بررسي تاثير هوش فرهنگي بر عملكرد شغلي كاركنان سازمان بهزيستي (مورد مطالعه: كاركنان بهزيستي شهر اصفهان)

Analyzing the Effect of "Cultural Intelligence" on Employees’ Job Performance in Behzisti Organization (Case Study: Behzisti’s Employees in Isfahan City)

هوش فرهنگي به توانايي عملكرد موثر در روابط ميان فرهنگي، به خصوص در فضاهاي شغلي اشاره مي كند. اهميت فاكتور هوش فرهنگي در سازمان بهزيستي در تنوع مراجعان اين سازمان در شهر مهاجرپذير اصفهان است؛ مراجعاني كه نه تنها شرايط، نيازها و توانايي آنها از ساير افراد تا اندازه اي متفاوت است، بلكه بخشي از آنها متعلق به فرهنگ هاي قومي و مذهبي متفاوتي نيز هستند. پژوهش حاضر به بررسي تاثير هوش فرهنگي بر عملكرد شغلي كاركنان اين سازمان پرداخته است. شيوه انجام اين تحقيق پيمايش، ابزار گردآوري داده ها پرسشنامه و حجم نمونه 193 نفر از كاركنان سازمان بهزيستي بوده است. نتايج با استفاده از نرم افزارهاي SPSS و Amos تحليل شده‌اند. بر مبناي يافته ها بعد فراشناختي هوش فرهنگي از طريق بهبود مديريت روابط، بعد شناختي از طريق افزايش احترام نسبت به عناصر فرهنگي مراجعان، بعد انگيزشي از طريق ايجاد انگيزه براي برقراري روابط بين فرهنگي و بعد رفتاري با توسعه سازگاري كاركنان بر عملكرد شغلي تاثيري مثبت دارد.

Introduction Nowadays, people in all over the world experience the increasingly diverse contexts. In this situation that is characterized by cultural diversity people, particularly in work place, are in need of some skills to work effectively. Cultural Intelligence (CQ) provides employees, managers, and organizations with the capabilities to cope with multi-cultural situations that engage them in cross-cultural interactions and helps them to perform effectively in culturally diverse work groups. CQ was classified into four categories: Metacognitive intelligence, Cognitive intelligence, Motivational intelligence, and Behavioral intelligence. The concept of CQ is proposed in terms of intercultural communications and mostly related to the Job Performance (JP). JP is related to activities that expected of employees and how well those activities were executed. Performance is an important criterion for organizational outcomes and success. Performance is define as a behavior. However, it can be non-observable such as solutions and decisions. Material and Method This study adopts the concept of CQ from Earley and Ang (2004) and JP from Campbell, McCloy, Oppler, & Sager (1993). This framework consists of four categories (Metacognitive intelligence, Cognitive intelligence, Motivational intelligence, and Behavioral intelligence) for CQ and four categories (Responsibility, Intra Organizational Relations, Achievement Motivation, and Interactions with Clients) for JP. The importance of "Cultural intelligence" factor in Behzisti, State Welfare Organization of Iran, is rooted in the goals that were mentioned in its statute. According to the statute of Behzisti, supporting of the needy families, giving diverse services to children, and provision of prevention, medical, and rehabilitation facilities for the physical and intellectual disabled people are some of its organizational purposes. Hence, the clients of Behzisti are so much different in comparison to other organizations. The clients of Behzisti organization in Isfahan belong to different part of the country, because Isfahan is one the immigrant welcoming city in Iran. Not only these clients have different situations, needs, and abilities but also part of them are belong to ethnical and religious minorities. Descriptive statistics were conducted for checking the demographic and respondents’ characteristics of Behzisti’s employees in Isfahan City. Most of the measurement items for this study were adopted from the previous literatures of digital access. In order to conduct the survey, we used the 5-point Likert scale, ranging from "1: Strongly disagree" to "5: Strongly Agree." The survey method was conducted to test the hypotheses for our model. This research is based on a quantitative analysis of 193 questioners. SPSS and Amos software were utilized for analyzing data. Before we distributed the full scale survey, we conducted a pilot survey to check and revise the measurement items of the study. Discussion of Results and Conclusion At the moment, Iran society’s mechanical integrity somehow change to organic ones. Compare to a few decades ago Iranians interact and communicate with people that belong to diverse cultural background. The migration process has a very effective role in this issue. In this study we have assessed the effect of cultural intelligence on employees’ job performance. It emerges that metacognitive Cultural Intelligence through the improvement of communication management, cognitive cultural intelligence via respecting clients, motivational cultural intelligence by means of motivating to intercultural relationships, and behavioral cultural intelligence by way of increasing adaption have positive effect on employees’ job performance in Behzisti Organization. According to the findings about context variables, CQ and JP do not have a considerable difference in terms of sex, education, and length of experience.