Issue 2

The relationship between job rotation and duty commitment of employees: A case study among employees of Islamic Azad University, District 13

Davar Abouzari Arasi; Mohammad Bagher Alizadeh Aghdam

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 87-95
DOI: 10.33844/ijol.2016.60356

Organizational commitment is very important, as it can lead to competitive advantage and financial success and it is considered a key of competitive advantage. Duty commitment is a dimension of organizational commitment and it refers to the employee’s sense of obligation to remain in the organization. In this dimension of commitment, individuals consider their responsibility to continue working in organization and thereby, discharge their duties to organization. An approach to improve duty commitment is job rotation, because an individual will work with interest, the gap between individual objectives and organizational objectives will be narrowed and organizational commitment will be increased. The main subject in this study is to answer the question that how is the relationship between job rotation and duty commitment of employees of Islamic Azad University, district 13? This study is applied and descriptive in terms of objective and is conducted by surveying. The statistical population of this study includes non-academic staff members of Islamic Azad University. Pearson correlation coefficient is used in data analysis and results indicated that there is a significant correlation between job rotation and affective duty commitment.

Medical students’ viewpoints towards team motivation, enjoyment, and participation at Tehran University: The role of demographic features

Amir Hossein Mohammad Davoudi; Ashraf Sadat Parpouchi; Aghdas Nikooravesh

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 96-102
DOI: 10.33844/ijol.2016.60328

This study was conducted to compare the medical students’ viewpoints towards team motivation, enjoyment, and participation at Tehran University considering demographic features. The statistical population of this research consisted of all medical students of Tehran University from 2011 up to now and then 326 of students were selected using Morgan table and simple accidental sampling method. To gather data, a researcher-made questionnaire consisting of three sections including team motivation, team enjoyment, team participation was distributed among the participants. To estimate the reliability of each section, Cronbach’s alpha coefficient was used. Independent t-test was performed to compare whether two independent groups (female and male) had different average values. In order to determine the differences between research variables among medical students from gander and field of study aspects, unilaterally variance analysis was used. The equality of two groups’ variances was determined via Loon test then the assumption of homogeneity of variances was accepted. The results revealed that there were not significant differences in the mean scores of medical students of Tehran University regarding team motivation, team enjoyment, and team participation from gender and field of study aspects.

Talent management: The great challenge of leading organizations

Vajiheh Saadat; Zahra Eskandari

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 103-109
DOI: 10.33844/ijol.2016.60413

Today is called as the age of increasing competition among the organizations against the limited resources. Nowadays, organizations reached higher consciousness that talented human resources are valuable resources and if they can be managed strategically, they will be associated with maximum return on investment. It is obvious that getting benefits from talented human resources requires proper management and this is one of the major challenges for organizations. Talent management as a system of identification, recruitment, training, promotion, and retention of talented people has been proposed with the aim of optimizing the organization and to achieve business results. In other words, talent management refers to the systematic and dynamic process that by which human resources are being identified to fill key jobs and positions in the future and they get ready through a wide variety of educational and training programs for these occupations. With respect to the  use of  talent management at all levels of the organizations to release the true potential of existing  human resources and orient and direct their talents to achieve the expected outcomes, this study aims to review the literature related to the concept of talent management and related topics to establish gaps for further studies on the topic

The impact of team-based learning on knowledge development

Aghdas Nikooravesh; Ashrafolsadat Parpoochi; Amir Hossein Mohammad Davoudi

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 110-122
DOI: 10.33844/ijol.2016.60400

Learning is the most important component of education. However, experts must try to improve the quality and methods of ideal learning through implementing new methods and spending educational cost to improve internal efficiency and productivity. One of the most common methods is the team-based learning. Team-based learning is considered as a strong instructional strategy to benefit from using small groups and people participating in learning and using others experiences to attract, develop, and manage the knowledge. This learning method is based on group activities to create and develop active and more effective learning. Effective learning leads to create the knowledge, increase the ability and awareness of teachers and students, and improve the education. The literature review also mentions the concepts which have effective role on team-based learning, creating, and developing the knowledge. 

Happiness in the light of organizational spirituality: Comprehensive approach

Nour Mohammad Yaghoubi; Zahra Motahhari

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 123-136
DOI: 10.33844/ijol.2016.60349

Change in lifestyle, reduction of social intimate
relationships, material affiliations, decline of spirituality, and negligence
of heart are among the factors distracting the inner peace. Today, the human
generation looks for a way to achieve inner peace in the stressful, depressing,
and distressing modern world. Spiritual freedom as one of the excellent human
soul needs extends the horizon of human vision beyond the material world.
Therefore, if today’s humans return to spirituality, most of their sufferings
will end. The present research focuses on the two variables, namely organizational
spirituality and happiness to investigate the relationship between these two
variables in one of the public organizations in Golestan province.
Organizational spirituality questionnaire and Fordyce happiness inventory (FHI) were used for data collection. Following this, Pearson
correlation test and stepwise regression were used for data analysis. The
findings revealed that the organizational spirituality leads to happiness in
the studied sample and organizational spirituality components are significantly
related to many happiness components. 

Relationship between environmental management systems implementation and environmental performance: Findings from Turkish EMS certificated businesses

Muhsin Halis; Mine Halis

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 137-150
DOI: 10.33844/ijol.2016.60330

Gradually, increasing environmental awareness has increased the demand for goods and services. These manufactured goods and services are made in compliance with environmental standards to protect and enhance environmental assets and natural resources as important competitive factors. Numerous standards and legal legislation have been developed to guide businesses on environmental issues. Therefore, various businesses sectors are more inclined to develop and implement environmental policies these days. Many of these policies are developed with the guidance of ISO 4001 — Environmental Management Systems (EMSs).
The businesses which have adopted the standards of the EMSs have to protect the environment and ensure its continuity. Thus, businesses require the reflection of environmental management activities on businesses performance evaluation in terms of price competitiveness and cost effectiveness. To this end, this research aims to study Turkish businesses which have adopted and got EMS certification and accordingly analyze the development and implementation of EMS and how its implementation in turn affects environmental performance. Descriptive Statistics, Correlation, and Linear Regression Analyses were used to assess the association between EMS implementation and 
environmental performance. The results revealed that EMS implementation has a significant positive impact on environmental performance.

Rokeach’s instrumental and terminal values as descriptors of modern organisation values

Krista Tuulik; Tauno Õunapuu; Karin Kuimet; Eneken Titov

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 151-161
DOI: 10.33844/ijol.2016.60252

Many authors have created different tools to measure or estimate organisational culture. Among the possibilities, they emphasize the use of organisational values. One of the most well-known values classifications is Rokeach’s (1973) terminal and instrumental values. Although this classification has been developed more than 40 years ago, the theory is still a basis for many modern studies. The aim of our study is to find out whether Rokeach’s values are still valid and relevant in modern organisational cultures or not. Almost 150 representatives of Estonian organisations were questioned in order to find out which Rokeach’s values they perceive to be in use in their organisations. According to the results, general ethical values as instrumental values were named least frequently and just one of the terminal values was not named at all – salvation. Rokeach’s values lists are not sufficiently relevant enough today to measure and describe the wide and colorful variety of values. 

Specific characteristics of innovation management process

Pouran Yasini

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 162-171
DOI: 10.33844/ijol.2016.60406

Today, the world is full of dramatic changes. Therefore,
the third millennium is known as the era of creativity, innovation, and
entrepreneurship. The pace of useful
innovations and inventions in various fields of scientific, cultural, social,
industrial, and technological is more rapid than at any time in human history. Hence, the current information age is called the
knowledge and ability era. The organizations for their survival require new
ideas as well as exquisite and fresh opinions. Therefore, in order to
organizations can survive and continue their life; in todays turbulent and
changeable world, the spirit of creativity and innovation should be blown at
them. The importance of creativity and innovation is to some extent that human
life and civilization are not simply conceivable without them. This paper aimed
at defining innovation to incorporate creativity and innovation in

An investigation of the relationship between power distribution and organizational conflict in the governor office of Kohgiluyeh and Boyer-Ahmad

Ayatollah Sa'adatian; Karamollah Danesh-fard; Rahim Ostvar

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 181-191
DOI: 10.33844/ijol.2015.60316

The current paper explores the relationship between power distribution and organizational conflict in the country office of Kohgiluyeh and Boyer-Ahmad. It fits within the category of descriptive research. Its population consisted of all staff in the governor office of Kohgiluyeh and Boyer-Ahmad and from among 180 individuals, 65 staff were selected randomly as research participants. Research instruments utilized included standardized power distribution and organizational conflict questionnaires whose reliabilities were estimated through Cronbach's alpha. Obviously, both reliability coefficients were satisfactory. The data were analyzed and described through SPSS. To describe them, descriptive statistics and to analyze them referential statistics, including Pearson's rank-order correlation coefficient and Kolmogorov-Smirnov tests were performed. In light of the results, autocratic and persuasive management styles increased organizational conflict.