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Investigating the Impact of Managers’ Reverse Behaviors on Employees’ Organizational Indifference
(The Case of Study: Isfahan Province Gas Company)
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Reza SalehZadeh   1, Arash Shahin , Afshin Jahanbazi |
| 1- , r.salehzadeh99@yahoo.com |
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Abstract: (3965 Views) |
| Studies have shown that in the recent decades managers’ behaviors and their impacts on employees’ outcomes are important topics in the organizational behavior and applied psychology domains and are discussed in different leadership theories. The aim of this research was to investigate the impact of managers’ reverse behaviors on employees’ organizational indifference in Isfahan Province Gas Company. This study used a mixed method research (i.e. qualitative and quantitative methods). First, through the interviews with employees and using thematic analysis, the managers’ behaviors were identified. Next, based on the identified behaviors and Kano model the type of each behavior was classified and according to this classification the managers’ reverse behaviors were identified. Then the impact of managers’ reverse behaviors on employees’ organizational indifference was investigated by Structural Equation Modeling (SEM) using AMOS software. Based on the results of the interviews, 46 managers’ behaviors were identified out of which ten behaviors were must-be; five behaviors were one-dimensional, eighteen behaviors were attractive and thirteen behaviors were reverse type. Also, the results showed that managers’ reverse behaviors have a significant positive effect on organizational indifference (b=0.86). |
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| Keywords: Reverse Behavior, Organizational Indifference, Kano Model, Isfahan Province Gas Company |
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Full-Text [PDF 687 kb]
(1188 Downloads)
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Type of Study: Research |
Subject:
Management
Received: 2014/05/6 | Accepted: 2015/02/21 | Published: 2017/10/12
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