Volume 24, Issue 6 (9-2025)
TB 2025, 24(6): 80-97 |
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Ethics code: IR.IAU.SHK.REC.1420148
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norouzi Y, motaghi M. Investigating the Relationship between Self-Regulation and Organizational Structure with the Mediating Role of Social Attrition in Healthcare Network Employees in Lenjan County. TB 2025; 24 (6) :80-97
URL: http://tbj.ssu.ac.ir/article-1-3793-en.html
URL: http://tbj.ssu.ac.ir/article-1-3793-en.html
Azad university of Shahre kord , monika3005@yahoo.uk
Abstract: (3 Views)
Introduction: Employees’ productivity is influenced by a wide range of individual and organizational factors.Accordingly, this study investigated the relationship between self-regulation and organizational structure, with social loafing serving as a mediating variable, among employees of the Lenjan County Health Network.
Methods: This descriptive-correlational study employed path analysis within the framework of structural equation modeling (SEM). The study population consisted of 430 employees of the Lenjan County Health Network, from whom a sample of 186 participants was selected using Cochran's sample size formula. Data were collected using the Bouffard Self-Regulation Questionnaire, the Beheshti-Far Social Loafing Questionnaire, and the Robbins Organizational Structure Questionnaire. Data analysis was performed using SPSS software. Pearson's and Spearman's correlation coefficients were calculated to examine bivariate relationships, while SEM with path analysis was employed to evaluate the direct and indirect relationships among the study variables and to test the proposed conceptual mode
Results: The results of SEM analysis demonstrated that self-regulation had a significant positive direct effect on organizational structure (β=0/29, p<0/001). Furthermore, self-regulation exerted a significant direct negative effect on social loafing (β=−0/215, p<0/001), indicating that higher levels of self-regulation were associated with lower levels of social loafing. In addition, social loafing had a significant negative effect on organizational structure (β=−0/11, p=0/002). The indirect effects analysis further revealed that self-regulation had a significant positive indirect effect on organizational structure through reducing social loafing (β=0/17, p<0/001).
Conclusion: Self-regulation was significantly associated with improved organizational structure and reduced social loafing. Enhancing self-regulation may strengthen organizational structure by reducing social loafing among healthcare employees.
Methods: This descriptive-correlational study employed path analysis within the framework of structural equation modeling (SEM). The study population consisted of 430 employees of the Lenjan County Health Network, from whom a sample of 186 participants was selected using Cochran's sample size formula. Data were collected using the Bouffard Self-Regulation Questionnaire, the Beheshti-Far Social Loafing Questionnaire, and the Robbins Organizational Structure Questionnaire. Data analysis was performed using SPSS software. Pearson's and Spearman's correlation coefficients were calculated to examine bivariate relationships, while SEM with path analysis was employed to evaluate the direct and indirect relationships among the study variables and to test the proposed conceptual mode
Results: The results of SEM analysis demonstrated that self-regulation had a significant positive direct effect on organizational structure (β=0/29, p<0/001). Furthermore, self-regulation exerted a significant direct negative effect on social loafing (β=−0/215, p<0/001), indicating that higher levels of self-regulation were associated with lower levels of social loafing. In addition, social loafing had a significant negative effect on organizational structure (β=−0/11, p=0/002). The indirect effects analysis further revealed that self-regulation had a significant positive indirect effect on organizational structure through reducing social loafing (β=0/17, p<0/001).
Conclusion: Self-regulation was significantly associated with improved organizational structure and reduced social loafing. Enhancing self-regulation may strengthen organizational structure by reducing social loafing among healthcare employees.
Type of Study: Research |
Subject:
managment
Received: 2025/10/21 | Accepted: 2025/12/2 | Published: 2025/09/1
Received: 2025/10/21 | Accepted: 2025/12/2 | Published: 2025/09/1
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