درخت حوزه‌های تخصصی

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, Organizational alienation, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.

Purpose: After-sales service includes a wide range of services and provides the basis for a long and easy use of the product. The present study was conducted with the aim of designing a curriculum model for after-sales service in the automobile industry in Iran. Methodology: This was a mixed exploratory study (qualitative and quantitative). The research population in both the qualitative and quantitative sections were the CEOs and after-sales service assistants of the automobile industry, training managers and technical experts of the automobile industry, and according to the principle of theoretical saturation, 18 of them were selected as a sample using the snowball sampling method. The research tools were demographic information form and semi-structured interview with experts, the data of which were analyzed in the qualitative part with open, central and selective coding method in MAXQDA-10 software and in the quantitative part with exploratory factor analysis method in Smart PLS-3 software. Findings: The findings showed that the after-sales service curriculum model of the automobile industry in Iran had 61 indicators in 6 categories of efficient and effective management, skilled and trained human resources, use of new technologies, training development, evaluation and customer satisfaction. Other findings showed that the after-sales service curriculum model of the automobile industry in Iran has 57 items (removal of 4 items due to factor loading less than 0.40) in 6 factors of efficient and effective management, skilled and trained manpower, use of new technologies, It was the development of training, evaluation and customer satisfaction. The validity of the factors based on the factor loading was higher than 0.60, the convergent validity was higher than 0.50 and the average variance extracted was higher than 0.70, and the reliability was higher than 0.80 with Cronbach's alpha method. In addition, the 6-factor model of the after-sales service curriculum of the automobile industry in Iran had a good fit and the effect of the said model had a direct and significant effect on all 6 factors (P<0.05). Conclusion: Managers and planners of the automobile industry and its after-sales services in Iran can use 6 categories of efficient and effective management, skilled and trained manpower, use of new technologies, training development, evaluation and customer satisfaction to improve the after-sales service curriculum. car industry to use.