Formulating an organizational pride model for the National Iranian Oil Company

Abstract

The present study addresses the formulation of organizational pride model in the National Iranian Oil Company (NIOC). Exploratory mixed method was used in this study, of which the first phase was conducted using grounded theory. Participants of the qualitative phase of the study constituted 19 managers, directors, supervisors, and experts of the NIOC, whose interviews were analyzed to extract and formulate the desired model in the form of causative relations. Then, the findings of the qualitative phase were formulated in the form of statements, which were put to test in the quantitative phase. In line with this, a researchermade questionnaire was administered to 381 employees of the NIOC. Upon ensuring the validity and reliability of the instrument, structural equation modeling (SEM) was used to calculate the results of the fit indicators. This model constitutes causative conditions (intrinsic motivation, sense of national pride, successful background of the organization, organizational image, and importance of the organization's output), central phenomenon (emotional organizational pride and attitudinal organizational pride), Context (Political-legal factors, Sociocultural factors, Economic-technological factors), intervening conditions (supervisor consideration, perceived organizational justice, welfare and financial facilities, and transparency of career path), strategies (positive views about the entirety of the organization, extraorganizational positive views, job enthusiasm, employees and their families' Ali Safari ABOUT THE AUTHORS Seyed Mostafa Seyedpour is a Ph.D. candidate of business management at Faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior, Human resource management and Organizational Development. Ali Safari is an associate professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior, Human resource management and Entrepreneurship. Ali Nasr Isfahani is an associate professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior and Human resource management.

How to Build Pride in the Workplace?

“…The main contribution of this paper is that it elucidates what positively effects organizational pride, instead of looking at organizational pride as a means to reduce turnover (Doh et al 2011;Helm 2013;Holtom et al 2019), increase engagement (Buchanan 1974), increase productivity (Arshad and Imran 2016;Butler et al 2016) or to improve employee behavior (Brosi et al 2018;Gouthier and Rhein 2011;Kraemer et al 2020). Welander et al (2017) and Seyedpour et al (2020) used confirmatory factor analysis and structural equation modeling to understand the relationship between organizational pride and its drivers, building more comprehensive models than most of the other authors. Nevertheless, the first only considers perceived co-worker support, perceived supervisor support, satisfaction with work conditions and job autonomy as independent concepts and the later intrinsic motivation, national pride, organizational image, successful background of organization and importance of organization's output.…”

“…Organizational pride has been studied in several different contexts: the hospitality sector (Arnett et al 2002;Fiernaningsih et al 2019;Hameed et al 2019;Kashif et al 2017;Raza et al 2021), multiple services focused on costumer contact (Gouthier and Rhein 2011;Kraemer et al 2020;Ng et al 2019), volunteers (Boezeman and Ellemers 2014), creativity intense contexts, such as advertising or engineering (Arshad and Imran 2016;Lu and Roto 2016), industrial contexts (Durrah et al 2019;Seyedpour et al 2020), and educational environments (Brosi et al 2018;Widyanti et al 2020), among others. However, most authors study organizational pride as a mediator between some organizational characteristics and performance, commitment or turnover reduction.…”

“…However, most authors study organizational pride as a mediator between some organizational characteristics and performance, commitment or turnover reduction. With the exception of Seyedpour et al (2020), who have researched what creates organizational pride in the National Iranian Oil Company (NIOC), most researches focus on very segmented causes or consequences of organizational pride. Arnett et al (2002) found that role clarity, work environment and employees' assessment of manager's performance critically impacts job satisfaction.…”

Ethical Leadership and Employees’ Creativity: The Mediating Role of Organizational Pride

“…The organizational pride is playing a basic role in enhancing organizational performance (Seyedpour, et al, 2020). Organizational pride is viewed as a set of feelings and positive attitudes hold by individuals toward their organization that push them to be proud in front of other people because they are considered as a part of the organization and proud of their accomplishments (Morsi, 2015).…”

Systematic Review of Socio-Emotional Values Within Organizations

“…This means that different departments or workers from the same organization could work on the same task doing intervention already carried out by the other ( Meisler and Vigoda Gadot, 2014 ), or sometimes performing counterproductive actions ( Zhang and Shi, 2017 ), just like a psychiatrist who prescribes psychotropic drugs with significant collateral effects for a cardiopathic patient cured by another physician. Organizations have their peculiar organizational climate ( Armeli et al, 1998 ; Worthington, 2012 ), their myths ( Gordon and Winpenny, 1996 ; Bao et al, 2013 ), their mission and objective ( Campbell and Yeung, 1991 ; Rahmani et al, 2015 ; Krajcsàk, 2018 ; Serwint and Stewart, 2019 ), group resilience, and power ( Freeman and Carson, 2006 ; Leggat and Balding, 2013 ; Seyedpour et al, 2020 ), where the individuality of every single worker should be directed at the same goal ( Flanagan and Henry, 1994 ; Leggat and Balding, 2013 ; Gokturk et al, 2017 ; Herkes et al, 2019 ). Better cooperation and communication are important for trust between different workers ( Dibben, 2004 ; Swift and Hwang, 2013 ; Lim et al, 2018 ), which grants better cooperation and knowledge sharing, preventing useless or chaotic actions.…”