@2024 Afarand., IRAN
ISSN: 0000-0000 Iranian Journal of Isaar Studies 2017;1(2):75-81
ISSN: 0000-0000 Iranian Journal of Isaar Studies 2017;1(2):75-81
Pathology of Socialization Process of Employees of Martyrs and Sacrificers Foundation Based on Tri-Category (3C) Model; Case Study of South Khorasan Province
ARTICLE INFO
Article Type
Descriptive & Survey StudyAuthors
Zargar A.A. (*)Tanha S. (1)
(*) Management Department, Humanities Faculty, Birjand Branch, Islamic Azad University, Birjand, Iran
(1) Computer Department, Engineering Faculty, Birjand Branch, Islamic Azad University, Birjand, Iran
Correspondence
Article History
Received: December 2, 2016Accepted: April 21, 2017
ePublished: May 30, 2017
ABSTRACT
Aims
The success of any organization depends on the success of its employees in carrying out the affairs, so successful methods of socializing employees are one of the most important things that need to be done. The purpose of the present study was to determine the pathology of socialization process of the employees of the martyrs and sacrificers foundation based on Tri-category (3C) Model (co-structure, content and context).
Instrument & Methods This descriptive applied research was conducted in 2016 among all staff (105 people) of the martyrs and sacrificers foundation in South Khorasan Province and subsidiary offices in the cities. Sampling method was complete. The research tool was a researcher-made questionnaire to evaluate the quality of staffing socialization process based on 3C Model. Data was analyzed using SPSS 21 software by one-sample t-test, independent t-test, two-way analysis of variance and Friedman test.
Findings The scores of the quality of employees' socialization process in co-structural, content and context dimensions and generally were desirable (p=0.0001). There was no significant difference between the viewpoint of male and female employees, employees with different levels of education and staff with different service levels (p>0.05). The mean scores from employees' viewpoint were 2.26 for content dimension, 2.06 for structural dimension and 1.68 for context dimension (p=0.0001).
Conclusion The quality of socialization process of employees from the viewpoint of employees of the martyrs and sacrificers foundation based on 3C Model (in three dimensions) is desirable, but there is a relatively large gap in all indicators of the socialization process of employees in order to achieve the complete state of desirability.
Instrument & Methods This descriptive applied research was conducted in 2016 among all staff (105 people) of the martyrs and sacrificers foundation in South Khorasan Province and subsidiary offices in the cities. Sampling method was complete. The research tool was a researcher-made questionnaire to evaluate the quality of staffing socialization process based on 3C Model. Data was analyzed using SPSS 21 software by one-sample t-test, independent t-test, two-way analysis of variance and Friedman test.
Findings The scores of the quality of employees' socialization process in co-structural, content and context dimensions and generally were desirable (p=0.0001). There was no significant difference between the viewpoint of male and female employees, employees with different levels of education and staff with different service levels (p>0.05). The mean scores from employees' viewpoint were 2.26 for content dimension, 2.06 for structural dimension and 1.68 for context dimension (p=0.0001).
Conclusion The quality of socialization process of employees from the viewpoint of employees of the martyrs and sacrificers foundation based on 3C Model (in three dimensions) is desirable, but there is a relatively large gap in all indicators of the socialization process of employees in order to achieve the complete state of desirability.
CITATION LINKS
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[28]Sarrafizade A. Reviewing the issues of organizational behavior in the age of electronics. Manag Stud. 2004;11(43, 44):243-66. [Persian]
[29]Chatman JA. Matching people and organizations: Selection and socialization in public accounting firms. Adm Sci Q. 1991;36(3):459- 84.
[30]Cooper-Thomas H, Van Vianen A, Anderson N. Changes in person organization fit: The impact of socialization tactics on perceived and actual P-O fit. Eur J Work Organ Psychol. 2004;13(1):52-78.
[31]Colella A. Organizational socialization of employees with disabilities: Critical issues and implications for workplace interventions. J Occup Rehabil. 1994;4(2):87-106.
[2]Tavakkoli Darestani Sh, Shahbaz Moradi S. Pathology of human resources management aimed at improvement and development [Internet]. Tehran: Scientific Articles Management Database; 2009 [cited 2009 May 10]. Available From: www.SYSTEM.PARSIBLOG.com
[3]Tabari M, Nabavi F. The effectiveness of employees socialization period in Behshahr education office. Second National Conference on Applied Research in Management and Accounting Sciences. Tehran: University of Tehran; 2014. [Persian]
[4]Seyyed Javadein SR. Human resources management and staff affairs. 4th edition. Tehran: Negahe Danesh Press; 2006. [Persian]
[5]Seyyed Javadein SR. Human resource planning. 10th edition. Tehran: Tehran University Publisher; 2010. [Persian]
[6]Abbasian AH. The effectiveness of educational courses (Kirk Patrick's Model)[Internet]. Tehran: Management training; 2003 [cited 2005 March 21]. Available From: http://amozeshmand.blogfa.com/post-108.aspx.
[7]Etebarian A, Shams o’dini P. Determining the effect of organizational factors on employee socialization and the effectiveness of socialization process at Kazeroon University. Sch Adm Sci Econ. 2008;20(2):19-42. [Persian]
[8]Kazemi M, Hamrahi M. Pathology of in-service training courses based on the CIPP model (case study of Fars province). Manag Res. 2009;2(4):113-30. [Persian]
[9]Mohammadi Aria AR, Fath Abadi J, Yazdan Kaka’ie AR, Nozari M. A comprehensive university education assessment of Islamic Azad University of Gorgan Branch based on the CIPP model from the viewpoint of educational staff in the academic year of 2006-2007. J Res Dev Nurs Midwifery. 2011;8(2):58-68. [Persian]
[10]Azar A. Analyzing the quality of training courses in the service of managers and providing a suitable training model [Project]. Tehran: Education; 1995. [Persian]
[11]Aminpour B. Review of the views of the ministry of education managers on the role of current human resources training in productivity at the Ministry of Education [Dissertation]. Tehran: University of Tehran; 1994. [Persian]
[12]Hosseini S, Shami M, Khanifar H. Pathology of in-service training based on the OEM model (case study: education and education areas of qom province). Org Culture Manag. 2015;13(4):1201-21. [Persian]
[13]Khattak Z, Abbasi M. Evaluation of the effectiveness of in-service teacher training courses of the call sub- committee of the ELTR project in Pakistan. Procedia Soc Behav Sci. 2010;2(2):4911-7.
[14]Torabi A. Pathology of the human resources situation of the Iranian export development bank using the human resource excellence model and providing appropriate solutions for excellence [Dissertation]. Tehran: Allameh Tabatabaei University; 2011. [Persian]
[15]Noroozi M. The relationship between organizational learning and empowerment of employees in social security organization of Tehran [Dissertation]. Tehran: Payame Noor University; 2010. [Persian]
[16]Ghahremani M, Khorasai A, Hashemi M. Pathology In-service training of staff of experts of Shahid Beheshti University based on FPSS Model. Bull Env Pharmacol Life Sci. 2015;4(8):153-7
[17]Karamiani Gandombani L. Pathology of in-service training of the Education Department of Tehran based on the model of Eker and the presentation of appropriate strategies [Dissertation]. Tehran: Shahid Beheshti University; 2008. [Persian]
[18]Joneidi M, Mohebbati F. Human resource pathology Tehran University of Medical Sciences with the aim of improvement and development. Sixth International Management Conference. Tehran; 2003. [Persian]
[19]Karimi F. Socialization of staff and maintenance staff in the organization. Jame va Kar. 2010;106(1):71-4. [Persian]
[20]Do’aei H, Farzane Hasanzade ZH. The role of moderating working years in the relationship between psychological capital and socialization of individuals. Perspect Public Adm J. 2012;9(1):55-72. [Persian]
[21]Morrison EW. Newcomers’ relationships: The role of social network ties during socialization. Acad Manag J. 2002;45(6):1149-60.
[22]Bauer TN, Morrison EW, Callister RR. Organizational socialization: A review and directions for future research. In: Ferris GR, editor. Research in personnel and human resources management. Vol. 16. Greenwich CT: JAI Press; 1998. pp. 149-214.
[23]Chen G, Klimoski RJ. The impact of expectations on newcomer performance in teams as mediated by work characteristics, social exchanges, and empowerment. Acad Manag J. 2003;46(5):591-607.
[24]Saks AM, Ashforth BE. Organizational socialization: making sense of the past and present as a prologue for the future. J Vocat Behav. 1997;51(2):234-79.
[25]Jackson SE, Stone VK, Alvarez EB. Socialization amidst diversity: The impact of demographics on work team oldtimers and newcomers. In: Cummings LL, Staw BM, editors. Research in Organizational Behavior. Vol. 15. Greenwich, CT: JAI Press; 1993. pp. 45-109.
[26]Kirchmeyer, C. Demographic similarity to the work group: A longitudinal study of managers at the early career stage. J Organ Behav. 1995;16(1): 67-83.
[27]Ferel H. Adaptive public administration. Alvani SM, Memarzade Gh, translators. Tehran: Andishehaye Goharbaar Press; 2002. [Persian]
[28]Sarrafizade A. Reviewing the issues of organizational behavior in the age of electronics. Manag Stud. 2004;11(43, 44):243-66. [Persian]
[29]Chatman JA. Matching people and organizations: Selection and socialization in public accounting firms. Adm Sci Q. 1991;36(3):459- 84.
[30]Cooper-Thomas H, Van Vianen A, Anderson N. Changes in person organization fit: The impact of socialization tactics on perceived and actual P-O fit. Eur J Work Organ Psychol. 2004;13(1):52-78.
[31]Colella A. Organizational socialization of employees with disabilities: Critical issues and implications for workplace interventions. J Occup Rehabil. 1994;4(2):87-106.