Iranian Agricultural Academic Staff’s Organizational Culture and their Psychological Empowerment

Topics: Factor analysis, Management, University Pages: 27 (3601 words) Published: October 12, 2013
International Journal of Agricultural Management & Development (IJAMAD) Available online on:
ISSN: 2159-5852 (Print)
ISSN:2159-5860 (Online)

Iranian Agricultural Academic Staff’s Organizational
Culture and their Psychological Empowerment
Ehsan Gholifar 1, Hesamedin Gholami 2* and Mehrdad Pouya 3

Organizational culture, Psychological empowerment, Iran
agricultural college faculties


aculties’ empowerment is one of the effective tools for increasing productivity and optimum use of their individual and group
abilities and capacities to reach organizational goals. Organizational culture is the main component of decision making in universities and one of the requirements of psychological empowerment (i.e. meaning, competence, self-determination, trust, impact). Given the importance of these two variables and their possible relations; and as the main purpose of this study, the supposed correlation between Iran agricultural colleges’ faculties’ psychological empowerment and their organizational culture was investigated. So this descriptive correlation study surveyed agricultural faculties to measure their psychological empowerment and also organizational culture in their colleges. A multi-stage random Sampling approach was implemented. The national sample consisted of 404 faculty members. Factor analysis determined three components of organizational culture (i.e. team-orientations, empowerment and capability development). All components of psychological empowerment

were significantly and positively correlated with team-orientations and empowerment while the capability development was only significantly correlated with trust.

Extension Education Department of Tabiat Modares University, Tehran, Iran. Extension Education Department of University of Tehran, Tehran, Iran. 3 Agricultural Extension and Education Department, Nahavand University, Nahavand, Iran. * Corresponding author’s email:


International Journal of Agricultural Management & Development, 3(2): 83-90, June, 2013.


Received: 14 January 2013,
Accepted: 4 April 2013


International Journal of Agricultural Management & Development, 3(2): 83-90, June, 2013.

Academic Staff’s Organizational Culture and Psychological Empowerment / Ehsan Gholifar et al.


Human Resource (HR) empowerment is one
of the most effective factors influencing employee’s productivity -i.e. optimum benefit from collective and individual capacities toward
achieving organizational goals (Erisen et al.,
2009). Organizations today are affected by a
variety of issues such as increasing global competition, sudden transformations, need for efficient staff, and resource limitations. In such circumstances, pioneer organizations seeking competitive advantage, must possess creative and motivated

human resources (Thomas and Velthouse, 1990).
Therefore, manpower empowerment as the most
important property of every organization is considered necessary. In other words, HR must be able to develop their skills comprehensively,
leading to improved productivity (Sajedi and
Omidvari, 2005). Nowadays, strategy of empowerment is regarded as a very important step in the process of organizational development
which enables organization staff to cope with
the external threats. Of course, it is regarded as
one of the main shortcomings of modern organizations as well. A successful organization is a complex of humans with a dynamic organizational
culture, common thoughts and goals which in
the flexible system of their organization are
willing to share their experience and knowledge
with the management in order to help advance
the organization. So all have a sense of ownership
toward their organization and the job that they
do. Being able to take advantage of the potential
abilities of human resources is a great advantage
for any organization (Blanchard, 2003).
Because of the vital role of...

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International Journal of Agricultural Management & Development, 3(2): 83-90, June, 2013.
International Journal of Agricultural Management & Development, 3(2): 83-90, June, 2013.
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