Ebrahim Aryani ghizghapan; adel zahed babelan; ali khaleghkhah; mahdi moeinikia
Abstract
The purpose of this study was to modeling the organizational factors Affecting (Job Conflict and Toxic Leadership) on cyberloafing. Methodology of the research in terms of the main strategy, was quantitative and in terms of analytical, was descriptive. The statistical population of this study included ...
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The purpose of this study was to modeling the organizational factors Affecting (Job Conflict and Toxic Leadership) on cyberloafing. Methodology of the research in terms of the main strategy, was quantitative and in terms of analytical, was descriptive. The statistical population of this study included all staff of Universities affiliated with the Ministry of Science at four levels of international, national, regional and local levels of performance across the country. The research data were collected from 430 staff members who were selected by multi-stage cluster sampling method. The sample size according to the Kregci-Morgan model and with error α = 0/05, was considered 430 persons. To collect data CyberLoafing Questionnaire of Bella et al (2006), Job Conflict Questionnaire of DuBrin (2008) and Toxic Leadership Questionnaire of Schmidet and Hanges (2008) was used. Validity of the tools was confirmed by the professors of education and psychology. Data were analyzed by artificial neural network approach with multilayer perceptron (MPL) method. The results The results showed modeling the organizational factors affecting on cyber loafing has an input layer with seven units and a hidden layer with three unit and the artificial neural network is well able to predict the jumps and the process of cyber loafing of academic staff based on organizational factors of job conflict and toxic leadership. Given the significant effect of organizational factors on employees' cyber loafing, it is necessary to pay attention to these components and their effects on organization human resource behavior and preventing the occurrence of cyberloafing.
