خلاصة:
Psychological safety is a critical base for individual, organizational and national performance, since managers who feel psychologically unsafe, do not have essential motives for productivity and excellence. It is reality of organizations that there are stage of jealousy, spitefulness, enmity, power games of peoples and groups. In these situations, it is important to bring about psychological safety for people in organization. Psychological safety means to feel safety in mind, emotion and behavior from side of other peoples and present personal opinions and do the jobs, without any anxiety and fear in organization. Many studies emphasis on effects of individual psychological safety based on personal, organizational and national variables, but there is not a quantitative and experimental research on formation of psychological safety in managers, especially among Iranian governmental industries. This research has taken Glaser's approach in GT to theorize process of forming psychological safety in Iranian governmental industries. Results of this research show that organizational factors, superior's leadership style, relationships between peers and subordinates and their competencies, eco-social climate of society, organizational atmosphere and psychological capital of everyone affect individual psychological safety. It can enforces job engagement, job satisfaction in managers and reduces stress and anxiety and willingness to expatriation in them.
ملخص الجهاز:
Understanding the process of psychological safety formation in managers: A study based on Glaser's grounded theory strategy (Case study: one of the automotive industries in Iran) Hassan Danaee Fard*, Seyed Ahmadreza Ghasemi, Asadollah Kordnaeej, Ahmadali Khaefollahi 1- Professor, Department of Public Management, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.
Therefore, psychological safety is defined as the concept of having a sense of mental, emotional, and behavioral immunity from others, and performing duties and presenting opinions and views without fear or concern about losing one's position and reputation in the organization.
The result of the model shows that the leadership style of superiors, the type of relationship with peers and subordinates, the economic, social, and political climate of society, the organizational atmosphere, and also the individual's psychological capital, are effective on the manager's sense of psychological safety.
The present research, using Glaser's approach in the grounded theory strategy, has attempted to theorize the process of the formation of psychological safety of managers in the state-owned industries sector.
With this explanation, the individuals with whom interviews were conducted for data collection in this research consisted of 16 selected managers from all units of the Saipa automotive group and specialists who had sufficient knowledge and experience in the organization and experienced a sense of psychological safety (or insecurity) during their service (considering their organizational position).
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