Revising of Recruitment and Training Procedures According to the Relationship between Organizational Identity and Clarity of Self-Concept of Employees (Study case: Sarchesheme Copper Complex in Rafsanjan)

Document Type : Original Article

Authors

1 Iran, Tehran, Kharazmi University, Faculty of Psychology / PhD student

2 Professor, Faculty of Psychology and Educational Sciences, Kharazmi University, Tehran, Iran

3 Associate Professor, Faculty of Psychology and Educational Sciences, Kharazmi University, Tehran, Iran

Abstract

Selection, hiring, and proper training of employees have always been organizational concerns. In the first step, to achieve an efficient procedure for this, it is necessary to identify the factors affecting the behavior of employees. The official employees of Sarcheshmeh Copper Complex, 5190 people at the time of conducting the research (2019), were selected as a statistical population. Four hundred twenty-eight were determined by the stratified random method as a statistical sample. Campbell et al.’s Self-Concept Clarity Questionnaires (1996) and Cheney’s organizational Identity Questionnaire (1983) were used to collect data. We analyzed using the Structural Equation Modeling and one-way variance analysis method. Organizational identity was enhanced by increasing employees’ self-concept clarity. Organizational identity and self-concept clarity have a mutual relationship. Based on the results, it is necessary for human resource recruitment policies to be regulated in such a way that, under identical conditions, people with a higher self-concept clarity are attracted to the organization and to improve the organizational identity of the people who are currently employed by the company, implementing the training program, which should be put on the agenda of the company based on the results improve the clarity of the self-concept of the personnel.

Keywords

References

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Career and Organizational Counseling
Volume 14, Issue 3
October 2022
Pages 161-186

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