The influence of the psychological environment governing the organization and self-assessments on the job enthusiasm of Miankoh Gas Company employees

Dissertation for Master's Degree (M.A.) Orientation: Industrial and Organizational

Effect of the psychological environment governing the organization and central self-evaluations on the job enthusiasm of Gar Miankoh employees

Abstract

This research aims to investigate the effect of the psychological environment governing the organization and central self-evaluations on the job enthusiasm of the employees of the Gas Company. Miankoh was implemented. For this purpose, among the employees of Miankoh Gas Company, 310 people were selected using stratified sampling method. The research tools included the questionnaire of self-evaluations, the questionnaire of the psychological atmosphere governing the organization, self-evaluations and job enthusiasm. In order to describe the current situation, average, standard deviation, minimum and maximum scores have been used. Also, in order to analyze research hypotheses, Pearson's correlation coefficient and multiple regression have been used. The results obtained in this research showed that there is a significant relationship between the components of psychological space (independence, trust, cohesion, pressure, support, appreciation, fairness and innovation) with the job enthusiasm of employees. There is a significant relationship between the components of core self-evaluations (self-esteem, generalized self-efficacy, emotional stability and locus of control) with employees' job enthusiasm. In the same way, the results showed that the components of the psychological environment are able to predict the job enthusiasm of the employees and among the predictor variables, the components of independence, pressure and appreciation play the biggest role in explaining the job enthusiasm of the employees. In the same way, the components of core self-evaluations are able to predict the job enthusiasm of employees, and among the predictive variables, the components of self-esteem and emotional stability play the greatest role in explaining the job enthusiasm of employees.

Key words: the psychological atmosphere governing the organization, core self-evaluations and job enthusiasm

Introduction

During the year Recent studies and research in the field of positive psychology have created a novel approach for many social psychologists. This approach focuses on the scientific study of positive experiences, happiness and psychological well-being and positive human resources instead of emphasizing the symptoms of sadness and negative concepts (Seligman [1], 2003). Due to the prominent effects of positive experiences on increasing the productivity and morale of the workforce, positive phenomena and concepts in the field of work deserve considerable attention. The theory of conservation of resources (Hoffball [2], 1989) provides a suitable framework for the perspective of positive phenomena. The main assumption in the resource conservation theory is that creating a positive cycle of resources causes positive health promotion effects and thus possibly increases positive experiences and resources; Therefore, people who have important resources are often able to acquire other resources. The reverse is also true, that is, the loss of important resources leads to the loss of other resources. Therefore, job passion [3] - as a positive resource - may lead to a positive cycle of resources and thus positive effects on health (Shirom [4], 2001).

In line with the general trend towards positive psychology, job passion as a positive concept is contrasted with job burnout - which is a response to long-term work-related stress in the form of lost work. The drain of resources, a negative attitude towards the job and a decrease in job self-efficacy are revealed - it was proposed (Halberg and Shaofili [5], 2006). Job passion is defined as a positive state of mind towards the job, which is characterized by the characteristics of strength, dedication and absorption.  Rather than a specific and temporary state, job passion refers to a stable and pervasive psychological state (Shaofili et al.[6], 2001). The three dimensions of job enthusiasm are: vigor, attraction, and dedication.

Among the factors affecting employees' job enthusiasm that has recently attracted the attention of researchers is self-evaluation [7] (Baker and Demrotti, 2008; Parker, Jamieson and Amiott [8], 2009). Recently, several studies have investigated a major personality trait. under the title of central self-evaluations. This structure was introduced by Judge, Lock and Durham [9] (1997) for the first time. According to them, core self-evaluations are a broad, immanent and higher-order trait that is characterized by four personality traits in personality literature.These four attributes are: self-esteem, generalized self-efficacy, emotional stability and locus of control.

Another variable that has been considered as a predictor of job enthusiasm in this research is the psychological atmosphere that governs the organization. Psychological climate refers to the fact that how the organizational environment is perceived, interpreted and interpreted by employees (James and James and Ash [10], 1990). Therefore, it can be said that the psychological atmosphere expresses an individual's judgment about the extent to which the work environment is appropriate, useful and provides for the well-being of employees (Carles [11], 2004). Therefore, considering the prominent role of job enthusiasm in increasing the productivity and morale of the workforce, this research seeks to investigate the relationship between core self-evaluations and the psychological atmosphere governing the organization with the job enthusiasm of Miankoh Gas Company employees; To provide a basis for improving working conditions and freeing a person from mental and emotional pressures in the work environment and of course in the family and society.  

1-2- Statement of the problem

In order to increase the efficiency and productivity of employees and organizations, industrial and organizational psychologists have identified and investigated important psychological structures affecting effectiveness. An important psychological construct that plays a prominent role in increasing the effectiveness of employees in manufacturing and industrial organizations is job passion. Job passion is a concept that has a positive relationship with positive outcomes such as job performance, organizational citizenship behaviors, and job satisfaction, and a high negative relationship with the intention to leave the job (Hakanen, Hakanen, Baker and Demrouti[12], 2006). Job enthusiasm refers to the amount of energy and attachment to the job and professional effectiveness and has three dimensions of strength, absorption, and dedication to work (Shaofili, Marfitens, Pinto, Salanova and Baker [13], 2007).

Despite the fact that job enthusiasm is considered an individual characteristic; But it is also greatly influenced by organizational factors such as job satisfaction, organizational identity, organizational commitment and job motivation (Carmeli and Freund [14], 2002). According to the job enthusiasm model (Baker and Demrouti[15], 2008), the work environment creates job enthusiasm in employees, and subsequently, job enthusiasm also leads to positive outcomes in the work environment. Support from colleagues and supervisor, performance feedback, task variety and autonomy and learning opportunities are among these job resources that increase employees' job enthusiasm (Baker and Demrouti, 2008; Shaofili and Salanova, 2007). Personal resources are also aspects of the individual that express people's feeling of being able to control and successfully influence their environment (Hobfull, Johnson, Ennis and Jackson [16], 2003). Self-esteem, generalized self-efficacy, emotional stability and locus of control are the most important personal resources that have a positive effect on job enthusiasm (Baker and Demrouti, 2008). Therefore, occupational and personal resources can affect important consequences in the work environment by influencing occupational enthusiasm (Rich[17], 2010; Thayer[18], 2008, Sacks[19], 2006).

A review of the conducted research shows that the psychological atmosphere governing the organization as a job resource and central self-evaluations as a personal resource can influence occupational enthusiasm. (Rich, Lehpain and Crawford[20], 2010; Thayer[21], 2008; Bakker and Demrotti, 2008).

Resilience, optimism, self-efficacy and self-esteem are personal resources that have been proposed as factors that create job enthusiasm in Bakker and Demrotti's (2008) career passion model. Core self-evaluations that include the four attributes of self-esteem, generalized self-efficacy, emotional stability, and locus of control as an important personal resource can predict employee enthusiasm (Rich et al., 2010). Core self-evaluations are basic and fundamental evaluations and measurements that people have of their values, competences, competencies (acting, adaptability, success and perseverance), talents and abilities (in life control) (Judge, Bono, Ayers and Locke[22], 2005).

Positive psychological atmosphere, as a combination of job resources, can be an effective source in producing employees' job enthusiasm (Thayer, 2008). Psychological climate is a multi-dimensional phenomenon that describes the nature of employees' perceptions of experiences within the organization, which according to Coys and Decotiz [23] (1991) includes eight dimensions of independence, trust, cohesion, pressure, support, appreciation, fairness and innovation (Coys and Decotiz, 1991).