Evaluation of the effect of the quality of work life and organizational citizenship behavior on the organizational effectiveness of Fars medical emergency and accident management center employees

Dissertation for Master's degree (M.A.)

Tension: industrial and organizational

Evaluation of the effect of quality of work life and organizational citizenship behavior on organizational effectiveness

Employees of the Fars Emergency Medical Incident Management Center

Abstract

The purpose of this research is to evaluate the effect of quality of work life and organizational citizenship behavior on the organizational effectiveness of management center employees. Fars was a medical emergency. The statistical population of this research consisted of all the employees of Fars Medical Emergency and Accident Management Center with a volume of 736 people, based on the criteria of size and number of personnel, 309 people were randomly selected from the cities of Shiraz, Kazeroon and Maroodasht according to Morgan's table. Inferential statistics (Pearson's correlation coefficient and multiple regression) were used to analyze the data. The results showed that, 27% of the variance of "goal realization" by safe work environment, integration and development of capabilities; 31% of the variance of "adaptation" by integration and social cohesion in the work organization and safe work environment; 35% of the variance of "unity" by the safe work environment, integration and social cohesion in the work organization and the provision of growth opportunities; 38% of the variance of "continuing or maintaining patterns" can be predicted by the safe work environment and social integration and cohesion in the work organization. Also, 7% of the variance of "goal realization" by humility and masculinity (from the dimensions of organizational citizenship behavior); 10% of the variance of "adaptation" by humility, altruism and conscientiousness; 14% of the variance of "oneness" can be predicted by humility, altruism, and conscientiousness, and 11% of the variance of "continuing or maintaining a pattern" can be predicted by humility.

Key words: quality of work life, organizational citizenship behavior, organizational effectiveness

Introduction

The growing expansion of organizations and their dominance over all aspects of human life during life is not hidden from anyone. Today's man needs organizations called organizations to do any work, and the organizations that he created and paid for are the hands of man and were created to meet the needs and provide the necessary facilities to carry out the affairs of human life, today they have completely influenced human behavior. Organizations, due to the nature of the era in which they live, are very different from the organizations of the past. The prominent feature of 21st century organizations is responsibility, self-management, risk-taking and instability. Maybe the environment of the future is not a peaceful environment, but it is a very humane environment. Contemporary management scientists often emphasize the effectiveness that is created by the acquisition, development and application of knowledge, and they believe that the acquisition of new knowledge depends on how organizations transform and leadership activities, and leads to adaptation to changing organizational conditions (Saadat, 2016). The concept of effectiveness in management by changing the success rate of work results should be the most important goal of the manager. Effectiveness is what the manager achieves through correct management practices and provides work efficiency. The effectiveness of the organization expresses the ability to use the environment to obtain rare and valuable resources for the continuation of the organization's operation, which depends on the success in three areas of achieving the organization's goals; maintaining the survival of the organization; Applying control is to maintain the organization (Tanahi, 2018). Parsons [2] (1969) has defined effectiveness as the organization's ability to efficiently use available resources to achieve specific goals.

Therefore, considering the research conducted on organizational effectiveness and the fact that probably no research has simultaneously examined the role of the two variables of quality of work life [3] and organizational citizenship behavior [4] in this regard, in this research the role of the above two factors is discussed. The improvement of organizational performance and effectiveness is affected by conditions, one of the most important of which is the motivation of employees to perform assigned tasks, and this motivation is also related to increasing morale, job satisfaction, job security, creating suitable welfare facilities and finally the quality of work life. Unfortunately, this issue has not received much attention in the organizations of Iran, and it is basically the neglected circle of Iranian organizations. The term quality of work life has become popular in recent years, but there is little agreement on what it means.There are at least three common uses of this term: First, quality of work life refers to a set of outcomes for employees such as job satisfaction, opportunities for psychological growth, job security, good employer-employee relationships, and low accident rates. 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, job enrichment, a payment system that encourages good performance, job security, and safe working conditions. Finally, the quality of work life often refers to a type of organizational change program (Mirspasi, 2016).

In addition, one of the concepts that has become very important in today's organizational world and has a special role in organizational progress and improvement is the discussion of organizational citizenship behavior. The concept of organizational citizenship behavior[5] was first presented to the world of science by Bateman and Organ[6] (1980) (quoted by Islami and Sayar, 2016).

The initial research conducted in the field of organizational citizenship behavior was mostly to identify the responsibilities or behaviors that employees had in the organization, but it was often ignored. Although these behaviors were incompletely measured or sometimes neglected in traditional job performance evaluations, they were effective in improving organizational effectiveness. These actions that happen in the workplace are defined as follows: "a set of voluntary and optional behaviors that are not part of the official duties of the individual, but are nevertheless performed by him and effectively improve the tasks and roles of the organization". According to this definition, a person as an organizational citizen is expected to serve the organization's goals beyond the requirements of his role and beyond the official duties. In other words, the structure of organizational citizenship behavior seeks to identify, manage and evaluate the extra-role behaviors of employees who work in the organization, and as a result of these behaviors, organizational effectiveness is improved (Appelbaum [7], 2004; quoted by Islami and Siyar, 2016).

Therefore, such studies create a good starting point for examining the relationship between the quality of work life and organizational citizenship behavior with organizational effectiveness.

1-2- Statement of the problem

The reason for the existence of any organization is to achieve the goals that shape that organization, which is organizational effectiveness and efficiency. The realization of the organization's goals depends on the cooperation and coordination of all the factors whose lawful interaction with each other gives meaning to the existence of the organization. In this, the role of one factor is more obvious and prominent than other factors, and that is the human force at all levels of the organization, which should be considered as an intelligent factor with material and spiritual needs, individual goals, and group and organizational expectations more than other factors (Soroush, 2012).

How organizational attitudes and behaviors contribute to organizational effectiveness is a matter that organizations want to know to explain their performance. One of the most important pests of management is neglecting the quality of work life of the organization's employees. This neglect greatly reduces the effectiveness and efficiency of the organization. Due to the lack of knowledge of the organization's managers about the quality of work life, this category has lost its appropriateness and real dimensions in organizations. In the last few years, one of the main and major concerns of managers has been to improve the performance of employees and improve it to an optimal and desirable level in order to achieve the goals of the organization, but due to the existence of factors and indicators that exist in the discussion of the quality of work life and the existence of a series of factors that affect the quality of work life of employees, this has caused the attention of managers to this category. But according to the definition of the quality of working life, the existence of suitable physical factors as well as optimal and suitable structure and building can be a factor in improving the performance of employees and creating their job satisfaction (Saraji, 2015). On the other hand, managers are seeking to discover the mystery of how the attitude and behavior of employees can directly affect the relationship between employees and customers, improving customers' perceptions of service quality, improving the productivity of employees and work groups, motivating teamwork, communication, cooperation and helping employees to each other. And reduce the rate of mistakes, participation and involvement of employees in the organization and ultimately cause organizational effectiveness? Managers want employees who do more than their job description. They are looking for employees who go beyond expectations, willingly engage in behaviors that are not part of their official job duties.