طراحی مدل حمایت سازمانی برای توسعه رفتار شهروندی سازمان‌های هوشمند (مورد مطالعه: شرکت مپنا)

Introduction and Objectives: Despite the emergence of concepts such as smart workplace, digital transformation, and industry 4.0, which have caused huge changes in the business environment, human resources are still the most essential resource for the sustainability of organizations. A very key point in managing smart organizations is the excessive focus of managers of such organizations on technology and neglect of the role of human resources. One of the main problems of organizations in today's rapidly changing and rapidly changing world is identifying factors that can affect the emergence of organizational citizenship behavior, which is an emerging phenomenon. While many managers have emphasized reward-based methods such as monthly salary increases, job promotions, etc. as effective factors in the emergence of citizenship behavior, new research shows that psychological factors have more impact on the emergence of such behaviors than rewards. This issue is considered one of the most important challenges in smart organizations; meaning that managers think that by providing hardware and software platforms, they can make the organization excel and succeed. This is while even in smart organizations, human resources are still the main factor in the success/failure of the organization. On the other hand, the research literature shows that no effort has been made to highlight the role of citizenship behaviors in smart organizations, and specifically, no specific model has been developed to develop organizational citizenship behavior in smart organizations. With these explanations and considering this major research gap, the present study designs an organizational support model for developing citizenship behavior in smart organizations.
Method: This research falls under applied studies (pragmatism) in terms of research philosophy. In terms of research approach, it is an inductive study; in terms of strategy, it is conducted with a grounded approach; in terms of method type, it is qualitative and in terms of time, it is conducted cross-sectional. The data collection tool is a semi-structured interview. This research uses a grounded approach. Grounded theory is a strong and inductive research method for discovering new theories. In this method, the researcher does not enter with any predetermined hypothesis about the result and is not concerned with validity or description. Instead, the researcher allows the data he collects to guide his analysis and theory-building, leading to new discoveries. The statistical population includes a group of experts in the fields of public administration, managers of intelligent organizations, and citizen behavior. Sampling was carried out using the snowball method. The sampling of experts in this study continued until the process of exploration and analysis reached a theoretical saturation point. In the present study, semi-structured interviews were used to collect data. After conducting interviews with experts and experts, the interviews were transcribed and then the collected data were analyzed and combined. Data analysis was carried out using the grounded theory method and using MAXQDA software.
Results: Based on the results of the qualitative analysis, six categories of factors were identified, including causal factors (management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust), contextual factors (organizational climate supporting citizenship behavior), intervening factors (organizational bureaucracy), focal phenomena (organizational support based on citizenship behavior), strategies (employee empowerment), and outcomes (satisfaction and career advancement). Based on the identified components, a paradigmatic model of organizational support for the development of citizenship behavior was developed.
Discussion and Conclusion: Based on the results, an organizational climate that supports citizenship behavior was identified as a contextual condition. A positive work environment improves employee morale, retention, and productivity. This contributes to a better workplace for everyone. The work environment has the potential to significantly impact employee morale, workplace relationships, performance, job satisfaction, and employee health. Based on the results, management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust were identified as contextual factors. Regarding management commitment, it should be stated that the emergence of employee citizenship behaviors is the result of a trade-off between employees and managers, in such a way that if managers show importance to employee concerns, employees are more likely to exhibit citizenship behavior. Regarding psychological ownership, it should be stated that psychological ownership is a situation in which an individual feels ownership of a goal or part of something that can be material or immaterial and says, "It's mine." Psychological ownership represents the emotional and cognitive attachment between an individual and the organization, which affects the individual's behavior and self-perception. Therefore, the sense of psychological ownership can be considered one of the factors that create organizational citizenship behavior. Ethical leadership is also a form of leadership that places great emphasis on moral values, both on the part of managers and employees. Trust is also an inevitable factor in the formation of citizenship behaviors; in such a way that in the absence of trust - even if other environmental conditions are appropriate - organizational citizenship behaviors cannot be expected to occur. Based on the results of the secondary coding of the research, organizational bureaucracy, including indicators of negative attitudes of managers towards employee-centeredness, disregard for job autonomy, lack of employee participation in decision-making, authoritarian leadership, strict focus on hierarchy, focus on traditional management methods, inadequacy of human resource management measures, and lack of intra-organizational relationships were selected as the categories of intervening conditions in presenting an organizational support model for the development of citizenship behavior. Bureaucracy - even if it is necessary to advance the activities of the organization - acts as a very negative factor on employee behaviors; because employees are human beings before they are tools and nuts and bolts of a huge structure called the organization. Based on the results of the secondary coding of the research, employee empowerment including creating a fit between ability and assigned task, resolving the conflict between work and family, work experience and mastering one's profession, and strengthening self-concept were selected as categories of strategies and actions in presenting an organizational support model for developing citizenship behavior.
Job satisfaction and advancement were identified as outcomes of organizational support for developing citizenship behavior. The concept of job satisfaction expresses the positive feelings and attitudes that a person has towards his job. When it is said that someone has a high level of job satisfaction; that is, in general, he/she likes his/her job, values it highly and views it positively, and, overall, has a good and favorable feeling towards it. In relation to the background conditions, measures such as intra-organizational communication, employee-centeredness, increasing employee participation in organizational decisions and the accumulation of social capital are suggested. In relation to causal factors, measures such as brand-oriented human resource management, increasing responsibility and accountability, developing and promoting appreciation and encouragement programs, and increasing employee self-awareness and insight are recommended. In relation to the pivotal phenomenon, it is recommended to observe employees' personal considerations, improve the quality of work life, appreciate extra-role behaviors, provide counseling, and strengthen the feedback system. About intervening conditions, it is recommended to reduce organizational hierarchy and strengthen participatory leadership. Concerning strategies, it is recommended to increase employee authority, emphasize teamwork, appreciate employees' innovative ideas, and strengthen participatory decision-making. Regarding consequences, it is recommended to strengthen and update the performance evaluation system, promote organizational promotion based on justice and fairness, and also support more ethical values.