طراحی الگوی پیشایندهای اثربخش در رفتار یاری رسان کارکنان دانشگاه پیام نور (یک مطالعه پدیدارشناسی)

Extended Abstract
 
Introduction and Objectives: Helping behavior in organizations is defined as voluntary actions taken by employees to assist their colleagues in solving work-related problems or performing tasks (Qasim et al., 2022, p. 1). Helping behavior improves overall organizational performance by fostering collaboration, solving work-related challenges, and maintaining positive relationships in the workplace (Bao et al., 2023, p. 1), which can contribute to team cohesion and performance, making it a vital tool for organizational success. Employees who help others often experience greater motivation and a sense of purpose, especially when their actions meet the needs for autonomy, competence, and relatedness. Positive helping interactions can lead to higher job satisfaction and emotional well-being (Huang, 2024, p. 25). Engaging in helping behavior increases positive emotions—feelings of satisfaction and emotional well-being—which motivates employees and can lead to increased innovative behavior (Shen et al., 2022, p. 9). Helping behavior enhances cooperation and coordination among employees, leading to better task performance and overall organizational success. Helping behavior not only benefits recipients, but also increases the positive and meaningful psychological impact of helping, which in turn stimulates innovative behavior. Employees who help others tend to experience greater cognitive flexibility and creativity, contributing to organizational innovation (Shen et al., 2022, p. 1). According to the researchers, the reason for choosing a university community was that university centers play a central role in nurturing students and helping behaviors on campus can help create a helping culture in the community.
Method: The present study was conducted with a qualitative approach and using the interpretive phenomenological analysis method of Smith and Shinborn in 1403. Phenomenology is a method that focuses on the experiences of individuals and has been developed in order to understand phenomena through human experiences (Mahmoodpour et al., 1402, p. 16). In the present study, the research population included professors and experts in the field of management at Payam Noor University in Tehran Province. Sampling was carried out purposefully by referring to the centers of Payam Noor University in Tehran Province and included 18 professors and experts in the field of management at Payam Noor University, and in some cases, the snowball method was used. In this way, after the interviews were fully implemented, each interview was reviewed and actively judged by the researcher several times. Then, the interviews were studied line by line and the main points were identified. The criteria that determined each of the main points were determined and a label or title was assigned to it. In the next step, the criteria were placed in different clusters based on their relationship to each other, and a name was given to each cluster. In this way, sub-criteria were formed.
Results: Based on the understanding and experience of the proponents of the concept of antecedents model in employee helping behavior, 6 main criteria were obtained and in accordance with the qualitative data collected based on data analysis, a total of 78 sub-criteria, 16 sub-criteria and 6 main criteria were extracted and classified. The sub-criteria of the research included managerial factors, social dynamics, organizational policies, organizational support and leadership, support from colleagues, quality of the work environment, psychological participation, stressful situations, spiritual factors, religious factors, personal factors, training and development, job responsibility, cultural orientation, communication styles, decision-making styles, leadership and organizational culture.
Discussion and Conclusions: From the analysis of data extracted from interviews with participants in designing a model of effective antecedents in employee helping behavior, six main criteria were obtained. The first criterion included two sub-criteria, namely managerial factors and social dynamics. The second criterion included organizational policies. Political factors in universities such as perceived injustice, competition for scarce resources, ambiguous roles, and political leadership tend to undermine employee helping behaviors. They shift the focus from collective success and cooperation to individual survival and advancement, leading to a decrease in morale, trust, and cooperation among employees. The third criterion included organizational support and leadership, peer support and environmental quality, psychological involvement, and stressful situations. Therefore, in order to develop and foster a helping culture, Payam Noor University should consider these dimensions, including selecting relevant personality traits, investing in training and development, and clearly defining job roles to encourage in-role and out-of-role helping behaviors. The fourth and fifth criteria included spiritual and personal factors. Personal factors affecting helping behavior are rooted in personality traits. Training and development affect helping behavior by equipping employees with the necessary skills, attitudes, and organizational commitment. The sixth criterion included cultural factors. It can be said that employee helping behavior is not an isolated phenomenon, but is deeply influenced by the interaction of cultural orientation, communication styles, decision-making approaches, leadership styles, and organizational culture. Employee helping behavior is multidimensional and is shaped by a complex interaction of personal characteristics, educational and developmental experiences, and job responsibilities. Academic communities that need to foster a helping culture should consider the dimensions of selecting relevant personality traits, investing in comprehensive training and development, and clearly defining job roles to encourage in-role and out-of-role helping behaviors. The results of this study indicate that spiritual factors, along with other factors, are powerful motivators for helping behaviors in the workplace that are often overlooked. It is suggested that Payam Noor University management create environments in which helping behavior thrives by fostering trust, participation, and appreciation, leading to better collaboration, morale, and overall performance