مسئولیت های اجتماعی درون سازمانی مبتنی بر انگیزش درونی: شناسایی شکاف ها

حاتمی, سپیده; صفایی, محمدهادی

مسئولیت های اجتماعی درون سازمانی مبتنی بر انگیزش درونی: شناسایی شکاف ها

نوع مقاله : مقاله پژوهشی

نویسندگان

سپیده حاتمی ¹

محمدهادی صفایی ²

¹ استادیار، گروه مدیریت، دانشگاه پیام نور، تهران، ایران

² کارشناسی ارشد مهندسی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران

چکیده

منابع انسانی یکی از مهم‌ترین منابع هر سازمانی است که برای کسب نتایج کاری موثر نیاز به انگیزه‌ی درونی دارند. مسئولیت‌های اجتماعی درون‌ سازمانی می‌تواند نقش عمده‌ای در این خصوص داشته باشد. علارغم توسعه مبحث مسئولیت‌های اجتماعی، بحث تمرکز فعالیت‌های آن روی انگیزش درونی کارکنان نادیده گرفته شده است. از این رو هدف این پژوهش، شناسایی مسئولیت‌های اجتماعی درون‌ سازمانی است که بر انگیزش درونی کارکنان تأثیر دارند و در ادامه شکاف‌ها بین مدیران و کارکنان بررسی می‌شود. پژوهش حاضر ترکیبی کیفی-کمی است و از روش تحلیل مضمون و پیمایشی استفاده شده است. بدین منظور با 25 نفر از مدیران یک شرکت دولتی مصاحبه‌هایی صورت پذیرفت. بعد از کدگذاری اولیه مصاحبه و آزمون دلفی 25 مضمون پایه، 8 مضمون سازمان‌دهنده و 3 مضمون فراگیر به شرح ذیل شکل گرفت. موفقیت (شامل حمایت از کارکنان، کمک به یادگیری و توسعه و اقدامات منجر به افزایش حس غرور کارکنان)، تعلق (شامل مشارکت کارکنان، ارائه خدمات به خانواده‌های کارکنان و احترام به کارکنان) و قدرت (شامل رعایت امور اخلاقی و رعایت عدالت در شرکت). نتایج کمی نیز نشان می‌دهد شکاف‌هایی عمیق بین مدیران و کارکنان در همه‌ی ابعاد وجود دارد. نتایج این پژوهش به افزایش مبانی نظری در این حوزه‌ی مطالعاتی کمک می‌نماید.

کلیدواژه‌ها

مسئولیت های اجتماعی

انگیزش درونی

شکاف

کارکنان

عنوان مقاله English

Intra-organizational Social Responsibilities Based on Intrinsic Motivation: Identifying Gaps

نویسندگان English

sepideh hatami ¹

mohammadhadi safaei ²

¹ 1assistant professor, management group, payame noor university, Tehran, Iran

² Master of Engineering, Science and Research Branch, Islamic Azad University, Tehran, Iran

چکیده English

Human resources are one of the most important assets of any organization, and they require intrinsic motivation to achieve effective work outcomes. Organizational social responsibilities can play a significant role in this regard. Despite the development of the concept of social responsibility, the focus on its activities related to the intrinsic motivation of employees has been overlooked. Therefore, this research aims to identify the organizational social responsibilities that impact employees' intrinsic motivation and to explore the gaps between managers and employees. This study employs a mixed-methods approach, utilizing both qualitative and quantitative methods, including thematic analysis and surveys. To this end, interviews were conducted with 25 managers of a public company. After initial coding of the interviews and Delphi test, , 25 basic themes, 8 organizing themes, and 3 inclusive themes emerged as follows: Success (including support for employees, assistance in learning and development, and actions leading to an increased sense of pride among employees), Belonging (including employee participation, provision of services to employees' families, and respect for employees), and Power (including adherence to ethical standards and justice within the company). The quantitative results also indicate significant gaps between managers and employees across all dimensions. The findings of this research contribute to enhancing the theoretical foundations in this area of study

کلیدواژه‌ها English

Social responsibilities

Intrinsic motivation

Gap

Employees

[1]- Insyirani, A. P., Kibtiah, P. M., Ningrum, O. D. S., & Prameswari, D. E. (2013, October). The impact of Corporate Social Responsibility to internal employee motivation. In The 2nd IBSM, International conference on business and management (pp. 2-4).
[2]- Ghosh, D., Sekiguchi, T., & Fujimoto, Y. (2020). Psychological detachment: A creativity perspective on the link between intrinsic motivation and employee engagement. Personnel Review, 49(9), 1789-1804. DOI:10.1108/PR-12-2018-0480/full/html.
[3]- Agarwal, S., Yadav, Y. S., & Acharya, A. (2014). Chapter: Impact of CSR-driven internal employee motivation on cordiality of employee relations. In Managing in recovering markets book (pp. 315-325). Springer.
[4]- Skudiene, V., & Auruskeviciene, V. (2012). The contribution of corporate social responsibility to internal employee motivation. Baltic journal of management, 7 (1), 49-67. DOI: 10.1108/17465261211197421
[5]- Phuong, N., Song, N., Bach, T., & Sang, P. (2020). Impacts of corporate social responsibility toward employees on employee motivation in enterprises: A case study in Vietnam. Management Science Letters, 10(11), 2543-2552. DOI: 10.5267/j.msl.2020.3.041
[6]- Cooke, F. L., & He, Q. (2010). Corporate social responsibility and HRM in China: a study of textileand apparel enterprises. Asia Pacific Business Review, 16(3), 355-376. DOI: 10.1080/13602380902965558.
[7]- Shen, J., & Zhang, H. (2019). Socially responsible human resource management and employee support for external CSR: roles of organizational CSR climate and perceived CSR directed toward employees. Journal of Business Ethics, 156, 875-888. DOI: 10.1007/S10551-017-3544-0.
[8]- Low, M. P. (2014). Internal corporate social responsibility: an overview. Australian Journal of Basic and Applied Sciences, 8(16), 18-29. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3611542
[9]- Pastrana, N. A., & Sriramesh, K. (2014). Corporate social responsibility: Perceptions and practices among SMEs in Colombia. Public Relations Review, 40(1), 14-24. DOI:10.1016/j.pubrev.2013.10.002.
[10]- Feder, M., & Weißenberger, B. E. (2019). Understanding the behavioral gap: Why would managers (not) engage in CSR-related activities?. Journal of Management Control, 30(1), 95-126. DOI: 10.1007/s00187-019-00275-y.
[11]- Hur, W. M., Moon, T. W., & Ko, S. H. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153(3), 629-644. DOI: 10.1007/s10551-016-3321-5.
[12]- Kunz, J. (2020). Corporate social responsibility and employees motivation—broadening the perspective. Schmalenbach Business Review, 72(2), 159-191. DOI: 10.1007/s41464-020-00089-9
[13]- Kim, C. H., & Scullion, H. (2013). The effect of Corporate Social Responsibility (CSR) on employee motivation: A cross-national study. Poznan university of economics review, 13(2). DOI: 10.18559/ebr.2013.2.663
[14]- Abdelmotaleb, M., and Saha, S. K. (2018). Corporate social responsibility, public service motivation and organizational citizenship behavior in the public sector. International Journal of Public Administration, 42(11), 929-939. DOI: 10.1080/01900692.2018.1523189.
[15]- Turner, M. R., McIntosh, T., Reid, S. W., & Buckley, M. R. (2018). Corporate implementation of socially controversial CSR initiatives: implications for human resource management. Human Resource Management Review, 29(1), 125-136. DOI: 10.1016/j.hrmr.2018.02.001.
[16]- Hatami, S., Seyed Naghavi, M.A., Alvani, S.M., Hoseinpour, D. (2019). Human Resource Management Social Responsibilities: A Meta Synthesis Approach. Journal of Public Administration Perspective, 10(3), 45-65. https://jpap.sbu.ac.ir/article_96594.html. (In Persian)
[17]- Lechuga Sancho, M. P., Martínez-Martínez, D., Larran Jorge, M., & Herrera Madueño, J. (2018). Understanding the link between socially responsible human resource management and competitive performance in SMEs. Personnel Review, 47(6), 1211-1243. DOI: 10.1108/PR-05-2017-0165.
[18]- McClelland, D.C., 1961, The achieving society, Princeton, NJ, Van Nostrand.
[19]- Aguilera, R.V., Rupp, D.E., Williams, C.A. and Ganapathi, J. (2007), “Putting the S back in corporate social responsibility: a multi-level theory of social change in organizations”, Academy of Management Review, 32(3), 836-63. DOI:10.5465/amr.2007.25275678.
[20]- Wagner, T., Lutz, R. J., & Weitz, B. A. (2009). Corporate hypocrisy: Overcoming the threat of inconsistent corporate social responsibility perceptions. Journal of marketing, 73(6), 77-91. DOI:10.1509/jmkg.73.6.77.
[21]- Soares, E.T.P. (2016). Closing the ‘CSR gap’ through a successful CSR strategy–insights from Nike Inc., dissertation of phd, Business Administration, universidade católica portuguesa.
[22]- Sobhani M, Atayi M, Memarzadeh G, Alborzi M. (2021). A Social Responsibility Model with an Ethical-Strategic Approach for Iranian Public Organizations, 33 (4), 3-28. 10.52547/jmdp.33.4.3. (In Persian)
[23]- mirmohammadi, S., Rahimian, M., Abedini, M. (2021). Perception of Corporate Social Responsibility and In-Role and Extra-Role Performance: Mediating Role of Work Attitude. Management Research in Iran, 21(2), 137-155.DOI: 20.1001.1.2322200.1396.21.2.7.1. (In Persian).
[24]- DanaeeFard, H., Nemati, S., Khaef Elahi, A. (2021). Developing Public Sector Human Resource Value Creation Measurment Model. Management Research in Iran, 21(2), 157-178. DOI: 20.1001.1.2322200.1396.21.2.8.2. (In Persian).
[25]- dehghani filabadi, A. (2019). Consensus modeling in Delphi's process using the concept of qualitative reasoning and its application in identification and localization effective criterions to improve the quality of services. Modern Research in Decision Making, 3(4), 104-124. https://journal.saim.ir/article_34418.html?lang=fa. (In Persian).
[26]- Sepahvand, R., Aref nejad, M., & Shariat Nejad, A. (2017). Identification and Prioritization of Factors Causing Organizational Inertia Using Delphi Fuzzy Method. Modern Research in Decision Making, 2(1), 95-118. https://journal.saim.ir/article_25143.html?lang=fa. (In Persian)
[27]- Khan, A., Latif, F., Jalal, W., Anjum, R., & Rizwan, M. (2014). The impact of rewards & corporate social responsibility (CSR) on employee motivation. International journal of human resource Studies, 4(3), 70-86. DOI: 10.5296/ ijhrs.v4i3.5875.
[28]- Danielle, B. (2018). How to Design a 21st Century Time-Off Program(Facing tight competition for talent and a maze of regulatory requirements, HR leaders are taking creative new approaches to vacation and sick time). https://www.shrm.org/hr-today/news/hr-magazine/0418/pages/how-to-design-a-21st-century-time-off-program.aspx, 2023.04.07
[29]- White, P. (2017). How do employees want to be shown appreciation? Results from 100,000 employees. Strategic HR Review, 16(4), 197-199. Doi:10.1108/SHR-06-2017-0037.