Dissertation for Master Degree (M.A)
Executive Management
December 2013
Abstract:
The purpose of this research is to investigate the relationship between the components of the quality of work life and the anti-productive behavior of Bank Mellat employees in Ardabil province. The statistical population in this research includes all the employees of Mellat Bank in Ardabil province, which is 282 and the statistical sample size was calculated using Cochran's formula and 163 people were selected by random sampling. A questionnaire was used to collect data, which consists of 46 The question was designed in two parts, the first part was related to the quality of work life items and was prepared based on Richard Walton's standard questionnaire, and the second part was related to the anti-productive behavior items. In relation to the validity of the questionnaire, the consultation and approval of experienced and expert professors was sufficient, and the reliability of the questionnaire was confirmed using the Cronbach's alpha coefficient method (0.86 for the variable items of anti-productive behavior and 0.92 for the variable items of the quality of work life). In the data analysis, descriptive statistics were used to describe the demographic characteristics and classification and prepare many charts and tables, and we used inferential statistics to test the relationships between the variables, so that to test the main hypothesis and hypotheses 1 to 8 First, using the correlation coefficient formula Spearman obtained the intensity of the relationship and then we tested its significance and to test hypothesis 9 Sub-section for prioritizing the components of the quality of working life from the "method" Friedman " has been used The results of the research show that there is a significant and inverse relationship between the quality of work life and its components (apart from fair and adequate salaries and the general atmosphere of life) with the anti-productive behavior of Bank Mellat employees in Erbil province. Also, the components of the quality of work life from the perspective of the employees of Mellat Bank of Ardabil province do not have the same priority and importance, and the employees have given the most importance and priority to the social dependence of work life (with a group average of 6.16) and the least importance is related to the general atmosphere of life (with a group average of 2.75).
Key words: quality of work life, anti-productive behavior, Walton model, Bank Mellat employees of Ardabil province
1 Introduction
The existential philosophy of an organization relies on its human resources. Management of organizations will not be possible without human resources, even if with the advancement of technology, organizations will be equipped with advanced technologies. Because it is the human who creates these technologies and formulates the goals and strategies of the organization and provides plans and solutions to achieve these formulated goals and makes the necessary decisions and solves the issues and problems of the organization and improves the efficiency and effectiveness and ultimately the productivity of the organization. Therefore, organizations have fully realized that the most valuable resource for any organization is the human resources of that organization.
Banks and financial institutions also, considering their organizational goals (attracting resources and providing optimal services to customers) in order to gain customer satisfaction and retain them, more than other organizations need employees with very high performance, so they pay attention to their human resources as a valuable asset compared to other assets of the organization.
There are many factors and indicators that affect the quality of employees' working life. affect and this has made the managers of the organization pay attention to this category.
Employees of an organization expect to know how their wishes and expectations are taken into account in contrast to their continuous efforts to achieve organizational goals. Or in other words, how important is the quality of working life of employees.Perhaps not meeting the demands and expectations of the employees and not paying attention to the quality of their work life has caused a series of deviant and withdrawing and anti-productive behaviors in the employees and ultimately lowers the productivity of the organization.
In this research, the problem statement is first addressed and then the importance and necessity of the research is pointed out, then the aspect of novelty and innovation in the research is explained, and then the goals and hypotheses of the research are presented in a systematic order and the variables of the research are conceptualized. and operationally defined. Then the research literature and research methodology, and at the end of the research, the analysis of the data and the resulting results have been discussed.
1-2 statement of the problem
Organizations of today's era, with a strategic view of human resources, consider it as an intelligent and valuable asset and pay more attention to improving the performance and job satisfaction of employees. Improving the working life of employees requires the efforts of the organization's management to develop policies that protect human resources. (Mehdizadeh Ashrafi and Ilka, 1388, 2)
Improving the quality of work life has become one of the most important goals of the organization and employees. Since there is a direct relationship between human resource management procedures and the quality of work life, reviving employees through improving the quality of work life is considered the key to the success of any organization. (Khadevi, 1386)
The term quality of working life has been very popular in recent years. But there is little agreement on what it means. There are at least three common uses of the term. First, the quality of work life refers to a set of results for employees, such as job satisfaction, opportunities for psychological growth, job security, proper employer-employee relationships, and low accidents. This is perhaps the most common use of the term. Second, the quality of work life also refers to a set of tasks or organizational functions such as collaborative management and job enrichment and a payment system that encourages good performance and job security and safe working conditions. After all, quality of work life often refers to some kind of organizational change program. (Mir Sepassi, 1386, 145)
In general, the quality of work life means the mental perception and perception of the employees of an organization about the physical and psychological desirability of their work environment and working conditions. Despite the differences in perceptions, research shows that some indicators are common in most societies, including salaries and benefits, welfare services, pension insurance, and other such things that many scientists have introduced as components of the quality of work life. (Salmani, 1384, 16)
Walton (1973) in the analysis of the quality of work life considers eight main variables as the goal of improving the quality of work life, and all these variables are related to each other. These variables are: 1- fair and sufficient payment 2- Safe and hygienic work environment 3 – providing the opportunity for continuous growth and security 4 – Legalism in the work organization 5- Social dependence of work life 6- The general atmosphere of life 7- Integrity and cohesion in the work organization 8- Development of human capabilities. (Mir Sepasi, 1386, 145)
In every organization, there is a series of activities that are contrary to organizational goals and are known as anti-productive behaviors and are defined as employee behaviors that intentionally prevent the achievement of organizational goals. Counterproductive behavior is actions that employees take consciously and not actions that they do by accident. Although there are many different types of anti-productive behaviors, research has categorized these behaviors into two specific classes, which include interpersonal anti-productive behaviors and inter-organizational anti-productive behaviors (Cole Kuwait et al., quoted by Faizi et al., 2013, 42). Personality deviations (vandalism, theft) 2 – Deviations from production (waste of resources, misuse of objects)
Interpersonal anti-productive behaviors:
Including: 1- Political deviations (spreading rumours, rudeness and impoliteness) 2 – Individual aggression (harassment, abuse). (Cole Kuwait et al., quoted by Faizi et al., 2013, 42)
Therefore, the main question of the present research is whether there is a relationship between the components of the quality of work life and the anti-productive behavior of Bank Mellat employees in the management of Ardabil branches.