EXAMINING THE EFFECT OF TARGETED ORGANIZATIONAL FORGETTING ON JOB PERFORMANCE IN ARVAND PETROCHEMICAL COMPANY

Authors

  • Alireza Monji
  • Morad Shamsi

DOI:

https://doi.org/10.32461/2226-3209.1.2018.177206

Abstract

Abstract. The purpose of this study is to investigate the effect of targeted organizational forgetting on job performance in Arvand Petrochemical Company. The current research, in terms of purpose, is in the applied research group and, in terms of research type, is in the category of descriptive-causal research. Considering the data collection tools, which their aim is to describe the conditions or the phenomenon examined, this research is of a descriptive study type and since data collection in this
study is supported by library studies and a questionnaire, it can be put into the field research group. The reliability of the questionnaire and its dimensions in this research was estimated using SPSS software and Cronbach's alpha. According to the result, which is above the minimum of 0.7, the reliability of the questionnaire was confirmed. The questionnaire consisted of three sections related to the considered variables and was ranked by Likert scale and the statistical population was measured. The
coefficient between the variable of targeted organizational forgetting and the job performance is equal to 0.590 and the corresponding t value is 9.649>1.96, so according to the t test, with a critical value of 0.05 at 95% confidence level, the null hypothesis can be rejected. As a result, with a 95% confidence, it can be said that targeted organizational forgetting has a significant effect on job performance. The results of the analysis of the first hypothesis of the research showed that "targeted organizational forgetting has a significant effect on job performance in Arvand Petrochemical Company". The coefficient
between the targeted organizational forgetting and organizational learning equals 0.766 and the corresponding t value is 9.775>1.96, which according to t test with a critical value of 0.05 at a 95% confidence level, the null hypothesis can be rejected. As a result, with a 95% confidence, it can be said that targeted organizational forgetting has a significant effect on organizational learning.
Key words: targeted organizational forgetting, organizational learning, job performance, knowledge management

References

Akhavan p, Bagherzadeh Nayeri M, Shadpour, P. The analysis of the active forgetting process of old and

obsolete knowledge: Shahid Hasheminejad Hospital". The journal of management researches in Iran, period 10,

No.8.

Asgari A (2004). The Continuous process of change. Tadbir Magazine, No. 148.

Bina E, Bordbar G, Rajabi Pour A (2017). The Effect of organizational forgetting on human resource

productivity with mediating role of empowerment. The Journal of human resource and support development, No.

, summer 2017, pp. 1-28.

Daft, R. L. (2001). Theory and Design of the Organization. Translated by Seyyed Mohammad Arabi and Ali

Parsaeean. The office of cultural research, Third Edition.

Fallahi A, Freudian AH (2014). Describing and explaining the process of active knowledge forgetting, Islamic

Azad University, Electronic Unit.

Hosseini, Y. et al. (2010). Organizational forgetting; an important challenge for managers in the new era of

business. The journal of transformation management, Year 2, No. 4.

Ismaeeli M, Mohammadyari Z, Mousavi Cheshmeh Kaboodi K (2015). The role of organizational intelligence

in targeted organizational forgetting. Quarterly Journal of Human Resource Studies, No. 22, winter, 2015.

Jafarpour M (2010). The study of the dimensions and the role of individual resistance against commitment to

organizational planned change. Quarterly Journal of Military Psychology, No. 3.

Khosravani F, Jalali R (2010). "Organizational forgetting; an important challenge to managers in the new age of

business". The journal of transformation management, Year 2, No. 3.

Mahdavi A (2008). The mechanisms and patterns of change and transformation and organizational culture

management. Mesbah, Oct. 1999, No. 31.

Mahmoud Wand and Pour Ghaz (2014). Investigating the relationship between organizational forgetting and

organizational changes. First National Conference on Educational Sciences and Psychology.

Maleki, M (2007). Change management and the methods of coping with employee resistance versus change to

improve. Expert on monitoring the implementation of the budget.

Moghimi, S. M (2011). The organization and management of research approach. Tehran, Terme, 8th Edition.

Mortazavi et al. (2009). The management of change and transformation of organizational culture from theory

to practice. Second National Conference on Jihadist Culture and Management.

Parsa A (2007). Managing organization change and improvement. Monthly automotive industry.

Rezaeeyan A (2007). Organizational behavior Management. SAMT Publication.

. Robbins S. P (1991). The management of organizational behavior. Translated by Dr. Ali Parsaeean and Dr.

Seyyed Mohammad Arabi, Tehran, Cultural Studies Office, 1998.

Sarmad Z, Bazargan, A, Hejazi E (1999). Research methods in behavioral sciences. Agah Publication.

Vandal F and Cesil H (2001). Transformation management in the organization. Translated by Dr. Seyyed

Mahdi Alvani and Hassan Danaeefard. Second edition, Tehran, Saffar Publication.

Esanko D. , Doraszelski U. , Kryukov Y. and Satterthwaite M. (2007). Learning-by-doing, organizational

forgetting and industry dynamics.

Othman Rozhan and Hashim Noor Azuan (2002). Organizational amnesia: the barrier to organizational

learning.

Özdemir, S. (2010). To err is human, but to persist is diabolical: Loss of organizational memory and e-

learning projects. Computers & education, 55, pp. 101-108.

Synder W. M. and Cumming, T. G. (1998). Organization learning disorder: conceptual model and intervention

hypotheses. Humman Relation , pp. 873-895.

Tham, Zhi-Choong Gerald, Pee, Loo Geok, Kankanhalli, Atreyi, Tan and Gek Woo. (2008). Turnover

information systems development projects- managing forgetting.

Tukel O. I., Rom W. O. and Kremic T. (2008). Knowledge transfer among projects using a learn-forget

model. The Learning Organization, Vol. 15, No. 2, pp. 179-194.

Azmi, F. T. (2005). Mapping the Learn-Unlearn-Relearn Model Imperatives for Strategic Management. Indian

journal of training & development, pp. 4-14.

De Holan, P. M. (2004). Managing Organizational Forgetting. MITSloan management review, pp. 44-52.

Fernandez V. and Sune A. (2009). Organizational Forgetting and its Causes: an Empirical Research. Journal of

organizational change management, Vol. 22 No. 6, pp. 620-634

Synder W. M. and Cumming, T. G. (2018). Organization learning disorder: conceptual model and intervention

hypotheses. Humman Relation , pp. 873-895.

Downloads

Issue

Section

Мистецтвознавство