بررسی تاثیر خویشاوند سالاری بر رفتار جستجوی شغل، با میانجی ‌گری بی ‌نزاکتی در محل کار و بدبینی کارکنان

امروزه، شرکت‌های خانوادگی یکی از انواع کسب ‌و کار‌های رایج در جهان هستند. توازن ارتباطات رسمی و غیررسمی از چالش‌‌های سازمان‌های امروزی من‌جمله شرکت‌های خانوادگی است. ازاین‌رو، این تحقیق قصد دارد آثار متغیر خویشاوندسالاری در محل کار را شناسایی نموده و بدین طریق، به نگهداشت سرمایه انسانی کمک کند؛ بنابراین، تحقیق جاری بر اساس هدف یک مطالعه کاربردی، به لحاظ ماهیت یک مطالعه توصیفی و از نظر روش انجام کار مطالعه‌ای پیمایشی-تحلیلی است. جامعه آماری تحقیق حاضر متشکل از کارکنان شرکت ‌های خانوادگی شهر مشهد بوده که بر اساس قاعده مدل‌سازی معادلات ساختاری، نمونه‌ای 270 نفری از آن را با نمونه‌گیری تصادفی ساده بررسی کرده است. اطلاعات موردنظر به‌وسیله پرسشنامه از اعضای نمونه جمع‌آوری شده و اعتبار آن با بررسی شاخص ‌های روایی و پایایی احراز گردید. به‌منظور بررسی میزان اثرگذاری متغیرها و آزمون فرضیه‌های تحقیق از تکنیک مدل‌سازی معادلات ساختاری استفاده شد. نتایج تجزیه‌وتحلیل آماری نشان داد که وقتی خویشاوندسالاری زیاد باشد نگرش‌ها و رفتار‌های منفی در سازمان تقویت شده و متعاقباً، رفتار جستجوی شغل افزایش می‌یابد. نقش میانجی بی‌نزاکتی در محل کار و بدبینی کارکنان در رابطه بین خویشاوندسالاری و رفتار جستجوی شغل نیز تایید شد. درنهایت، بر اساس بینش‌ های به دست آمده پیشنهاد‌هایی کاربردی به مدیران و مسئولان مربوطه ارائه شده است.

investigating the impact of nepotism on job search behavior: the mediating role of workplace incivility and employee cynicism

family businesses are a dominant organizational form globally, contributing significantly to national economies and societal wealth creation. despite their economic importance, these businesses often face unique challenges, including nepotism—a practice where favoritism is shown to family members in hiring and promotions, irrespective of merit. while family businesses aim to preserve the legacy and sustain intergenerational wealth, nepotism can foster perceptions of inequity, leading to workplace incivility, employee cynicism, and an increased likelihood of job search behaviors among non-family employees. this study addresses the need to understand how nepotism influences these critical workplace outcomes in family business contexts. 2- theoretical frameworkthe study builds on established theories, including leader-member exchange (lmx), job demands-resources (jd-r), and organizational justice frameworks, to hypothesize the direct and indirect effects of nepotism on workplace outcomes. lmx theory highlights the differentiated treatment of employees based on their perceived in-group or out-group status, a phenomenon often exacerbated by nepotism. the jd-r model provides a lens to explore how nepotism acts as a job demand, depleting employee resources and impacting well-being and performance. finally, organizational justice principles underline how perceived inequity stemming from nepotism can erode trust, escalate workplace incivility, and fuel employee cynicism. 3- methodologythis applied research employs a descriptive-analytical approach using survey data collected from 270 employees in family businesses in mashhad, iran. the target population was selected through systematic sampling, and the data collection tool was a validated questionnaire covering variables such as nepotism, workplace incivility, employee cynicism, and job search behaviors. the instrument’s reliability was confirmed using cronbach’s alpha, with all coefficients exceeding the 0.7 threshold, indicating high internal consistency. structural equation modeling (sem) was employed to test the study’s hypotheses. preliminary analyses ensured data normality and the adequacy of factor loadings for all constructs. 4- results discussionthe results reveal a significant positive relationship between nepotism and workplace incivility, indicating that nepotistic practices increase perceived inequities and disrupt workplace harmony. workplace incivility was found to mediate the effects of nepotism on employee cynicism and job search behaviors. specifically:nepotism and workplace incivility: employees exposed to favoritism reported higher levels of incivility, including rude and disrespectful interactions, which undermined their sense of belonging.nepotism and employee cynicism: incivility fueled the perception of mistrust and skepticism toward organizational leadership, leading to diminished organizational commitment.nepotism and job search behaviors: cynicism, in turn, increased the likelihood of employees actively seeking alternative employment, highlighting the retention challenges faced by family businesses engaged in nepotistic practices.these findings underscore the cascading effects of nepotism and the critical role of workplace culture in mitigating its negative outcomes. 5- conclusions suggestionsthe study concludes that nepotism, while often rooted in cultural and familial traditions, poses significant risks to workplace dynamics and employee retention.