Search Results for organizational-loyalty
Abstract
This research aims to show the effect of conversational leadership in enhancing organizational loyalty at the level of a sample of individuals working in the General Directorate of Education in Babylon. There are three organizational dimensions: emotional loyalty, moral loyalty, and continuous loyalty. The research started with a main problem that included many questions revolving around the nature of the relationship between its field variables, the most important of which was (What is the level of influence of dialogue leadership with its dimensions on organizational loyalty from the point of view of the research sample?) through the research sample, which included a sample of workers in the General Directorate of Education in Babylon The sample of the study was (84) individuals working in that directorate. The questionnaire was used as a main tool in collecting data and information needed for research. For the purpose of data analysis and statistical processing, the researcher relied on a set of statistical methods available in the two programs (SPSS V.24 and Amos V.23). , respect, comment, expression) and organizational loyalty in its dimensions (emotional, moral, continuous).In light of the conclusions, a set of recommendations were formulated, most notably enhancing the creative energy of others through expressing an opinion and using the method of brainstorming and creative thinking
Abstract
The aim of present study is to explain the role of human resource development in achieving the organizational loyalty. The suggested hypothses which have been used clarified the relationship between the studied variables The following was concluded:
a- The study used the human resource development as constant variable with five important dimensions: (individual's development, organization development, systematic teaching, working groups, and human resource development strategies). In addition to three dependable dimensional variables to achieve organizational loyalty (emotional loyalty, continuous loyalty and standard loyalty). A questionnaire was applied by the emloyees of inspection department. Seventy-five (75) questionnaires out pf ninety (90) questionnaires were obtained and included (52) parts. SPSS v23 program was used for data analysis.
b- Among the results that were reached is “It emerged from the results of the research that the Inspection Department shows a high interest in developing human resources. That it clearly shows and is evident through the interest in his work, which in turn reflects positively on the organizational loyalty of the employees"
c- The most important recommendations reached by the two researchers, "The need to pay attention to the development of human resources in all Iraqi organizations because of its great importance in the employees' attachment and loyalty to the organization.".
Abstract
Organizational justice is one of the most important organizational variables in an organization, which directly influences the behavior of people working in the organization and shows loyalty to the organization. Therefore, the aim of this study is to show the effect of organizational justice measures (distribution, mean, interaction) on the reliability of individual work. What is the meaning of loyalty (heart, continuity, meaning) in the Tourism Board of Iraq? The research problem was identified by seeing the lack of proper implementation of administrative justice in the Tourism Board of Iraq. A series of issues were identified regarding the nature of the relationships and influences between the research variables. A content analysis approach was used to present the literature on the topic. Questionnaires are used to obtain data with the goal of explaining the relationship and influence between two variables. A random sample of (78) was selected from the Iraqi Tourism Office in Baghdad, and the study came to a series of conclusions, the most important of which is the existence of a relationship of interest between the judgment management and employee loyalty in the Iraqi Tourism Department
Abstract
The work environment and its components have gained great importance today due to the impact it has on its human capital. In recent years, studies have increased that discussed the negative and positive role of the work environment, as it is considered the main nerve of the organization’s success or failure. Here, we tried to shed light on some of the issues that can hinder the work of organizations and obstruct the achievement of their goals, including a toxic environment that makes employees feel the presence of penalties, the possibility of rejection, and being held guilty, with the necessity of constant defensiveness and humiliation. This is evident through the organizational leadership responsible for the organization, the culture of this organization and its employees, weak communication between them or dispersion, and the presence of blocs that cause fatigue and the impact they leave and the threat they pose if the matter is not addressed. This leads to a decrease in employee performance productivity, job attrition, an increase in work turnover, lack of progress at work, an inability to commit and achieve a balance between work and life, the occurrence of excessive professional fatigue, and conflicts that cause confusion in understanding roles. These are all signs that confirm the existence of a toxic work environment. Therefore, organizations whose environment is described as toxic face difficulty in maintaining, supporting, and attracting experienced human capital. One of the most important recommendations here is the necessity of encouraging and highlighting Positives and good relationships at work that serve the public interest and create a supportive social network that supports these relationships, while not forgetting to set red lines that should not be crossed and to maintain a safe distance with colleagues.