@2024 Afarand., IRAN

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ISSN: 0000-0000    Iranian Journal of Isaar Studies 2017;1(1):23-27

Background
… [1]. There is a short history of studies on various job issues in administrative organizations and bureaucracy system of Iran. Therefore, there is no regular knowledge in the area of sociology of administrative organizations and bureaucratic systems of the country. As a result, there is an increased need for accurate clarification of labor relations and intraorganizational interactions more than ever [2].
Previous Studies
With the emergence of scholars, such as Marx, Engels, Weber, Durkheim, Simmel, Bleuner, Willensky, Mayo, Maslow, Taylor, Adams, Herzberg, Lawler, Siemens, McGregor, Fayol, Simon, Vroom, and Monsterberg, research and development have been regularly and systematically started in various areas and aspects of manufacturing, service, and professional organizations [3, 4].
Aim(s)
This study aimed to evaluate administrative and cultural damages of employees in Martyrs and Veterans Affairs Foundation.
Research type
This was a survey research.
Research society, place and time
This study was conducted on employees of Martyrs and Veterans Affairs Foundation in Tehran, Iran, in 2010–2011.
Sampling method and number
In total, 694 individuals were selected through multistage cluster sampling.
Used devices&materials
Data collection tool was a researcher-made questionnaire consisting of three sections: (1) demographic characteristics, (2) dimensions of administrative and cultural damages of employees, and (3) seven independent variables of occupational satisfaction, comprehension of organizational justice, occupational motivation, management style, religious beliefs, a sense of relative deprivation, and workforce organizational opportunities. Content and construct validity of the researcher was confirmed by experts, and its reliability was estimated at 0.78 by evaluating 20 employees of the Martyrs and Veterans Affairs Foundation. Statistical Analysis: Data analysis was performed in SPSS 19 software using Pearson’s correlation coefficient for evaluation of relationship between administrative and cultural damages and occupational satisfaction, occupational motivation, a sense of relative deprivation, management style, religious beliefs, comprehending organizational justice, age, work experience, and social and economic database and step-by-step regression to assess the effect of factors affecting administrative and cultural damages.
Findings by Text
In this research, 57.9% of the subjects were male and 42.1% were female. In terms of age, 4.5% of the participants were within the age range of 25–31 years, whereas 34, 36.7, 17.1, and 7.6% were within the age ranges of 32–38, 39–45, 46–52, and 53–58 years, respectively. Regarding educational level, 2.8% of the subjects had primary education, 9.4% had junior high school diploma, 41.9% had high school diploma, 11.8% had associate degree, 27.5% had BSc, and 6.4% had MSc and higher degrees. Moreover, 18.5% of the participants belonged to low socioeconomic base, whereas 49.4% and 32.1% were in medium and high bases, respectively. In this research, 63.4% of the participants regarded the access of employees to organizational opportunities at the foundation to be positive. In addition, 6.3% of the subjects believed in imperative management style, whereas 33.9%, 38%, and 12.8% believed in persuasive, consultative, and participative management styles, respectively. In terms of administrative and cultural damages, 42.6%, 44.7%, and 12.7% of the subjects had low, medium, and high damages, respectively (Table 1). According to the results, a significant relationship was observed between administrative and cultural damages of employees at the Martyrs and Veterans Affairs Foundation and variables of occupational satisfaction (p=0.004), occupational motivation (p=0.031), sense of relative deprivation (p=0.0001), management styles of managers (p=0.0001), comprehension of organizational justice (p=0.0001), religious beliefs (p=0.001), socioeconomic base (p=0.001), and educational level (p=0.011). On the other hand, no significant association was observed between administrative and cultural damages of employees and variables of organizational opportunities (p=0.23), work experience (p=0.111), age (p=0.204), and gender (p=0.275). About 38% of variance and changes in administrative and cultural damages were predicted by the seven evaluated indicators. According to the results, the level of administrative and cultural damages in Martyrs and Veterans Affairs Foundation was affected by –0.53 of occupational motivation, –0.45 of management styles, 0.44 of relative sense of deprivation of employees, –0.21 of comprehension of organizational justice, –0.18 of occupational satisfaction, –0.18 of being religious beliefs of employees, and –0.10 of occupational opportunities of employees.
Main comparison to the similar studies
One of the most important presented theories, which provokes people, is Maslow's hierarchy of needs, according to which individuals will have job commitment only when the organization is able to meet the primary needs of its employees. This is the only way for individuals to move from one level of needs to a higher level [5]. Alderfer aimed to integrate the five needs presented by Maslow in three main categories. … [6]. However, neither the theory of Alderfer nor the pyramid of Maslow can be convincing in this regard since a part of attempts of an employee depends on basic and essential condition of his job. Therefore, process theories (reinforcement and expectation) are used, where the former is somehow mechanical and the latter is humanistic. According to the reinforcement theory, human behaviors can be altered and modified through conditioning individuals, which leads to the formation of appropriate behaviors [7]. However, human being is regarded as an activist in expectation theory, who makes efforts and expects to achieve proper outcomes in proportion to his attempts. … [8-10]. According to equity theory, motivation of an individual depends on the feeling of being treated fairly and objectively. … [11]. Similar to the mentioned theory, difference theory believes that if there is a small difference between what has been achieved and what has been desired to be achieved, there is a low or increased level of satisfaction. According to Lock, occupational satisfaction or dissatisfaction depends on what is achieved and what is aimed to be achieved [12]. Likert has marked that motivation of employees is created by the effect of their direct participation in determining economic rewards, goals, improved methods, and progress in line with organizational goals [13]. … [14]. According to the approach of relative deprivation, individuals with a sense of deprivation and failure might use illegal means to achieve their desired goals [15]. … [16].
Suggestions
In order to decrease administrative and cultural damages of the Martyrs and Veterans Affairs Foundation in Tehran, the following items are suggested: • Revising the wage payment system and matching the salaries and monthly benefits of employees with organizational costs • Implementing a job classification scheme and assignment of responsibilities to the workforce based on talents, abilities, experiences, and area of expertise • Increasing the opportunities required for occupational motivation • Improving the knowledge of employees about the job and expanding their specialized and professional knowledge • Realistically assessing the employees and considering the determined criteria in occupational motivation and promotion and creation of a safe space in the organization in proportion to occupational progress • Creating friendly relationships between managers and employees of an organization • Designing encouragement and punishment methods in workplace to increase the rate of profitability and decrease negligence, escape from work, and irresponsibility in work environments • Enhancing work ethics by considering various indicators • Decreasing the ambiguity of work in staff through determining and defining the scope of responsibilities of each employee in the organization
Limitations
None declared by the authors.
Conclusions
Administrative and cultural damages of employees at the Martyrs and Veterans Affairs Foundation are affected by occupational motivation, management style of managers, relative sense of deprivation in employees, comprehension of organizational justice, occupational satisfaction, religious beliefs of employees, and organizational opportunities.
Acknowledgments
None declared by the authors.
Conflict of interest
None declared by the authors.
Ethical Permissions
None declared by the authors.
Funding Sources
None declared by the authors.

TABLES and CHARTS

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