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Working together: Factors affecting the relationship between leadership and job satisfaction in Iranian HR departments
Journal of General Management Pub Date : 2021-04-07 , DOI: 10.1177/0306307020968535
Alireza Nazarian 1 , Peter Atkinson 2 , Pantea Foroudi 3 , Anabela Soares 4
Affiliation  

Implementation of human resource management (HRM) practices in Iran has been patchy and unenthusiastic despite them having been found to be beneficial in Western countries. To investigate this problem, survey data were gathered from 63 private sector organizations in Iran, producing 325 usable responses, and were analysed using structural equation modelling. Our findings unexpectedly show that transactional leadership had a similar impact on balanced organizational culture to transformational leadership. Also, no relationship was found between balanced organizational culture and team working, or between team working and job satisfaction, which contradicts previous research. We argue that, in HR departments in Iran, culturally generated attitudes towards aspects of HRM itself may produce low job satisfaction, and thus may compromise the implementation of HRM practices. We also argue that, since the cultural conditions that create these anomalies are common to other Middle Eastern and Southern Asian countries, our results can be generalized to these regions. Based on these findings, recommendations are made for practitioners.



中文翻译:

共同努力:影响伊朗人力资源部门领导与工作满意度之间关系的因素

尽管在西方国家发现对伊朗人力资源管理(HRM)做法的实施是有益的,但这种做法却零散而又不够热情。为了调查此问题,从伊朗的63个私营部门组织收集了调查数据,产生了325个可用响应,并使用结构方程模型进行了分析。我们的发现出乎意料地表明,交易型领导对平衡型组织文化的影响与变革型领导类似。此外,在平衡的组织文化与团队合作之间,或在团队合作与工作满意度之间也没有发现任何关系,这与先前的研究相矛盾。我们认为,在伊朗的人力资源部门,文化上对人力资源管理本身的态度可能会降低工作满意度,因此可能会损害HRM实践的实施。我们还认为,由于造成这些异常的文化条件在其他中东和南亚国家中很常见,因此我们的结果可以推广到这些地区。基于这些发现,为从业人员提出了建议。

更新日期:2021-04-08
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