننام(ينامزاس
ينامزاس
دتننام(
نييعت)يداصتقاطيارش
ناتنكراكيدرفتمدخکرتلامتحاۀدننك
1 Bulling
يمرامشهب
.دنور
ببتسيلماوتعهتچهتكعوتضومنيازايهاگآ
يم
رد،درتيگبنامزاتسزاييادتجهتبميمتصتدتنمراك يدنوش
دتصق.تتسايتاتيحرايتسبنادتنمراكظفحياربنامزاسيياناوت هبتمدخکرت
ونامزاتسکرتتياربهناهاگآيقايتشاو يمۀلزنم
يمفيرعتافعتسا
يتعقاوکرتتوافعتتساببتسباتمازلاهتكدوتش
يمن
هدتنيآردنامزاتساتبهتطبارکرتتلاتمتحاهتبهکلب؛دوش
يا
(درادهراشا يدزن
Huang et al., 2008: 198
.)
ن تمدخکرتتي
ناتياپيارتبدارتفايدارا يم،0
هتبنداد
يراکمه
اب .تسانامزاس ي
اب
تتسانتکممتتيننياهکنآ
چيه
،دوشنيلمعهاگ
دوتخريیثتدرادناکما
ار
بتلاقرد
يياته
،تبيلنوچ
لامها
يراك
،
ارخ
ويراك
.دتهدناشناهنيادننام
وخزا د
زاتتتساتراتتبعيلغتتشيگناتتگيب
ييادتتجتتتلاح
ناور
هتتكيتخانتتش
ماتتش درتتفريوتتصت
زا
تاتتطابتراودوتتخ
يعامتجا
شا
ردمهونوردردمه
ب ي
نور
زا
راتكطيحم
تتسا
(
ويفرش
،ناراکمه
8730
:
).17
اريلغشيگناگيبدوخزا
يتم
ناوتت
ترياغم صحام نيب
يناتسناتتيهامويلغتششتقنتتيهام
(تسناد
Banai & Weisberg, 2003: 362
).
صاخشا ي
بدوخزاهك ي
گناگ ي
لغش ي
ار
تمهتبرجت ي
اتبدتننك
تحوهعماج،هداوناخدارفا ي
وخ ي نتش
وخ ي ش
ودتنراد کشم
مسجتملاس ي
ناورو ي
دهتنانآ ي د
م ي
دوش
اربو ي
دارفا ي
هك
ماعترداهنآاب
دنا
نامزاسو ي
طبترمنآهبهك
دنا
تلاکشم ي
تب ه
دوجو م ي
دنروآ
بتكرحو ه
وس ي
هرهب
رو ي
دنكابارنامزاس ي
بورفقوتهاگو ه
مور ي
نك ن د
(
Hirschfeld & Field, 2000: 792
.)
زايکي
يمهكيدراوم
شيپشقندناوت
يثنخايهناريگ
ردهدتننك
ويلغتشيگناتگيبدوخزايتفنمتاریالابق
ينامزاتسيردتلق
تساينامزاستيامحدشابهتشاد
،عقاورد؛
تيامح
ينامزاتس
کاردا
تيفيك،هدش تلادابت
يعامتجا يمسکعنمار
هكدنك نيب
دنمراك و
اتمرفراك
اتفتا
يتم
دتتفا (
Eisenberger, et al., 2001;
Casper et al., 2011: 642
کاردا.) تيامحزا
تراتبع،ينامزاس
تسا يلكروابزا درف
ينبم هکنيارب تامحز،نامزاس جرااروا
يم
ياربودهن تداعس
هافرو تيمهاوا ئاق
(تسا
Rhoades,
2 Intention to leave work
ۀطبار
نيب
کاردا
زا
يردلق
رد
طيحم
،راك
يگناگيبدوخزا
،يلغش
…
يلعدمحم يعاجشهدژمويدان
863
et al., 2001: 828
.)
ناتنكراك
هتب
تيلد
تتيهام
يعاتمتجا
دوتخ
تيامت
دتنراد
لاتبقرد
تتيامح
ياته
ياتهراتفر،نامزاتس
يدنورهش ينامزاس
ناتشندوتخزا
.دتنهد
يدنورهتشراتتفر
،ينامزاس ر
يراتف يدرف و هنابلطواد تسا
هتبهتك
روتط
ميقتتسم
هب
متسيسۀليسو
ياه يمسر شاداپ نامزاسرد
يتحارط
هدتشن
؛تسا نيادوجواب ياقتراببس
يشخبریا و
ييآراك
8
درکلمع
نامزاس يم
(دوتش
Appelbaum et al., 2004: 15; Cohen & Kol,
.)2004
هتكتتساشقنارتفيراتتفريراتبجايدنورهشراتفر ينطاب يمفلاخربنانكراك
يتنوريبياهراشفهبخساپردناش
ءوستراظندننام
هدافتسا
يمناشنناتسرپرسيخربۀنارگ
دتنهد
.دتتشاب رتتخمنامزاتتسيارتتبتدتتمزاردردتتتسانتتکممو
نيياتپارنامزاتسدرکلمعنآيپردونانكراكۀيحورنينچمه (دروايب
Vigoda-Gadot, 2006: 79
.)
نارميا
ناراتکمهويتشروك
( )2013
نيبۀطبار
تيامح
ينامزاس
کاردا
وهدتش
کرتتتتين
.دندركيسرربارتمدخ
ياتن
نيا
هعلاطم
ناشن
تيامحدنداد
کارداينامزاس
هبهدش
ميقتسمريلروط
يتضارنانكراكظفحهب
مكنامزاسرديفطاعدهعتابو
يم
.دنك
ناو
و يوکلچتسا
ناراتتکمه
0
( شتتقن)2011
يدتتعت
تتتيامحيگدتتننك
ينامزاتتس
کاردا
هدش
ۀطباررد
نيب
يردتلق
تحمرد
راتك
و
تتين
کرتت
تمدخ
ياقيرفآرد
هتجيتننتياهتبودندركيسررباريبونج
يردلقهكدنتفايتسد
طسوت
وفام
يار
يردلقزارت
طتسوت
ناراکمه
تسا .
يتمناتشناتهنآشهوژپ ياتننينچمه
دتنهد
هطبار
يا
تبثم
نيب
يردلق
حمرد
وراك
تتين
کرتت
تمدتخ
دراددوجو .
نيدتيآو تسوا
7
(
رديردتلقنيتبۀتطبار)2012
ياتتنهتكدتندركيتسرربارتمدتخکرتتينوراكطيحم
هتتيزجت
تتيلحتو
نويتتسرگر
يدتتعت
ياتتنبمربهدتتش
هداد
ياتته
عمج
يروآ
هدش
زا 722
ۀطبار،دنمراك
راكطيحمرديردلقنيب
و
تين
ناتشنارتمدخکرت
تتيامحراداتنعمريیثتت.دتنداد
ينامزاس کاردا
هدش ياهراتفررب يدنورهش
ينامزاس
ناتنكراك
1Efficiency
2 VanSchalkwyk et al.
3 Öcel & Aydın
شهوژپرد
يرگيدياه هلمجزازين
تنايچ و
هيتسه
،4
،2012
ناو و
1 نوو
،
،2011
ورتساملا
،6
2010
يريدتنو و
اووناتت
،3
2010
هب تابیا هديسر .تسا
هچلوپ
1يلا
(
شهوژپرد)2014
«
يدنورهشراتفر
،ينامزاس
نانكراكتيصخشويراكتياضر
»
هتكديتسرهتجيتننتياهب
زاهكيدارفا
يضاردوخراك
،دنا
ياتهراتفررتشيبدنراد يامت
يدنورهتتش
ينامزاتتس
ناراتتکمهووتتهز.دتتنريگبشيتتپردار
3
(
)2014
ۀلاقمرد
« يدنورهشراتفر
يرابجا
و
يدنورهتشراتفر
ينامزاس
»
راكوزاس
يناور
ۀنيمز رد
ۀطبار
نيب
يدنورهتش راتفر
ويرابجا
يدنورهشراتفر
ياتتن.دتندركيتسرربارينامزاس
اهنآشهوژپ
ناشن
يدنورهشراتفردنداد
يراتبجا
يتفنمريیثتت
يدنورهشراتفررب
ينامزاس
.تسارضمنامزاسياربودراد
شهوژتتتپ ناراتتتکمهوزرماتتتت
82
(
)2015
ناتتتشن
داد
يگناگيبدوخزا يلغش
ربميقتسميريیثت نازيم
شلات نانكراك
و
هب يم ندنام نانآ نامزاسرد .دراد
ناراکمهويجناكام
88
( )2006
شهوژپرد
ۀرابردهكدوخ
ۀطباريسررب تيامح
ينامزاس کاردا
هدش دهعتاب
ينامزاتس و
يم هب
ينامزاتستتيامحنيتبدتنتفايرد،دوتبتمدتخکرت کاردا
وهدش هب يامت کرت غش ۀطبار دوجويفنم .دراد
ناکپلآوزيدليا
80
(
)2015
ياتهراتفرۀتطباريسرربردزين
نتياهتبيلغتشيگناتگيبدوخزاشقنوراكطيحمرديفارحنا
هكدنديسرهتفاي
ودرتفنيتبيفنمۀطبارببسيلغشيگناگيب
نامزاس يمراك حمرديفارحناياهراتفرو
.دوش
ناراتتکمهوسيتتستراك
87
(
)2015
يباتتيزرا تتيلحتارفرد
ينامزاتتستتتيامحنيتتبدتتنتفايردينامزاتتستتتيامحيرتتظن کاردا
راداتنعمتتبثمۀتطباريراتبجايدنورهتشراتفرابهدش
4 Chiang & Hsieh
5 Wang & Wong
6LaMastro
7 Nadiri & Tanova
8 Pavalache–Ilie
9 Pavalache–Ilie et al.
10 Tummers et al.
11Makanjee et al.
12Yıldız & Alpkan
13Kurtessis et al.
