بررسی تأثیر خویشاوندسالاری بر رفتار جستجوی شغل، با میانجی گری بی نزاکتی در محل کار و بدبینی کارکنان (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
امروزه، شرکت های خانوادگی یکی از انواع کسب وکار های رایج در جهان هستند. توازن ارتباطات رسمی و غیررسمی از چالش های سازمان های امروزی من جمله شرکت های خانوادگی است. ازاین رو، این تحقیق قصد دارد آثار متغیر خویشاوندسالاری در محل کار را شناسایی نموده و بدین طریق، به نگهداشت سرمایه انسانی کمک کند؛ بنابراین، تحقیق جاری بر اساس هدف یک مطالعه کاربردی، به لحاظ ماهیت یک مطالعه توصیفی و از نظر روش انجام کار مطالعه ای پیمایشی-تحلیلی است. جامعه آماری تحقیق حاضر متشکل از کارکنان شرکت های خانوادگی شهر مشهد بوده که بر اساس قاعده مدل سازی معادلات ساختاری، نمونه ای ۲۷۰ نفری از آن را با نمونه گیری تصادفی ساده بررسی کرده است. اطلاعات موردنظر به وسیله پرسشنامه از اعضای نمونه جمع آوری شده و اعتبار آن با بررسی شاخص های روایی و پایایی احراز گردید. به منظور بررسی میزان اثرگذاری متغیرها و آزمون فرضیه های تحقیق از تکنیک مدل سازی معادلات ساختاری استفاده شد. نتایج تجزیه وتحلیل آماری نشان داد که وقتی خویشاوندسالاری زیاد باشد نگرش ها و رفتار های منفی در سازمان تقویت شده و متعاقباً، رفتار جستجوی شغل افزایش می یابد. نقش میانجی بی نزاکتی در محل کار و بدبینی کارکنان در رابطه بین خویشاوندسالاری و رفتار جستجوی شغل نیز تأیید شد. درنهایت، بر اساس بینش های به دست آمده پیشنهاد هایی کاربردی به مدیران و مسئولان مربوطه ارائه شده است.Investigating the Impact of Nepotism on Job Search Behavior: The Mediating Role of Workplace Incivility and Employee Cynicism
1- INTRODUCTIONFamily businesses are a dominant organizational form globally, contributing significantly to national economies and societal wealth creation. Despite their economic importance, these businesses often face unique challenges, including nepotism—a practice where favoritism is shown to family members in hiring and promotions, irrespective of merit. While family businesses aim to preserve the legacy and sustain intergenerational wealth, nepotism can foster perceptions of inequity, leading to workplace incivility, employee cynicism, and an increased likelihood of job search behaviors among non-family employees. This study addresses the need to understand how nepotism influences these critical workplace outcomes in family business contexts. 2- THEORETICAL FRAMEWORKThe study builds on established theories, including Leader-Member Exchange (LMX), Job Demands-Resources (JD-R), and organizational justice frameworks, to hypothesize the direct and indirect effects of nepotism on workplace outcomes. LMX theory highlights the differentiated treatment of employees based on their perceived in-group or out-group status, a phenomenon often exacerbated by nepotism. The JD-R model provides a lens to explore how nepotism acts as a job demand, depleting employee resources and impacting well-being and performance. Finally, organizational justice principles underline how perceived inequity stemming from nepotism can erode trust, escalate workplace incivility, and fuel employee cynicism. 3- METHODOLOGYThis applied research employs a descriptive-analytical approach using survey data collected from 270 employees in family businesses in Mashhad, Iran. The target population was selected through systematic sampling, and the data collection tool was a validated questionnaire covering variables such as nepotism, workplace incivility, employee cynicism, and job search behaviors. The instrument’s reliability was confirmed using Cronbach’s alpha, with all coefficients exceeding the 0.7 threshold, indicating high internal consistency. Structural equation modeling (SEM) was employed to test the study’s hypotheses. Preliminary analyses ensured data normality and the adequacy of factor loadings for all constructs. 4- RESULTS & DISCUSSIONThe results reveal a significant positive relationship between nepotism and workplace incivility, indicating that nepotistic practices increase perceived inequities and disrupt workplace harmony. Workplace incivility was found to mediate the effects of nepotism on employee cynicism and job search behaviors. Specifically:Nepotism and Workplace Incivility: Employees exposed to favoritism reported higher levels of incivility, including rude and disrespectful interactions, which undermined their sense of belonging.Nepotism and Employee Cynicism: Incivility fueled the perception of mistrust and skepticism toward organizational leadership, leading to diminished organizational commitment.Nepotism and Job Search Behaviors: Cynicism, in turn, increased the likelihood of employees actively seeking alternative employment, highlighting the retention challenges faced by family businesses engaged in nepotistic practices.These findings underscore the cascading effects of nepotism and the critical role of workplace culture in mitigating its negative outcomes. 5- CONCLUSIONS & SUGGESTIONSThe study concludes that nepotism, while often rooted in cultural and familial traditions, poses significant risks to workplace dynamics and employee retention. To address these challenges, family businesses must adopt meritocratic practices and implement transparent policies to ensure fairness. Specific recommendations include:Policy Development: To limit subjective decision-making by establishing clear criteria for hiring and promotions.Leadership Training: To educate family business leaders on the impacts of nepotism and foster inclusive management practices.Employee Support Systems: To introduce channels for anonymous feedback and grievance resolution to address perceptions of unfair treatment.Future Research Directions: To investigate the interplay between nepotism and organizational justice in diverse cultural and industrial contexts to develop targeted interventions.By addressing these issues, family businesses can enhance their organizational health, retain top talent, and ensure long-term success.
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