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Showing 2 results for Moral Capital
, , ,
Volume 17, Issue 4 (2-2023)
Abstract
Background: With the loss of moral capital, man becomes a virtual human being and a one-dimensional being and loses his main assets, including social capital. Therefore, the purpose of this study is to provide a model of social capital based on its components, especially ethical capital in regional electricity companies in Iran.
Method: This research was applied in terms of purpose and in the category of descriptive-exploratory research. The statistical population of the study included experts including experts, managers and university professors in the field of human resources (quality department) and senior managers of regional power companies in Iran (quantitative department) from which 32 people were randomly selected as a sample. The research instrument was a researcher-made interview and a questionnaire, and the structural-interpretive modeling test and the MICMAC test using Excel and MATLAB software were used to analyze the data.
Results: The results showed that among the identified factors for social capital in electricity companies are ethical indicators and components such as: reward system, behavioral etiquette, values, organizational justice, professional ethics and norms and norms. They had an independent role and influenced mediating and dependent factors. Ethical components such as: meritocracy, teamwork, ethical requirements, trust, rule of law, responsibility, organizational affiliation, identity and solidarity and cohesion had a mediating or communication role, and at the lowest level, the indicators of network relations and its configuration, the day-to-day value of the company, the amount of costs, party affiliation, international organizations, and common language and codes all play a dependent role, influenced by independent and mediating factors.
Conclusion: Based on the results, it can be said that the regulation of appropriate behavioral etiquette, the existence of organizational justice in the organization, the existence of an effective reward system, the creation of appropriate values and common norms to strengthen factors such as trust, rule of law, teamwork, ethics Professionalism, meritocracy, social responsibility, organizational affiliation, etc. will help, which ultimately improve the performance of the organization to improve indicators such as the day value of the company, reduce company costs, participation within the organization, etc.
D Saheb Nazar1, M Rezvani-Chamanzamin , H Ganjinia, , ,
Volume 19, Issue 0 (7-2024)
Abstract
Background: The agility of an organization is to create the ability in that organization to quickly adapt to changes in the domestic and foreign markets. The purpose of the current research is to analyze the fit of the model for evaluating the implementation policies of the agile process based on moral capital in the banking system (the case study of Iran's Sepeh Bank).
Method: This research is applied, and in terms of method, it is descriptive-analytical. The statistical population of the research includes all the employees of Sepeh Bank of Iran, in the number of 300 people, of which 169 people were selected as a statistical sample based on Cochran's formula and selected randomly. Data were collected through a researcher-made questionnaire. In this research, structural equation modeling and the partial least squares (PLS) method were used to test the assumptions and model fit.
Results: Examining the fit indices of the model indicates that the structural model of the research has a good fitting condition. According to the findings of the research, the validity of all indicators and evaluation items of the implementation policies of the agile process based on moral capital was confirmed. The results showed that the t value of the implementation policies of the agile process based on moral capital in Sepeh Bank of Iran is more than its critical value at the level of 5 percent (1.96). Therefore, the validity of the indicators and evaluation items of the implementation policies of the agile process based on moral capital was confirmed.
Conclusion: The results showed that the assessment index is the first priority, the information technology index is the second priority, knowledge management is the third priority, moral and ethical leadership is the fourth priority, organizational moral climate is the fifth priority, talent management and organizational structure are the sixth and seventh priorities. Management is the eighth priority.
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