انگيزش كاركنان به‌عنوان راهبردي براي ارتقاي تا‌ب‌آوري سازماني(مورد مطالعه: شركت برق منطقه‌اي خراسان)

Employees' Motivation: A Strategy for Promoting Organizational Resilience (Case Study: Khorasan Regional Electricity Company

ﭼﮑﯿﺪه دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﻣﻮﻓﻘﯿﺖ ﭘﺎﯾﺪار و ﺑﻘﺎ در ﺷـﺮاﯾﻂ ﭼﺎﻟﺸـﯽ ﮐﺴـﺐوﮐـﺎر اﻣـﺮوزي ﺑـﻪ ﺗﻮاﻧـﺎﯾﯽ ﮐﺎرﮐﻨﺎن و ﺳﺎزﻣﺎنﻫﺎ در ﻣﻮاﺟﻬﻪ ﺑﺎ ﺑﺤﺮانﻫﺎ و ﺑﺎزﮔﺸﺖ ﺑﻪ ﺷﺮاﯾﻂ ﻋﺎدي ﺑﺴﺘﮕﯽ دارد. اﯾﺠـﺎد اﻧﮕﯿﺰه و رﻓﻊ ﺑﯽﺗﻔﺎوﺗﯽ ﮐﺎرﮐﻨﺎن ﯾﮑـﯽ از وﻇـﺎﯾﻒ ﻣﻬـﻢ ﺳـﺎزﻣﺎنﻫﺎ در ﻣﺴـﯿﺮ ﺗـﺎبآورﮐﺮدن ﮐﺎرﮐﻨﺎن و ﻣﺘﻌﺎﻗﺐ آن، ﺳﺎزﻣﺎن اﺳﺖ. ﭘﮋوﻫﺶ ﺣﺎﺿﺮ ﺑﺎ ﻫﺪف اراﺋﮥ ﻣﺪﻟﯽ ﺑـﺮاي ﺑـﯽﺗﻔـﺎوﺗﯽ ﺳﺎزﻣﺎﻧﯽ ﮐﺎرﮐﻨﺎن ﺑﻪﻋﻨﻮان ﻣﺎﻧﻌﯽ اﺳﺎﺳﯽ در اﯾﻦ ﻣﺴﯿﺮ ﺑﻪ روش آﻣﯿﺨﺘﮥ اﮐﺘﺸﺎﻓﯽ اﻧﺠﺎم ﮔﺮﻓﺖ. در اﯾﻦ راﺳﺘﺎ، در ﻣﺮﺣﻠﮥ ﮐﯿﻔﯽ ﺗﺤﻘﯿﻖ از ﺗﮑﻨﯿـﮏ دﻟﻔـﯽ و در ﻣﺮﺣﻠـﮥ ﮐﻤّـﯽ از ﻣـﺪلﺳـﺎزي ﻣﻌﺎدﻟﺎت ﺳﺎﺧﺘﺎري اﺳﺘﻔﺎده ﺷﺪ. ﻧﻤﻮﻧـﮥ آﻣـﺎري ﺗﺤﻘﯿـﻖ 18 ﻧﻔـﺮ ﺧﺒـﺮه ﺑـﺎ اﺳـﺘﻔﺎده از روش ﻧﻤﻮﻧﻪﮔﯿﺮي ﻏﯿﺮاﺣﺘﻤﺎﻟﯽ ﻗﻀـﺎوﺗﯽ در ﺑﺨـﺶ ﮐﯿﻔـﯽ و 211 ﻧﻔـﺮ از ﮐﺎرﮐﻨـﺎن ﺑـﺮق ﻣﻨﻄﻘـﻪاي ﺧﺮاﺳﺎن ﺑﻪ روش ﻧﻤﻮﻧﻪﮔﯿﺮي ﺗﺼﺎدﻓﯽ ﺳﺎده در ﺑﺨﺶ ﮐﻤّـﯽ ﺑﻮدﻧـﺪ. ﺑﺮﻃﺒـﻖ ﻧﺘـﺎﯾﺞ ﺗﺤﻘﯿـﻖ، ﭼﻬﺎر ﻋﺎﻣﻞ اﺻﻠﯽ و 20 ﻋﺎﻣﻞ ﻓﺮﻋﯽ ﺑﯽﺗﻔـﺎوﺗﯽ ﺳـﺎزﻣﺎﻧﯽ ﺑﺮﻣﺒﻨـﺎي ﻧﻈـﺮ ﺧﺒﺮﮔـﺎن ﺷﻨﺎﺳـﺎﯾﯽ ﺷﺪﻧﺪ ﮐﻪ ﭘﺲ از اﻋﺘﺒﺎرﺳﻨﺠﯽ ﻣﺪل ﺑﻪدﺳﺖآﻣﺪه ﺑﺎ اﺳﺘﻔﺎده از ﻣﺪلﺳﺎزي ﻣﻌﺎدﻟـﺎت ﺳـﺎﺧﺘﺎري در ﭼﻬﺎر ﻋﺎﻣﻞ اﺻﻠﯽ و 19 ﻋﺎﻣﻞ ﻓﺮﻋﯽ ﺗﺄﯾﯿﺪ ﺷﺪﻧﺪ. ﻫﻤﭽﻨﯿﻦ ﻧﺘﺎﯾﺞ ﺣـﺎﮐﯽ از اﯾـﻦ ﺑـﻮد ﮐـﻪ عامل سازماني داراي بيشترين تأثير بر بي‌تفاوتي كاركنان است و عوامل شغلي، فردي، و مديريتي در جايگاه‌هاي بعدي قرار دارند. ساير نتايج نشان داد ضعف و ناكارآمدي سيستم ارزشيابي عملكرد، ادراك بي‌عدالتي و ضعف در مهارت‌هاي ارتباطي مديران، مهم‌ترين عوامل فرعي در بروز اين پديده از ديدگاه كاركنان محسوب مي‌شوند.

Achieving sustainable success and survival in today's challenging business conditions depends on the ability of employees and organizations to cope with crises and return to normality. Motivating and eliminating employees' indifference is one of the important duties of organizations, so that employees' resilience, in turn, leads to organizational resilience. This study aims to design the model of employees' organizational indifference as a major obstacle to achieve resilience. The exploratory mixed method was used. In the qualitative step of the research, Delphi method was used, and structural equation modeling was used in the quantitative step. In the qualitative step, the statistical sample of the research encompassed 18 experts using judgmental sampling, and in the quantitative step it included 211 employees of Khorasan Regional Electricity Company using simple random sampling. Based on the findings, four main factors and 20 sub-factors of organizational indifference were identified from the experts’ points of view. Then, four main factors and 19 sub-factors were confirmed after testing and validating the obtained model by structural equation modeling (SEM). In addition, the results showed that the organizational factor would have the greatest impact on employee indifference and occupational, personal, and managerial factors would be in the next positions. The results also showed that the weakness and inefficiency of performance evaluation system, perception of injustice and the weakness in managers' communication skills were respectively the most important sub-factors of organizational indifference from the employees' points of view.