Organizational policy

Background: Organizational politics within organizations, like the power around the manager, is broad and widespread, and managers consider political behavior as a part of organizational life that is inevitable, and on the other hand, the impact of ethics on social and especially political behaviors is undeniable. Therefore, the purpose of this study was to design and validate organizational policy indicators based on political ethics. Method: The method of the present study was integrated (qualitative and quantitative) and in terms of purpose was applied research. The qualitative section consisted of experts with experience in the field of political behavior who interviewed 11 people using purposive sampling. The texts of the interviews were also analyzed by coding method. In the quantitative part, the statistical population was the heads and experts of the Ministry of Interior (101 people). The sample size was selected based on Morgan and Krejcie table of 80 people by random sampling method. The research instrument was a completed questionnaire with 3 dimensions, 10 components and 99 indicators, the reliability of which was obtained by Cronbach's alpha test of 0.91. Structural equations with Smart Pls software were used to analyze the data. Results: The results showed that the organizational, personal and job dimensions had (0.57, 0.44, 0.37) direction coefficient in the organizational policy model based on political ethics, respectively, and the research variables could be 0.66, the perception variable. Predict organizational policy based on political ethics. Also, the overall fit of the model was evaluated at a very high level (GOF = 0.59). Conclusion: The model of perception of organizational policy indicators based on political ethics with 3 dimensions and 10 components has a good fit and can be considered as a suitable model of political behavior in public and private organizations in Iran.

The purpose of this study was to investigate the effect of organizational justice on the relationship between organizational policy and organizational citizenship behavior of sports experts in Tehran Municipality. The statistical population of the present study was all the experts of 22 districts of Tehran Municipality (N= 1800) and the statistical sample according to Cochran's formula was equal to 317 people. Finally, out of 350 distributed questionnaires, 323 questionnaires were found to be valid. A four-part questionnaire was used to collect the research data. The validity of the questionnaires was confirmed by 5 experts and Cronbach's alpha coefficient was used in the pilot study for assessing the reliability of the research tool. Conducting Pearson correlation test as well as structural equation modeling through SPSS and LISREL software were used to examine the research hypotheses. The results of Pearson test showed a negative and significant relationship between organizational policy and organizational citizenship behavior (-0.51) and regression analysis of the study showed that 32% of changes in citizenship behavior could be predicted by organizational justice and organizational policy variables (32/32). Testing the research model revealed the indirect effect (mediated by perceived organizational justice) and direct effect of perceived organizational policy on organizational citizenship behavior. Moreover, the coefficient of direct impact (-0.183) of perceived policy on organizational citizenship behavior was found to be more than its indirect effect (-0.705).