بررسي رابطه‌ي بين جو نوآورانه سازماني با عملكرد شغلي با نقش ميانجي نگرش به تغيير سازماني در بين كاركنان دانشگاه اصفهان

Investigating the relationship between the organizational innovative climate an‎d the job performance with the mediating role of attitude towards organizational change among employees of the University of Isfahan

علوم تربيتي

The present study aimed to examine the relationship between organizational innovative climate an‎d job performance, with the mediating role of attitudes toward organizational change among the employees of the University of Isfahan. In terms of purpose, the research was applied, an‎d in terms of methodology, it was descriptive–correlational. The statistical population consisted of all employees of the University of Isfahan during the academic year 2024–2025 (1403–1404). Using purposive (convenience) sampling an‎d Morgan’s table, a sample of 270 employees was selec‎ted. Data were collected using the Organizational Innovative Climate Questionnaire developed by Siegel an‎d Kaemmerer (1978), the Job Performance Questionnaire by Bontis an‎d Serenko (2007), an‎d the Attitude Toward Organizational Change Questionnaire by Dunham et al. (1989). Content validity was used to assess the validity of the questionnaires, an‎d reliability was confirmed using Cronbach’s alpha coefficients of 0.93 an‎d 0.92, respectively. Data analysis was conducted at both descriptive an‎d inferential levels. Structural equation modeling (SEM) an‎d SmartPLS 4 software were employed to test the research hypotheses. The variable of attitude toward organizational change consisted of three components: cognitive, affective, an‎d behavioral, while organizational innovative climate included two components: support for creativity an‎d resource provision. The findings revealed a positive an‎d significant relationship between organizational innovative climate an‎d job performance. Additionally, a positive an‎d significant relationship was found between organizational innovative climate an‎d attitudes toward organizational change, as well as between attitudes toward organizational change an‎d employees’ job performance. Path analysis results indicated that attitudes toward organizational change play a significant mediating role in the relationship between organizational innovative climate an‎d job performance. In other words, university employees can achieve higher levels of job performance aligned with organizational goals by working within an innovative organizational climate an‎d adopting positive attitudes toward organizational change. Based on the findings, it is recommended that programs aimed at identifying, developing, an‎d improving an innovative organizational climate, as well as increasing employees’ awareness of different types of organizational changes an‎d attitudes toward change, be designed an‎d implemented. Such initiatives can lead to a better understan‎ding an‎d greater alignment with organizational changes, the creation of a positive an‎d appropriate innovative climate, increased efficiency an‎d productivity, an‎d the comprehensive development of employees.

5

154199