Volume 7, Issue 3 (2022)
Manage Strat Health Syst 2022, 7(3): 260-280 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Haddadi V, Mehrabi J, Ataee M. Designing and Explaining the Model of Job Enrichment with the Emphasis on Employee's Behavioral Dimension in Social Security Organization. Manage Strat Health Syst 2022; 7 (3) :260-280
URL: http://mshsj.ssu.ac.ir/article-1-586-en.html
URL: http://mshsj.ssu.ac.ir/article-1-586-en.html
Assistant Professor, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran , mehrabijavad@qiau.ac.ir
Full-Text [PDF 1115 kb]
(332 Downloads)
| Abstract (HTML) (758 Views)
Full-Text: (329 Views)
Background: As a job design technique, job enrichment emphasizes intra-job motivation in job duties and responsibilities to achieve appropriate behavioral outcomes. The present study aims to design and explain a job enrichment model considering the behavioral dimension of employees in Social Security Organization.
Methods: The research method was conducted based on qualitative content analysis and testing structural equations from quantitative perspective. Qualitative data were collected by semi-structured interviews with a purposive judgmental sampling. It was conducted on 14 people (academic experts, managers and deputies of Tehran's Social Security Organization). Researchers collected quantitative data by a 66-item questionnaire based on a 5-point Likert scale distributed among 327 employees of Tehran's Social Security Organization. It was done through Cochran's formula and convenience sampling method. Coding approach was used to analyze qualitative data, and the interview scripts and the SEM test in the Smart PLS 2 package were used to test the hypotheses.
Results: Qualitative findings focused on components such as job policymaking (developing job resource, recruitment structure, and job brand; and job responsibilities' management); trends in job enrichment (enriching the core job characteristics, job knowledge characteristics, and job social characteristics); employee's job psychological perceptions; environmental factors (working environment conditions, organization and team's climate, organizational culture, leadership style); behavioral responses (attitudes, performance, motivation; behavioral, cognitive, psychological well-beings) in the structure of job enrichment. Quantitative findings also indicated that the components of job policymaking and environmental factors have a significant effect on the dynamics of trends in job enrichment. Trends in job enrichment, in turn, have direct and indirect impacts on the components of behavioral responses through employees' psychological perceptions.
Conclusion: This study's paradigm emphasizes the importance of a holistic view with a dynamic capability for job enrichment. Accordingly, 2 factors of job policymaking and intra- organizational environmental factors should be considered by insurance organizations to increase the opportunities for self-realization of job enrichment.
Methods: The research method was conducted based on qualitative content analysis and testing structural equations from quantitative perspective. Qualitative data were collected by semi-structured interviews with a purposive judgmental sampling. It was conducted on 14 people (academic experts, managers and deputies of Tehran's Social Security Organization). Researchers collected quantitative data by a 66-item questionnaire based on a 5-point Likert scale distributed among 327 employees of Tehran's Social Security Organization. It was done through Cochran's formula and convenience sampling method. Coding approach was used to analyze qualitative data, and the interview scripts and the SEM test in the Smart PLS 2 package were used to test the hypotheses.
Results: Qualitative findings focused on components such as job policymaking (developing job resource, recruitment structure, and job brand; and job responsibilities' management); trends in job enrichment (enriching the core job characteristics, job knowledge characteristics, and job social characteristics); employee's job psychological perceptions; environmental factors (working environment conditions, organization and team's climate, organizational culture, leadership style); behavioral responses (attitudes, performance, motivation; behavioral, cognitive, psychological well-beings) in the structure of job enrichment. Quantitative findings also indicated that the components of job policymaking and environmental factors have a significant effect on the dynamics of trends in job enrichment. Trends in job enrichment, in turn, have direct and indirect impacts on the components of behavioral responses through employees' psychological perceptions.
Conclusion: This study's paradigm emphasizes the importance of a holistic view with a dynamic capability for job enrichment. Accordingly, 2 factors of job policymaking and intra- organizational environmental factors should be considered by insurance organizations to increase the opportunities for self-realization of job enrichment.
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
