Investigating the Relationship between Ways of Expressing Dissatisfaction and Management Style in Nylon Sepid Company

Size: px

Start display at page:

Download "Investigating the Relationship between Ways of Expressing Dissatisfaction and Management Style in Nylon Sepid Company"

Bertina Watson
6 years ago
Views:

1 : Investigating the Relationship between Ways of Expressing Dissatisfaction and Style in Nylon Sepid Company Amir Hooshang Nazarpoori, Ali Pirzad, Mojtaba Jamshidi Assistant professor of management faculty, Lorestan University, lorestan, iran Department of Accounting, Dehdasht Branch, Islamic Azad University, Dehdasht, Iran Department of Accounting, College of Graduate Studies, Science and Research Branch of Kohgiluyeh and Boyer-ahmad, Islamic Azad University, Yasouj, Iran Abstract This paper seeks to examine the relationship between ways of expressing dissatisfaction and management styles in Nylon Sepid Company 1. Ways of expressing dissatisfaction include leaving, protesting, neglecting, and being silent. styles are also divided into four styles of imperious, compassionate, consulting, and participatory. For this, questionnaire for determining ways of expressing dissatisfaction in each of the management styles was distributed among Nylon Sepid Company s employees. Total number of employees was 450, from among whom 150 employees, using Cochran s formula, were selected. In sum, 25 sample size from style of imperious, 40 from compassionate, 45 from consulting, and 40 from participatory were selected. Every one of them was asked to express their way of dissatisfaction in every style of management whose characteristics of the styles were in the questionnaire. For testing the hypothesis of the relation between management styles and expressing dissatisfaction, goodness of fit and phi coefficient, through using SPSS software was used. The results showed that there is a high relation between management styles and ways of expressing dissatisfaction and the hypothesis to accept their independence was rejected in favor of their dependence. Key words: Style, Way of Expressing Dissatisfaction and Independence. 1.Introduction In different organizations, whether private or public, regardless of the type of performance and the objective of formation, there are different management styles (Rezaiyan, 2008). Unfortunately, little knowledge of management and insufficient study of managers caused to select and implement policies inappropriate with the personality of the staff, which cause the public dissatisfaction of the staff (Robbins, 2002, 30). Sometimes in organizations, expressing dissatisfaction is ignored or attributed to other reasons such as lack of commitment. People, based on the type characters they have, follow their own way of expressing dissatisfaction which can be leave, protest, neglect, and silence (Robbins, 2002, 301). Organizations, to reach their goals, have to satisfy the physical and mental needs of their employees as their human resources, and, consequently, creating balance among the management styles based on knowing how to express dissatisfaction to reduce their consequences. Nowadays, organizations try very hard to have potential work force, and they never like to give these employees who have reached a high performance level in the organization and knows the organization well and for whom the organization has spent much cost away just because of the lack of an appropriate management system. In today's competitive world, the workforces who provide a competitive advantage for their organizations are good, and also help them in achieving their goals and missions; so, it is better to care about the concerns of the staff and, reasonably, try to do the necessary and required action towards them. It is only in this way that one can be sure about the stability of management system and low leaving rates of the staff. (Vailz, 1997) Employees, as human resources, are the main asset of any organization. The good productivity of employees is achieved only when they are satisfied with their jobs. Satisfaction is an inner feeling. Job satisfaction is, according to some investigators, a horizon that a person expects from his job, and is defined as the difference between the amount of the bonus and his salary by what he expects (Robbins, 2002, 300). If job 1 The biggest producer of nylon in Middle East. 286

2 satisfaction is achieved in the workplace, the productivity grows, the individual is committed to the organization, the individual's physical and mental well being are assure, their motivation increases, and, generally, by job satisfaction, life satisfaction is achieved (Khalaj, 2011, 11). Scientists have proposes three hypotheses to explain the dynamic interaction between job satisfaction and life satisfaction: Compensation effect: job satisfaction and life satisfaction are inversely related to one another. In other words, people compensate low job or life satisfaction by seeking satisfying activities in other areas. By analyzing 34 studies including 19,811 people, this theory was not confirmed. Results showed that there is a positive significant correlation between job satisfaction and life satisfaction (Rezaiyan, 2008, 28). Segmentation model: job satisfaction and life satisfaction are independent from each other and have no effect on each other. Researches do not confirm this model (Rezaiyan, 2008, 28) Spillover model: job satisfaction and life of individual are connected with each other. Recent studies confirm this model. The studies showed that as working pressure increases, the violence of individuals with their wives increases. This fact has been approved in a study done on the production staff of Khuzestan Steel Company during the years 1987 to Researches also show that, among the people who value their work and have higher education and higher incomes, the relationship between personality and life satisfaction is stronger (Rezaiyan, 2008, 28). Dissatisfaction with work pushes psychological stresses on the staff that cause diseases such as heart attacks. In terms of management, these cases mean that if dissatisfaction does not lead to such acts as protesting and leaving the organization, job satisfaction may yet be provided, for, in this case, illnesses, in addition to the loss of staff, lead to medical expenses (Robbins, 2002, ). In a category, different ways of expressing dissatisfaction is divided into four categories (Robbins, 2002, 302). Leave: employee or worker, in this state, is going to leave the organization and resigns and looks for a new job. In cases no resignation occurs, the challenge remains in his mind. In many cases, for job security, first of all, employees find new jobs and then they submit their resignation. Protest: in this case, the person protests and seeks to improve the situation and if he does not succeed, he slowly starts to protest, sit-in and revolt. Silence: In this situation, one does not attempt to improve the situation, but, optimistically, waits for the future. He stands against external criticism in favor of the organization and does his activities; he believes in compassionate leadership and his efforts to improve the condition. Neglect: in this case, the person shows his protest and dissatisfaction in the form of acts of carelessness, coming late, forgetting, prolonged absences, little work, and wrong and intentional actions (Robbins, 2002, ). Likert and his colleagues have provided the results of their studies on leadership in the four following styles: -System 1: in this behavioral system, the manager does not trust employees. Goal setting and decision-making are performed at the highest levels of the organization is communicated by a hierarchy. Employees are forced to work through threats and punishment. Satisfying methods are based on the satisfaction of the basic and primary needs. Relationship of the staff with the top executives is accompanied by fear and mistrust. Controlling through high level is very intense and focused. In this system, the management is very imperious. -System 2: in this behavioral system, manager, to some extent, believes and trusts his employees. Many decisions are made at lower levels of the organization. The relationships between top executives and the employees are with a compassionate by top executives and with fear and caution by employees. Although major decisions are made at high levels, in the control process there are empowerments. In this system, the management is compassionate. -System 3: in this behavioral system, management greatly trusts and believes in its employees. Big decisions are made at higher levels of the hierarchy, but relations between managers and employees are bilateral. Large part of control process is given to the lower levels of the hierarchy to motivate them. Relationships are associated with trust and confidence. Sense of responsibility exists in all levels towards the organization, although, to create positive changes and improve, some minor constructional resistance is seen by employee groups. The management, in this system, is consulting. -System 4: in this behavioral system, all levels are involved in the decisions and control process. Relations are with full confidence and trust, and the trust between employees and managers is at the highest level. People, at all levels of the organization, because they are involved in organizational decision making process and play this role, feel satisfaction and proud. In fact, in this managerial style, the role of management is seen fewer and 287

3 power hierarchy becomes shorter. In fact, such organizations are called uniform or flat organizations. Organizations in which they have a right to comment and they can express their interests, comments, and criticisms without worrying about the consequences. In this system, management is participatory. (Rezaiyan, 2008) As it was mentioned, the goal is to investigate the relationship between management styles and ways of expressing dissatisfaction. The relationship between management styles and the ways to express dissatisfaction have separately been studied some of which are provided below. Table 1: Literature Review Year Researcher Location Subject Results John Vailz, Bandi Robbins Chicago America 2002 Houman Iran Supervision in Style Expressing Dissatisfaction The Factors to Measure Dissatisfaction Dividing supervision into direct and indirect dimensions; every organization, according to the behavior and the characteristic traits of a leader (manager) and staff should choose a specific type of supervision for each managerial style Describing various ways of expressing dissatisfaction, helping managers to recognize the expressed dissatisfaction by the staff through each of the 4 ways of silence protest, leaving the organization and neglect Reviewing the studies relating to job satisfaction, defining satisfaction from job and its dimensions, studying the measurement methods of job satisfaction and dissatisfaction in organizations 1966 Corman America Fidler America 1970 Harr America Beliefs and Behaviors of Leaders Task-oriented and Relationshiporiented Leadership Effectiveness of Styles Psychological subjects inability to predict the performance of each management style Each style of leadership and management can be successful in certain situations, but none of the theories of management style would be miraculous and these are people who should use the styles of leadership depending on the circumstances. Every one of management styles is effective in its own situation and all styles of leadership and management should be considered 2.Tools and Methodology According to research subject, the research is applied-correlation research. A questionnaire was used to obtain research data. For sampling, stratified random sampling method was used. The sample size is 150 that is more than 30; according to the central limit theorem in statistics, its distribution tends to the normal distribution, and, in the analysis and test of hypotheses, it does not create a problem (Cortez, 2007: 143). The population, in this study, is the staff in Nylon Sepid Company. Considering the fact that, in this paper, Goodness of fit method was applied to test the hypothesis, it is better to use the Phi correlation coefficient in order to measure the correlation between management styles and the ways to express dissatisfaction as categorical variables (nominal) ( Kurtz, 2007). This correlation coefficient is a value between zero and one, and its higher values indicate a higher 288

4 relationship between variables (De Vaws, 2007) percent of the study participants were female and the rest male percent of the study participants were married and the remaining single percent had university education and the remainder had no university education. To measure the reliability of Researcher Questionnaire of management style and ways of expressing dissatisfaction, Cronbach's alpha was used whose amount for the style questionnaires equaled to 0.84 and for the questionnaire to express dissatisfaction was 0.93, indicating high reliability. The main hypothesis: Independence does not exist between management styles and ways to express dissatisfaction. Protest Imperious Silence Neglect Ways of Expressing Dissatisfactio n Styles Compassionate Consulting Leave Participatory Figure 1: Conceptual Model of Research As mentioned, to test the hypothesis, Goodness of fit test was used. To investigate the relationship between management styles and ways to express dissatisfaction, due to Nominal by Nominal nature of the independent and dependent variables, Phi correlation coefficient was used. However, other factors can also be used, but, due to their lack in SPSS and enough power of Phi correlation, it was used. 3.Conclusions and Discussion The following tables show the output of SPSS software which did the Goodness of fit test and calculated the amount of possibility. Styles Table 2 - Analysis results and the observed frequencies of each of the cells Styles and ways of Expressing Dissatisfaction ways of Expressing Dissatisfaction Total leave neglect protest silence imperious compassionate consulting participatory Total

5 Table 3 - The correlation coefficient amount and the final result of the test The Amount probable Summary of results amount Nominal - Phi Nominal coefficient Total 150 As it can be seen in the possibility amount is zero, which indicates that in whatever confidence level, the hypothesis of the independence of management styles and ways of expressing dissatisfaction is rejected (the hypothesis is affirmed). The Phi correlation coefficient equals with which shows that the relationship between the management styles and the ways to express dissatisfaction is very high. The more one moves from imperious style to participatory and consulting styles, the amount of protesting gets higher and the rate of leaving the organization gets lower. In fact, the amount of silence and protest, which represent the relative amount of customer satisfaction and employee and not scaring from manager and employer in consulting and participatory styles gets higher, while the rate of neglect and leave in imperious, and to some extent compassionate styles gets higher. Organizations will certainly not want to lose their workforces easily, hence, they tend to lower their leaving the organization, or towards organization's work, not only they are not responsible for organization s work, but also, in any sort or form, they evade the responsibilities. The results showed that as organization use more aggressive management styles with higher control and imperious, they encounter some actions and ways of expressing dissatisfaction, such as leaving the organization, silence, and neglect. The reason is that the staff, because of fear that they have towards the management styles, dare not protest, so, they wait for the situation to be corrected (silence), or neglect and, ultimately, leave the organization. On the contrary, in the participatory and consulting management styles, the rate of leaving the organizations or neglecting, which are destructive ways of expressing dissatisfaction in the organizations reach its minimum amount, and the staff, because of trust and open and mutual relationships they have with their top executives, they easily will evince constructive protests against the difficulties and do not worry about their protests. It should be noted that although the contingency management styles are appropriate, to use these styles, the existing problems and issues raised in this article should be sufficiently noticed so that, through a strong, coordinated, and integrated management system accepted by employers and employees, one can achieve longterm sustainable competitive advantage, and the only way to achieve it is through human resources. 4.Suggestions for Future Research As mentioned earlier, this study sought to examine the relationship between management styles and ways of expressing dissatisfaction by the staff and concluded that there is not only any independence between the two elements mentioned above, but also they have high relationship. However, this study did not mention some of the issues and variables (as in any other study). In this study, because of avoiding excessive complexity of it, the underlying variables such as gender, age, education level, spiritual and financial status of employees, the organizations being state or private were not considered which can be the choice of topics for further research in this area. Resources - Bloisi, Wendy, (2007). An Introduction to Human Resource, first edition, London, McGraw-hill, - Vaws, D (1991). Surveys in Social Research, 3rd edition, London, Allen & Unwin. - Houman, Heidar Ali, (2002). Providing and Standardizing Measurement of Job Satisfaction, first edition, Tehran, Centre of Governmental Training. - Khalaj, T., (2011). Factors Affecting Job Satisfaction, Baqer Aloloum Research Bureau. 290

6 - Kurtez, Norman, (2007). Introduction to Social Statistics, Habibollah Teimouri, Fifth Edition, Tehran, Bahman Seraj Publication. - Rezaiyan, Ali, (2008). Principles of Organizational Behavior, Sixth Edition, SAMT Publication. - Robbins P., Stephen, A.D., (2002). Organizational Behavior, Concepts, Theories and Applications. Trans. by A. Parsaeian and Seyyed Mohammad Arabi, Volume I, Tenth Edition, Tehran, Cultural Research Bureau. - Robbins P., Stephen, A.D., Senzou, David, (2008). Principles of Trans. by Seyyed Mohammad Arabi, Mohammad Ali Hamid Rafiee and Behrouz Asrari Ershad, Seventh Edition, Cultural Research Bureau. - Vailz, John, Joseph Bandi, (1997). Supervision in. Trans. By Mohammad Reza Behrangi. First Edition. Guilan, Kamal Tarbiat Publication with the Cooperation of Taban Publication. 291

August 2017, Vol.5, No.8, pp:

August 2017, Vol.5, No.8, pp:390-394 Research Paper Analyzing the Relationship between Participative Management and Climate and Effectiveness of Staff (Department of Education and Training in Zanjan) Leyla