چكيده لاتين :
Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach. This research has been done in terms of practical purpose and data collection with a meta-combined approach.The statistical population of the study is experts and specialists in human resource management of government organizations in Tehran in 1400 and a total of 80 researches published in the period of 1975 to 2022. The sample size of the first statistical population was 15 and the second was 32 which were selected by purposive sampling method. The data analysis method is the fuzzy Delphi approach. Their validity and reliability were calculated using CVR index and Kappa Cohen test with coefficients of 0.89 and 0.92, respectively, and content validity was confirmed. The results showed that the drivers of civil disobedience of human resources in the organization can be extracted in three dimensions and 55 components for government organizations in Iran and can be classified into three categories: individual, organizational and environmental. . The impulses of civil disobedience of human resources extracted for government organizations in this study can evaluate the civil disobedience of employees in government organizations and according to the use of different models used, expert opinions and experiences. Successfully present solutions to reduce civil disobedience in the organization.
Introduction
Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach.
Case Study
This research has been conducted in government organizations in Tehran.
Theoretical framework
The concept of civil disobedience was first popularized by David Henry Thoreau in 1849 against slavery in the United States, and was later introduced by Gandhi in India in 1966. Civil disobedience is a non-violent approach to protesting government policies. In general, civil disobedience is a form of popular opposition to the government or employers that they are dissatisfied with. As a result, researchers believe that there are a number of important features in the phenomenon of civil disobedience. Disobedience to the law, public disobedience due to dissatisfaction with the government, worthless laws or policies, non-violent acts, and this must be done conscientiously. and on the other hand, people tend to accept the consequences of their actions. Employees who exhibit disobedient behavior in the organization and have experienced civil disobedience believe that although the phenomenon of civil disobedience is painful and dangerous, it is not an unsolvable problem and there is a solution to it. and managers of organizations should think of a plan for this important issue
Methodology
The present study is an applied research in terms of purpose and is considered as a hybrid qualitative research in terms of data collection. The data analysis method is fuzzy Delphi approach and also the validity and reliability of the research were confirmed using CVR index and Kappa Kohen test and content validity, respectively. The statistical population of this study is fifteen experts and specialists in human resource management of government organizations in Tehran in 1400. By purposive sampling method, 15 of them were selected as participants and the factors extracted from the basics study. Theoretically refined research. In the present study, researchers studied more than 30 books, sources and articles related to civil disobedience, identified 181 components and factors affecting civil disobedience of human resources, with emphasis on the third and fourth generation universities, which due to the large number of these components and the overlap of many of them finally 55 components were identified in the form of three main dimensions. The fuzzy Delphi method has been used to refine and select the components affecting the civil disobedience of human resources in the organization.
Discussion and Results
The results showed that: 1- Individual drivers of civil disobedience of human resources in the organization are: burnout, intelligence and knowledge, emotional arousal, job satisfaction, motivation, commitment, ability, skill, personality, self-confidence, attachment Security, attitude to work, risk-taking, personal independence, responsibility and expectation; 2. Organizational drivers of civil disobedience of human resources in the organization are: organizational support, managerial support, leadership style, organizational training, organizational learning, payroll, reward, organizational structure, organizational justice, human resource diversity, managerial actions, participation Organizational atmosphere; and 3- The environmental drivers of civil disobedience of human resources in the organization are: union of employees, environmental changes, economic situation, Political Situation, Relationship between Society and Organization, Employee Communication Networks, Human Resource laws and regulations, Change of values and norms, the status of the rights of other organizations, the support of officials, the social status and the cultural status.
Conclusion
Civil disobedience requires actions taken by specific groups against managers and employers of organizations. This is because there is a specific policy or law in organizations that is considered unfair to the public and leads to behaviors in the form of protests and disobedience by employees. Civil disobedience in Iran is considered as one of the serious issues that so far no significant study has been done in this field, especially in government organizations. Therefore, the present study aims to investigate the drivers of civil disobedience of human resources in government organizations. The present study aimed to investigate the drivers of civil disobedience of human resources in government organizations. By studying more than 30 researches (books and articles) in the field of civil disobedience, 55 components were identified in the form of three main dimensions: individual, organizational and environmental, and then to refine and select the components affecting civil disobedience of human resources in the organization. Fuzzy Delphi method was used. In this regard, the results of the present study are consistent with previous studies such as Moradzadeh and Hadavinejad (1399), NikPey and Madani (1399), Zayn and August Yousef (2017) and other studies.
