چكيده لاتين
In the current competitive conditions, human resources are known as one of the most valuable assets of an organization, and the growth and prosperity of any society and organization lies in its improvement and development. For this reason, managers of organizations should pay special attention to their employees. In this regard, examining the variables related to the improvement and growth of employeesʹ organizational behavior is of great importance, and in the subject of this research, three main variables of employee voice, critical thinking, and organizational pride have been considered. The aim of the present research is to analyze the mediating role of organizational pride in the relationship between critical thinking and employee voice in Mobarakeh Steel Company of Isfahan. The present research is applied in terms of its purpose and descriptive-survey in terms of its nature. The structural equation modeling method and SPSS 27 and Smart PLS software were used to analyze the data. The statistical population in this research is the employees of the central repair shop of Mobarakeh Steel Company of Isfahan in 1403, which numbered 500 people. In order to calculate the sample size, the formula 5q≤ n≤ 15q was used and 217 people were obtained. In order to collect information, a researcher-made questionnaire based on the following questionnaires was used. The 75-question Califrina Critical Thinking Questionnaire (CCTDI) with a Cronbachʹs alpha of 0.86, which has the dimensions of cognitive maturity, analytical thinking, truth-seeking, systematicity, open-mindedness, self-confidence, and curiosity, the Organizational Pride Questionnaire of Mawqofeh et al., 2016 with a Cronbachʹs alpha of 0.86, and the Employee Voice Questionnaire of Zuhair and Ordogan (2011) with a Cronbachʹs alpha of 0.86. Data analysis indicates that critical thinking, organizational pride, truth-seeking, analytical thinking, self-confidence, and searching have an effect on the voice of employees of the central repair shop in Mobarakeh Steel Company, Isfahan. But cognitive maturity, systematicity and open-mindedness do not have an effect on the voice of employees of the central repair shop in Mobarakeh Steel Company, Isfahan. Therefore, as practical suggestions, we can consider training managers in giving importance to new and creative ideas, strengthening the relationship between employees and managers, developing systemic thinking and reviewing the system of promotion and development of human capital.
