Academic journal article Iranian Journal of Management Studies

A Model for Illustrating the Effective Factors of Strategic Behavior (Case Study: Social Insurance Company of Tehran)

Academic journal article Iranian Journal of Management Studies

A Model for Illustrating the Effective Factors of Strategic Behavior (Case Study: Social Insurance Company of Tehran)

Article excerpt


Recently considerable attention has been given to the study of the positive aspects and the development of employees' optimal psychological and psychosocial functioning (Sanchez-Cardona, 2012, p.2163). In health-care organizations, employees are expected to be engaged in their work, show initiative and be innovative. In order to achieve this, organizations should arrange working conditions with sufficient motivating and energizing resources (Hakanen, 2008, p.78). It is important to understand the aspects of frontline employees' roles that could contribute both to improving work performance and to strengthening the firm's competitive advantage.

In recent years, there has been a sharp increase in the interest towards the concept of employee engagement and its role in work performance and competitive advantage. In particular, various studies have noted that employee engagement is able to predict employee turnover intention, employee productivity, financial performance, customer satisfaction, and so forth. Baumruk (2004) stresses the important role of employee engagement, but labels this construct as the "the missing link" in relation to the factors that contribute to a firm's success. Saks also describes employee engagement as a "new and emerging area" (Saks, 2006, p.612). Consequently, employee engagement has emerged as a critical element for business success. (Slatten, 2011, p.88).

Consequently, it is important to identify, on the one hand, those factors that engender strategic behavior-driven, and, on the other hand, how strategic behavior-based pays off for organizations. Given that firms in the healthcare industry are currently facing problems, such as incompatibility of structure, mission and organizational culture with scientific findings as well as goals and strategies which are not in line with the employees' needs, in order to achieve strategic planning for enriching the organization and improving profitability (Lashley, 2008; Onsoyen, 2009), so it is necessary for employees to adjust their behavior to the organization's needs.

The social insurance company has emphasized the importance of the point that if those principle of human resources can have significant influence on a system that can reach its true potential. However, studies show that the employees' monotonic behavior lacks innovation and creativity. In this organizational culture, things are done in a conventional repetitive manner, and there is little collaboration between employees. The hierarchical management structure and non-flexible regulations of this organization have suppressed the employees' sense of creativity and responsibility (Nezhadsam, 2009, p.172).

In order to satisfy its needs and maintain its competitiveness, the organization needs to expand the range of its employees' skills. Therefore, fundamental changes are needed to create and maintain strategic behavior in employees and managers. Alike, this is the problem we address in this research.

This study contributes to the call for more research related to employee engagement, job autonomy, organizational status and objects. Pacifically, this article focuses on employee engagement in relation to frontline employees about strategically behavior in Hospitality Company. This company offers a valuable opportunity for research because the critical role that frontline employees play in a hospitality companies success (Lashley, 2008; Onsoyen, 2009). Although there have recently been studies focusing on employee engagement in hospitality organizations (Kim et al., 2009), this is the first study in hospitality research that has empirically examined certain antecedents and effects of employee engagement on strategic behavior from a frontline perspective.

This article begins with a discussion of the concept of employee engagement, job autonomy, organizational status and objects. Next, in this study there is a discussion of the antecedents and effects of job autonomy, role benefits and organizational status on employee engagement and organizational objects, and also impact of employee engagement and organizational objects on strategic behavior under examination. …

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