نقش میانجی تعهد سازمانی در ارتباط بین منتورینگ و رضایت شغلی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
هدف پژوهش حاضر بررسی نقش میانجی تعهد سازمانی در رابطه بین منتورینگ و رضایت شغلی و رسیدن به پاسخ این سوال است که آیا تعهد سازمانی در رابطه بین منتورینگ و رضایت شغلی نقش میانجی ایفا می کند؟ این پژوهش از لحاظ هدف، کاربردی و با توجه به ماهیت موضوع و اهداف آن، از نوع توصیفی- همبستگی می باشد. برای آزمون فرضیه های تحقیق از مدل معادلات ساختاری توسط نرم افزار Smart PLS استفاده شده است. حجم نمونه آماری مورد نیاز از طریق فرمول کوکران 134 نفر تعیین گردید و افراد نمونه با استفاده از روش نمونه گیری تصادفی انتخاب شدند. داده های اولیه موردنیاز از طریق پرسشنامه و داده های ثانویه نیز از طریق منابع کتابخانه ای و اینترنتی جمع آوری شدند. یافته های تحقیق نشان داد که به طور کلی متغیر منتورینگ در مجموع 59 درصد از واریانس متغیر رضایت شغلی و 19.9 درصد از واریانس متغیر تعهد سازمانی را تبیین می کند و متغیر تعهد سازمانی در مجموع 53 درصد از واریانس متغیر رضایت شغلی را تبیین می کند، با توجه به موارد ذکر شده همه فرضیه های پژوهش تایید شدند. عدم دسترسی آسان به معلمان و اعضای جامعه آماری و همچنین فقر ادبیات پژوهش از محدودیتهای پژوهش به شمار می روند.Investigating the Mediating Role of Organizational Commitment in the Relationship Between Mentoring and Job Satisfaction
Extended The aim of the present study is to investigate the mediating role of organizational commitment in the relationship between mentoring and job satisfaction and to answer the question of whether organizational commitment plays a mediating role in the relationship between mentoring and job satisfaction approach: In terms of purpose, this research is applied, and according to the nature of the subject and its goals, it is of a descriptive-correlation type. Introduction Education and its scientific and specialized management is an important factor in the development of countries and societies. Today, coaching is considered the most important experiential aspect of training and is an important process for professional development and psychological support of new employees, and it can be used to prevent anxiety and increase self-confidence and peace of mind in inexperienced employees. Case study The statistical population of the present study was all primary school teachers in Euclid city. The required statistical sample size was determined by Cochran's formula of 134 people and the sample was selected using random sampling method. The required primary data were collected through questionnaires and secondary data were collected through library and internet sources. Materials and Methods Structural equation model was used by Smart PLS software to test research hypotheses. The required statistical sample size was determined by Cochran's formula of 134 people and the sample was selected using random sampling method. The required primary data were collected through questionnaires and secondary data were collected through library and internet sources. Discussion and Results The research findings showed that in general, the mentoring variable explains a total of 59% of the variance of the job satisfaction variable and 19.9% of the variance of the organizational commitment variable. And the variable of organizational commitment explains a total of 53% of the variance of the variable of job satisfaction, according to the mentioned cases, all research hypotheses were confirmed. The lack of easy access to teachers and members of the statistical community as well as the lack of research literature are among the limitations of the research. Conclusion present research include the achievement that by combining the social exchange theory (which is one of the most effective conceptual paradigms for understanding workplace behaviors) and the concept of coaching, it is possible to develop a suitable structure for predicting and explaining the behavioral dimensions between the organization and employees. Finally, one of the acquired concepts is training methods of persuading employees by managers and supervisors in order to achieve commitment, job integration, more self-efficacy and less intention to leave the organization.
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