Survey the relations between space of organization and corporate responsibility

 

Fariba Azizzadeh

Islamic Azad University, Department of Management, Science and Research Branch, Isfahan, Iran

 

ABSTRACT:

Institutional space determines what methods work and it specifies what behaviors are approved. The aim of this study is to identifying the relationship between organizational space (organizational structure, corporate identity, corporate support and productivity management) with corporate responsibility of managers in West Azerbaijan. 150 standardized questionnaires were distributed among population. 100 questionnaires were returned to test hypotheses. The Pearson correlation coefficient used to determine the type and extent of the relationship between the variables because the data was normal. The results of this research show that there is a direct relationship between corporate identities, productivity of managers, organizational support with corporate responsibility. However, a significant relation does not exist between the dimensions of organizational structure and corporate responsibility. It is suggested that serious efforts should be made in General Offices like exercising efficiency of management and developing appropriate organizational space.

 

 

INTRODUCTION:

Today's world is the world of humans and keepers of human organizations. Without human organizations, it would not be possible to run them. The social life of mankind requires cooperation and mutual needs. These led to division of labor and also the development of skills and expertise. So these capitals are added to the development of quantitative and qualitative effects and the results.

 

Organizational space refers to a set of measurable feathers in the workplace. These feathers will be affected the perceptions, motivations and behaviors of people who live and work in that environment. In fact, organizational space is the atmosphere in which people pay for their work. So this space can affect motivation, performance and job satisfaction of people. Four dimensions of organizational climate are organizational structure, corporate identities, productivity of managers, organizational support. This study examined the relations between these four dimensions with organizational responsibility.

Corporate identity is the individual feeling about interest to the company and being a valued member of a working group. In corporate responsibility people feel that they are in charge, not all of their decisions should be reviewed by their supervisors. In organizational support there is assistance and cooperation feeling between managers and staff and it is emphasized the face support .The organizational structure is the employees feel about organizational pressure, legislation, line meshes, administrative procedures and regulations.

 

 

 

Productivity means maximizing the use of resources, manpower through scientific measures and increasing employee, managers and consumers satisfaction along with reduce costs. The organizations need programming and tools to increase the motivation of their employees. So this study determines whether there is a gap between organizational space and responsibility in West Azerbaijan General Offices.

 

Literature review

The organizational productivity will increase when the organizational culture is in line with organizational priorities and goals. It is necessary that organizational culture from time to time change. Organizational culture is a key factor for improving the performance of productivity and it plays a vital role in the success of organization (Kazemi, 2010). Organizational culture and productivity are closely related to each other (Kashani and Khanyfar, 2011).

 

French (1986) believed based on existing theories and studies, the best organizational space cannot be introduced. Litwin and Stringer (1986) say that it is meaningless to tell managers how to manage. This is the manager that he/she determines the space which requires high performance.

 

Organizational space is important in the organization (Boulden, 1992). Litwin and Stringer (1968) after doing lots of research believe that leadership style is an important factor. The leadership style can affect the organizational space. They suggest that organizational space means the members perceptions of the formal system, the informal methods of management and other environmental factors. This perception plays a role in attitudes, beliefs, values ​​and motivations of people in a work environment. The following nine-part indicator has identified for organizational space:

 

1.      Organizational structure: employees feel about stress, organizational climate, laws, policies, procedures, regulations and administrative.

2.      Organizational Responsibility: people feel responsible for their own decisions, they're not all be reviewed by the supervisors.

3.      Bonus: people feel about rewarding of good practice, pay equity, and prosperity policies.

4.      Risk: feel challenged at work and in the organization, is it encouraged by the risks account or safest way to do?

5.      Friendship: Feel the love and kindness in the workplace and expanding informal and friendly group.

6.      Organizational Support: Feel the assistance and cooperation between managers and employees emphasizing support.

7.      Criteria: Count of targets and performance measures, emphasis on doing the right job, the challenges of individual and group goals.

8.      Organizational Conflict: managers and employees tend to listen to opposing opinions and theories, the emphasis on conflict resolution instead of turning off or ignoring them.

9.      Organizational Identity: An individual's sense of attachment to the company and a valuable member of a working group.

 

French (1986) suggested that organizational survival depends on notification of managers to external environmental factors, internal environmental and output. These factors are affected by each other. For example, organizational management by supporting educational programs (internal factors) influences on employment laws (which is an external factor). In this regard, Taheri (2006), in his book highlights several cases like: the concept of productivity, the necessity of comprehensive utilization management, utilization management concept and philosophy encompassing new ideas, measuring productivity and improve efficiency, the most important factor affecting the productivity such as labor, management indicators, productivity management inclusive principles and benefits and comprehensive productivity management model.

 

Research method:

This research is applied and correlation research. This research is considered to be descriptive in terms of data gathering. It can be said that the research methods is descriptive - survey and correlation. All organizational managers are used to achieve the research objectives. The population is selected from administrations of West Azerbaijan. Since statistical societies usually have a lot of volume, and geographic extent it is forced to choose some examples and generalize the results to the research community (Farhangi and Safarzadeh, 2008, pp. 243). Due to the protective reasons, there was not access to the membership population so it is estimated the sample size according to the following formula.

The most important parameter is S ² that it requires the variance first sample. 25 questionnaires were distributed between the prototype to calculate S ² and its variance was calculated and its value is equal to 0.0729. In this study, the error level is assumed as 5%. So the confidence level would be95%. Z (α / 2) given by Table 1.96, and the value of d = 0.05 was considered on the same level of error.

 

 

According to the numeric value that is obtained from the formula, the sample size would be 100. 150 questionnaires were distributed which 100 questionnaires were completed. According to the Offices of West Azerbaijan, a major community-based sample of managers was selected randomly. In this study it is used a standard questionnaire consisting of 54 questions. This questionnaire is in line with the questionnaire that it designed by Moghimi (2011) and Saatchi et al (2011). The ordinal scale is used due to the qualitative nature of variables.

 

Likert spectrum was used to determine the variables. Responder are enclosed as agreed between the two ultimate limit of love - hate and acceptance - rejection, and based on weakness of attitude. Cronbach's alpha was used to calculate the reliability of the method. It was calculated by using SPSS software. To this purpose, a prototype questionnaires consisting of 35 questions, have been collected. Reliability coefficient was calculated by using Cronbach's alpha that it was calculated as 0.88. Based on the Minimum reliability coefficient for research questionnaires as 0/7, obtained Cronbach's alpha coefficient is higher than this value. Finally, correlation coefficient was used for investigating the relation of variables. Pearson or Spearman correlation will be used according to normal or abnormal data.

 

Excel and SPSS software was performed in two parts of descriptive statistics and inferential statistics used in the analysis. The research model is shown below:

 

Data analysis:

Data normality surveyed by using the central limit theory. Here, based on the central limit theory and the sample size were to be more than 30 people, normality of the data is accepted and Pearson correlation will be used to examine the hypothesis.

 

Test hypotheses:

H0: A significant relation does not exist between the dimensions of organizational structure and corporate responsibility in the offices of West Azerbaijan.

H1: A significant relation exists between the dimensions of organizational structure and corporate responsibility in the offices of West Azerbaijan,

 

In Table 1, it is seen that the correlation between the variables is 0.130, which shows almost no correlation. However, since a significant level of correlation (0.197) is higher than the coefficient of error (0.01) so the null hypothesis is not rejected. Therefore it can be said that a significant relation does not exist between the dimensions of organizational structure and corporate responsibility in the offices of West Azerbaijan.

 

Table1. The correlation between the dimensions of organizational structure and corporate responsibility

		Organizational structure	Corporate responsibility
Organizational structure	Pearson Correlation	1	.0 130
	Sig. (2-tailed)		.0 197
	N	100	100
Corporate responsibility	Pearson Correlation	.0 130	1
	Sig. (2-tailed)	.0 197
	N	100	100

 

H0: A significant relation does not exist between corporate identity and corporate responsibility in the offices of West Azerbaijan.

H1: A significant relation exists between corporate identity and corporate responsibility in the office of West Azerbaijan.

 

In Table 2, it is seen that the correlation between the variables is 0.549, which indicates relatively poor correlation. However, since a significant level of correlation (0.000) is less than the coefficient of error (0.01), so the null hypothesis (assuming no relation) has rejected the hypothesis of a 99% safety factor accept. So a significant relation exists between the corporate identity and corporate responsibility in the offices of West Azerbaijan.

 

Table 2. The correlation between the dimensions of corporate identity and corporate responsibility

		Corporate identity	Corporate responsibility
Corporate identity	Pearson Correlation	1	.0 549**
	Sig. (2-tailed)		.0 000
	N	100	100
Corporate responsibility	Pearson Correlation	.0 549**	1
	Sig. (2-tailed)	.0 000
	N	100	100
**. Correlation is significant at the 0. 01 level (2-tailed).

H0: A significant relation does not exist between the productivity of managers and corporate responsibility in offices of West Azerbaijan.

H1: A significant relation exists between the productivity of managers and corporate responsibility in offices of West Azerbaijan.

 

Table 3 shows the correlation between the amounts of variables equal to 0.362, which indicates a relatively poor positive correlation. Since a significant level of correlation (0.000) is less than the coefficient of error (0.01), so it is accepted a 99% safety factor of hypothesis. A poor significant relation exists between the productivity of managers and corporate responsibility in the offices of West Azerbaijan.

 

Table 3. The correlation between the dimensions of productivity of managers and corporate responsibility

		Productivity of office managers	Corporate responsibility
productivity of office managers	Pearson Correlation	1	.0 362**
	Sig. (2-tailed)		.0 000
	N	100	100
corporate responsibility	Pearson Correlation	.0 362**	1
	Sig. (2-tailed)	.0 000
	N	100	100
**. Correlation is significant at the 0. 01 level (2-tailed).

 

H0: A significant relation does not exist between organizational support and corporate responsibility in the offices of West Azerbaijan,

H1: A significant relation exists between organizational support and organizational responsibility in the offices of West Azerbaijan.

 

According to SPSS software output in Table 4, it is seen that the correlation between the variables equal to 0.464, which indicates a relatively poor positive correlation. Since a significant level of correlation (0.000) is less than the coefficient of error (0.01), so it is rejected the null hypothesis and accept the research hypothesis with a 99% safety factor. A poor significant relation exists between organizational support and corporate responsibility in the offices of West Azerbaijan.

 

Table 4. The correlation between the dimensions of organizational support and corporate responsibility

		Organizational support	Corporate responsibility
Organizational support	Pearson Correlation	1	.0 464**
	Sig. (2-tailed)		.0 000
	N	100	100
Corporate responsibility	Pearson Correlation	.0 464**	1
	Sig. (2-tailed)	.0 000
	N	100	100
**. Correlation is significant at the 0. 01 level (2-tailed).

                                                                                                                   

 

Finally, Table 5 summarizes the results of testing hypotheses as follows:

 

 

Table 5 - Summary of test hypotheses

 

 

 

CONCLUSION:

The study of "organizational space survey of corporate responsibility in the offices of West Azerbaijan," will examine the relationship between organizational space and organizational responsibility. In this regard, the relations between the three criteria proposed by Litwin and Stringer indicators (1968) such as the dimensions of organizational structure; corporate identity, and organizational support with organizational responsibility were examined. The relationship between productivity of managers with corporate responsibility was also examined.

 

In this study, the main question is whether a significant relation exists between the organizational space and corporate responsibility in the offices of West Azerbaijan? Correct answer can be strengthened and enhanced corporate responsibility in organizations.

 

Creating an appropriate organizational space can be very effective in increasing the efficiency of organizations. The findings of this study alignment with the results of those investigations such as: canvas, Gardner (1988); Litwin and Stringer (1968), Wuhan (1983), Abdullah (1992) and Nazem (1999, 2001, 2004).  A significant relation exist does not exist between the dimensions of organizational structure and corporate responsibility in the offices of West Azerbaijan. Also a significant relation exists between corporate identity and corporate responsibility in the offices of West Azerbaijan.

 

A poor significant relation exists between the productivity of managers and corporate responsibility in West Azerbaijan. Also a poor significant relation exists between organizational support and corporate responsibility in the offices of West Azerbaijan. In this study, four variables were considered among variables of organizational space, which can be found due to other factors in the other results.

 

It is suggested to supporting the organizational responsibility by applying efficient management mechanisms and the creation of appropriate institutional environment, particularly given the responsibility of operating efficiency, in order to betterment the organizational responsibility in West Azerbaijan. Competent manager and head professional in this field are expected to use effective variables, such as organizational health, organizational climate, culture, position control, etc. They should use the principles of management and human relations, and attempt to reinforce human resources and enhance the organization.

 

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