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يهدف البحث إلى اختبار العلاقة بين بيئة العمل والمسئولية الاجتماعية تجاه العاملين وبين الأداء الوظيفي للعاملين بالجهاز الإداري للدولة وذلك من خلال عناصر بيئة العمل (بيئة العمل المادية، التوازن بين الحياة الشخصية والحياة الوظيفية، العلاقات الاجتماعية) وأيضا من خلال عناصر المسئولية الاجتماعية وفقا للمواصفة ISO 26000 وهي: (التوظيف، التدريب والتطوير، نظام الأجور والحوافز، تقييم الأداء). اعتمد البحث على الجمع بين المنهج التحليلي والمنهج التطبيقي بالإضافة إلى الاستعانة بالدراسة الميدانية بهدف اختبار الفروض البحثية. توصل البحث إلى العديد من النتائج أهمها: ١ - توجد علاقة ذات دلالة إحصائية لأبعاد بيئة العمل (المادية والمعنوية) بوحدات الجهاز الإداري للدولة والأداء الوظيفي للعاملين بهذه الوحدات. ٢ - توجد علاقة ذات دلالة إحصائية لأبعاد المسئولية الاجتماعية تجاه العاملين (وفقاً للمواصفة ISO 26000) بوحدات الجهاز الإداري للدولة والأداء الوظيفي للعاملين بهذه الوحدات.
This study aims to test the effect of the work environment and social responsibility towards workers on the job performance of a sample of public servants at the government administrative apparatus. To achieve this goal, the researcher has formulated three basic hypotheses from which some sub- hypotheses are branched out looking at the extent of a relationship between the work environment and social responsibility towards workers and job performance. These hypotheses are: The first main hypothesis: H -1 There is no statistically significant effect of the dimensions of the work environment (physical and moral) in the government administrative apparatus on the performance of the employees. This hypotiresis is divided into three sub-hypotheses: H -1 - A There is no statistically significant effect of the physical work environment in the working environment of the government administrative apparatus on the job performance of its employees. H -1 - B There is no statistically significant effect of the balance between the personal life and the functional life of the government administrative apparatus on the job performance of its employees. H -1 - C There is no statistically significant effect of the dimension of social relations in the government administrative apparatus on the job performance of its employees. The second main hypothesis: H - 2 There is no statistically significant effect of the dimensions of social responsibility at the government administrative apparatus in accordance on the job performance of public servants. H - 2 - A There is no statistically significant effect of the employment dimension in the government administrative apparatus on the job performance of its employees. H-2-B There is no statistically significant effect of the training and development dimension in the government administrative apparatus on the job performance of its employees. H-2-C There is no statistically significant effect of the wage and incentive system in the government administrative apparatus on the job performance of its employees. H - 2 - D There is no statistically significant effect of the performance evaluation in the government administrative apparatus on the job performance of its employees. The third main hypothesis: H - 3 There is no statistically significant relationship to the dimensions of the work environment (physical and moral) and the dimensions of social responsibility towards workers (according to ISO 26000) with the units of the state administrative apparatus and the job performance of its employees. This hypothesis is divided into three sub-hypotheses: H - 3 - A There is no statistically significant relationship to the dimensions of the work environment (physical and moral) and the dimensions of social responsibility towards workers (according to ISO 26000) with the units of the state administrative apparatus and the job satisfaction of its employees. H - 3 - B There is no statistically significant relationship to the dimensions of the work environment (physical and moral) and the dimensions of social responsibility towards workers (according to ISO 26000) with the units of the state administrative apparatus and the Job engagement of its employees. H - 3 - C There is no statistically significant relationship to the dimensions of the work environment (physical and moral) and the dimensions of social responsibility towards workers (according to ISO 26000) with the units of the state administrative apparatus and the organizational commitment of its employees. These hypotheses were tested on a sample size of 384 individual employees of the state’s administrative apparatus, who numbered them according to the latest official statistic of 5,753,573 employees. The sample has been chosen from workers in entities located in the Greater Cairo governorates (Cairo, Giza, and Qalyubia). The results of the statistical analysis of these hypotheses resulted in the incorrectness of the three main study hypotheses and the sub-hypotheses branching from them and the acceptance of alternative hypotheses, which means that the study confirms the existence of a positive direct relationship between the work environment and social responsibility towards workers and the job performance of workers in the state administrative apparatus. The results of the study also indicated that: Every change of the capacity of one unit in the work environment and social responsibility towards workers in the units of the administrative apparatus of the state leads to an increase in the level of job satisfaction for employees of these units by 0.88 units, and to a high level of job engagement for workers in these units by 0.839 units, as well It leads to a higher level of organizational commitment for workers in these units by 0.851 units. Among the most important recommendations that the study concluded: - Preparing a guide for the material work environment, similar to the applicable evidence in civil service bureaus in some Arab countries. - Activating a planned course for the training activity that includes an accurate identification of the training needs and ends with a clear description of the impact of the training activity on the trainee and his work authority. - Dependence on a realistic scale that measures the quality of the tasks performed by assessing the amount of their efficiency and effectiveness, so that the results of this system represent the inputs to the incentives and performance rewards system. Regular follow-up of workers' reaction to the dimensions of the work environment, the dimensions of social responsibility that they perceive, and towards the components of their job performance (job satisfaction, job engagement, organizational commitment).
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