‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫‪ ‬‬
‫‪ ‬‬
‫‪Organizational Change and its Impact on Employee Satisfaction‬‬
‫‪- Field Study at the Algérie Télécom Corporation- Laghouat -‬‬
‫ﺯﻳﻨﺐ ﺷﻄﻴﺒﺔ‬ ‫ﺭﺷﻴﺪ ﻣﻨﺎﺻﺮﻳﺔ‬ ‫ﻃﻪ ﻣﺪﱐ ﻃﻮﻳﻬﺮ‬
‫ﻛﹸﻠﹼﻴﺔ ﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳ‪‬ﺔ ﻭﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺠﺎﺭﻳ‪‬ﺔ ﻭﻋ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺴﻴﲑ ﻛﹸﻠﹼﻴﺔ ﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳ‪‬ﺔ ﻭﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺠﺎﺭﻳ‪‬ﺔ ﻭﻋ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺴﻴﲑ ﻛﹸﻠﹼﻴﺔ ﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳ‪‬ﺔ ﻭﺍﻟﻌ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺠﺎﺭﻳ‪‬ﺔ ﻭﻋ‪‬ﻠﻮﻡ ﺍﻟﺘ‪‬ﺴﻴﲑ‬
‫ﳐﱪ ﺍﳉﺎﻣﻌﺔ‪ ،‬ﺍﳌﺆﺳ‪‬ﺴﺔ ﻭﺍﻟﺘ‪‬ﻨﻤﻴ‪‬ﺔ ﺍﶈﻠﹼﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﳐﱪ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺎﺕ ﰲ ﻇﻞ ﺍﻟﻌﻮﳌﺔ‬ ‫ﳐﱪ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺎﺕ ﰲ ﻇﻞ ﺍﻟﻌﻮﳌﺔ‬
‫ﺟﺎﻣﻌﺔ ﻗﺎﺻﺪﻱ ﻣﺮﺑﺎﺡ‪ ،‬ﻭﺭﻗﻠﺔ ‪ /‬ﺍﳉﺰﺍﺋﺮ‬ ‫ﺟﺎﻣﻌﺔ ﻗﺎﺻﺪﻱ ﻣﺮﺑﺎﺡ‪ ،‬ﻭﺭﻗﻠﺔ ‪ /‬ﺍﳉﺰﺍﺋﺮ‬ ‫ﺟﺎﻣﻌﺔ ﻗﺎﺻﺪﻱ ﻣﺮﺑﺎﺡ‪ ،‬ﻭﺭﻗﻠﺔ ‪ /‬ﺍﳉﺰﺍﺋﺮ‬
‫‪[email protected]‬‬ ‫‪[email protected]‬‬ ‫‪[email protected]‬‬

‫ﻗُﺪم ﻟﻠﻨﺸﺮ ﻓﻲ‪ & 2017.07.03 :‬ﻗُﺒِﻞ ﻟﻠﻨﺸﺮ ﻓﻲ‪2017.11.16 :‬‬

‫‪Received: 03.07.2017 & Accepted: 16.11.2017‬‬

‫‪  ‬ﺗﺘﻨﺎﻭﻝ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻇﺎﻫﺮﺓ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺃﺛﺮﻫﺎ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﻭﲡﺴﺪﺕ ﺇﺷﻜﺎﻟﻴﺔ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﰲ ﻣﻌﺮﻓﺔ ﺃﺛﺮ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ‪‬ﺬﻩ ﺍﳌﺆﺳﺴﺔ ﻭﻗﺪ ﺍﺳﺘﺪﻋﺖ ﻃﺒﻴﻌﺔ ﻭﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺒﺤﺚ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ‪.‬‬
‫ﺃﻣﺎ ﰲ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ﻓﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻻﺳﺘﺒﻴﺎﻥ ﺍﳌﻮﺯﻉ ﻋﻠﻰ ﻋﻴﻨﺔ ﻣﻦ ﺍﻟﻌﺎﻣﻠﲔ ﺍﻟﺬﻳﻦ ﻳﻨﺘﻤﻮﻥ ﳌﺨﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﳏﻞ‬
‫ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﰎ ﺍﻟﻠﺠﻮﺀ ﰲ ﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﶈﺼﻞ ﻋﻠﻴﻬﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﺣﺼﺎﺋﻲ )‪ ،(SPSS 19‬ﻭﺧﻠﺺ ﺍﻟﺒﺤﺚ ﺑﻨﺘﺎﺋﺞ ﺗﺪﻝ ﻋﻠﻰ ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ‬
‫ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﲟﺨﺘﻠﻒ ﳎﺎﻻﺗﻪ )ﺍﳍﻴﻜﻠﻲ‪ ،‬ﺍﻻﻧﺴﺎﱐ‪ ،‬ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ( ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﺎﺿﺎﻓﺔ ﻟﻮﺟﻮﺩ ﻓﺮﻭﻗﺎﺕ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺣﺼﺎﺋﻴﺔ ﻟﺪﻭﺭ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﰲ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺗﻌﺰﻯ ﻟﻠﻤﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻴﻠﻠﻌﻤﺎﻝ ﺑﺎﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ ‬ﺗﻐﻴﲑ ﺗﻨﻈﻴﻤﻲ‪ ،‬ﳎﺎﻻﺕ ﺍﻟﺘﻐﻴﲑ‪ ،‬ﻣﻘﺎﻭﻣﺔ ﺍﻟﺘﻐﻴﲑ‪ ،‬ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬
‫‪Abstract: This study examines the phenomenon of organizational change and its impact on the satisfaction‬‬
‫‪of employees at the Algerian Telecom corporation,The Problematic of the study was to determine the impact‬‬
‫‪of organizational change processes on the satisfaction of employees of this institution, the nature and‬‬
‫‪requirements of the research have necessitated the use of the descriptive approach, Either In the field study,‬‬
‫‪the questionnaire distributed to a sample of workers belonging to different organizational levels within the‬‬
‫‪institution, And in The analysis of data obtained was used the statistical program (spss19), The research‬‬
‫‪concluded with results demonstrating a statistically significant impact of organizational change in its various‬‬
‫‪areas (structural, humanitarian and technological) on worker satisfaction In addition, there are statistically‬‬
‫‪significant differences in the role of organizational change in employee satisfaction due to the functional‬‬
‫‪level of the employees in the institution.‬‬
‫‪Keywords: Organizational change, Fields of change, Resistance of change, Employee satisfaction.‬‬
‫ﻣﻘﺪﻣﺔ‪.‬‬
‫ﺇﻥ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﺑﻴﺌﺘﻬﺎ ﻣﺮﺗﺒﻄﺔ ﲟﺪﻯ ﻣﻮﺍﻛﺒﺘﻬﺎ ﻟﻠﺘﻐﲑﺍﺕ‪ ،‬ﻭﺑﺎﻋﺘﺒﺎﺭ ﺃ‪‬ﺎ ﻻ ﺗﻌﻤﻞ ﰲ ﺣﺪﻭﺩ ﻣﻨﻌﺰﻟﺔ‪ ،‬ﻓﺎﻟﺘﻐﻴﲑ ﻋﻤﻠﻴﺔ ﺿﺮﻭﺭﻳﺔ‬
‫ﻭﻻﺯﻣﺔ ﻟﻜﺎﻓﺔ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﻮﺍﻗﻊ ﺍﻟﻌﻤﻠﻲ ﻳﺆﻛﺪ ﻋﻠﻰ ﺃﻥ ﺍﻟﺘﻐﻴﲑ ﺣﻘﻴﻘﺔ ﻭﺣﺘﻤﻴﺔ ﻋﺎﺷﺘﻬﺎ ﺍﳌﺆﺳﺴﺎﺕ ﻗﺪﳝﺎ ﻭﺣﺎﻟﻴﺎ ﻧﻈﺮﺍ ﻟﻠﺘﻌﻘﻴﺪﺍﺕ‬
‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﱵ ﻭﺍﺟﻬﺘﻬﺎ ﺑﺪﺍﻳﺔ ﻣﻦ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﱵ ﻟﻌﺒﺖ ﺩﻭﺭﺍ ﺃﺳﺎﺳﻴﺎ ﰲ ﺇﺣﺪﺍﺙ ﺗﻐﻴﲑﺍﺕ ﺟﻮﻫﺮﻳﺔ ﴰﻠﺖ ﺍﻟﻨﻮﺍﺣﻲ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬
‫ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺇﻧﺘﻬﺎﺀﺍﺑﺎﻟﺘﻄﻮﺭﺍﺗﺎﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﺘﻴﺄﺩﺕ ﺇﱃ ﻇﻬﻮﺭ ﺍﻧﻘﻼﺑﺎﺕ ﻓﻜﺮﻳﺔ ﺃﺩﺕ ﺑﺎﻟﺒﺎﺣﺚ ﺇﱃ ﺍﺳﺘﻘﺮﺍﺀ ﻭﲢﻠﻴﻞ ﻣﻌﺎﱂ ﺍﻟﺘﻐﻴﲑ‬
‫ﺍﻟﺬﻱ ﺍﻧﻌﻜﺲ ﺃﺛﺮﻩ ﻋﻠﻰ ﺗﻄﻮﺭ ﺍﳌﺆﺳﺴﺔ ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻭﻧﻈﺮﺍ ﻟﻠﺘﻐﲑﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﱵ ﲢﺪﺙ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺑﻴﺌﺔ ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﻟﱵ ﺃﺻﺒﺤﺖ‬
‫ﲤﺜﻞ ﲢﺪﻳﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﻟﱵ ﺗﻌﻤﻞ ‪‬ﺬﺍ ﺍ‪‬ﺎﻝ ﻭﺑﺎﻷﺧﺺ ﺛﻮﺭﺓ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﻣﺎ ﲤﺨﺾ ﻋﻨﻬﺎ ﻣﻦ ﺗﻐﲑﺍﺕ‬
‫ﻫﻴﻜﻠﻴﺔ ﻭﺗﻘﻨﻴﺔ ﺃﺛﺮﺕ ﰲ ﺳﻠﻮﻙ ﻭﺃﺩﺍﺀ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﺗﺴﻌﻰ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺇﱃ ﺗﻄﻮﻳﺮ ﻗﺪﺭﺍﺕ ﻣﻮﺍﺭﺩﻫﺎ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺗﻨﻤﻴﺔ ﻣﻬﺎﺭﺍ‪‬ﺎ ﻟﺘﻮﻓﲑ‬
‫ﻃﺎﻗﺎﺕ ﺑﺸﺮﻳﺔ ﻣﺘﻤﻴﺰﺓ‪،‬ﻭﻟﻜﻮﻥ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﻫﻮ ﺃﺳﺎﺱ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻓﺎﳌﻌﺪﺍﺕ ﻭﺗﻐﲑ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﻣﻬﻤﺎ ﺑﻠﻐﺖ ﺩﺭﺟﺔ ﺗﻄﻮﺭﻫﺎ‬
‫ﻭﺗﻌﻘﺪﻫﺎ ﺳﺘﺒﻘﻰ ﻗﺎﺻﺮﺓ ﺇﺫﺍ ﱂ ﻳﺘﻮﻓﺮ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ﺍﻟﻘﺎﺩﺭ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﻣﻌﻬﺎ‪،‬ﻓﺈﺫﺍ ﻛﺎﻥ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺒﺸﺮﻱ ‪‬ﺬﻩ ﺍﻷﳘﻴﺔ ﺃﻻ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﺍﻟﻔﺮﺩ ﺭﺍﺿﻴﺎ ﰲ ﻋﻤﻠﻪ‪ ،‬ﺳﻴﻤﺎ ﺃﻧﻪ ﳝﻀﻲ ﻣﻌﻈﻢ ﻭﻗﺘﻪ ﰲ ﻫﺬﺍ ﺍﻟﻌﻤﻞ ﻭﺍﻟﻜﺜﲑ ﻣﻦ ﺣﺎﺟﺎﺗﻪ ﻳﺴﻌﻰ ﻟﺘﺤﻘﻴﻘﻬﺎ ﻣﻦ ﺧﻼﻟﻪ ﻫﺬﺍ ﻣﺎ ﻳﻘﻮﺩﻧﺎ ﺇﱃ‬
‫ﻃﺮﺣﺎﻹﺷﻜﺎﻟﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺇﱃ ﺃﻱ ﻣﺪﻯ ﻳﺆﺛﺮ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﲟﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ؟‬
‫ﻭﺗﻨﺪﺭﺝ ﲢﺖ ﻫﺬﻩ ﺍﻹﺷﻜﺎﻟﻴﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺌﻠﺔ ﺍﻟﻔﺮﻋﻴﺔ‪:‬‬
‫‪ -‬ﻫﻞ ﻫﻨﺎﻙ ﺃﺛﺮ ﻟﻠﺘﻐﻴﲑﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ؟‬
‫‪ -‬ﻫﻞ ﻟﻠﺘﻐﻴﲑﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺃﺛﺮ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ؟‬
‫‪ -‬ﻫﻞ ﻟﻠﺘﻐﻴﲑﺍﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻷﻓﺮﺍﺩ ﺃﺛﺮ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ؟‬
‫ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺑﻨﺎﺀﺍ ﻋﻤﺎ ﺳﺒﻖ ﻣﻦ ﺇﺷﻜﺎﻟﻴﺎﺕ‪ ،‬ﺗﱪﺯ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺘﲔ ﻟﻠﺪﺭﺍﺳﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻷﻭﱃ‪ :‬ﻳﻮﺟﺪ ﻋﻼﻗﺔ ﺃﺛﺮﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪.%5‬‬
‫ﻭﺗﺘﻔﺮﻉ ﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻔﺮﺿﻴﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -1‬ﻳﻮﺟﺪ ﺃﺛﺮﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﻌﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪0.05‬‬
‫‪ -2‬ﻳﻮﺟﺪ ﺃﺛﺮﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪0.05‬‬
‫‪ -3‬ﻳﻮﺟﺪ ﺃﺛﺮﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪0.05‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﻻ ﺗﻮﺟﺪ ﻓﺮﻭﻗﺎﺕ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺣﺼﺎﺋﻴﺔ ﻟﺪﻭﺭ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺗﻌﺰﻯ ﻟﻠﻤﺘﻐﲑﺍﺕ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪.%5‬‬
‫ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺗﱪﺯ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﰲ‪:‬‬
‫‪ -‬ﺇﻥ ﺍﻟﺘﻐﻴﲑ ﺃﺻﺒﺢ ﻣﻄﻠﺒﺎ ﺿﺮﻭﺭﻳﺎ ﻣﻦ ﺃﺟﻞ ﳑﺎﺭﺳﺔ ﺍﻟﻌﻤﻞ ﲟﺎ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﺼﺮ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﺴﺘﻮﺟﺐ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺗﻨﻮﻳﺮ‬
‫ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻟﺪﻳﻬﺎ ﺑﻀﺮﻭﺭﺓ ﺍﻟﺘﻐﻴﲑ ﻭ ﺍﻟﺘﻄﻮﻳﺮ ﺑﺎﻟﻨﺴﺒﺔ ﳍﻢ ﻭﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﱵ ﻫﻢ ﺟﺰﺀ ﻣﻨﻬﺎ‪.‬‬
‫‪ -‬ﻛﻤﺎ ﺗﻨﺒﺜﻖ ﺃﳘﻴﺔ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﻛﻮ‪‬ﺎ ﻣﻮﺟﻬﺔ ﺇﱃ ﻣﺆﺳﺴﺔ ﺫﺍﺕ ﻭﺯﻥ ﺍﻗﺘﺼﺎﺩﻱ ﻭ ﺍﺟﺘﻤﺎﻋﻲ ﻣﻬﻢ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻃﲏ ﻭﻫﻲ‬
‫ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺣﻴﺚ ﺃﻥ ﺃﻱ ﺗﻐﻴﲑ ﻓﻴﻬﺎ ﻭﺟﺐ ﺃﻥ ﻳﺴﻬﻢ ﰲ ﳒﺎﺣﻬﺎ ﻭﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﺍﻟﺒﻘﺎﺀ ﻭ ﺍﻟﻮﻓﺎﺀ ﺑﺎﻟﺘﺰﺍﻣﺎ‪‬ﺎ ﺑﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ‬
‫ﺧﺎﺻﺔ ﻣﻊ ﺯﻳﺎﺩﺓ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ‪ ،‬ﻛﻤﺎ ﺗﱪﺯ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺃﳘﻴﺔ ﺍﻟﻜﺒﲑﺓ ﻟﻠﻌﺎﻣﻠﲔ ﺩﺍﺧﻞ ﻫﺎﺗﻪ ﺍﳌﺆﺳﺴﺔ ﰲ ﺇﳒﺎﺡ ﺍﻟﺘﻐﻴﲑ ﺣﻴﺚ ﺃﻥ ﺭﺿﺎﻫﻢ‬
‫ﻳﻌﻜﺲ ﻣﻮﺍﻗﻔﻬﻢ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﲡﺎﻩ ﻫﺬﺍ ﺍﻟﺘﻐﻴﲑ‪.‬‬
‫ﺃﻫﺪﺍﻑ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺪﻑ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺍﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻻﻫﺪﺍﻑ ﺍﳘﻬﺎ‪:‬‬
‫‪ -‬ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﻭﺍﻗﻊ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﻣﺪﻯ ﻓﺎﻋﻠﻴﺘﻪ ﻭﺃﺛﺮﻩ ﻋﻠﻰ ﻣﻮﻇﻔﻴﻬﺎ‪ ،‬ﺧﺎﺻﺔ ﻭﺃ‪‬ﺎ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ‬
‫ﺍﻟﱵ ﺗﺸﻬﺪ ﺗﻄﻮﺭﺍﺕ ﻛﺒﲑﺓ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻘﲏ ﻭﺍﳍﻴﻜﻠﻲ ﻭ ﻛﺬﺍ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﲑﻳﻦ ﻋﻠﻰ ﻫﺮﻡ ﻫﺎﺗﻪ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺃﺛﺮ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﻭ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﳌﺆﺳﺴﺔ ﻣﻦ ﺧﻼﻝ ﻗﻴﺎﺱ ﺩﺭﺟﺔ‬
‫ﺭﺿﺎﻫﻢ ﺣﻮﻝ ﻫﺬﻩ ﺍﻟﺘﻐﻴﲑﺍﺕ ﻭﻣﺪﻯ ﺗﻘﺒﻠﻬﻢ ﳍﺎ‪.‬‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺪﻯ ﺍﺳﺘﺠﺎﺑﺔ ﻭﺭﺿﺎ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻦ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﲤﺴﻬﻢ ﺑﺎﻋﺘﺒﺎﺭﻫﻢ ﺍﶈﻮﺭ ﺍﻷﺳﺎﺳﻲ ﻟﻠﻤﺆﺳﺴﺔ ﺳﻮﺍﺀ‬
‫ﻛﺎﻥ ﺫﻟﻚ ﻣﻦ ﻧﺎﺣﻴﺔ ﺍﻟﺘﻮﻇﻴﻒ ﺃﻭ ﺍﻟﺘﺴﺮﻳﺢ‪ ،‬ﺃﻭ ﻣﻦ ﻧﺎﺣﻴﺔ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍ‪‬ﻢ ﻭﺳﻠﻮﻛﻴﺎ‪‬ﻢ ﰲ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺍﳌﻨﻬﺞ ﺍﳌﺴﺘﺨﺪﻡ‪ :‬ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ‪ ،‬ﺣﻴﺚ ﰎ ﺍﺳﺘﺨﺪﺍﻣﻪ ﳉﻤﻊ ﺍﳌﺎﺩﺓ ﺍﻟﻌﻠﻤﻴﺔ ﺍﻟﻼﺯﻣﺔ‬
‫ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﳉﻮﺍﻧﺐ ﺍﻟﻨﻈﺮﻳﺔ ﻟﻠﻤﻮﺿﻮﻉ‪،‬ﻭﻻﺳﺘﺨﻼﺹ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ﲟﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ‬
‫ﺍﳉﺰﺍﺋﺮ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻭﺍﻟﺪﻻﻻﺕ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻭﺫﻟﻚ ﺑﺘﺤﻠﻴﻠﻬﺎ ﻭﺗﻔﺴﲑﻫﺎ ﻭﺍﺳﺘﻨﺒﺎﻁ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻼﺯﻣﺔ ﻣﻨﻬﺎ‪.‬‬

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‫‪ .I‬ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﻨﻈﺮﻳﺔ ﻟﻠﺪﺭﺍﺳﺔ‪:‬‬

‫ﺃﻭﻻ‪ -‬ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‪:‬‬
‫‪ -1‬ﻣﻔﻬﻮﻡ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ :‬ﺗﻌﺪﺩﺕ ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﳌﺘﻌﻠﻘﺔﺑﻈﺎﻫﺮﺓ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻴﻮﺍﺧﺘﻠﻔﺖ ﻧﻈﺮﺍ ﻷﳘﻴﺔ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺣﺴﺎﺳﻴﺘﻬﺎ ﻋﻠﻰ‬
‫ﺍﻟﺘﻮﺟﻬﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻣﻦ ﺑﲔ ﺃﻫﻢ ﻣﺎ ﻋﺮﻓﺘﺒﻪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺃ‪‬ﺎ "ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﻮﻝ ﻭﺍﻟﺘﻨﻘﻞ ﻭﺍﻟﺘﻌﺪﻳﻞ ﻋﻠﻰ ﻣﺴﺘﻮﻯ‬
‫ﺍﻷﻫﺪﺍﻑ‪ ،‬ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﺍﻟﻮﻇﺎﺋﻒ‪ ،‬ﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﺍﻹﺟﺮﺍﺀﺍﺕ‪ ،‬ﺍﻟﻘﻮﺍﻋﺪ‪...،‬ﺍﱁ‪ ،‬ﻟﻠﺘﻔﺎﻋﻞ ﺍﻹﳚﺎﰊ ﻣﻊ ﺍﻟﺒﻴﺌﺔ ‪‬ﺪﻑ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳌﺮﻛﺰ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻲ ﺍﳊﺎﱄ ﻭ ﺗﻄﻮﻳﺮﻩ"‪ ،1‬ﻛﻤﺎ ﻳﻌﺮﻑ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺃ‪‬ﺎ"ﻋﻤﻠﻴﺔ ﲡﺪﻳﺪ ﻣﺴﺘﻤﺮﺓ ﻟﺘﻮﺟﻬﺎﺕ ﺍﳌﺆﺳﺴﺔ ﻫﻴﻜﻠﻬﺎ ﻭﻗﺪﺭﺍ‪‬ﺎ ﻣﻦ ﺃﺟﻞ‬
‫ﺗﻠﺒﻴﺔ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﺘﻐﲑﺓ ﻟﻠﻌﻤﻼﺀ ﺍﻟﺪﺍﺧﻠﻴﲔ ﻭﺍﳋﺎﺭﺟﻴﲔ"‪ ،2‬ﻭﻋﺮﻑ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺃﻳﻀﺎ ﻋﻠﻰ ﺍﻧﻪ"ﻋﺒﺎﺭﺓ ﻋﻦ ﺃﻱ ﺗﻌﺪﻳﻞ ﳛﺪﺙ ﰲ ﺑﻴﺌﺔ‬
‫ﺍﻟﻌﻤﻞ ﻭﻳﺆﺛﺮ ﻋﻠﻰ ﺍﻟﻄﺮﻕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺃﺩﺍﺀ ﺍﻷﻋﻤﺎﻝ ﻣﻦ ﻃﺮﻑ ﺍﻟﻌﺎﻣﻠﲔ‪،‬ﻓﻬﻮ ﺍﻟﺴﻤﺔ ﺍﳊﺎﺿﺮﺓ ﺩﻭﻣﺎ ﰲ ﺍﳊﻴﺎﺓ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺳﻮﺍﺀ ﻛﺎﻥ ﺫﻟﻚ‬
‫ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﺸﻐﻴﻠﻲ ﺃﻭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﺑﺸﻜﻞ ﳐﻄﻂ ﺃﻭ ﻏﲑ ﳐﻄﻂ‪ ،‬ﺑﺸﻜﻞ ﲢﻮﻳﻠﻲ ﺃﻭ ﺗﺪﺭﳚﻲ‪...‬ﺍﱁ"‪.3‬‬
‫ﻛﻤﺎ ﻳﻌﺮﻑ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺄﻧﻪ "ﺿﺮﻭﺭﺓ ﻟﺘﺤﺮﻳﻚ ﺍﳌﺆﺳﺴﺔ ﻭﲢﻮﻳﻠﻬﺎ ﻣﻦ ﺣﺎﻟﺘﻬﺎ ﺍﻟﺮﺍﻫﻨﺔ ﺇﱃ ﺣﺎﻟﺔ ﻣﺴﺘﻘﺒﻠﻴﺔ ﺃﻓﻀﻞ ‪‬ﺪﻑ ﺧﻠﻖ ﺍﳌﻴﺰﺓ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻴﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻐﻴﲑ ﺍﳌﻨﺎﺳﺒﺔ‪ ،‬ﺇﺫﺃﻧﺎﻟﺘﻐﻴﲑ ﻟﻴﺲ ﻏﺎﻳﺔ ﰲ ﺣﺪ ﺫﺍﺗﻪ"‪.4‬‬
‫‪ -2‬ﻣﻨﻬﺠﻴﺔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ :‬ﻗﺒﻞ ﺍﺧﺘﻴﺎﺭ ﻣﻨﻬﺠﻴﺔ ﳏﺪﺩﺓ ﻟﻠﺘﻐﻴﲑ ﻭﺟﺐ ﻃﺮﺡ ﺳﺆﺍﻟﲔ ﻣﻬﻤﲔ‪ :‬ﻫﻞ ﺍﻟﺘﻐﻴﲑ ﺿﺮﻭﺭﻱ ﻭﻣﻬﻢ‬
‫ﻟﻠﻤﺆﺳﺴﺔ؟ ﻭﻣﺎﻫﻲ ﺍ‪‬ﺎﻻﺕ ﺍﻟﱵ ﺳﻴﺸﻤﻠﻬﺎ؟ ﻭﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺫﻟﻚ ﺗﺴﺘﻄﻴﻊ ﺍﳌﺆﺳﺴﺔ ﺍﺧﺘﻴﺎﺭ ﻧﻮﻉ ﺍﻟﺘﻐﻴﲑ ﺍﳌﻄﻠﻮﺏ‪ ،‬ﻭﻋﻠﻴﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﻫﻨﺎﻙ‬
‫ﺗﻐﻴﲑ ﺍﻟﻌﺎﻡ ﻭﺍﳉﺰﺋﻲ ﲝﻴﺚ ﳝﺲ ﺍﻟﻌﺎﻡ ﻛﺎﻣﻞ ﺃﺟﺰﺍﺀ ﺍﳌﺆﺳﺴﺔﺃﻣﺎ ﺍﳉﺰﺋﻲ ﻓﻴﻘﺘﺼﺮ ﻋﻠﻰ ﺑﻌﺾ ﺍﻷﺟﺰﺍﺀ ﻓﻘﻂ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻛﺎﻟﺘﻐﻴﲑ ﺍﳉﺬﺭﻱ )ﻫﻮ‬
‫ﺗﻐﻴﲑ ﺃﺳﺎﺳﻲ‪ ،‬ﻋﺎﻡ ﻭﺳﺮﻳﻊ‪ ،‬ﻭ ﺗﻠﺠﺄ ﺇﻟﻴﻪ ﺍﳌﺆﺳﺴﺔ ﰲ ﺣﺎﻟﺔ ﺗﻌﺮﺿﻬﺎ ﻷﺯﻣﺔ ﺣﻘﻴﻘﻴﺔ ﺃﻭ ﺗﻮﻗﻔﻬﺎ ﻋﻦ ﺍﻟﻌﻤﻞ( ﻭﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻄﻮﺭﻱ )ﻓﻴﺘﻤﻴﺰ ﺑﻜﻮﻧﻪ‬
‫ﻋﻤﻠﻴﺔ ﲢﻮﻝ ﺗﺪﺭﳚﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﻳﺴﺘﺨﺪﻡ ﺃﺛﻨﺎﺀ ﺍﻟﺴﲑ ﺍﻟﻌﺎﺩﻱ ﻟﻸﻧﺸﻄﺔ(‪ ،5‬ﻫﻨﺎﻙ ﺍﻟﺘﻐﻴﲑ ﺍﻟﻌﺸﻮﺍﺋﻲ ﻭﻫﻮ ﺍﻟﺬﻱ ﳛﺪﺙ ﺗﻠﻘﺎﺋﻴﺎ ﻭﺑﺼﻔﺔ‬
‫ﻋﺸﻮﺍﺋﻴﺔ ﻭﻫﻨﺎﻙ ﺍﻟﺘﻐﻴﲑ ﺍﳌﺨﻄﻂ ﻭﺍﻟﺬﻱ ﻳﺘﻢ ﺗﻨﻔﻴﺬﻩ ﺑﻌﺪ ﺇﻋﺪﺍﺩ ﺩﻗﻴﻖ ﻭﺩﺭﺍﺳﺔ ﻣﺘﺄﻧﻴﺔ ﻟﻈﺮﻭﻑ ﺍﻟﺘﻐﻴﲑ ﻭﻣﺘﻄﻠﺒﺎﺗﻪ ﻭﺑﺮﺍﳎﻪ‪.6‬‬
‫‪ -3‬ﳎﺎﻻﺕ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ :‬ﻳﻌﺘﱪ ﺍﻟﺘﻐﻴﲑ ﺃﻣﺮ ﻻ ﻣﻔﺮ ﻣﻨﻪ ﻷﻱ ﻣﺆﺳﺴﺔ ﺗﺴﺘﻬﺪﻑ ﺍﻟﻨﺠﺎﺡ ﻭﺍﻻﺯﺩﻫﺎﺭ‪ ،‬ﻭﺍﺳﺘﺨﺪﻡ ﻣﺼﻄﻠﺢ ﺍﻟﺘﻐﻴﲑ‬
‫ﻟﻺﺷﺎﺭﺓﺇﱃ ﻧﻈﻢ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﳊﺎﺩﺛﺔ ﻭﻏﲑ ﺍﳌﺘﺮﺍﺑﻄﺔ ﺍﻟﱵ ﲢﺪﺙ ﰲ ﳎﺎﻝ ﺃﻭ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍ‪‬ﺎﻻﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻣﺜﻞ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﺍﳍﻴﻜﻞ ﺃﻭ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺴﺘﺨﺪﻣﺔ‪،7‬ﻭﺍﻟﱵ ﳝﻜﻦ ﺇﺑﺮﺍﺯﻫﺎ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺃ‪ -‬ﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﳍﻴﻜﻞ‪ :8‬ﻫﻮ ﺫﻟﻚ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺬﻱ ﻳﻜﻮﻥ ﰲ ﺇﻋﺎﺩﺓ ﺗﻘﺴﻴﻢ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ؛ ﺃﻱ ﺇﺣﺪﺍﺙ ﺇﺩﺍﺭﺍﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﺩﻣﺞ‬
‫ﺇﺩﺍﺭﺍﺕ ﺃﺧﺮﻯ‪ ،‬ﻭﻳﺆﺛﺮ ﺫﻟﻚ ﰲ ﺍﻟﺘﺒﻌﻴﺔ ﺑﲔ ﺍﻷﻓﺮﺍﺩ ﺩﺍﺧﻞ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ‪ ،‬ﺃﻱ ﰲ ﻧﻄﺎﻕ ﺍﻹﺷﺮﺍﻑ ﺍﳌﺘﺒﻊ ﰲ ﺍﻟﻌﻤﻞ‪،‬ﻭﺍﻟﻨﺸﺎﻃﺎﺕ ﰲ ﻛﻞ ﻗﺴﻢ‬
‫ﻭﻫﻜﺬﺍ ﻗﺪ ﻳﺘﻌﲔ ﺇﻧﺸﺎﺀ ﻭﺣﺪﺍﺕ ﺗﻨﻈﻴﻤﻴﺔﺃﻭ ﺇﻟﻐﺎﺅﻫﺎ ﺃﻭ ﺗﻐﻴﲑ ﰲ ﺧﻄﻮﻁ ﺍﻻﺗﺼﺎﻻﺕ ﺃﻭ ﰲ ﻫﻴﻜﻞ ﺍﻟﺴﻠﻄﺔ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺃﻭ ﺗﻐﻴﲑ ﰲ‬
‫ﺍﺧﺘﺼﺎﺻﺎﺕ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺃﻭ ﰲ ﺍﳌﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺃﻭ ﰲ ﻣﻌﺪﻻﺕ ﺍﻷﺩﺍﺀ ﺃﻭ ﰲ ﻋﺪﺩ ﺍﻟﻮﻇﺎﺋﻒ ﰲ ﻛﻞ ﻗﺴﻢ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫ﺏ‪ -‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‪:9‬ﳝﺜﻞ ﺍﻷﻓﺮﺍﺩ ﺃﻫﻢ ﻋﻨﺼﺮ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ‪ ،‬ﺫﻟﻚ ﺃ‪‬ﻢ ﺟﻮﻫﺮ ﺍﻟﻌﻤﻞ ﰲ ﺃﻱ ﻣﻨﻈﻤﺔ ﻭﺍﳍﺪﻑ ﻣﻦ ﺍﻟﺘﻐﻴﲑ ﻓﻴﻬﻢ‬
‫ﻫﻮ ﺗﻐﻴﲑ ﺍﲡﺎﻫﺎ‪‬ﻢ ﻭﺳﻠﻮﻛﻴﺎ‪‬ﻢ ﺃﺛﻨﺎﺀ ﻋﻤﻠﻴﺔ ﺍﻻﺗﺼﺎﻝ‪ ،‬ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺣﻞ ﺍﳌﺸﻜﻼﺕ‪ ،‬ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻳﺸﻤﻞ ﻫﺬﺍ ﺍﻟﺘﻐﻴﲑ ﻧﺎﺣﻴﺘﲔ‬
‫ﺍﻷﻭﱃ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺘﻐﻴﲑ ﺍﻟﻨﻮﻋﻲ ﻟﻸﻓﺮﺍﺩ ﺑﺪﻓﻊ ﻣﻬﺎﺭﺍ‪‬ﻢ ﻭﺗﻨﻤﻴﺔ ﻗﺪﺭﺍ‪‬ﻢ‪ ،‬ﺃﻭ ﺗﻌﺪﻳﻞ ﺃﳕﺎﻁ ﺳﻠﻮﻛﻬﻢ ﻣﻦ ﺧﻼﻝ ﻧﻈﻢ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺘﻨﻤﻴﺔ ﻭﺑﺘﻄﺒﻴﻖ‬
‫ﻗﻮﺍﻋﺪ ﺍﳌﻜﺎﻓﺂﺕ ﻭﺍﳉﺰﺍﺀﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ ،‬ﺃﻣﺎ ﺍﻟﺜﺎﻧﻴﺔ ﻓﺘﺘﻌﻠﻖ ﺑﺎﻟﺘﻐﻴﲑ ﺍﳌﺎﺩﻱ ﻟﻸﻓﺮﺍﺩ ﺑﺎﻻﺳﺘﻐﻨﺎﺀ ﻋﻦ ﺑﻌﻀﻬﻢ ﻭﺇﺣﻼﻝ ﻏﲑﻫﻢ ﳏﻠﻬﻢ‪.‬‬
‫ﺝ‪ -‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ :‬ﻳﻌﺘﱪ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻣﻦ ﺃﻫﻢ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﺣﻴﺚ ﻳﺴﺘﻬﺪﻑ ﻫﺬﺍ ﺍﻟﺘﻐﻴﲑ‬
‫ﺇﻋﺎﺩﺓ ﺗﻨﻈﻴﻢ ﻭﺯﻳﺎﺩﺓ ﻓﺎﻋﻠﻴﺘﻪ ﺍﻷﺳﺎﻟﻴﺐ ﻭﺍﻟﻮﺳﺎﺋﻞ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺃﺩﺍﺀ ﺍﻟﻌﻤﻞ ﻣﻦ ﺧﻼﻝ ﺇﺩﺧﺎﻷﺩﻭﺍﺕ ﻭﻭﺳﺎﺋﻞ ﺟﺪﻳﺪﺓ ﺗﻌﻤﻞ ﻋﻠﻰ ﺯﻳﺎﺩﺓ‬
‫‪10‬‬
‫ﻓﺎﻋﻠﻴﺔ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -4‬ﳕﻮﺫﺝ ﺍﻟﺘﻐﻴﲑ‪ :‬ﻗﺪﻡ ‪ kurtlewin‬ﳕﻮﺫﺝ ﻟﺘﻔﻌﻴﻞ ﺍﻟﺘﻐﻴﲑ ﺳﻨﺔ ‪ 1948‬ﺣﻴﺖ ﻳﺮﺗﻜﺰ ﻋﻠﻰ ﺛﻼﺙ ﻣﺮﺍﺣﻞ ﻛﻤﺎ ﻳﻠﻲ‪:11‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﺃ‪ -‬ﻣﺮﺣﻠﺔ ﺇﺫﺍﺑﺔ ﺍﳉﻠﻴﺪ‪ :‬ﺍﻟﱵ ﺗﺴﺘﻬﺪﻑ ﻭﺿﻊ ﺍﻷﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﺳﻴﺸﻤﻠﻬﻢ ﺍﻟﺘﻐﻴﲑ ﰲ ﺣﺎﻟﺔ ﻣﻦ ﻋﺪﻡ ﺍﻟﺘﻮﺍﺯﻥ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺩﻓﻌﻬﻢ‬
‫ﺑﺎﻻﻋﺘﺮﺍﻑ ﺑﻌﺪﻡ ﺟﺪﻭﻯ ﺍﻟﻄﺮﻕ ﺍﻟﻘﺪﳝﺔ ﰲ ﺃﺩﺍﺀﺍﻷﻋﻤﺎﻝ‪.‬‬
‫ﺏ‪ -‬ﺍﻟﺘﻐﻴﲑ‪ :‬ﰲ ﻫﺬﻩ ﺍﳌﺮﺣﻠﺔ ﻳﺘﻢ ﺍﻟﺘﻐﻴﲑ ﻭﺍﻟﺘﻌﺪﻳﻞ ﺍﻟﻔﻌﻠﻲ ﰲ ﺍﻟﻮﺍﺟﺒﺎﺕ ﻭﺍﳌﻬﺎﻡ ﺃﻭﺍﻷﺩﺍﺀﺃﻭ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺃﻭ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻣﻦ ﺧﻼﻝ‬
‫ﺗﻨﻔﻴﺬ ﺑﺮﻧﺎﻣﺞ ﺃﻭ ﺧﻄﺔ ﻣﻌﻴﻨﺔ ﻟﺘﺤﺮﻳﻚ ﺍﳌﺆﺳﺴﺔ ﻭﺃﻋﻀﺎﺋﻬﺎﺇﱃ ﺣﺎﻟﺔ ﲢﻘﻖ ﺭﺿﺎ ﺍﻛﱪ‪.12‬‬
‫ﺝ‪ -‬ﺇﻋﺎﺩﺓ ﺍﻟﺘﺠﻤﻴﺪ‪ :‬ﻭﻫﻨﺎ ﻳﻜﻮﻥ ﺗﺜﺒﻴﺖ ﺍﻟﺘﻐﻴﲑ ﻋﻦ ﻃﺮﻳﻖ ﻣﺴﺎﻋﺪﺓ ﺍﻷﻓﺮﺍﺩ ﰲ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺩﻣﺞ ﺍﻻﲡﺎﻫﺎﺕ ﻭﺍﻷﻓﻜﺎﺭﻭﺃﳕﺎﻁ ﺍﻟﺴﻠﻮﻙ‬
‫ﺍﻟﱵ ﰎ ﺗﻌﻠﻤﻮﻫﺎ ﰲ ﻃﺮﻕ ﺃﻋﻤﺎﳍﻢ ﺍﳌﻌﺘﺎﺩﺓ ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﺳﻬﻮﻟﺔ ﺍﻟﻄﺮﻕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﳉﺪﻳﺪﺓ‪.13‬‬
‫‪ -5‬ﻣﻘﺎﻭﻣﺔ ﺍﻟﺘﻐﻴﲑ‪ :‬ﻣﻦ ﺑﲔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﺴﺎﻋﺪﺓ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻐﻴﲑ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺎﺕ ﻫﻲ ﻣﺴﺘﻮﻯ ﺃﻭ ﺩﺭﺟﺔ ﺍﻟﻘﺒﻮﻝ ﻣﻦ ﻃﺮﻑ‬
‫ﺍﻟﻌﺎﻣﻠﲔ )ﺃﻭ ﻋﻠﻰ ﺍﻷﻗﻞ ﻣﻦ ﺍﻟﺸﺮﳛﺔ ﺍﻷﻛﱪ( ﳌﺸﺮﻭﻋﻴﺔ ﻭﺿﺮﻭﺭﺓ ﺍﻟﺘﻐﻴﲑ‪،14‬ﻳﻌﺮﻑ ‪ Edgar Morin‬ﻣﻘﺎﻭﻣﺔ ﺍﻟﺘﻐﻴﲑ ﻋﻠﻰ ﺃ‪‬ﺎ "ﳎﻤﻮﻋﺔ‬
‫ﺍﻟﻘﻮﻯ ﺍﻟﱵ ﺗﻌﺘﺮﺽ ﺇﻋﺎﺩﺓ ﺗﻨﻈﻴﻢ ﺍﳌﺆﺳﺴﺔ ﻭﻣﻦ ﺍﻣﺘﻼﻛﻬﺎ ﻟﻠﻜﻔﺎﺀﺍﺕ ﺍﳉﺪﻳﺪﺓ ﻓﻬﻲ ﺑﺒﺴﺎﻃﺔ ﻗﻮﻯ ﻣﻘﻴﺪﺓ ﻟﺘﻄﻮﺭ ﺍﳌﺆﺳﺴﺔ"‪.15‬‬
‫ﻛﻤﺎ ﺗﻌﺮﻑ ﻣﻘﺎﻭﻣﺔ ﺍﻟﺘﻐﻴﲑ ﺑﺄ‪‬ﺎ "ﺗﻌﻜﺲ ﻗﺪﺭﺓ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﻋﺮﻗﻠﺔ ﻭﺇﻋﺎﻗﺔ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﱵ ﺗﻨﻮﻱ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﻭﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻟﺴﲑ‬
‫ﺍﳊﺴﻦ ﳍﺎ‪ ،‬ﻭﻫﻲ ﺗﺸﲑ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﺘﻨﻮﻋﺔ ﻣﻦ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﻣﺜﻞ ﺍﻟﻼﻣﺒﺎﻻﺓ‪ ،‬ﺍﻟﺮﻓﺾ ﻭﺍﻹﺷﺎﻋﺎﺕ‪ ،‬ﺍﻟﺘﺤﺠﺞ ﻭﺍﳌﻌﺎﺭﺿﺔ‪ ،‬ﺍﻟﻘﻤﻊ‪،‬‬
‫ﻭﺍﻹﺿﺮﺍﺑﺎﺕ ﻭﺍﻟﺘﺨﺮﻳﺐ‪...‬ﺍﱁ"‪.16‬‬
‫ﺛﺎﻧﻴﺎ‪ -‬ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪:‬‬
‫‪ -1‬ﻣﻔﻬﻮﻡ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪ :‬ﻭﻗﺪ ﺗﻌﺪﺩﺕ ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﻻﺻﻄﻼﺣﻴﺔ ﻟﻠﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ﻭﺍﺧﺘﻠﻔﺖ ﺣﻴﺚ ﻳﻌﺮﻑ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺄﻧﻪ "ﳎﻤﻮﻋﺔ‬
‫ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﺍﻟﻌﺎﻃﻔﻴﺔ ﺍﻟﱵ ﻳﺒﺪﻳﻬﺎ ﺍﻟﻔﺮﺩ ﺍﲡﺎﻩ ﻭﻇﻴﻔﺔ ﻣﻌﻴﻨﺔ ﻳﺸﻐﻠﻬﺎ ﺑﺎﻻﺳﺘﻨﺎﺩ ﺇﱃ ﻣﻜﻮﻧﺎﺕ ﺍﻟﻌﻤﻞ ﻧﻔﺴﻪ ﻭﻃﺒﻴﻌﺘﻪ‪ ،‬ﺍﻷﺟﺮ ﺍﻟﺬﻱ ﳛﺼﻞ ﻋﻠﻴﻪ‪،‬‬
‫ﻣﺴﺘﻮﻯ ﺍﻹﺷﺮﺍﻑ ﻭ ﻓﺮﺹ ﺍﻟﺘﺮﻗﻴﺔ ﺍﳌﺘﺎﺣﺔ ﺑﺎﳌﺆﺳﺴﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺯﻣﻼﺀ ﺍﻟﻌﻤﻞ"‪،17‬ﻭﻋﺮﻑ "‪ "Grunberg‬ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﺃﻧﻪ "ﺍﳊﺎﻟﺔ‬
‫ﺍﻟﱵ ﻳﺘﻜﺎﻣﻞ ﻓﻴﻬﺎ ﺍﻟﻔﺮﺩ ﻣﻊ ﻭﻇﻴﻔﺘﻪ ﺃﻭ ﻣﻬﻨﺘﻪ‪،‬ﻓﻴﺼﺒﺢ ﻓﺮﺩﺍ ﻣﻬﺘﻤﺎ ﺑﻮﻇﻴﻔﺘﻪ ﻭﻳﺘﻔﺎﻋﻞ ﻣﻌﻬﺎ ﻣﻦ ﺧﻼﻝ ﻃﻤﻮﺣﻪ ﺍﻟﻮﻇﻴﻔﻲ ﻭﺭﻏﺒﺘﻪ ﰲ ﺍﻟﺘﻘﺪﻡ‬
‫ﻭﺍﻟﻨﻤﻮ ﻭﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ ﻓﻴﻬﺎ"‪ ،18‬ﺃﻣﺎ ‪ Locke‬ﻓﻴﻌﺮﻑ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﻌﻠﻰ ﺃﻧﻪ "ﺍﳊﺎﻟﺔ ﺍﻟﻌﺎﻃﻔﻴﺔ ﺍﻻﳚﺎﺑﻴﺔ ﻭﺍﻟﺴﺎﺭﺓ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﲡﺎﺭﺏ ﺍﻟﻌﻤﻞ‬
‫ﻭﻃﺒﻴﻌﺘﻪ"‪ ،19‬ﰲ ﺣﲔ ﻳﺮﻯ ‪spector‬ﺇﻟىﺄﻧﺮﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻫﻮ "ﻋﺒﺎﺭﺓ ﻋﻦ ﺷﻌﻮﺭ ﺍﻷﻓﺮﺍﺩﻭﺇﺣﺴﺎﺳﻬﻢ ﺍﲡﺎﻩ ﻭﻇﺎﺋﻔﻬﻢ ﻭﳐﺘﻠﻒ ﺍﳉﻮﺍﻧﺐ ﺍﳌﺘﻌﻠﻘﺔ‬
‫‪‬ﺎ‪ ،‬ﻓﺈﺣﺴﺎﺱ ﺍﻟﻔﺮﺩ ﺑﺎﻥ ﻋﻤﻠﻪ ﻳﻮﻓﺮ ﱂ ﻣﺎ ﻳﺮﻳﺪﻩ ﻳﻨﺸﺊ ﻟﻪ ﺣﺎﻟﺔ ﺍﻟﺮﺿﺎ ﺃﻣﺎ ﻋﺪﻡ ﲢﻘﻴﻖ ﺫﻟﻚ ﻓﻴﺴﺒﺐ ﻟﻪ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﺮﺿﺎ"‪،20‬ﻛﻤﺎﻳﻌﺮﻑ‬
‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﺃﻧﻪ " ﻧﺘﻴﺠﺔ ﺗﻘﻴﻴﻢ ﺍﻟﻔﺮﺩ ﻟﺬﺍﺗﻪ ﺑﺎﻟﻨﻈﺮ ﺇﱃ ﻭﺿﻌﻴﺘﻪ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﻣﻨﺎﺥ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻨﺸﻂ ﺑﻪ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺩﻭﺭﻩ ﰲ ﺍﳍﻴﻜﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ"‪.21‬‬
‫‪ -2‬ﺃﳘﻴﺔ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪ :‬ﺇﻥ ﺃﳘﻴﺔ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻣﺮﺗﺒ ﻄﺔ ﺃﺳﺎﺳﺎ ﺑﺘﺄﺛﲑﻩ ﺍﻻﳚﺎﰊ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻻﻟﺘﺰﺍﻡ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻛﻤﺎ ﺗﻈﻬﺮ‬
‫ﻣﻜﺎﻧﺘﻪ ﻣﻦ ﺧﻼﻝ ﺍﺭﺗﺒﺎﻃﻪ ﺑﺸﻜﻞ ﺳﻠﱯ ﻣﻊ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﻞ ﻭﺑﺎﻟﺘﺎﱄ ﺍﻟﻔﺎﻋﻠﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ ،22‬ﻓﻬﺬﻩ ﺍﻷﳘﻴﺔ ﺍﻟﻜﺒﲑﺓ ﺗﱪﺯ ﺃﻛﺜﺮ ﻣﻦ ﺧﻼﻝ ﺯﻳﺎﺩﺓ‬
‫ﺍﳉﻬﻮﺩ‪ ،‬ﻣﺴﺘﻮﻯ ﺍﻟﻐﻴﺎﺏ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻣﻌﺪﻝ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﻞ ﻓﻀﻼ ﻋﻦ ﺗﺄﺛﲑﻩ ﻋﻠﻰ ﺍﻟﺮﻭﺡ ﺍﳌﻌﻨﻮﻳﺔ ﻟﻠﻌﺎﻣﻠﲔ‪ ،‬ﻓﻤﻦ ﺍﻷﺳﺒﺎﺏ ﺍﻟﻘﻮﻳﺔ ﻻﲣﺎﺫ‬
‫ﻗﺮﺍﺭ ﺑﺘﺮﻙ ﺍﻟﻌﻤﻞ ﺇﺿﺎﻓﺔﺇﱃ ﺍﻟﺸﻌﻮﺭ ﺑﺎﻟﺘﻌﺐ ﺃﻭ ﺿﻐﻂ ﺍﻟﻌﻤﻞ ﻫﻮ ﻋﺪﻡ ﺭﺿﺎ ﺍﻟﻔﺮﺩ ﰲ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺮﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﳝﺜﻞ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﻟﻜﻞ‬
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‫ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ ﻓﻌﻨﺪﻣﺎ ﻳﺸﻌﺮ ﺍﻟﻔﺮﺩ ﺑﺎﻟﺮﺿﺎ ﻭﺍﻟﺴﻌﺎﺩﺓ ﻓﺎﻧﻪ ﻳﻌﻄﻲ ﺟﻞ ﻭﻗﺘﻪ ﻭﻳﻜﺮﺱ ﺣﻴﺎﺗﻪ ﻟﻌﻤﻠﻪ‪.‬‬
‫‪ -3‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪:‬‬
‫‪ -1-3‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳋﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ‪ :‬ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻨﺎﳌﺆﺛﺮﺍﺕ ﺍﻟﱵ ﺗﻨﺒﻊ ﻣﻦ ﺫﺍﺕ ﺍﻟﻔﺮﺩ ﻭﺗﺆﺛﺮ ﻋﻠﻰ ﺭﺿﺎﻩ ﻭﺗﺘﻤﺜﻞ ﰲ‪:‬‬
‫ﺃ‪ -‬ﺍﳉﻨﺲ‪ :‬ﱂ ﺗﻘﺪﻡ ﳐﺘﻠﻒ ﺍﻟﺪﺭﺍﺳﺎﺕ ﻧﺘﺎﺋﺞ ﻣﺆﻛﺪﺓ ﻭﻗﺎﻃﻌﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﺧﺘﻼﻓﺎﺕ ﺑﲔ ﺍﻟﺮﺟﺎﻝ ﻭﺍﻟﻨﺴﺎﺀ ﻓﻴﻤﺎ ﳜﺺ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪،‬‬
‫ﻏﲑ ﺍﻧﻪ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﻟﻠﻨﺴﺎﺀ ﻣﺴﺘﻮﻯ ﻣﻦ ﺍﻟﺮﺿﺎ ﳑﺎﺛﻞ ﳌﺴﺘﻮﻯ ﺍﻟﺮﺟﺎﻝ‪ ،‬ﺑﺎﻟﺮﻏﻢ ﻣﻦ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﻭﺍﻷﺟﻮﺭ ﻏﲑ ﺍﳌﺘﻜﺎﻓﺌﺔ‪ ،‬ﻓﺎﻟﻨﺴﺎﺀ‬
‫ﻳﺸﻐﻠﻦ ﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ ﻣﻨﺎﺻﺐ ﺃﻗﻞ ﻣﺴﺆﻭﻟﻴﺔ ﻭﺃﺟﺮﺍ ﻣﻦ ﻧﻈﺮﺍﺋﻬﻢ ﺍﻟﺮﺟﺎﻝ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﳝﻜﻦ ﺗﻔﺴﲑﻩ ﺑﺎﻥ ﻟﻠﻨﺴﺎﺀ ﻃﻤﻮﺣﺎﺕ ﻣﻬﻨﻴﺔ ﺍﻗﻞ ﻣﻦ‬
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‫ﺍﻟﺮﺟﺎﻝ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺴﻬﻞ ﻣﻦ ﻣﺴﺄﻟﺔ ﺭﺿﺎﻫﻢ ﺍﻟﻮﻇﻴﻔﻲ‪.‬‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫ﺏ‪ -‬ﺍﻟﺴﻦ‪ :‬ﺇ ﻥ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﺍﻷﻛﱪ ﺳﻨﺎ ﻳﻜﻮﻧﻮﻥ ﺃﻛﺜﺮ ﺭﺿﺎ ﻋﻦ ﻋﻤﻠﻬﻢ ﺫﻟﻚ ﺃ‪‬ﻢ ﻗﺪ ﺃﺻﺒﺤﻮﺍ ﺃﻛﺜﺮ ﺗﻜﻴﻔﺎ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺍﻷﺻﻐﺮ‬
‫ﺳﻨﺎ‪ ،‬ﺣﻴﺚ ﺃﻥ ﺑﻌﺾ ﺍﻟﺪﺭﺍﺳﺎﺕ ﻭﺟﺪﺕ ﺑﺄﻥ ﻫﺬﻩ ﺍﻟﻌﻼﻗﺔ ﺍﻹﳚﺎﺑﻴﺔ ﻻ ﺗﺴﺘﻤﺮ ﺇﱃ ﻣﺎ ﻻ ‪‬ﺎﻳﺔ ﻭﺇﳕﺎ ﺗﺒﻘﻰ ﺇﱃ ‪ 05‬ﺳﻨﻮﺍﺕ ﻗﺒﻞ ﺳﻦ ﺍﻟﺘﻘﺎﻋﺪ‬
‫ﻭﻣﻦ ﰒ ﻳﺒﺪﺃ ﻋﺪﻡ ﺍﻟﺮﺿﺎ‪ ،‬ﺣﻴﺚ ﺃﻥ ﺍﳔﻔﺎﺽ ﺍﻟﺮﺿﺎ ﰲ ﺳﻦ ﻣﺎ ﻗﺒﻞ ﺍﻟﺘﻘﺎﻋﺪ ﳝﻜﻦ ﺃﻥ ﻳﻌﺰﻯ ﻟﺰﻳﺎﺩﺓ ﺣﺎﺟﺎﺕ ﺍﻷﻓﺮﺍﺩ ﻟﻺﺷﺒﺎﻉ‪.25‬‬
‫& ‪(clarck1997,clark &oswald2001,sloane‬‬ ‫ﺝ‪ -‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‪ :‬ﺗﺸﲑ ﺑﻌﺾ ﺍﻷﲝﺎﺙ ﺍﻟﺴﺎﺑﻘﺔ‬
‫)‪william1996‬ﺇﻟىﺄﻥ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻢ ﻳﺮﺗﺒﻂ ﺩﻭﻣﺎ ﻣﻊ ﺍﳔﻔﺎﺽ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﳝﺘﻠﻜﻮﻥ ﻣﺴﺘﻮﻯ‬
‫ﺗﻌﻠﻴﻤﻲ ﺍﻋﻠﻲ ﻭﻳﺸﻐﻠﻮﻥ ﻭﻇﺎﺋﻒ ﻻ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻃﻤﻮﺣﺎ‪‬ﻢ ﳝﻴﻠﻮﻥ ﺇﻟىﺄﻥ ﻳﻜﻮﻧﻮﺍ ﺍﻗﻞ ﺭﺿﺎ ﰲ ﻋﻤﻠﻬﻢ ﺫﻟﻚ ﻻﻥ ﻟﺪﻳﻬﻢ ﺗﻮﻗﻌﺎﺕ ﺃﻋﻠﻰ ﻣﻦ‬
‫ﺫﻭﻱ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﳌﻨﺨﻔﻀﺔ ﰲ ﺍﻟﺘﻌﻠﻴﻢ‪.26‬‬
‫ﺩ‪-‬ﺍﻟﻮﺿﻌﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ :‬ﺗﺆﺛﺮ ﻭﺿﻌﻴﺔ ﺍﻟﻔﺮﺩ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻋﻠﻰ ﺭﺿﺎﻩ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﻓﺎﻷﻓﺮﺍﺩ ﺍﳌﺘﺰﻭﺟﻮﻥ ﺃﻛﺜﺮ ﺭﺿﺎ ﻣﻦ ﻏﲑﻫﻢ ﻏﲑ‬
‫ﺍﳌﺘﺰﻭﺟﻴﻨﻮﻫﻮ ﻣﺎﳝﻜﻦ ﺗﻔﺴﲑﻩ ﺑﻜﻮﻥ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺘﺰﻭﺟﻮﻥ ﺃﻛﺜﺮ ﺣﺮﺻﺎ ﻋﻠﻰ ﻭﻇﻴﻔﺘﻬﻢ ﻟﻜﻮ‪‬ﻢ ﻣﺴﺆﻭﻟﻮﻥ ﻋﻦ ﻋﺎﺋﻠﺔ ﻋﻜﺲ ﻏﲑ ﺍﳌﺘﺰﻭﺟﻮﻥ‪.27‬‬
‫‪ -2-3‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳋﺼﺎﺋﺺ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ :‬ﻭﺗﺘﻌﻠﻖ ﺑﺎﳌﺆﺛﺮﺍﺕ ﺍﻟﱵ ﳍﺎ ﻋﻼﻗﺔ ﻣﺒﺎﺷﺮﺓ ﺑﺎﻟﻮﻇﻴﻔﺔ ﻭﳏﻴﻄﻬﺎ‪ ،‬ﺣﻴﺚ ﺗﺸﻤﻞ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ﺃ‪ -‬ﺍﻷﺟﻮﺭ‪ :‬ﺇﻥ ﻟﻸﺟﺮ ﺟﻮﺍﻧﺐ ﺍﺟﺘﻤﺎﻋﻴﺔ ﻭﻣﻌﻨﻮﻳﺔ ﻋﺪﻳﺪﺓ‪ ،‬ﻓﺪﻭﺭ ﺍﻷﺟﺮ ﻻ ﻳﻘﺘﺼﺮ ﻋﻠﻰ ﺇﺷﺒﺎﻉ ﺍﳊﺎﺟﺎﺕ ﺍﻟﺪﻧﻴﺎ ﻭﺇﳕﺎ ﳝﺘﺪ ﻟﻴﻌﻄﻲ‬
‫ﺍﻟﺸﻌﻮﺭ ﺑﺎﻷﻣﻦ‪ ،‬ﻛﻤﺎ ﻗﺪ ﻳﻨﻈﺮ ﺇﻟﻴﻪ ﺍﻟﻔﺮﺩ ﻛﺮﻣﺰ ﻟﺘﻘﺪﻳﺮﻭﻋﺮﻓﺎﻥ ﺍﳌﺆﺳﺴﺔ ﻷﳘﻴﺘﻪ ﺑﻞ ﺇﻧﻪ ﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ ﻗﺪ ﻳﻜﻮﻥ ﻭﺳﻴﻠﺔ ﻹﺷﺒﺎﻉ‬
‫ﺍﳊﺎﺟﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻦ ﺧﻼﻝ ﻣﺎ ﻳﺘﻴﺤﻪ ﻟﻠﻔﺮﺩ ﻣﻦ ﺗﺒﺎﺩﻝ ﺍ‪‬ﺎﻣﻼﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻊ ﺍﻵﺧﺮﻳﻦ‪.‬‬
‫ﺏ‪ -‬ﻓﺮﺹ ﺍﻟﺘﺮﻗﻴﺔ‪ :‬ﺣﻴﺚ ﻳﻌﺘﱪ ﺍﻟﻌﺎﻣﻞ ﺍﶈﺪﺩ ﻷﺛﺮ ﻓﺮﺹ ﺍﻟﺘﺮﻗﻴﺔ ﻋﻠﻰ ﺍﻟﺮﺿﺎ ﻫﻮ ﻃﻤﻮﺡ ﺍﻟﻔﺮﺩ‪ ،‬ﻓﻜﻠﻤﺎ ﻛﺎﻥ ﻃﻤﻮﺡ ﺍﻟﻔﺮﺩ ﰲ ﺍﻟﺘﺮﻗﻴﺔ‬
‫ﺃﻛﱪ ﳑﺎ ﻫﻮ ﻣﺘﺎﺡ ﻓﻌﻼ ﻗﻞ ﺭﺿﺎﻩ ﻋﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻛﻠﻤﺎ ﻛﺎﻥ ﻃﻤﻮﺡ ﺍﻟﻔﺮﺩ ﺃﻗﻞ ﳑﺎ ﻫﻮ ﻣﺘﺎﺡ ﻓﻌﻼ ﺯﺍﺩ ﺭﺿﺎﻩ ﻋﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻓﺤﺼﻮﻝ ﺍﻟﻔﺮﺩ ﻋﻠﻰ‬
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‫ﺗﺮﻗﻴﺔ ﱂ ﻳﺘﻮﻗﻌﻬﺎ ﺗﺰﻳﺪ ﻋﻨﺪﻩ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬
‫ﺝ‪ -‬ﳕﻂ ﺍﻹﺷﺮﺍﻑ‪ :‬ﻓﺎﳌﺸﺮﻑ ﺍﻟﺬﻱ ﳚﻌﻞ ﻣﺮﺅﻭﺳﻴﻪ ﳏﻮﺭﺍ ﻻﻫﺘﻤﺎﻣﻪ ﻭﺫﻟﻚ ﺑﺘﻨﻤﻴﺘﻪ ﻟﻌﻼﻗﺎﺕ ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﺸﺨﺼﻴﺔ ﺑﻴﻨﻪ ﻭﺑﻴﻨﻬﻢ‬
‫ﻭﺍﻫﺘﻤﺎﻣﻪ ﺍﻟﺸﺨﺼﻲ ‪‬ﻢ ﻭﺗﻔﻬﻤﻪ ﻭﺳﻌﺔ ﺻﺪﺭﻩ ﻋﻨﺪ ﺣﺪﻭﺙ ﺃﺧﻄﺎﺀ ﻣﻦ ﺟﺎﻧﺒﻬﻢ‪ ،‬ﻳﻜﺴﺐ ﻭﻻﺀ ﻣﺮﺅﻭﺳﻴﻪ ﻭﳛﻘﻖ ﺭﺿﺎ ﻋﺎﻝ ﻋﻦ ﺍﻟﻌﻤﻞ‬
‫ﺑﻴﻨﻬﻢ‪.‬‬
‫ﺩ‪ -‬ﳏﺘﻮﻯ ﺍﻟﻌﻤﻞ‪ :‬ﺇﻥ ﻃﺒﻴﻌﺔ ﻭﺗﻜﻮﻳﻦ ﺍﳌﻬﺎﻡ ﺍﻟﱵ ﻳﺆﺩﻳﻬﺎ ﺍﻟﻔﺮﺩ ﰲ ﻋﻤﻠﻪ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﻫﺎﻣﺎ ﰲ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻔﺮﺩ ﻋﻦ ﻋﻤﻠﻪ‪.‬‬
‫ﻩ‪ -‬ﲨﺎﻋﺔ ﺍﻟﻌﻤﻞ‪ :‬ﺗﺆﺛﺮ ﲨﺎﻋﺔ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻔﺮﺩ ﺑﺎﻟﻘﺪﺭ ﺍﻟﺬﻱ ﲤﺜﻞ ﻫﺬﻩ ﺍﳉﻤﺎﻋﺔ ﻣﺼﺪﺭ ﻣﻨﻔﻌﺔ ﻟﻠﻔﺮﺩ ﺃﻭ ﻣﺼﺪﺭ ﺗﻮﺗﺮ ﻟﻪ ﻓﻜﻠﻤﺎ‬
‫ﻛﺎﻥ ﺗﻔﺎﻋﻞ ﺍﻟﻔﺮﺩ ﻣﻊ ﺍﻵﺧﺮﻳﻦ ﳛﻘﻖ ﺗﺒﺎﺩﻝ ﻟﻠﻤﻨﺎﻓﻊ ﺑﻴﻨﻪ ﻭﺑﻴﻨﻬﻢ ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﲨﺎﻋﺔ ﺍﻟﻌﻤﻞ ﻣﺼﺪﺭﺍ ﻟﺮﺿﺎ ﺍﻟﻔﺮﺩ ﻋﻦ ﻋﻤﻠﻪ‪.‬‬
‫ﻭ‪ -‬ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﺍﳌﺎﺩﻳﺔ‪ :‬ﺃﻥ ﺩﺭﺟﺔ ﺟﻮﺩﺓ ﺃﻭ ﺳﻮﺀ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﺍﳌﺎﺩﻳﺔ ﺗﺆﺛﺮ ﻋﻠﻰ ﻗﻮﺓ ﺍﳉﺬﺏ ﺍﻟﱵ ﺗﺮﺑﻂ ﺍﻟﻔﺮﺩ ﺑﻌﻤﻠﻪ‪،‬ﻓﻤﻌﺪﻝ‬
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‫ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﻞ ﻭﺍﻟﻐﻴﺎﺏ ﻳﺮﺗﻔﻌﺎﻥ ﰲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﺗﺘﺼﻒ ﺑﻈﺮﻭﻑ ﻣﺎﺩﻳﺔ ﺳﻴﺌﺔ‪ ،‬ﻭﻳﻘﻼﻥ ﰲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﺗﺘﺼﻒ ﺑﻈﺮﻭﻑ ﻋﻤﻞ ﺟﻴﺪﺓ‪.‬‬

‫‪ .II‬ﺍﻟﻄﺮﻳﻘﺔ ﻭﺍﺟﺮﺍﺀﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬

‫‪ -1‬ﳎﺘﻤﻊ ﻭﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﳎﺘﻤﻊ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻳﺘﻤﺜﻞ ﰲ ﻛﻞ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﲟﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻭﻻﻳﺔ‬
‫ﺍﻷﻏﻮﺍﻁ‪ ،‬ﺣﻴﺚ ﻳﻘﺪﺭ ﻋﺪﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻫﺬﻩ ﺍﳌﺆﺳﺴﺔ ‪ 103‬ﻋﺎﻣﻞ‪ ‬ﻣﻮﺯﻋﲔ ﻋﻠﻰ ﺍﻟﻔﺮﻭﻉ ﺍﻟﺘﺎﺑﻌﺔ ﳍﺎ ﺑﺒﻠﺪﻳﺔ ﺍﻷﻏﻮﺍﻁ‪.‬‬
‫ﻭﻗﺪ ﰎ ﺃﺧﺬ ﻋﻴﻨﺔ ﻋﺸﻮﺍﺋﻴﺔ ﻹﺟﺮﺍﺀ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻣﻦ ﺍ‪‬ﻤﻮﻉ ﺍﻟﻜﻠﻲ ﻟﻌﺪﺩ ﺍﻟﻌﻤﺎﻝ ﺣﻴﺚ ﻗﺪﺭ ﺣﺠﻢ ﻫﺬﻩ ﺍﻟﻌﻴﻨﺔ ﺑـ ‪ 50‬ﻣﻔﺮﺩﺓ‪،‬‬
‫ﻣﺄﺧﻮﺫﺓ ﻣﻦ ﻓﺮﻭﻉ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﻭﻫﻲ‪ -:‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﳉﻬﻮﻳﺔ ﻻﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ‪.‬‬
‫‪ -‬ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ ﻟﻼﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ‪ - .‬ﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻻﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ‪.‬‬
‫‪ -2‬ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﻃﺒﻴﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﱵ ﻳﺮﺍﺩ ﲨﻌﻬﺎ‪ ،‬ﻭﺻﻌﻮﺑﺔ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﺮﺗﺒﻄﺔ ﲟﻮﺿﻮﻉ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﺸﺨﺼﻴﺔ ﺃﻭ ﺍﻟﺰﻳﺎﺭﺍﺕ ﺍﳌﻴﺪﺍﻧﻴﺔ ﺃﻭ ﺍﳌﻼﺣﻈﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﰎ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻷﺩﺍﺓ ﺍﻷﻛﺜﺮ ﺩﻗﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ‬
‫ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻫﻲ ﺍﻻﺳﺘﺒﻴﺎﻥ ﺍﻟﺬﻱ ﻳﻌﻤﻞ ﻋﻠﻰ ﺗﻮﻓﲑ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﻮﻗﺖ ﻭﺍﳉﻬﺪ ﻋﻠﻰ ﺍﻟﺒﺎﺣﺚ‪.‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﻓﺄﺩﺍﺓ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ )ﺍﻻﺳﺘﺒﻴﺎﻥ( ﻭ ﺍﻟﱵ ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻷﻭﻟﻴﺔ ﳍﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ‪ ،‬ﺗﺘﻜﻮﻥ ﻣﻦ ﳎﻤﻮﻉ ‪35‬‬
‫ﻋﺒﺎﺭﺓ ﻣﻮﺯﻋﺔ ﻋﻠﻰ ﳏﺎﻭﺭ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺣﻴﺚ ﰎ ﺗﺼﻤﻴﻢ ﻫﺬﺍ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻭﺗﻘﺴﻴﻤﻪ ﺇﱃ ﺟﺰﺃﻳﻦ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﳉﺰﺀ ﺍﻷﻭﻝ‪ :‬ﻭﳛﺘﻮﻱ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﺍﳋﺎﺻﺔ ﺑﻌﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺣﻴﺚ ﻳﺘﻜﻮﻥ ﻣﻦ‪:‬‬
‫ﺍﳉﻨﺲ‪ ،‬ﺍﻟﺴﻦ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‪.‬‬
‫ﺍﳉﺰﺀ ﺍﻟﺜﺎﱐ‪ :‬ﻭﻳﺸﻤﻞ ﳏﺎﻭﺭ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺘﻤﺜﻠﺔ ﰲ‪:‬‬
‫‪ ‬ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ )ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ(‪ :‬ﻭﻗﺪ ﺗﻀﻤﻦ ﺛﻼﺙ ﳏﺎﻭﺭ‪:‬‬
‫‪ -‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﻫﻮ ﻳﺘﻜﻮﻥ ﻣﻦ ‪ 11‬ﻋﺒﺎﺭﺍﺕ‬
‫‪ -‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭ ﻳﺘﻜﻮﻥ ﻣﻦ ‪ 06‬ﻋﺒﺎﺭﺍﺕ‬
‫‪ -‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭ ﻳﺘﻜﻮﻥ ﻣﻦ ‪ 08‬ﻋﺒﺎﺭﺍﺕ‬
‫‪ ‬ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ )ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ(‪ :‬ﻭﻗﺪ ﺗﺸﻜﻞ ﻣﻦ ‪ 10‬ﻋﺒﺎﺭﺍﺕ‪.‬‬
‫ﺑﻌﺪ ﺫﻟﻚ ﻭﺯﻉ ﻣﺎ ﳎﻤﻮﻋﻪ ‪ 72‬ﺍﺳﺘﻤﺎﺭﺓ ﻋﻠﻰ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺸﻜﻠﺔ ﻟﻠﺪﺭﺍﺳﺔ‪ ،‬ﻭﰎ ﺍﺳﺘﺮﺟﺎﻉ ‪ 65‬ﺍﺳﺘﻤﺎﺭﺓ ﻣﻦ ﳎﻤﻮﻉ ﻣﺎ ﰎ ﺗﻮﺯﻳﻌﻪ ﻭﺑﻌﺪ‬
‫ﻓﺤﺼﻬﺎ ﻭﻓﺮﺯﻫﺎ ﰎ ﻗﺒﻮﻝ ‪ 50‬ﺍﺳﺘﻤﺎﺭﺓ ﻣﻦ ﳎﻤﻮﻉ ﻣﺎ ﰎ ﺍﺳﺘﺮﺟﺎﻋﻪ ﺃﻱ ﲟﻌﺪﻝ )‪ ،(%76.92‬ﰲ ﺣﲔ ﰎ ﺭﻓﺾ ‪ 15‬ﺍﺳﺘﻤﺎﺭﺓ ﻧﻈﺮﺍ‬
‫ﻻﺣﺘﻮﺍﺋﻬﺎ ﻋﻠﻰ ﺇﺟﺎﺑﺎﺕ ﻧﺎﻗﺼﺔ ﻭﻋﺪﻡ ﺻﻼﺣﻴﺘﻬﺎ ﻟﻠﺘﺤﻠﻴﻞ ﻭﻟﻨﻘﺺ ﻭﺗﻌﺎﺭﺽ ﺑﻌﺾ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻴﻬﺎ‪.‬‬
‫ﻭﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﻳﻮﺿﺢ ﻛﻴﻔﻴﺔ ﺗﻮﺯﻳﻊ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻋﻠﻰ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻌﺪﺩ ﺍﻟﻜﻠﻲ ﻟﻠﻌﻤﺎﻝ ﺣﺴﺐ ﺍﻟﻔﺮﻭﻉ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺘﺎﺑﻌﺔ ﻻﺗﺼﺎﻻﺕ‬
‫ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﻛﺎﻟﺘﺎﱄ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(01‬ﺗﻮﺯﻉ ﺍﻟﻌﻴﻨﺔ ﺣﺴﺐ ﻓﺮﻭﻉ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ‬
‫ﺍﻟﻨﺴﺒﺔ‬ ‫ﻋﺪﺩ ﺍﻟﻌﻤﺎﻝ‬ ‫ﺣﺠﻢ ﺍﻟﻌﻴﻨﺔ‬ ‫ﻓﺮﻭﻉ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ‬
‫‪%65.21‬‬ ‫‪23‬‬ ‫‪15‬‬ ‫ﺍﳌﺪﻳﺮﻳﺔ ﺍﳉﻬﻮﻳﺔ‬
‫‪%55.55‬‬ ‫‪36‬‬ ‫‪20‬‬ ‫ﺍﻟﻮﺣﺪﺓ ﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ‬
‫‪%42.85‬‬ ‫‪35‬‬ ‫‪15‬‬ ‫ﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ‬
‫‪%84.54‬‬ ‫‪103‬‬ ‫‪50‬‬ ‫ﺍ‪‬ﻤﻮﻉ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﺑﺎﻻﺳﺘﻌﺎﻧﺔ ﲟﻌﻠﻮﻣﺎﺕ ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬

‫ﻭﻗﺪ ﰎ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻘﻴﺎﺱ "‪ "Likert‬ﺫﻭ ﺍﳋﻤﺲ ﺩﺭﺟﺎﺕ ﻟﺘﻘﻴﻴﻢ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻗﺪ ﰎ ﺇﻋﻄﺎﺀ ﺭﻗﻢ ﻣﻮﺍﻓﻖ ﻟﻜﻞ ﺩﺭﺟﺔ‬
‫ﻣﻦ ﺍﳌﻘﻴﺎﺱ ﺑﻐﺮﺽ ﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ ﺍﳌﻌﺎﳉﺔ ﻛﺎﻵﰐ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(02‬ﺳﻠﻢ ﻟﻴﻜﺮﺕ ﺍﳋﻤﺎﺳﻲ‬
‫ﻏﲑ ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ‬ ‫ﻏﲑ ﻣﻮﺍﻓﻖ‬ ‫ﳏﺎﻳﺪ‬ ‫ﻣﻮﺍﻓﻖ‬ ‫ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ‬
‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ‬

‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻜﻴﻔﻴﺔ ﺇﳚﺎﺩ ﺍﻻﲡﺎﻫﺎﻟﻌﺒﺎﺭﺍﺕ ﻓﺒﻨﺎﺀﺍ ﻋﻠﻰ ﺍﳌﻘﻴﺎﺱ ﺍﳌﺴﺘﻌﻤﻞ ﻭ ﺍﳌﺘﺪﺭﺝ ﻣﻦ "ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ )‪ "(5‬ﺇﱃ "ﻏﲑ ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ‬
‫)‪ "(1‬ﺃﻱ ﺃﻥ ﻃﻮﻝ ﺍﳌﻘﻴﺎﺱ = ‪ ،4 = 1 – 5‬ﻧﻘﻮﻡ ﺑﻘﺴﻤﺔ ‪ 4‬ﻋﻠﻰ ‪ 5‬ﻟﻨﺘﺤﺼﻞ ﻋﻠﻰ ‪ 0.8‬ﺃﻱ ﺃﻥ ﻃﻮﻝ ﻛﻞ ﻓﺌﺔ ﻳﺴﺎﻭﻱ ‪ ،0.8‬ﻛﻤﺎ ﻫﻮ‬
‫ﻣﻮﺿﺢ ﰲ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(03‬ﻓﺌﺎﺕ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺮﺕ ‪ Likert‬ﺍﳋﻤﺎﺳﻲ ﻭﺩﻻﻻ‪‬ﺎ‬
‫ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ‬ ‫ﻣﻮﺍﻓﻖ‬ ‫ﳏﺎﻳﺪ‬ ‫ﻏﲑ ﻣﻮﺍﻓﻖ‬ ‫ﻏﲑ ﻣﻮﺍﻓﻖ ﺑﺸﺪﺓ‬ ‫ﺍﻻﲡﺎﻩ‬
‫‪5........4,2‬‬ ‫‪4,2........3,4‬‬ ‫‪3,4........2,6 2,6........1,8 1,8..........1‬‬ ‫ﺍﻟﻔﺌﺔ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺳﻠﻢ ﻟﻴﻜﺮﺕ ﺍﳋﻤﺎﺳﻲ‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫‪ -3‬ﺃﺩﻭﺍﺕ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ‪:‬‬

‫ﲤﺖ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﱪﻧﺎﻣﺞ ﺍﳊﺰﻣﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻟﻠﻌﻠﻮﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ )‪ (SPSS v19‬ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺮﻳﻎ ﻭﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﺒﻴﺎﻧﺎﺕ‬
‫ﻭﺍﺧﺘﺒﺎﺭ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻗﺪ ﰎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺩﻭﺍﺕ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﻣﻌﺎﻣﻞ ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ )‪ (Cronbach’s Alpha‬ﻣﻦ ﺃﺟﻞ ﺍﺧﺘﺒﺎﺭ ﺛﺒﺎﺕ ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺍﻟﺘﻜﺮﺍﺭﺍﺕ ﻭﺍﻟﻨﺴﺐ ﺍﳌﺌﻮﻳﺔ ﻣﻦ ﺃﺟﻞ ﻋﺮﺽ ﺧﺼﺎﺋﺺ ﺍﻟﻌﻴﻨﺔﻭﻣﻌﺮﻓﺔ ﻣﺪﻯ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩﻫﺎ ﻋﻠﻰ ﻋﺒﺎﺭﺍﺕ ﺍﻻﺳﺘﺒﻴﺎﻥ‪.‬‬
‫‪ -‬ﺍﳌﺘﻮﺳﻄﺎﺕ ﺍﳊﺴﺎﺑﻴﺔ ﻭ ﺍﻻﳓﺮﺍﻓﺎﺕ ﺍﳌﻌﻴﺎﺭﻳﺔ ﳌﻌﺮﻓﺔ ﺍﲡﺎﻫﺎﺕ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‪.‬‬
‫‪ -‬ﺍﺧﺘﺒﺎﺭ ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ )‪ (PEARSON‬ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬
‫‪ -‬ﺍﺧﺘﺒﺎﺭ ﺍﻻﳓﺪﺍﺭ ﺍﳋﻄﻲ ﺍﻟﺒﺴﻴﻂ )‪ (régression linaire‬ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺃﺛﺮ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻋﻠﻰ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‪.‬‬
‫‪ -‬ﺍﺧﺘﺒﺎﺭ )‪ (T-test‬ﻟﻌﻴﻨﺘﲔ ﻣﺴﺘﻘﻠﺘﲔ ﳌﻌﺮﻓﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻓﺮﻭﻕ ﺑﲔ ﺍﲡﺎﻫﺎﺕ ﺍﳌﺒﺤﻮﺛﲔ ﳓﻮ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ﺑﺎﺧﺘﻼﻑ ﺍﳉﻨﺲ ﺩﺭﺟﺔ‬
‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﻟﻨﺴﺒﺔ ﳉﻨﺲ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‪.‬‬
‫‪ -‬ﺍﺧﺘﺒﺎﺭ ﺍﻟﺘﺒﺎﻳﻦ ﺍﻷﺣﺎﺩﻱ )‪ (ANOVA‬ﳌﻌﺮﻓﺔ ﻣﺪﻯ ﺇﻣﻜﺎﻧﻴﺔ ﻭﺟﻮﺩ ﻓﺮﻭﻕ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺍﲡﺎﻫﺎﺕ ﺍﳌﺒﺤﻮﺛﲔ ﳓﻮ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ ﺑﺎﺧﺘﻼﻑ‬
‫ﺍﳌﺘﻐﲑﺍﺕ )ﺍﻟﺴﻦ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ(‪.‬‬
‫ﺛﺒﺎﺕ ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ‪:‬ﺳﻴﺘﻢ ﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻨﻘﻄﺔ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻣﺪﻯ ﻣﻮﺛﻮﻗﻴﺔ ﺃﺩﺍﺓ ﺍﻟﻘﻴﺎﺱ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺍﻻﺳﺘﺒﻴﺎﻥ‪ ،‬ﺣﻴﺚ‬
‫ﺗﻌﻜﺲ ﺍﳌﻮﺛﻮﻗﻴﺔ ﻫﻨﺎ ﺩﺭﺟﺔ ﺛﺒﺎﺕ ﺃﺩﺍﺓ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺍﻟﱵ ﻳﻘﺼﺪ ‪‬ﺎ ﻣﺪﻯ ﺍﺳﺘﻘﺮﺍﺭﻫﺎ ﻭﻋﺪﻡ ﺗﻨﺎﻗﻀﻬﺎ ﻣﻊ ﻧﻔﺴﻬﺎ‪ ،‬ﺃﻱ ﺃ‪‬ﺎ ﺗﻌﻄﻲ ﻧﻔﺲ ﺍﻟﻨﺘﺎﺋﺞ ﺇﺫﺍ‬
‫ﺃﻋﻴﺪ ﺗﻄﺒﻴﻘﻬﺎ ﻋﻠﻰ ﻧﻔﺲ ﺍﻟﻌﻴﻨﺔ ﻭﲢﺖ ﻧﻔﺲ ﺍﻟﻈﺮﻭﻑ‪ ،‬ﻭﻗﺪ ﰎ ﺍﻻﺳﺘﺨﺪﺍﻡ ﰲ ﺫﻟﻚ ﻣﻌﺎﻣﻞ ﺍﻟﺜﺒﺎﺕ ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ‪‬ﻭﰎ ﺍﻟﺘﻮﺻﻞ ﻟﻠﻨﺘﺎﺋﺞ‬
‫ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(04‬ﻧﺘﺎﺋﺞ ﺍﺧﺘﺒﺎﺭ ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ‬
‫ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ‬ ‫ﻋﺪﺩ ﺍﻟﻌﺒﺎﺭﺍﺕ‬ ‫ﺍﶈﺎﻭﺭ‬ ‫ﺍﻟﺮﻗﻢ‬
‫‪0.64‬‬ ‫‪11‬‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫‪1‬‬
‫‪0.778‬‬ ‫‪06‬‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫‪2‬‬
‫‪0.725‬‬ ‫‪08‬‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‬ ‫‪3‬‬
‫‪0.8‬‬ ‫‪10‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫‪4‬‬
‫‪0.879‬‬ ‫‪35‬‬ ‫ﺍ‪‬ﻤﻮﻉ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻳﺘﺒﲔ ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻥ ﻣﻌﺎﻣﻞ ﺃﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ ﺍﻟﻜﻠﻲ ﻳﻘﺪﺭ ﺑـ )‪ (0.879‬ﻭﻫﻲ ﻗﻴﻤﺔ ﺃﻛﱪ ﻣﻦ)‪ (0.6‬ﳑﺎ ﻳﺪﻝ ﻋﻠﻰ ﺃﻥ ﺃﺩﺍﺓ‬
‫ﺍﻟﻘﻴﺎﺱ ﲤﺘﺎﺯ ﺑﺜﺒﺎﺕ ﻋﺎﻝ ﻓﻴﻤﺎ ﳜﺺ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻭﻫﻲ ﻗﻴﻤﺔ ﺟﻴﺪﺓ ﻭﳝﻜﻦ ﻗﺒﻮﳍﺎ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺤﻠﻴﻞ ﺇﺫ ﺃ‪‬ﺎ ﲡﺎﻭﺯﺕ ﺍﳊﺪ ﺍﻷﺩﱏ ﺍﳌﻌﺘﻤﺪ ﰲ‬
‫ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﻌﲏ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻻﺳﺘﺒﻴﺎﻥ ﰲ ﻗﻴﺎﺱ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺪﺭﻭﺳﺔ ﻟﻘﺪﺭﺗﻪ ﻋﻠﻰ ﺇﻋﻄﺎﺀ ﻧﺘﺎﺋﺞ ﻣﺘﻮﺍﻓﻘﺔ ﻣﻊ‬
‫ﺍﺳﺘﺠﺎﺑﺔ ﺍﳌﺴﺘﻘﺼﻰ ﻣﻨﻬﻢ ﻋﱪ ﺍﻟﺰﻣﻦ ﻭﺑﺎﻟﺘﺎﱄ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻌﻤﻴﻢ ﻧﺘﺎﺋﺞ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻋﻠﻰ ﻛﻞ ﳎﺘﻤﻊ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

‫‪ .III‬ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﻧﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬

‫ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﻋﺮﺽ ﺧﺼﺎﺋﺺ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺪﺭﻭﺳﺔ ﺑﺎﻹﺿﺎﻓﺔ ﻟﻨﺘﺎﺋﺞ ﺍﻟﺪﺭﺍﺳﺔ ﻭﲢﻠﻴﻠﻬﺎ‪ ،‬ﻛﻤﺎ ﺳﻴﺸﻤﻞ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ ﻛﺎﻟﺘﺎﱄ‪:‬‬
‫‪ -1‬ﻋﺮﺽ ﺧﺼﺎﺋﺺ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(05‬ﺍﺧﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻌﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺍﻟﻨﺴﺒﺔ‬ ‫ﺍﻟﺘﻜﺮﺍﺭ‬ ‫ﺍﻟﻔﺌﺔ‬
‫‪%62‬‬ ‫‪31‬‬ ‫ﺫﻛﺮ‬
‫ﺍﳉﻨﺲ‬
‫‪%38‬‬ ‫‪19‬‬ ‫ﺃﻧﺜﻰ‬

‫‪- 233 -‬‬

‫__________________________________________________________________‬
‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫‪%18‬‬ ‫‪9‬‬ ‫ﻣﻦ ‪ 20‬ﺇﱃ ‪ 29‬ﺳﻨﺔ‬

‫‪%50‬‬ ‫‪25‬‬ ‫ﻣﻦ ‪ 30‬ﺇﱃ ‪ 39‬ﺳﻨﺔ‬
‫ﺍﻟﺴﻦ‬
‫‪%24‬‬ ‫‪12‬‬ ‫ﻣﻦ ‪ 40‬ﺇﱃ ‪ 49‬ﺳﻨﺔ‬
‫‪%8‬‬ ‫‪4‬‬ ‫‪ 50‬ﺳﻨﺔ ﻓﺄﻛﺜﺮ‬
‫‪%0‬‬ ‫‪0‬‬ ‫ﻣﺘﻮﺳﻂ‬
‫‪%26‬‬ ‫‪13‬‬ ‫ﺛﺎﻧﻮﻱ‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‬
‫‪%74‬‬ ‫‪37‬‬ ‫ﺟﺎﻣﻌﻲ‬
‫‪%14‬‬ ‫‪07‬‬ ‫ﻋﻮﻥ ﺗﻨﻔﻴﺬ‬
‫‪%10‬‬ ‫‪05‬‬ ‫ﻋﻮﻥ ﲢﻜﻢ‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬
‫‪%76‬‬ ‫‪38‬‬ ‫ﺇﻃﺎﺭ‬
‫‪%22‬‬ ‫‪11‬‬ ‫‪ 05‬ﺳﻨﻮﺍﺕ ﻓﺄﻗﻞ‬
‫‪%32‬‬ ‫‪16‬‬ ‫ﻣﻦ ‪ 06‬ﺇﱃ ‪ 15‬ﺳﻨﻮﺍﺕ‬
‫ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‬
‫‪%20‬‬ ‫‪10‬‬ ‫ﻣﻦ ‪ 11‬ﺇﱃ ‪ 15‬ﺳﻨﺔ‬
‫‪%26‬‬ ‫‪13‬‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪ 16‬ﺳﻨﺔ‬
‫‪%100‬‬ ‫‪50‬‬ ‫ﺍ‪‬ﻤﻮﻉ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ‬

‫ﻧﻼﺣﻆ ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻥ ﻏﺎﻟﺒﻴﺔ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻛﺎﻧﺖ ﻣﻦ ﺍﻟﺬﻛﻮﺭ ﺑﻨﺴﺒﺔ ﻗﺪﺭﺕ ﺑـ ‪ %62‬ﰲ ﺣﲔ ﺑﻠﻐﺖ ﻧﺴﺒﺔ ﺍﻹﻧﺎﺙ‬
‫‪%38‬ﻭﺍﻟﺴﺒﺐ ﰲ ﺫﻟﻚ ﻳﺮﺟﻊ ﺇﱃ ﺍﻋﺘﻤﺎﺩ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺃﻋﻤﺎﻝ ﺗﺘﻄﻠﺐ ﺳﺎﻋﺎﺕ ﻣﻦ ﺍﻟﻌﻤﻞ ﺍﳌﺘﻮﺍﺻﻞ ﻭﺃﻋﻤﺎﻝ ﺗﻘﻨﻴﺔ ﻣﻴﺪﺍﻧﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬
‫ﺍﳌﺸﻘﺔ ﻭﺍﻟﺘﻨﻘﻞ‪...‬ﺍﱁ ﻛﻤﺎﳒﺪ ﺃﻥ ﺍﻟﻔﺌﺔ ﺍﻟﻌﻤﺮﻳﺔ ﺍﻷﻛﺜﺮ ﲤﺜﻴﻼ ﻣﻦ ﺍﻟﻌﻴﻨﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻫﻲ ﺍﻟﻔﺌﺔ ﺍﻟﻌﻤﺮﻳﺔ ﺍﻟﱵ ﺗﺘﺮﺍﻭﺡ ﺍﻷﻋﻤﺎﺭ ‪‬ﺎ ﻣﻦ ‪ 30‬ﺇﱃ‬
‫‪ 39‬ﺳﻨﺔ ﺣﻴﺚ ﺑﻠﻐﺖ ﻧﺴﺒﺘﻬﻢ ‪ %50‬ﻭﻫﻮ ﻣﺎ ﻳﺆﻛﺪ ﺗﻮﺟﻪ ﺍﳌﺆﺳﺴﺔ ﳓﻮ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻌﻤﺎﻝ ﺍﻟﺸﺒﺎﺏ ﺑﺸﻜﻞ ﻛﺒﲑ‪ ،‬ﰲ ﺣﲔ ﻛﺎﻧﺖ‬
‫ﺍﻟﻔﺌﺔ ﺍﻷﻗﻞ ﲤﺜﻴﻼ ﻫﻲ ﻓﺌﺔ ﺍﻟﻌﻤﺎﻝ ﺍﻷﻛﺜﺮ ﻣﻦ ‪50‬ﺳﻨﺔ ﺑﻨﺴﺒﺔ ‪ %08‬ﻭﺫﻟﻚ ﺑﺴﺒﺐ ﺗﻮﺟﻪ ﺍﻟﻌﺪﻳﺪ ﻣﻨﻬﻢ ﳓﻮ ﺍﻟﺘﻘﺎﻋﺪ‪.‬‬
‫ﻛﻤﺎ ﻧﻼﺣﻆ ﺃﻳﻀﺎﺃﻥ ﺍﳌﺴﺘﻮﻯ ﺍﳉﺎﻣﻌﻲ ﻫﻮ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﺍﻟﻐﺎﻟﺐ ﺑﲔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺑﻨﺴﺒﺔ ﺗﻘﺪﺭ ﺑـ ‪ ،%74‬ﻭﻫﺬﺍ ﻣﺎ‬
‫ﳝﻜﻦ ﺗﻔﺴﲑﻩ ﻋﻠﻰ ﺃﻥ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﳌﻬﺎﺭﺓ ﺍﻟﻌﻠﻤﻴﺔ ﻣﻦ ﺃﺟﻞ ﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﳊﺎﺻﻠﺔ ﻣﻦ‬
‫ﺧﻼﻝ ﺍﻋﺘﻤﺎﺩﻫﺎ ﻋﻠﻰ ﺧﺮﳚﻲ ﺍﳉﺎﻣﻌﺎﺕ ﺫﻭﻭ ﺍﳌﺴﺘﻮﻯ ﺍﳌﻌﺘﱪ‪،‬ﻭﻧﻼﺣﻈﺄﻳﻀﺎ ﺃﻥ ﺃﻏﻠﺐ ﺍﻟﻌﻤﺎﻝ ﺍﻟﺬﻳﻦ ﻳﺰﺍﻭﻟﻮﻥ ﻣﻬﺎﻣﻬﻢ ﺑﺎﻟﻔﺮﻭﻉ ﺍﻟﺘﺎﺑﻌﺔ‬
‫ﻻﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﻫﻢ ﻣﻦ ﺍﻹﻃﺎﺭﺍﺕ ﺣﻴﺚ ﺗﺒﻠﻎ ﻧﺴﺒﺘﻬﻢ ‪ ،%76‬ﻭﻫﺬﺍ ﺃﻣﺮ ﻃﺒﻴﻌﻲ ﻛﻮﻧﻪ ﺭﺍﺟﻊ ﺇﱃ ﺃﻥ ﺍﳌﺪﻳﺮﻳﺔ ﺍﳉﻬﻮﻳﺔ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﻤﺆﺳﺴﺔ ﺃﻏﻠﺐ ﻣﻮﻇﻔﻴﻬﺎ ﻣﻦ ﺍﻹﻃﺎﺭﺍﺕ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻃﺒﻴﻌﺔ ﺍﳌﻬﺎﻡ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﳌﻮﺟﻮﺩﺓ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻓﺮﻭﻉ ﺍﳌﺆﺳﺴﺔ‬
‫ﺑﺎﻷﻏﻮﺍﻁ‪ ،‬ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻌﺎﻣﻞ ﺍﳋﱪﺓ ﻓﻨﺮﻯ ﺃﻥ ﺍﻟﻔﺌﺔ ﺍﻟﻐﺎﻟﺒﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﻫﻲ ﺍﻟﻔﺌﺔ ﺍﻟﱵ ﺗﺘﺮﺍﻭﺡ ﺧﱪ‪‬ﺎ ﻣﻦ ‪ 06‬ﺇﱃ ‪ 10‬ﺳﻨﻮﺍﺕ ﺑﻨﺴﺒﺔ ﺗﻘﺪﺭ‬
‫ﺑـ ‪ ،%32‬ﰲ ﺣﲔ ﳒﺪ ﻫﻨﺎﻙ ﺗﻘﺎﺭﺏ ﰲ ﺍﻷﻗﺪﻣﻴﺔ ﺑﲔ ﺍﻟﻔﺌﺎﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﻮﺿﺢ ﻟﻨﺎ ﻭﺟﻮﺩ ﺣﺮﻛﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﻋﻤﻠﻴﺎﺕ ﺍﻹﺣﻼﻝ ﻭﺍﻟﺘﻘﺎﻋﺪ ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻮﻇﻴﻒ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -2‬ﻣﺪﻯ ﺍﳌﻮﺍﻓﻘﺔ ﻭﺍﲡﺎﻩ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺑﺎﻟﻨﺴﺒﺔ ﶈﺎﻭﺭ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫‪ ‬ﺍﶈﻮﺭ ﺍﻷﻭﻝ‪ :‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(06‬ﺍﲡﺎﻩ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻷﻭﻝ‬
‫ﺍﻻﲡﺎﻩ‬ ‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﺍﻟﺮﻗﻢ‬
‫ﳏﺎﻳﺪ‬ ‫‪1.097‬‬ ‫‪2.98‬‬ ‫ﺃﺻﺒﺢ ﺍﳌﺸﺮﻓﻮﻥ ﻳﺸﺮﻛﻮﻥ ﺍﻟﻌﻤﺎﻝ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫‪1‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.125‬‬ ‫‪3.14‬‬ ‫ﺃﺻﺒﺤﺖ ﺍﻟﺴﻠﻄﺔ ﻣﻮﺯﻋﺔ ﻋﻠﻰ ﻛﻞ ﺍﻷﻗﺴﺎﻡ ﻭﱂ ﺗﻌﺪ ﻣﺮﺗﺒﻄﺔ ﺑﺎﻹﺩﺍﺭﺓ ﺍﳌﺮﻛﺰﻳﺔ‬ ‫‪2‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.076‬‬ ‫‪3.16‬‬ ‫ﺗﻮﺳﻌﺖ ﻣﻬﺎﻡ ﺍﻟﻌﻤﺎﻝ ﻭﺃﺻﺒﺤﻮﺍ ﻳﻘﻮﻣﻮﻥ ﺑﺄﻋﻤﺎﻝ ﺇﺿﺎﻓﻴﺔ ﺃﺧﺮﻯ‬ ‫‪3‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.103‬‬ ‫‪3.20‬‬ ‫ﺃﺻﺒﺤﺖ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ ﺃﻛﺜﺮ ﻗﺮﺑﺎ ﻣﻦ ﺍﻟﻌﻤﺎﻝ‬ ‫‪4‬‬
‫ﳏﺎﻳﺪ‬ ‫‪0.975‬‬ ‫‪3.22‬‬ ‫ﺃﺻﺒﺢ ﻫﻨﺎﻙ ﺗﺸﺎﻭﺭ ﻭﺗﻨﺎﻗﺶ ﰲ ﳐﺘﻠﻒ ﺍﻟﻘﻀﺎﻳﺎ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﻌﻤﻞ‬ ‫‪5‬‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫ﻣﻮﺍﻓﻖ‬ ‫‪0.950‬‬ ‫‪3.42‬‬ ‫ﻗﺎﻣﺖ ﺍﳌﺆﺳﺴﺔ ﰲ ﺳﻴﺎﻕ ﺍﻟﺘﻄﻮﻳﺮ ﺑﺪﻣﺞ ﻟﺒﻌﺾ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺘﻮﺍﺟﺪﺓ‬ ‫‪6‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.931‬‬ ‫‪3.70‬‬ ‫ﻫﻨﺎﻙ ﺍﺟﺘﻤﺎﻋﺎﺕ ﺩﻭﺭﻳﺔ ﳌﻨﺎﻗﺸﺔ ﻭﲣﻄﻴﻂ ﺃﻫﺪﺍﻑ ﺍﻟﻌﻤﻞ‬ ‫‪7‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.017‬‬ ‫‪3.16‬‬ ‫ﺗﻄﻮﺭﺕ ﺍﻟﻨﻈﻢ ﻭﺍﻟﻠﻮﺍﺋﺢ ﺑﺎﳌﺆﺳﺴﺔ ﻭﺃﺻﺒﺤﺖ ﺗﺘﺼﻒ ﺑﺎﳌﺮﻭﻧﺔ ﻭﻋﺪﻡ ﺍﻟﺘﻌﻘﻴﺪ‬ ‫‪8‬‬
‫ﳏﺎﻳﺪ‬ ‫‪0.997‬‬ ‫‪3.16‬‬ ‫ﻳﺘﻢ ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ ﺇﱃ ﺍﳌﻮﻇﻔﲔ ﰲ ﳐﺘﻠﻒ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪9‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.111‬‬ ‫‪3.10‬‬ ‫ﲢﺴﻨﺖ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﻭﺻﺎﺭﺕ ﺗﺘﻤﻴﺰ ﺑﻜﻞ ﺍﳌﻘﻮﻣﺎﺕ ﻟﻠﻌﻤﻞ ﺑﺮﺍﺣﺔ‬ ‫‪10‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.161‬‬ ‫‪3.00‬‬ ‫ﰎ ﺇﻧﺸﺎﺀ ﻭﻇﺎﺋﻒ ﺟﺪﻳﺪﺓ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﺗﻄﻮﺭ ﻭﺿﻌﻴﺔ ﺍﳌﺆﺳﺴﺔ‬ ‫‪11‬‬
‫ﳏﺎﻳﺪ‬ ‫‪0.487‬‬ ‫‪3.20‬‬ ‫ﻣﺘﻮﺳﻂ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻷﻭﻝ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻋﻼﻩ ﻳﺘﻀﺢ ﻟﻨﺎ ﺃﻥ ﻫﻨﺎﻙ ﺍﲡﺎﻩ ﳓﻮ ﺍﳊﻴﺎﺩ ﻳﺸﻤﻞ ﻣﻌﻈﻢ ﺍﻟﻌﺒﺎﺭﺍﺕ ﳍﺬﺍ ﺍﶈﻮﺭ ﺍﻷﻭﻝ ﺣﻴﺚ ﻛﺎﻥ ﺣﻴﺎﺩ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‬
‫ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﺴﺎﻭﻱ‪ 0.487‬ﻭﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻳﻘﺪﺭ ﺑـ ‪ 3.20‬ﻭﻗﺪ ﴰﻞ ﺍﻻﲡﺎﻩ ﺍﶈﺎﻳﺪ ﺍﻟﻌﺒﺎﺭﺍﺕ )‪، 9 ،8 ،5 ،4 ،3 ،2 ،1‬‬
‫‪ (11 ،10‬ﺃﻱ ﺃﻥ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﱂ ﲣﺪﻡ ﺃﻫﺪﺍﻓﻬﺎ ﻧﻮﻋﺎ ﻣﺎ‪ ،‬ﻛﻤﺎ ﻳﻌﺘﱪ ﻭﻗﻮﻑ ﺍﻟﻌﻤﺎﻝ ﰲ ﺻﻒ ﺍﳊﻴﺎﺩ ﻣﻦ ﺃﺧﻄﺮ‬
‫ﺍﻟﻮﺿﻌﻴﺎﺕ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺘﻮﺍﺟﺪ ﻋﻠﻴﻬﺎ ﺍﳌﺆﺳﺴﺔ ﻭﺍﻟﱵ ﻳﺘﻮﺟﺐ ﻋﻠﻴﻬﺎ ﻋﺪﻡ ﺇﳘﺎﻝ ﻫﺬﺍ ﺍﻷﻣﺮ‪ ،‬ﺫﻟﻚ ﺃﻧﻪ ﺇﺫﺍ ﱂ ﺗﺴﺎﺭﻉ ﺍﳌﺆﺳﺴﺔ ﰲ ﺍﻟﺘﺤﺎﻭﺭ‬
‫ﻣﻌﻬﻢ ﻭﲢﻔﻴﺰﻫﻢ ﻭﺇﳚﺎﺩ ﺍﻟﻄﺮﻕ ﻟﻠﺘﺨﻠﺺ ﻣﻦ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﻓﻤﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﻳﻨﺘﻘﻠﻮﺍ ﺇﱃ ﺣﺎﻟﺔ ﻋﺪﻡ ﺍﳌﻮﺍﻓﻘﺔ ﻭﺑﺎﻟﺘﺎﱄ ﺍﳌﻘﺎﻭﻣﺔ ﺍﳌﻌﻠﻨﺔ ﻭﻏﲑ ﺍﳌﻌﻠﻨﺔ‬
‫ﳍﺬﻩ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ‪ ،‬ﺣﻴﺚ ﱂ ﺗﻜﻦ ﺍﳌﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺍﻟﻌﺒﺎﺭﺍﺕ ﻟﺪﻯ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺇﻻ ﻋﻠﻰ ﺍﻟﻌﺒﺎﺭﺗﲔ ‪ 6‬ﻭ‪ 7‬ﺑﺎﻋﺘﺒﺎﺭﳘﺎ ﺍﻟﻌﺒﺎﺭﺗﲔ ﺍﻷﻛﺜﺮ‬
‫ﲡﺎﻧﺴﺎ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻌﺒﺎﺭﺍﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﺃﻱ ﻣﻮﺍﻓﻘﺘﻬﻢ ﻋﻠﻰ ﻗﻴﺎﻡ ﺍﳌﺆﺳﺴﺔ ﺑﻌﻤﻠﻴﺔ ﻟﺪﻣﺞ ﺍﻟﻮﻇﺎﺋﻒ ﻭﻫﻮ ﻣﺎ ﻧﺴﺘﻨﺘﺠﻪ ﻣﻦ ﺧﻼﻝ ﻫﻴﻜﻠﻬﺎ ﺍﻟﻮﻇﻴﻔﻲ‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻭﺟﻮﺩ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺪﻭﺭﻳﺔ ﳌﻨﺎﻗﺸﺔ ﻭﲣﻄﻴﻂ ﺃﻫﺪﺍﻑ ﺍﻟﻌﻤﻞ ﻭﺍﻟﱵ ﻳﺒﺪﻭ ﺃ‪‬ﺎ ﻻ ﺗﻘﻮﻡ ﺑﺪﻭﺭﻫﺎ ﻋﻠﻰ ﺃﻛﻤﻞ ﻭﺟﻬﺒﻤﺎ ﺃﻥ ﻫﻨﺎﻙ‬
‫ﺣﺎﻟﺔ ﻣﻦ ﺍﳊﻴﺎﺩ ﺍﻟﻌﺎﻡ ﻟﺪﻯ ﺍﻷﻓﺮﺍﺩ ﺗﻔﺴﺮﻩ ﺍﻟﻌﺒﺎﺭﺓ ‪4‬ﻭ ‪ 5‬ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ ﻭﺟﻮﺩ ﻏﻤﻮﺽ ﻓﻴﻤﺎ ﳜﺺ ﺍﻟﺘﺸﺎﻭﺭ ﺣﻮﻝ ﳐﺘﻠﻒ ﻗﻀﺎﻳﺎ ﺍﻟﻌﻤﻞ ﻭﻛﺬﺍ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻼﻗﺔ ﺑﲔ ﺍﻹﻃﺎﺭﺍﺕ ﻭﺍﻟﻌﻤﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺗﻔﺴﲑ ﺣﺎﻟﺔ ﺍﳊﻴﺎﺩ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﺒﺎﺭﺓ ﺍﻷﻭﱃ ﺑﻜﻮﻥ ﺃﻧﻪ ﻟﻴﺲ ﲨﻴﻊ ﺍﳌﺸﺮﻓﲔ‬
‫ﻳﻘﻮﻣﻮﻥ ﺑﺈﺷﺮﺍﻙ ﺍﻟﻌﻤﺎﻝ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺃﻱ ﺃﻥ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻑ ﰲ ﺩﺭﺟﺔ ﺍﳌﺸﺎﺭﻛﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﺎﻝ‪ ،‬ﻭﻫﻮ ﻧﻔﺲ ﻣﺎ ﻳﻨﻄﺒﻘﻌﻠﻰ ﺍﻟﻌﺒﺎﺭﺓ‬
‫ﺍﻟﺜﺎﻧﻴﺔ ﻭﺍﻟﱵ ﺗﺸﲑ ﺇﱃ ﺃﻥ ﻫﻨﺎﻙ ﺍﻧﻘﺴﺎﻡ ﺑﲔ ﺍﻟﻌﻤﺎﻝ ﺣﻮﻝ ﻣﺴﺘﻮﻯ ﺍﻟﺴﻠﻄﺔ ﺑﺎﳌﺆﺳﺴﺔ ﻭﺍﻟﱵ ﺗﺪﻝ ﻋﻠﻰ ﻭﺟﻮﺩ ﺃﻗﺴﺎﻡ ﻟﺪﻳﻬﺎ ﺳﻠﻄﺔ ﻭﺣﺮﻳﺔ ﺃﻛﱪ‬
‫ﰲ ﺍﻟﻌﻤﻞ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﻷﻗﺴﺎﻡ‪ ،‬ﻓﻤﺜﻼ ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻗﺎﻣﺖ ﺑﺘﻨﻈﻴﻢ ﻣﺴﺎﺑﻘﺔ ﺗﻮﻇﻴﻒ ﺑﻨﺎﺀﺍ ﻋﻠﻰ ﺗﻌﻠﻴﻤﺎﺕ ﺍﳌﺪﻳﺮﻳﺔ ﺑﺎﻟﺮﻏﻢ ﻣﻦ‬
‫ﺗﻌﺎﺭﺽ ﺑﻌﺾ ﻫﺬﻩ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻣﻊ ﺍﻟﻘﻮﺍﻧﲔ ﺍﻟﺮﲰﻴﺔ ﺧﺎﺻﺔ ﰲ ﺍﻟﺘﻘﻴﻴﻢ ﻭﺇﺟﺮﺍﺀﺍﳌﻘﺎﺑﻠﺔ ﻭﻫﻮ ﻣﺎ ﻳﺪﻝ ﻋﻠﻰ ﺍﻟﺘﺒﻌﻴﺔ ﻭﻣﺮﻛﺰﻳﺔ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻛﻤﺎ ﺗﱪﺯ‬
‫ﺣﺎﻟﺔ ﺍﳊﻴﺎﺩ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﺒﺎﺭﺗﲔ ‪8‬ﻭ‪ 9‬ﻭﺍﻟﱵ ﺗﺪﻝ ﻋﻠﻰ ﻋﺪﻡ ﻣﻌﺮﻓﺔ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﳌﺆﺳﺴﺔ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻟﻨﻈﻢ ﻭﺍﻟﻠﻮﺍﺋﺢ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺟﻬﻠﻬﻢ ﻵﻟﻴﺎﺕ ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ ﻣﻦ ﺍﳌﺸﺮﻓﲔ ﺇﱃ ﺍﻟﻌﻤﺎﻝ‪ ،‬ﺃﻣﺎ ﺍﳊﻴﺎﺩ ﺍﻟﺬﻱ ﺗﺪﻝ ﻋﻠﻴﻪ ﺍﻟﻌﺒﺎﺭﺓ ‪ 10‬ﻓﺘﻔﺴﲑﻩ ﻣﻨﻄﻘﻲ ﺑﻨﺎﺀﺍ‬
‫ﻋﻠﻰ ﻣﺎ ﻻﺣﻈﻨﺎﻩ ﻣﻦ ﺗﻔﺎﻭﺕ ﰲ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻜﺎﺗﺐ ﺑﲔ ﺍﳌﺪﻳﺮﻳﺘﲔ ﺍﳉﻬﻮﻳﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺗﻴﺔ‪.‬‬
‫‪ ‬ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(07‬ﺍﲡﺎﻩ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‬
‫ﺍﻻﲡﺎﻩ‬ ‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﺍﻟﺮﻗﻢ‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.766‬‬ ‫‪3.84‬‬ ‫ﺃﺻﺒﺤﺖ ﺍﳌﺆﺳﺴﺔ ﲤﺘﻠﻚ ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻧﻮﻋﻴﺔ ﺍﻟﻌﻤﻞ‬ ‫‪12‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.978‬‬ ‫‪3.68‬‬ ‫ﻗﺎﻣﺖ ﺍﻹﺩﺍﺭﺓ ﺑﺘﻮﻓﲑ ﺃﺟﻬﺰﺓ ﻛﻮﻣﺒﻴﻮﺗﺮ ﺟﺪﻳﺪﺓ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺍﳒﺎﺯ ﻣﻬﺎﻡ‬ ‫‪13‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.807‬‬ ‫‪3.96‬‬ ‫ﻫﻨﺎﻙ ﺗﻄﻮﺭ ﰲ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺴﺘﻌﻤﻠﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‬ ‫‪14‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.755‬‬ ‫‪3.96‬‬ ‫ﰎ ﺗﻄﻮﻳﺮ ﺍﻟﱪﳎﻴﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺃﺩﺍﺀ ﺍﳌﻬﺎﻡ ﻭﺍﻷﻋﻤﺎﻝ‬ ‫‪15‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.975‬‬ ‫‪0.378‬‬ ‫ﰎ ﺗﻄﻮﻳﺮ ﺍﻷﻧﻈﻤﺔ ﺍﻟﺮﻗﺎﺑﻴﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‬ ‫‪16‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪1.156‬‬ ‫‪3.64‬‬ ‫ﰎ ﺗﻄﻮﻳﺮ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﺍﻧﺖ ﰲ ﺍﳌﺆﺳﺴﺔ ﻟﺘﺼﺒﺢ ﺃﻛﺜﺮ ﻓﺎﻋﻠﻴﺔ‬ ‫‪17‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.631‬‬ ‫‪3.81‬‬ ‫ﻣﺘﻮﺳﻂ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻋﻼﻩ ﻳﺘﻀﺢ ﻟﻨﺎ ﺃﻥ ﻫﻨﺎﻙ ﺍﲡﺎﻩ ﳓﻮ ﺍﳌﻮﺍﻓﻘﺔ ﻳﺸﻤﻞ ﻣﻌﻈﻢ ﺍﻟﻌﺒﺎﺭﺍﺕ ﳍﺬﺍ ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ ﺣﻴﺚ ﻛﺎﻧﺘﻤﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‬
‫ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﻘﺪﺭ ﺑـ ‪ 0.631‬ﻭﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻳﺴﺎﻭﻱ‪ 3.81‬ﻭﻗﺪ ﴰﻞ ﺍﲡﺎﻩ ﺍﳌﻮﺍﻓﻘﺔﻛﻞ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺃﻱ )‪،15 ،14 ،13 ،12‬‬
‫‪ (17 ،16‬ﺃﻱ ﺃﻥ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻭﺿﻌﻴﺔ ﺍﳌﺆﺳﺴﺔ ﳓﻮ ﺍﻟﺘﻄﻮﺭ ﻭﻣﻮﺍﻛﺒﺘﻬﺎ ﻟﻠﺘﻐﻴﲑﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﳊﺪﻳﺜﺔ‪،‬‬
‫ﺣﻴﺚ ﻳﻌﱪ ﺍﲡﺎﻩ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﳓﻮ ﺍﳌﻮﺍﻓﻘﺔ ﻋﻠﻰ ﻛﻞ ﺍﻟﻌﺒﺎﺭﺍﺕ ﻋﻦ ﺩﻋﻤﻬﻢ ﲟﺎ ﺗﻘﻮﻡ ﺑﻪ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﳎﻬﻮﺩﺍﺕ ﰲ ﺳﺒﻴﻞ ﺇﺩﺧﺎﻝ ﺗﻐﻴﲑﺍﺕ ﻋﻠﻰ‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻘﲏ ﺗﻜﻮﻥ ﰲ ﻣﺴﺘﻮﻯ ﺗﻄﻠﻊ ﺍﻟﻌﻤﺎﻝ ﻭﻣﺴﺎﻳﺮﺓ ﻟﺘﻮﺳﻊ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻮﻻﻳﺔ ﻭ ﳏﺎﻭﻟﺔ ﻟﺘﻠﺒﻴﺔ ﺭﻏﺒﺎﺕ ﻋﻤﻼﺋﻬﺎ‪ ،‬ﻛﻤﺎ ﺗﱪﺯ‬
‫ﺍﻟﻌﺒﺎﺭﺗﲔ ‪ 12‬ﻭ‪ 15‬ﻛﺄﻛﺜﺮ ﺍﻟﻌﺒﺎﺭﺍﺕ ﲡﺎﻧﺴﺎ ﻣﻘﺎﺭﻧﺔ ﺑﺒﺎﻗﻲ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺣﱴ ﻭﺇﻥ ﻛﺎﻧﺖ ﺑﺎﻗﻲ ﺍﻟﻌﺒﺎﺭﺍﺕ ﻣﺘﺠﺎﻧﺴﺔ ﺃﻳﻀﺎ ﻋﻠﻰ ﺍﻟﻌﻤﻮﻡ ﺣﻴﺚ‬
‫ﻧﺮﻯ ﺃﻥ ﻫﻨﺎﻙ ﻣﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺍﻟﻨﻮﻋﻴﺔ ﺍﳉﻴﺪﺓ ﻟﻘﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﰲ ﺍﳌﺆﺳﺴﺔ‪،‬ﻛﺬﻟﻚ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﺒﺎﺭﺍﺕ ‪ 13‬ﻭ‪ 14‬ﻭ‪ 15‬ﺍﻟﱵ ﺗﺒﲔ ﻟﻨﺎ ﺍﻟﺘﻄﻮﺭ‬
‫ﺍﻟﺘﻘﲏ ﺍﻟﺬﻱ ﺗﻄﻤﺢ ﻣﻦ ﺧﻼﻟﻪ ﺍﳌﺆﺳﺴﺔ ﻣﺴﺎﻳﺮﺓ ﻭﺗﲑﺓ ﺍﻟﻌﻤﻞ ﺍﻟﻜﺒﲑﺓ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﲑ ﺃﺟﻬﺰﺓ ﺍﳊﻮﺍﺳﻴﺐ ﺍﳉﺪﻳﺪﺓ ﻭﺍﻟﺘﺤﺪﻳﺚ ﻟﻠﱪﳎﻴﺎﺕ‬
‫ﻭﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺴﺘﻌﻤﻠﺔ ﰲ ﺗﺴﻬﻴﻞ ﻣﻌﺎﳉﺔ ﺍﳌﻠﻔﺎﺕ ﻭﻣﺮﺍﻗﺒﺔ ﺷﺒﻜﺔ ﺍﻻﺗﺼﺎﻻﺕ ﺑﺈﻗﻠﻴﻢ ﺍﻟﻮﻻﻳﺔ‪،‬ﺑﺎﻹﺿﺎﻓﺔ ﻟﺘﻄﻮﺭ ﺃﻧﻈﻤﺔ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﺧﺎﺻﺔ ﺃﺟﻬﺰﺓ ﺿﺒﻂ ﺍﻟﻌﻤﺎﻝ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺒﺼﻤﺔ ﻭﻛﺬﺍ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﺍﻧﺖ ﺍﻟﱵ ﺃﺻﺒﺤﺖ ﺃﻛﺜﺮ ﺳﺮﻋﺔ ﻣﻦ ﺫﻱ ﻗﺒﻞ ﻭﻫﻮ ﻣﺎ ﺳﻬﻞ ﻋﻤﻠﻴﺔ‬
‫ﺍﻻﺗﺼﺎﻝ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪ ‬ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(08‬ﺍﲡﺎﻩ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ‬
‫ﺍﻻﲡﺎﻩ‬ ‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﺍﻟﺮﻗﻢ‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.909‬‬ ‫‪3.70‬‬ ‫ﺳﺎﳘﺖ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻷﺧﲑﺓ ﰲ ﺟﻠﺐ ﻛﻔﺎﺀﺍﺕ ﺟﺪﻳﺪﺓ ﻟﻠﻤﺆﺳﺴﺔ‬ ‫‪18‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.930‬‬ ‫‪3.54‬‬ ‫ﻧﺸﻌﺮ ﺑﺄﻥ ﺍﻟﺘﻐﻴﲑ ﺩﻓﻌﻨﺎ ﺇﱃ ﻣﺰﻳﺪ ﻣﻦ ﺍﻻﻧﻀﺒﺎﻁ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫‪19‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪1.052‬‬ ‫‪3.42‬‬ ‫ﺗﻘﻮﻡ ﺍﳌﺆﺳﺴﺔ ﺑﺎﺳﺘﺒﺪﺍﻝ ﺍﻟﻌﻤﺎﻝ ﺫﻭﻱ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻀﻌﻴﻒ ﺑﺂﺧﺮﻳﻦ‬ ‫‪20‬‬
‫ﻳﺘﻢ ﺇﺟﺮﺍﺀ ﺩﻭﺭﺍﺕ ﺗﻜﻮﻳﻨﻴﺔ ﻟﻠﻌﻤﺎﻝ ﺣﻮﻝ ﺍﳌﻬﺎﻡ ﺍﳉﺪﻳﺪﺓ ﻭ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.885‬‬ ‫‪3.54‬‬ ‫‪21‬‬
‫ﺍﳌﺴﺘﺨﺪﻣﺔ‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.969‬‬ ‫‪3.40‬‬ ‫ﺃﺻﺒﺤﺖ ﺍﳌﺆﺳﺴﺔ ﺗﻌﺘﻤﺪ ﻧﻈﺎﻡ ﻣﻜﺎﻓﺂﺕ ﺟﻴﺪ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﺎﻝ‬ ‫‪22‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪1.247‬‬ ‫‪3.42‬‬ ‫ﱂ ﺗﺘﺴﺒﺐ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﰲ ﺗﻘﻠﻴﺺ ﻋﺪﺩ ﺍﻟﻌﻤﺎﻝ‬ ‫‪23‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.036‬‬ ‫‪3.22‬‬ ‫ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺑﺘﺸﺠﻴﻊ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺗﺜﻤﻴﻨﻬﺎ‬ ‫‪24‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.136‬‬ ‫‪3.34‬‬ ‫ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﻧﺆﺩﻳﻬﺎ ﺣﺎﻟﻴﺎ ﻏﲑ ﺭﻭﺗﻴﻨﻴﺔ ﻭﺗﺘﻮﺍﻓﻖ ﻣﻊ ﺇﻣﻜﺎﻧﻴﺎﺗﻨﺎ‬ ‫‪25‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.6‬‬ ‫‪3.44‬‬ ‫ﻣﺘﻮﺳﻂ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻋﻼﻩ ﻳﺘﻀﺢ ﻟﻨﺎ ﺃﻥ ﻫ ﻨﺎﻙ ﺍﲡﺎﻩ ﳓﻮ ﺍﳌﻮﺍﻓﻘﺔ ﻳﺸﻤﻞ ﻣﻌﻈﻢ ﺍﻟﻌﺒﺎﺭﺍﺕ ﳍﺬﺍ ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ ﺣﻴﺚ ﻛﺎﻧﺖ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ‬
‫ﺍﻟﻌﻴﻨﺔ ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﻘﺪﺭ ﺑـ ‪ 0.6‬ﻭﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻳﺴﺎﻭﻱ ‪ 3.44‬ﻭﻗﺪ ﴰﻞ ﺍﲡﺎﻩ ﺍﳌﻮﺍﻓﻘﺔ ﺟﻞ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺃﻱ )‪، 20 ،19 ،18‬‬
‫‪ (23 ،22 ،21‬ﻓﻴﻤﺎ ﻛﺎﻧﺖ ﺍﻟﻌﺒﺎﺭﺗﲔ ‪ 24‬ﻭ‪ 25‬ﺗﺘﺠﻪ ﳓﻮ ﺍﳊﻴﺎﺩ‪ ،‬ﺃﻱ ﺃﻥ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺒﺸﺮﻱ ﻟﺪﻳﻬﺎ‬
‫ﻛﺎﻧﺖ ﻣﻮﻓﻘﺔ ﻭﺣﻘﻘﺖ ﺃﻫﺪﺍﻓﻬﺎ ﺳﻮﺍﺀ ﻣﻦ ﺣﻴﺚ ﺟﻠﺐ ﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﳉﺪﻳﺪﺓ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺍﻻﺣﺘﻔﺎﻅ ﺑﺒﺎﻗﻲ ﺍﳌﻮﻇﻔﲔ ﻭﻋﺪﻡ ﺍﻻﺳﺘﻐﻨﺎﺀ ﻋﻨﻬﻢ‬
‫ﻭﻫﻮﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻛﺎﻥ ﺳﻴﻌﺮﺿﻬﺎ ﳌﻘﺎﻭﻣﺔ ﺷﺪﻳﺪﺓ ﺃﻭ ﻣﻦ ﻧﺎﺣﻴﺔ ﺩﻓﻊ ﺍﻟﺘﻐﻴﲑ ﻟﻸﻓﺮﺍﺩ ﳌﺰﻳﺪ ﻣﻦ ﺍﻻﻧﻀﺒﺎﻁ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻟﺪﻭﺭﺍﺕ‬
‫ﺍﻟﺘﻜﻮﻳﻨﻴﺔ ﺍﳌﺴﺘﻤﺮﺓ ﺍﳌﻮﺟﻬﺔ ﻟﻠﻌﻤﺎﻝ ﺑﻐﺮﺽ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍ‪‬ﻢ ﻭﺗﻜﻴﻴﻔﻬﺎ ﻣﻊ ﺍﻟﱪﺍﻣﺞ ﺍﳊﺪﻳﺜﺔ ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﻫﻲ ﺍﻟﻌﺒﺎﺭﺓ ﺍﻟﱵ ﺗﻌﺘﱪ ﺍﻷﻛﺜﺮ ﲡﺎﻧﺴﺎ‬
‫ﻣﻦ ﺑﲔ ﺍﻟﻌﺒﺎﺭﺍﺕ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻣﻮﺍﻓﻘﺔ ﺟﻞ ﺍﳌﻮﻇﻔﲔ ﻋﻠﻰ ﻧﻈﺎﻡ ﺍﳌﻜﺎﻓﺂﺕ ﺍﳌﻌﺘﻤﺪ ﻭﺍﻟﺬﻱ ﻳﻌﺘﱪﻭﻧﻪ ﺃﺣﺴﻦ ﳑﺎ ﻛﺎﻥ ﻋﻠﻴﻪ ﺳﺎﺑﻘﺎ ﻭﻋﻠﻰ‬
‫ﺍﻟﻌﻜﺲ ﻣﻦ ﺫﻟﻚ ﳒﺪ ﻧﻮﻋﺎ ﻣﻦ ﺍﻻﺳﺘﻴﺎﺀ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺑﺸﺄﻥ ﺗﺸﺠﻴﻌﻬﺎ ﻟﻠﻤﺒﺎﺩﺭﺍﺕ ﺍﻟﻌﻤﺎﻟﻴﺔ ﻭﻫﻮ ﻧﻔﺴﻪ ﻣﺎ ﻧﻠﻤﺴﻪ ﻋﻨﺪ ﺍﻟﻌﻤﺎﻝ ﺑﺸﺄﻥ ﺍﻷﻋﻤﺎﻝ‬
‫ﺍﻟﱵ ﻳﺆﺩﻭ‪‬ﺎ ﺣﱴ ﻭﺇﻥ ﻛﺎﻧﺖ ﲤﻴﻞ ﺑﺎﻟﻨﺴﺒﺔ ﺇﻟﻴﻬﻢ ﺇﱃ ﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﺇﻣﻜﺎﻧﻴﺎ‪‬ﻢ ﻭﻣﺆﻫﻼ‪‬ﻢ‪.‬‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫‪ ‬ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ‪ :‬ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬

‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ)‪ :(09‬ﺍﲡﺎﻩ ﺇﺟﺎﺑﺎﺕ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﻋﻠﻰ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ‬
‫ﺍﻻﲡﺎﻩ‬ ‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﻟﻌﺒﺎﺭﺓ‬ ‫ﺍﻟﺮﻗﻢ‬
‫ﳏﺎﻳﺪ‬ ‫‪1.041‬‬ ‫‪3.24‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻻﻃﻤﺌﻨﺎﻥ ﻣﻦ ﺃﻧﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﻮﺍﺿﺤﺔ ﻭ ﺍﻟﻌﺎﺩﻟﺔ‬ ‫‪26‬‬
‫ﳏﺎﻳﺪ‬ ‫‪0.969‬‬ ‫‪3.00‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻻﺭﺗﻴﺎﺡ ﻋﻦ ﻧﻈﺎﻡ ﺍﻟﺘﻌﻮﻳﻀﺎﺕ ﺍﳌﻄﺒﻖ‬ ‫‪27‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.039‬‬ ‫‪3.32‬‬ ‫ﻣﺮﺗﺎﺡ ﻋﻦ ﻣﺴﺘﻮﻯ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﱵ ‪‬ﻤﲏ‬ ‫‪28‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.021‬‬ ‫‪3.24‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻻﺭﺗﻴﺎﺡ ﻋﻦ ﺳﲑ ﻧﻈﺎﻡ ﺍﻟﺘﺮﻗﻴﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‬ ‫‪29‬‬
‫ﳏﺎﻳﺪ‬ ‫‪0.964‬‬ ‫‪3.36‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻻﺭﺗﻴﺎﺡ ﻋﻦ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺍﻟﻌﻤﻞ‬ ‫‪30‬‬
‫ﳏﺎﻳﺪ‬ ‫‪1.005‬‬ ‫‪3.36‬‬ ‫ﻣﺮﺗﺎﺡ ﳌﺴﺘﻮﻯ ﺍﻟﺘﻮﺍﺻﻞ ﻭﺍﻟﺸﻔﺎﻓﻴﺔ ﰲ ﺍﳌﺆﺳﺴﺔ‬ ‫‪31‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.889‬‬ ‫‪3.84‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻟﺮﺿﺎ ﻋﻦ ﺍﻟﻈﺮﻭﻑ ﺍﳌﺎﺩﻳﺔ ﰲ ﺍﻟﻌﻤﻞ‬ ‫‪32‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪1.093‬‬ ‫‪3.50‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻟﺮﺿﺎ ﻋﻠﻰ ﺍﳌﺴﺎﻋﺪﺓ ﺍﻟﱵ ﺃﺗﻠﻘﺎﻫﺎ ﻣﻦ ﺭﺋﻴﺴﻲ ﺍﳌﺒﺎﺷﺮ ﰲ ﺍﻟﻌﻤﻞ‬ ‫‪33‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.876‬‬ ‫‪3.74‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻻﻃﻤﺌﻨﺎﻥ ﻣﻦ ﺍﺗﻔﺎﻕ ﺍﳌﻬﺎﻡ ﺍﳌﻮﻛﻠﺔ ﱄ ﻣﻊ ﻣﻴﻮﱄ ﻭﻗﺪﺭﺍﰐ‬ ‫‪34‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.843‬‬ ‫‪4.06‬‬ ‫ﺍﺷﻌﺮ ﺑﺎﻟﺮﺿﺎ ﻋﻦ ﻣﺴﺘﻮﻯ ﺍﻟﻌﻼﻗﺎﺕ ﺍﳉﻴﺪﺓ ﻣﻊ ﺍﻟﺰﻣﻼﺀ ﰲ ﺍﻟﻌﻤﻞ‬ ‫‪35‬‬
‫ﻣﻮﺍﻓﻖ‬ ‫‪0.584‬‬ ‫‪3.46‬‬ ‫ﻣﺘﻮﺳﻂ ﻋﺒﺎﺭﺍﺕ ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻋﻼﻩ ﻳﺘﻀﺢ ﻟﻨﺎ ﺃﻥ ﻫﻨﺎﻙ ﺍﲡﺎﻩ ﳓﻮ ﺍﳌﻮﺍﻓﻘﺔ ﻳﺸﻤﻞ ﻋﺒﺎﺭﺍﺕ ﻫﺬﺍ ﺍﶈﻮﺭ ﺍﻟﺮﺍﺑﻊ ﺣﻴﺚ ﻛﺎﻧﺖ ﻣﻮﺍﻓﻘﺔ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ‬
‫ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﻘﺪﺭ ﺑـ ‪ 0.584‬ﻭﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻳﺴﺎﻭﻱ ‪ 3.46‬ﻭﻗﺪ ﴰﻞ ﺍﲡﺎﻩ ﺍﳌﻮﺍﻓﻘﺔ ﺍﻟﻌﺒﺎﺭﺍﺕ )‪ (35 ،34 ،33 ،32‬ﻓﻴﻤﺎ‬
‫ﻛﺎﻧﺖ ﺍﻟﻌﺒﺎﺭﺍﺕ)‪ (31 ،30 ،29 ،28 ،27 ،26‬ﺗﺘﺠﻪ ﳓﻮ ﺍﳊﻴﺎﺩ‪ ،‬ﺃﻱ ﺃﻥ ﻫﻨﺎﻙ ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﺮﺿﺎ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﳌﺆﺳﺴﺔ ﺧﺎﺻﺔ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﲟﺴﺘﻮﻯ ﺍﻟﻌﻼﻗﺎﺕ ﺑﲔ ﺍﻟﺰﻣﻼﺀ ﻭﻛﺬﺍ ﻋﻦ ﺍﳌﻬﺎﻡ ﺍﳌﻮﻛﻠﺔ ﺇﻟﻴﻬﻢ ﻭﺍﻟﱵ ﺗﺘﻔﻖ ﻣﻊ ﻣﻴﻮﳍﻢ ﻭﻗﺪﺭﺍ‪‬ﻢ ﲝﻴﺚ ﻛﺎﻧﺘﺎ ﺍﻟﻌﺒﺎﺭﺗﲔ ﺍﻷﻛﺜﺮ ﲡﺎﻧﺴﺎ‬
‫ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﻘﺪﺭ ﺑـ ‪ 0.843‬ﻭ‪ 0.876‬ﻋﻠﻰ ﺍﻟﺘﻮﺍﱄ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺭﺿﺎﻫﻢ ﻋﻦ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻌﻤﻞ ﻛﺘﻮﻓﺮ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻣﻜﺘﺒﻴﺔ‪،‬‬
‫ﺃﺟﻬﺰﺓ ﺍﻟﺘﱪﻳﺪ‪... ،‬ﻭﻏﲑﻫﺎ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﻛﺬﻟﻚ ﻋﻦ ﺍﻟﺮﺿﺎ ﻋﻦ ﻣﺴﺘﻮﻯ ﻋﻼﻗﺎ‪‬ﻢ ﻣﻊ ﺍﳌﺸﺮﻓﲔ ﻣﻦ ﺧﻼﻝ ﺍﳌﺴﺎﻋﺪﺓ ﺍﻟﱵ ﻳﺘﻠﻘﻮ‪‬ﺎ ﰲ ﺍﻟﻌﻤﻞ‬
‫ﻭﺍﳒﺎﺯ ﺍﳌﻬﺎﻡ ﻣﻦ ﻃﺮﻓﻬﻢ‪ ،‬ﻭﺍﻟﻌﻜﺲ ﻣﻦ ﺫﻟﻚ ﺗﺒﺎﻳﻨﺖ ﺍﻵﺭﺍﺀ ﺣﻮﻝ ﺑﺎﻗﻲ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺣﻴﺚ ﻧﻠﻤﺲ ﺣﺎﻟﺔ ﻣﻦ ﺍﳊﻴﺎﺩ ﺣﻮﳍﺎ‪،‬ﺧﺎﺻﺔ ﺑﺎﻟﻨﺴﺒﺔ‬
‫ﳌﺴﺘﻮﻯ ﺍﻟﺘﻮﺍﺻﻞ ﻭﺍﻟﺸﻔﺎﻓﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ ﻭﻣﺴﺘﻮﻯ ﺇﺷﺮﺍﻙ ﺍﻟﻌﻤﺎﻝ ﰲ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﻋﻦ ﺳﲑ ﻧﻈﺎﻡ ﺍﻟﺘﺮﻗﻴﺔ ﺍﻟﺬﻱ ﻳﺒﺪﻭﺍ ﺃﻧﻪ ﻻ ﳛﻘﻖ‬
‫ﺭﻏﺒﺎﺕ ﺍﻟﻜﺜﲑﻳﻦ ﺧﺎﺻﺔ ﺃﺻﺤﺎﺏ ﺍﻟﺸﻬﺎﺩﺍﺕ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﻭﺃﻧﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﱵ ﺗﺒﺪﻭ ﻏﲑ ﻭﺍﺿﺤﺔ ﻭﻋﺎﺩﻟﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺠﻤﻴﻊ ﻛﻤﺎ ﺃﻥ ﻫﻨﺎﻙ ﺣﺎﻟﺔ‬
‫ﻣﻦ ﺍﳊﻴﺎﺩ ﺣﻮﻝ ﻧﻈﺎﻡ ﺍﻟﺘﻌﻮﻳﻀﺎﺕ ﺍﳌﻄﺒﻖ ﺑﺎﳌﺆﺳﺴﺔ ﻭﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﻭﺍﻟﱵ ﺗﺒﺪﻭﺍ ﰲ ﻏﲑ ﻣﺴﺘﻮﻯ ﺗﻄﻠﻊ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﻟﱵ‬
‫ﺗﺆﻛﺪﻫﺎ ﻧﺴﺐ ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ ﺍﳌﻮﺯﻋﺔ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺑﺸﻜﻞ ﺃﻗﻞ ﲡﺎﻧﺴﺎ‪.‬‬
‫‪ -3‬ﺍﺧﺘﺒﺎﺭ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‪:‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻷﻭﱃ‪ :‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ‬
‫)‪(α=0,05‬‬
‫‪:0H‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫‪ :1H‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(10‬ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﶈﻮﺭ ﺍﻷﻭﻝ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪Sig‬‬ ‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ‬
‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫‪0.001‬‬ ‫‪0.457‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪:(11‬ﳕﻮﺫﺝ ﺍﻻﳓﺪﺍﺭ ﺍﳋﻄﻲ ﺍﻟﺒﺴﻴﻂ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﳕﻮﺫﺝ ﺍﻟﻌﻼﻗﺔ‬ ‫ﺍﻟﻘﻴﻤﺔ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ ‪sig‬‬ ‫ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬
‫‪ 0.547 +1.713‬ﻡ‪1‬‬ ‫‪0.001‬‬ ‫‪0.208‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻳﺸﲑ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﻔﺮﺿﻴﺔ ﺇﱃ ﻛﻮﻥ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ Sig‬ﺃﻗﻞ ﻣﻦ ‪α‬ﺃﻱ‪ ،0.05 >0.001 :‬ﻭﻣﻨﻪ ﻧﺮﻓﺾ ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ‬
‫‪H0‬ﺍﻟﻘﺎﺋﻠﺔ ﺑﻌﺪﻡ ﻭﺟﻮﺩ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻧﻘﺒﻞ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ‪H1‬ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ‬
‫ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺒﺤﻮﺛﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ ،0.05‬ﻛﻤﺎ ﺑﻠﻎ ﻣﻘﺪﺍﺭ ﻫﺬﺍ ﺍﻟﺘﺄﺛﲑ‬
‫ﻧﺴﺒﺔ ‪ ،% 20.8‬ﺑﺎﻹﺿﺎﻓﺔ ﺇ ﱃ ﺃﻥ ﺍﻟﻨﻤﻮﺫﺝ ﺍﳌﻔﺴﺮ ﻟﻠﻌﻼﻗﺔ ﺍﻟﺴﺒﺒﻴﺔ ﺑﲔ ﺍﳌﺘﻐﲑﻳﻦ ﻫﻮ ﻛﺎﻵﰐ‪0.547+1.713= y:‬ﻡ‪ ،1‬ﻫﺬﺍ ﻭﻗﺪ ﺑﻠﻎ‬
‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ‪ ،r= 0.457‬ﻣﺎ ﻳﻌﲏ ﺃﻥ ﻫﻨﺎﻙ ﺍﺭﺗﺒﺎﻁ ﻃﺮﺩﻱ ﻣﺘﻮﺳﻂ ﺍﻟﻘﻮﺓ‪.‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪(α=0,05‬‬
‫‪:0H‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫‪ :1H‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫ﻧﺘﺤﺼﻞ ﻋﻠﻰ ﺍﳉﺪﻭﻟﲔ ﺍﻟﺘﺎﻟﻴﲔ ﺍﻟﻠﺬﻳﻦ ﻳﱪﺯﺍﻥ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺘﻐﲑﻳﻦ ﻭﺍﺛﺮ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ﻋﻠﻰ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‪:‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(12‬ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪sig‬‬ ‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ‬
‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫‪0.001‬‬ ‫‪0.442‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(13‬ﳕﻮﺫﺝ ﺍﻻﳓﺪﺍﺭ ﺍﳋﻄﻲ ﺍﻟﺒﺴﻴﻂ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﳕﻮﺫﺝ ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﻘﻴﻤﺔ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ‪sig‬‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬
‫‪0.409+1.909‬ﻡ‪2‬‬ ‫‪0.001‬‬ ‫‪0.196‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻳﺸﲑ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﻔﺮﺿﻴﺔ ﺇﱃ ﻛﻮﻥ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ sig‬ﺃﻗﻞ ﻣﻦ ‪α‬ﺃﻱ‪ ،0.05 >0.001 :‬ﻭﻣﻨﻪ ﻧﺮﻓﺾ ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ‬
‫‪H0‬ﺍﻟﻘﺎﺋﻠﺔ ﺑﻌﺪﻡ ﻭﺟﻮﺩ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﻮﻧﻘﺒﻞ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ‪H1‬ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ‬
‫ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺒﺤﻮﺛﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ ،0.05‬ﻫﺬﺍ ﻭﻗﺪ ﺑﻠﻎ ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ =‪r‬‬
‫‪ ،0.442‬ﻣﺎ ﻳﻌﲏ ﺃﻥ ﻫﻨﺎﻙ ﺍﺭﺗﺒﺎﻃﻄﺮﺩﻱ ﻣﺘﻮﺳﻂ ﺍﻟﻘﻮﺓ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺃﻥ ﻗﻴﻤﺔ ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ )‪ (R SQUARE‬ﺗﺴﺎﻭﻱ ‪%19.6‬‬
‫ﻭﻫﻮ ﻣﺎ ﻳﺪﻓﻌﻨﺎ ﻟﻠﻘﻮﻝ ﺃﻥ ﻧﺴﺒﺔ ﺗﺄﺛﲑ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺿﻌﻴﻔﺔ ﺃﻱ ﺃﻥ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻳﺘﺄﺛﺮ ﺑﺪﺭﺟﺔ ﻛﺒﲑﺓ ﺑﺎﳌﺘﻐﲑﺍﺕ‬
‫ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﳚﺐ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺃﺧﺬﻫﺎ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‪.‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ‪:‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ)‪(α=0,05‬‬
‫‪:0H‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫‪ :1H‬ﻳﻮﺟﺪ ﻋﻼﻗﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫ﻧﺘﺤﺼﻞ ﻋﻠﻰ ﺍﳉﺪﻭﻟﲔ ﺍﻟﺘﺎﻟﻴﲔ ﺍﻟﻠﺬﻳﻦ ﻳﱪﺯﺍﻥ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺘﻐﲑﻳﻦ ﻭﺍﺛﺮ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ﻋﻠﻰ ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‪:‬‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(14‬ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬

‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪sig‬‬ ‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ‬
‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‬
‫‪0.000‬‬ ‫‪0.606‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(15‬ﳕﻮﺫﺝ ﺍﻻﳓﺪﺍﺭ ﺍﳋﻄﻲ ﺍﻟﺒﺴﻴﻂ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﳕﻮﺫﺝ ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﻘﻴﻤﺔ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ‪sig‬‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬
‫‪0.589+1.435‬ﻡ‪3‬‬ ‫‪0.000‬‬ ‫‪0.367‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻳﺸﲑ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﻔﺮﺿﻴﺔ ﺇﱃ ﻛﻮﻥ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ sig‬ﺃﻗﻞ ﻣﻦ ‪α‬ﺃﻱ‪0.05 >0.000 :‬‬
‫ﻭﻣﻨﻪ ﻧﺮﻓﺾ ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ ‪H0‬ﺍﻟﻘﺎﺋﻠﺔ ﺑﻌﺪﻡ ﻭﺟﻮﺩ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻧﻘﺒﻞ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ‪H1‬ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ‬
‫ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺒﺤﻮﺛﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ ،0.05‬ﻫﺬﺍ ﻭﻗﺪ ﺑﻠﻎ ﻣﻌﺎﻣﻞ‬
‫ﺍﻻﺭﺗﺒﺎﻁ ‪ ،r= 0.606‬ﻣﺎ ﻳﻌﲏ ﺃﻥ ﻫﻨﺎﻙ ﺍﺭﺗﺒﺎﻁ ﻃﺮﺩﻱ ﻣﺘﻮﺳﻂ ﺍﻟﻘﻮﺓ‪.‬‬
‫ﻛﻤﺎ ﺃﻥ ﻗﻴﻤﺔ ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ ﺗﺴﺎﻭﻱ ‪ 0.367‬ﺃﻱ ﺃﻥ ﻣﻘﺪﺍﺭ ﺗﺄﺛﲑ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻳﻘﺪﺭ ﺑـ ‪ %36.7‬ﻭﻫﻲ‬
‫ﻧﺴﺒﺔ ﺗﺪﻝ ﻋﻠﻰ ﺃﻥ ﺍﻟﺘﻐﻴﲑ ﰲ ﺍﻷﻓﺮﺍﺩ ﻟﻪ ﺗﺄﺛﲑ ﺃﻋﻠﻰ ﻧﺴﺒﻴﺎ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﺘﻐﻴﲑ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪.‬‬
‫ﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻌﺎﻣﺔ‪:‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ)‪(α=0,05‬‬
‫‪:0H‬ﻻ ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫‪ :1H‬ﻳﻮﺟﺪ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ )‪.(α=0,05‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(16‬ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪sig‬‬ ‫ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ‬
‫ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫‪0.000‬‬ ‫‪0.634‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(17‬ﳕﻮﺫﺝ ﺍﻻﳓﺪﺍﺭ ﺍﳋﻄﻲ ﺍﻟﺒﺴﻴﻂ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﳕﻮﺫﺝ ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﻘﻴﻤﺔ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ‪sig‬‬ ‫ﺍﳌﺘﻐﲑ ﺍﻟﺘﺎﺑﻊ‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬
‫‪0.834+0.606‬ﻡ‪4‬‬ ‫‪0.000‬‬ ‫‪0.402‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻳﺸﲑ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﻔﺮﺿﻴﺔ ﺇﱃ ﻛﻮﻥ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ sig‬ﺃﻗﻞ ﻣﻦ ‪α‬ﺃﻱ‪0.05 >0.000 :‬‬
‫ﻭﻣﻨﻪ ﻧﺮﻓﺾ ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ ‪H0‬ﺍﻟﻘﺎﺋﻠﺔ ﺑﻌﺪﻡ ﻭﺟﻮﺩ ﺃﺛﺮ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻧﻘﺒﻞ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ‪H1‬ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ‬
‫ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺒﺤﻮﺛﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪ ،0.05‬ﻫﺬﺍ ﻭﻗﺪ ﺑﻠﻎ ﻣﻌﺎﻣﻞ‬
‫ﺍﻻﺭﺗﺒﺎﻁ ﳍﺬﻩ ﺍﻟﻌﻼﻗﺔ ‪ ،r= 0.634‬ﻣﺎ ﻳﻌﲏ ﺃﻥ ﻫﻨﺎﻙ ﺍﺭﺗﺒﺎﻁ ﻃﺮﺩﻱ ﻣﺘﻮﺳﻂ ﺍﻟﻘﻮﺓ ﳍﺬﻩ ﺍﻟﻌﻼﻗﺔ‪.‬‬
‫ﻭﻧﻼﺣﻆ ﺃﻥ ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ ﻳﺴﺎﻭﻱ ‪ 0.402‬ﻭﻫﻮ ﻣﺎ ﻳﻌﲏ ﺃﻥ ﻟﻠﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺗﺄﺛﲑ ﻳﻘﺪﺭ ﺑـ‪ %40.2‬ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻫﻲ‬
‫ﻧﺴﺒﺔ ﻣﻌﺘﱪﺓ ﺗﻔﺴﺮ ﺍﻟﺪﻭﺭ ﺍﻟﻜﺒﲑ ﻟﻠﺘﻐﻴﲑﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺑﺎﺧﺘﻼﻑ ﳎﺎﻻ‪‬ﺎ ﰲ ﺯﻳﺎﺩﺓ ﻭﲢﻘﻴﻖ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﻻ ﺗﻮﺟﺪ ﻓﺮﻭﻗﺎﺕ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺣﺼﺎﺋﻴﺔ ﻟﺪﻭﺭ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺗﻌﺰﻯ ﻟﻠﻤﺘﻐﲑﺍﺕ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻻﻟﺔ ‪.%5‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﺑﻌﺪ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﻃﺮﺩﻳﺔ ﺑﲔ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺃﺭﺩﻧﺎ ﻗﻴﺎﺱ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﺣﻮﻝ ﺍﻟﺘﻐﻴﲑ ﻣﻦ‬
‫ﺧﻼﻝ ﺧﺼﺎﺋﺼﻬﺎ ﺍﻟﺸﺨﺼﻴﺔ ﻭ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﳉﻤﻴﻊ ﺭﺍﺽ ﻭﺑﻨﻔﺲ ﺍﻟﺪﺭﺟﺔ‪.‬‬
‫‪ -1‬ﺍﳉﻨﺲ‪:‬ﺳﻴﺘﻢ ﺍﺧﺘﺒﺎﺭ ﻋﺪﻡ ﻭﺟﻮﺩ ﻓﺮﻕ ﻓﲑﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﻣﻮﻇﻔﻲ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﲟﻌﲎ ﺃﻥ ﺭﺿﺎ ﺍﻟﺬﻛﻮﺭ ﻭﺍﻹﻧﺎﺙ‬
‫ﺑﺎﳌﺆﺳﺴﺔ ﻫﻮ ﻧﻔﺴﻪ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﳛﺘﲔ ﻭﻻﺧﺘﺒﺎﺭ ﺫﻟﻚ ﻧﺴﺘﺨﺪﻡ ﺍﺧﺘﺒﺎﺭ ‪ T-test‬ﻟﻔﺌﺘﲔ ﻣﺴﺘﻘﻠﺘﲔ ﳘﺎ ﺍﻟﺬﻛﻮﺭ ﻭﺍﻹﻧﺎﺙ ﻛﺎﻵﰐ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(18‬ﺍﺧﺘﺒﺎﺭ ‪ T-test‬ﻟﻠﺤﻜﻢ ﻋﻠﻰ ﻣﻌﻨﻮﻳﺔ ﻣﺴﺘﻮﻯ ﺍﻟﺮﺿﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺠﻨﺲ‬
‫‪t- test‬‬ ‫ﺍﺧﺘﺒﺎﺭ ﻟﻴﻔﲔ‬
‫‪ t‬ﺍﶈﺴﻮﺑﺔ‬ ‫‪Sig‬‬ ‫‪Sig‬‬
‫‪0.974‬‬ ‫‪0.335‬‬ ‫‪0.827‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻧﻼﺣﻆ ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﺃﻥ ‪ Sig‬ﺍﳋﺎﺻﺔ ﺑﺎﺧﺘﺒﺎﺭ ‪T-test‬ﺃﻛﱪ ﻣﻦ ‪ α‬ﺃﻱ‪،0.05 <0.335 :‬ﻛﻤﺎ ﺃﻥ ‪ t‬ﺍﳉﺪﻭﻟﻴﺔ ﺃﻛﱪ ﻣﻦ ‪t‬‬
‫ﺍﶈﺴﻮﺑﺔ‪ ،‬ﻭﻣﻨﻪ ﺇﺫﺍ ﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻧﻪ ﻻ ﺗﻮﺟﺪ ﻫﻨﺎﻙ ﻓﺮﻭﻗﺎﺕ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺑﲔ ﺍﻟﺬﻛﻮﺭ ﻭﺍﻹﻧﺎﺙ ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﺍﳌﻌﻨﻮﻳﺔ ‪،%5‬‬
‫ﲟﻌﲎ ﺃﻥ ﻟﻠﺬﻛﻮﺭ ﻭﺍﻹﻧﺎﺙ ﺍﻟﻌﺎﻣﻠﲔ ﲟﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﻧﻔﺲ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ‪.‬‬
‫‪ -2‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‪:‬ﺳﻴﺘﻢ ﺍﺧﺘﺒﺎﺭ ﻋﺪﻡ ﻭﺟﻮﺩ ﻓﺮﻕ ﰲ ﺍﻟﺮﺿﺎ ﳌﻮﻇﻔﻲ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﻋﻠﻰ ﺍﺧﺘﻼﻑ ﻣﺴﺘﻮﻳﺎ‪‬ﻢ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(19‬ﺍﺧﺘﺒﺎﺭ ‪ ANOVA‬ﻟﻘﻴﺎﺱ ﻣﻌﻨﻮﻳﺔ ﻣﺴﺘﻮﻯ ﺍﻟﺮﺿﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪Sig‬‬ ‫ﻗﻴﻤﺔ ‪F‬‬
‫‪0.034‬‬ ‫‪3.635‬‬ ‫ﺑﲔ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪-‬‬ ‫‪-‬‬ ‫ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﺍﳉﺪﻭﻝ ﻳﺘﻀﺢ ﺃﻥ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪ sig‬ﺃﻗﻞ ﻣﻦ ‪ α‬ﺃﻱ ‪ ،0.05 >0.034‬ﻭﻋﻠﻴﻪ ﻧﺮﻓﺾ ﺍﻟﻔﺮﺿﻴﺔ ‪ H0‬ﻭﻧﻘﺒﻞ‬
‫ﺍﻟﻔﺮﺿﻴﺔ ‪H1‬ﺃﻱ ﺃﻧﻪ ﺗﻮﺟﺪ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻓﺎﺕ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﺒﲔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺔ‪،‬ﺃﻱ ﲟﻌﲎ ﺃﻥ ﺍﺧﺘﻼﻑ‬
‫ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻳﺆﺛﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺮﺿﺎ ﻟﺪﻳﻬﻢ‪.‬‬
‫ﻭﻟﺘﺤﺪﻳﺪ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﲣﺘﻠﻒ ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‪ ،‬ﺃﻭ ﲟﻌﲎ ﺁﺧﺮ ﻫﻞ ﺍﻻﺧﺘﻼﻑ ﻣﻮﺟﻮﺩ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻹﻃﺎﺭﺍﺕ ﺃﻭ ﺃﻋﻮﺍﻥ‬
‫ﺍﻟﺘﺤﻜﻢ ﺃﻭ ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﳝﻜﻦ ﻋﻦ ﻃﺮﻳﻖ ﺍﻻﺧﺘﺒﺎﺭ ﺍﻟﺒﻌﺪﻱ ‪ Poste Hoc‬ﲢﺪﻳﺪ ﻣﺼﺪﺭ ﺍﻻﺧﺘﻼﻑ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(20‬ﺍﻻﺧﺘﺒﺎﺭ ﺍﻟﺒﻌﺪﻱ ﻟﺘﺤﺪﻳﺪ ﻣﺼﺎﺩﺭ ﺍﻻﺧﺘﻼﻑ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬
‫ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪Sig‬‬ ‫ﻣﺘﻮﺳﻂ ﺍﻟﻔﺮﻕ‬ ‫ﺍﳌﻘﺎﺭﻧﺔ ﺍﻟﺜﻨﺎﺋﻴﺔ‬
‫‪0.177‬‬ ‫‪-0.56729‬‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﺤﻜﻢ‬ ‫ﺍﻻﻃﺎﺭﺍﺕ‬
‫‪0.53‬‬ ‫‪-0.36158‬‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﺤﻜﻢ‬
‫‪0.017‬‬ ‫‪-0.20571‬‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺍﻻﻃﺎﺭﺍﺕ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻭﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ ﻧﻼﺣﻆ ﺃﻥ ) ‪(Sig=0.017<0.05‬ﺃﻱ ﺃﻥ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻑ ﻛﺒﲑ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺑﲔ ﻣﺴﺘﻮﻳﲔ‬
‫ﻭﻇﻴﻔﻴﲔ ﻭﳘﺎ ﺍﻹﻃﺎﺭﺍﺕ ﻭﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‪،‬ﰲ ﺣﲔ ﻻ ﳒﺪ ﻫﻨﺎﻙ ﺃﻱ ﺍﺧﺘﻼﻑ ﺑﲔ ﺃﻋﻮﺍﻥ ﺍﻟﺘﺤﻜﻢ ﻭﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ ﻭﻛﺬﺍ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻺﻃﺎﺭﺍﺕ‬
‫ﻭﺃﻋﻮﺍﻥ ﺍﻟﺘﺤﻜﻢ‪.‬‬

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‫__________________________________________________________________________________________________________________ ‪201703– ‬‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(21‬ﺍﺧﺘﺒﺎﺭ ﻣﻘﺎﺭﻧﺔ ﺍﳌﺘﻮﺳﻄﺎﺕ ﻟﻠﻌﻴﻨﺔ ﺣﺴﺐ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬

‫ﺍﳌﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬
‫‪3.58‬‬ ‫ﺍﻹﻃﺎﺭﺍﺕ‬
‫‪3.01‬‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‬
‫‪3.22‬‬ ‫ﺃﻋﻮﺍﻥ ﺍﻟﺘﺤﻜﻢ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﺍ ﺍﳉﺪﻭﻝ ﳒﺪ ﺃﻥ ﺍﻹﻃﺎﺭﺍﺕ ﻫﻢ ﺃﻛﺜﺮ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺭﺿﺎ ﺑﺎﳌﺆﺳﺴﺔ ﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻳﻘﺪﺭ ﺑـ‪ 3.58‬ﺃﻣﺎ ﺍﻷﻗﻞ ﺭﺿﺎ ﰲ‬
‫ﺍﳌﺆﺳﺴﺔ ﻓﻬﻢ ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫‪-3‬ﺍﻟﺴﻦ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﻭﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‪:‬ﺳﻴﺘﻢ ﺍﺧﺘﺒﺎﺭ ﻋﺪﻡ ﻭﺟﻮﺩ ﻓﺮﻕ ﰲ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺣﺴﺐ ﺍﻟﺴﻦ‪ ،‬ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ‬
‫ﻭﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﳌﻮﻇﻔﻲ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ‪ ،‬ﻭﻻﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺔ ﻧﺴﺘﺨﺪﻡ ﺍﺧﺘﺒﺎﺭ ‪ANOVA‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺨﺼﺎﺋﺺ ﺍﻟﺴﺎﺑﻘﺔﻋﻠﻰ‬
‫ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﳉﺪﻭﻝ ﺭﻗﻢ )‪ :(22‬ﺍﺧﺘﺒﺎﺭ‪ ANOVA‬ﻟﻘﻴﺎﺱ ﻣﻌﻨﻮﻳﺔ ﻣﺴﺘﻮﻯ ﺍﻟﺮﺿﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‬
‫ﺩﺭﺟﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪Sig‬‬ ‫ﻗﻴﻤﺔ ‪F‬‬ ‫ﺍﳊﺎﻟﺔ‬
‫‪0.696‬‬ ‫‪0.428‬‬ ‫ﺑﲔ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪-‬‬ ‫‪-‬‬ ‫ﺍﻟﺴﻦ‬
‫ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪0.608‬‬ ‫‪0.266‬‬ ‫ﺑﲔ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪-‬‬ ‫‪-‬‬ ‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‬
‫ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪0.161‬‬ ‫‪1.789‬‬ ‫ﺑﲔ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫‪-‬‬ ‫‪-‬‬ ‫ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‬
‫ﺩﺍﺧﻞ ﺍ‪‬ﻤﻮﻋﺎﺕ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﲔ ﻋﻠﻰ ﺿﻮﺀ ﳐﺮﺟﺎﺕ ‪SPSS19‬‬

‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺴﻦ ﻧﻼﺣﻆ ﻣﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﺍﳉﺪﻭﻝ ﺃﻥ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪ sig‬ﺃﻛﱪ ﻣﻦ ‪ α‬ﺃﻱ ‪ ،0.05 <0.608‬ﺃﻱ ﺃﻧﻪ ﻻ ﺗﻮﺟﺪ ﻫﻨﺎﻙ‬
‫ﺍﺧﺘﻼﻓﺎﺕ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﺧﺘﻼﻑ ﻣﺴﺘﻮﻳﺎ‪‬ﻢ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ‪.‬‬
‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ ﻓﻤﻦ ﺧﻼﻝ ﲢﻠﻴﻞ ﺍﳉﺪﻭﻝ ﻳﺘﻀﺢ ﺃﻥ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪ sig‬ﺃﻛﱪ ﻣﻦ ‪ α‬ﺃﻱ ‪،0.05 <0.696‬ﺃﻱ ﺃﻧﻪ‬
‫ﻻ ﺗﻮﺟﺪ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻓﺎﺕ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﺧﺘﻼﻑ ﺃﻋﻤﺎﺭﻫﻢ‪.‬‬
‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺴﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﻓﻨﻼﺣﻆ ﺃﻥ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻌﻨﻮﻳﺔ ‪ Sig‬ﺃﻛﱪ ﻣﻦ ‪ α‬ﺃﻱ ‪ ،0.05 <0.161‬ﺃﻱ ﺃﻧﻪ ﻻ ﺗﻮﺟﺪ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻓﺎﺕ‬
‫ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻯ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺴﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﺍﳋﺎﺻﺔ ‪‬ﻢ‪.‬‬
‫ﺧﻼﺻﺔ‪:‬‬
‫ﻟﻘﺪ ﺣﺎﻭﻟﻨﺎ ﻣﻦ ﺧﻼﳍﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ﺍﻟﱵ ﲤﺖ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻣﺆﺳﺴﺔ ﺍﺗﺼﺎﻻﺕ ﺍﳉﺰﺍﺋﺮ ﺑﺎﻷﻏﻮﺍﻁ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺩﺭﺟﺔ ﺗﺄﺛﲑ‬
‫ﳎﺎﻻﺕ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺩﺍﺧﻞ ﻫﺬﻩ ﺍﳌﺆﺳﺴﺔ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﳍﻴﻜﻠﻴﺔ ﻭﺍﻟﺘﻐﻴﲑﺍﺕ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻟﺒﺸﺮﻱ ﺍﻟﱵ ﻗﺎﻣﺖ ‪‬ﺎ ﺍﳌﺆﺳﺴﺔ ‪‬ﺪﻑ ﻣﻮﺍﻛﺒﺔ ﺍﻟﺘﻐﻴﲑﺍﺕ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺑﻴﺌﺘﻬﺎ‪ ،‬ﻭﻣﻦ ﺃﺟﻞ ﺫﻟﻚ ﻗﻤﻨﺎ ﺑﺪﺭﺍﺳﺔ‬
‫ﺍﲡﺎﻫﺎﺕ ﻭﺁﺭﺍﺀ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺄﺧﻮﺫﺓ ﻣﻦ ﳎﺘﻤﻊ ﺍﻟﺒﺤﺚ ﺣﻮﻝ ﳏﺎﻭﺭ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺍ‪‬ﺎﻻﺕ ﺳﺎﺑﻘﺔ ﺍﻟﺬﻛﺮ ﻭﺑﻌﺪ ﺍﺧﺘﺒﺎﺭﻧﺎ ﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﺗﻮﺻﻠﻨﺎ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳘﻬﺎ‪:‬‬
‫ﻭﺟﻮﺩ ﺗﺄﺛﲑ ‪‬ﺎﻻﺕ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳍﻴﻜﻠﻴﺔ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻫﻮ ﻣﺎ ﻳﻌﲏ ﲢﻘﻖ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻌﺎﻣﺔ ﺃﻱ‬
‫ﻭﺟﻮﺩ ﺃﺛﺮ ﺫﻭ ﺩﻻﻟﺔ ﺇﺣﺼﺎﺋﻴﺔ ﻟﻠﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﲔ ﺑﺎﳌﺆﺳﺴﺔ ﳏﻞ ﺍﻟﺪﺭﺍﺳﺔ‪.‬‬

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‫اﻟﺘﻐﯿﯿﺮ اﻟﺘﻨﻈﯿﻤﻲ وأﺛﺮه ﻋﻠﻰ رﺿﺎ اﻟﻌﺎﻣﻠﯿﻦ ‪ -‬دراﺳﺔ ﻣﯿﺪاﻧﯿﺔ ﺑﻤﺆﺳﺴﺔ اﺗﺼﺎﻻت اﻟﺠﺰاﺋﺮ ﺑﺎﻷﻏﻮاط ‪-‬‬

‫ﻛﻤﺎ ﺗﻮﺻﻠﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻳﻀﺎﺇﱃ ﺍﻧﻪ ﻻ ﻳﻮﺟﺪ ﻫﻨﺎﻙ ﺃﻱ ﺗﺒﺎﻳﻦ ﰲ ﺁﺭﺍﺀ ﻭﺗﺼﻮﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ ﲡﺎﻩ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﺧﺘﻼﻑ‬
‫ﺧﺼﺎﺋﺼﻬﻢ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻮﻇﻴﻔﻴﺔ ﻭﺍﳌﺘﻤﺜﻠﺔ ﰲ ﺍﳉﻨﺲ‪ ،‬ﺍﻟﻌﻤﺮ‪ ،‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻌﻠﻴﻤﻲ‪ ،‬ﻭﺳﻨﻮﺍﺕ ﺍﳋﱪﺓ‪.‬‬
‫ﻭﺟﻮﺩ ﻓﺮﻭﻗﺎﺕ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺣﺼﺎﺋﻴﺔ ﰲ ﺍﺩﺍﺭﺍﻙ ﺍﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻟﺪﻭﺭ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺗﻌﺰﻳﺰ ﺍﻟﺮﺿﺎ ﺗﻌﺰﻯ ﻟﻠﻤﺴﺘﻮﻯ ﺍﻟﻮﻇﻴﻔﻲ‬
‫ﻟﺪﻳﻬﻤﺤﻴﺚ ﻛﺎ‪‬ﻨﺎﻙ ﺍﺧﺘﻼﻑ ﻛﺒﲑ ﰲ ﻣﺴﺘﻮﻯ ﺭﺿﺎ ﺍﻟﻌﺎﻣﻠﻴﻨﺨﺎﺻﺔ ﺑﲔ ﻣﺴﺘﻮﻳﲔ ﻭﻇﻴﻔﻴﲔ ﻭﳘﺎ ﺍﻹﻃﺎﺭﺍﺕ ﻭﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﺣﻴﺚ ﰎ‬
‫ﺍﻟﺘﻮﺻﻞ ﺃﻥ ﺍﻹﻃﺎﺭﺍﺕ ﻫﻢ ﺃﻛﺜﺮ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺭﺿﺎ ﺑﺎﳌﺆﺳﺴﺔ ﺃﻣﺎ ﺍﻷﻗﻞ ﺭﺿﺎ ﰲ ﺍﳌﺆﺳﺴﺔ ﻓﻬﻢ ﺃﻋﻮﺍﻥ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫ﺍﻟﺘﻮﺻﻴﺎﺕ‪ :‬ﺍﻧﻄﻼﻗﺎ ﳑﺎ ﺳﺒﻖ ﳝﻜﻦ ﺍﻗﺘﺮﺍﺡ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺍﻟﺘﺤﺎﻭﺭ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ ﻋﻨﺪ ﺍﻟﻨﻴﺔ ﰲ ﺇﺟﺮﺍﺀ ﺃﻱ ﺍﻟﺘﻐﻴﲑ ﺑﺎﳌﺆﺳﺴﺔ ﳉﻌﻠﻬﻢ ﺟﺰﺃ ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﻫﺬﺍ ﺍﳌﺸﺮﻭﻉ ﻷﻧﻪ‬
‫ﻋﻨﺪ ﻓﻬﻢ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﺗﻀﺎﺡ ﺍﻟﺼﻮﺭﺓ ﺃﻣﺎﻣﻬﻢ ﺣﻮﻝ ﺃﻫﺪﺍﻑ ﺍﻟﺘﻐﻴﲑ ﻭﺃﳘﻴﺘﻪ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺆﺳﺴﺔ ﺳﻴﻜﻮﻧﻮﻥ ﺃﻛﺜﺮ ﻭﻋﻲ ﻭﺗﻔﻬﻤﺎ ﻟﻠﺨﻄﻮﺍﺕ ﺍﻟﱵ‬
‫ﺳﺘﻨﺠﺮ ﻋﻦ ﺫﻟﻚ‪.‬‬
‫‪-‬ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺇﺷﺮﺍﻙ ﺃﻛﱪ ﻋﺪﺩ ﻣﻦ ﺍﻟﻌﻤﺎﻝ ﰲ ﳐﺘﻠﻒ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻟﺮﺍﻫﻨﺔ ﻭ ﺗﻨﺒﻴﻪ ﺇﻃﺎﺭﺍﺕ ﺍﳌﺆﺳﺴﺔ ﻋﻠﻰ ﺃﳘﻴﺔ ﺯﻳﺎﺩﺓ ﺍﺣﺘﻜﺎﻛﻬﻢ ﺑﺄﻋﻮﺍﻥ‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﺫﻟﻚ ﻟﺰﻳﺎﺩﺓ ﺭﻭﺣﻬﻢ ﺍﳌﻌﻨﻮﻳﺔ ﻭﺟﻌﻠﻬﻢ ﺃﻛﺜﺮ ﻭﻻﺀ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﻋﻠﻰ ﻣﺴﺆﻭﱄ ﺍﳌﺆﺳﺴﺔ ﺃﻥ ﻳﻮﻟﻮﺍ ﺍﻫﺘﻤﺎﻣﺎ ﺃﻛﱪ ﺑﺘﻄﻮﻳﺮ ﻧﻈﺎﻡ ﺍﻟﺘﺮﻗﻴﺔ ﺧﺎﺻﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺬﻳﻦ ﺣﺎﺯﻭﺍ ﻋﻠﻰ ﺷﻬﺎﺩﺍﺕ ﺟﺎﻣﻌﻴﺔ ﺑﻌﺪ ﻓﺘﺮﺓ‬
‫ﻣﻦ ﻋﻤﻠﻬﻢ ﺑﺎﳌﺆﺳﺴﺔ‪.‬‬
‫‪ -‬ﻋﻠﻰ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺸﻜﻞ ﺟﺪﻱ ﺑﺘﻐﻴﲑ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﺴﺎﺋﺪﺓ ﻛﻤﺘﻄﻠﺐ ﺃﺳﺎﺳﻲ ﰲ ﲢﻘﻴﻖ ﺃﻱ ﺗﻐﻴﲑ ﺃﻭ ﺗﻄﻮﻳﺮ ﺑﺎﳌﺆﺳﺴﺔ ﻣﺴﺘﻘﺒﻼ‬
‫ﺳﻮﺍﺀ ﻛﺎﻥ ﻫﻴﻜﻠﻴﺎ‪ ،‬ﺗﻨﻈﻴﻤﻴﺎ ﺃﻭ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﺎﻟﺘﻐﻴﲑ ﻗﺒﻞ ﺃﻥ ﻳﻜﻮﻥ ﰲ ﺍﳍﻴﺎﻛﻞ ﻭﺍﻷﻧﻈﻤﺔ ﻭﺍﳉﻮﺍﻧﺐ ﺍﳌﺎﺩﻳﺔ‪...‬ﻭﻏﲑﻫﺎ ﳚﺐ ﺃﻥ ﻳﺸﻤﻞ ﺃﻭﻻ‬
‫ﺍﳉﺎﻧﺐ ﺍﻟﺜﻘﺎﰲ ﻭﺍﻟﺬﻫﲏ ﻟﻠﻔﺮﺩ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻫﻮ ﻣﻦ ﻳﻘﻮﻡ ﺑﺘﻨﻔﻴﺬﻩ ﻭﻳﺘﺤﻤﻞ ﻧﺘﺎﺋﺠﻪ ﻭﻫﻮ ﻣﺎ ﳚﻌﻞ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ ﺗﺒﺪﺃ ﻣﻦ ﺍﻟﻔﺮﺩ ﻧﻔﺴﻪ‪.‬‬

‫ﺍﳌﺮﺍﺟﻊ ﻭﺍﻹﺣﺎﻻﺕ‪:‬‬

‫‪ 1‬ﻣﺎﻫﺮ ﺻﱪﻱ ﺩﺭﻭﻳﺶ‪ ،‬ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﻭ ﺩﻭﺭﻫﺎ ﰲ ﺍﺩﺍﺭﺓ ﺍﻟﺘﻐﻴﲑ‪ ،‬ﳎﻠﺔ ﺍﻹﺩﺍﺭﺓ ﻭ ﺍﻻﻗﺘﺼﺎﺩ‪ ،‬ﺍﻟﻌﺪﺩ‪ ،78‬ﺍﻟﻌﺮﺍﻕ‪ ،2009 ،‬ﺹ‪.13‬‬
‫‪2‬‬
‫‪John moran, Baird brightman, Leading organizational change, Journal of workplace learning: employee‬‬
‫‪counselling today, Vol12, N°2, 2000, p66.‬‬
‫‪3‬‬
‫‪Chari felix et al, Impact of age on employee resistance to change, Greener journal of business and‬‬
‫‪management studies, Vol3, N°9, 2013, p 386.‬‬
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‫‪Mahmodjasimalsamydai et al, The impact of organizational change on the marketing strategies of change,‬‬
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‫‪5‬‬
‫‪Richard soparnot, L’évaluation des modèles de gestion du changement organisationnel : de la capacité de‬‬
‫‪gestion du changement à la gestion des capacités de changement, Revue de gestion, Vol29, N°4, 2004, p33.‬‬
‫‪ 6‬ﳏﻔﻮﻅ ﺟﻮﺩﺓ‪ ،‬ﺍﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‪ ،‬ﺩﺍﺭ ﻭﺍﺋﻞ‪ ،‬ﻋﻤﺎﻥ‪ ،2004 ،‬ﺹ‪.38‬‬
‫‪7‬‬
‫‪Kanikasofat, Ravi kiran, Sanjay kaushik, Management of organizational change and its impact on‬‬
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‫‪ 8‬ﺗﻴﻘﺎﻭﻱ ﺍﻟﻌﺮﰊ‪ ،‬ﺩﻭﺭ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺗﻄﻮﻳﺮ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﺍﳌﻠﺘﻘﻰ ﺍﻟﺪﻭﱄ ﺣﻮﻝ ﺍﻻﺑﺪﺍﻉ ﻭﺍﻟﺘﻐﻴﲑ ﺍﻟﺘﻨﻈﻴﻤﻲ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﺟﺎﻣﻌﺔ‬
‫ﺍﻟﺒﻠﻴﺪﺓ‪ ،‬ﻳﻮﻣﻲ ‪ 19-18‬ﻣﺎﻱ ‪ ،2011‬ﺹ‪.09‬‬
‫‪ 9‬ﻋﻠﻲ ﺍﻟﺴﻠﻤﻲ‪ ،‬ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﺩﺍﺭ ﻏﺮﻳﺐ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﻧﺸﺮ‪ ،‬ﺹ‪.257‬‬
‫‪10‬‬
‫‪Anjani, dhanapal, A study on the types of organizational change of the banking sector in salem district,‬‬
‫‪European journal of social sciences, Vol25, N°1, 2011, p4‬‬
‫‪11‬‬
‫‪Yvan barel, Sandrine frémeaux, Comment faire évoluer les mentalités des managers de proximité ?, Revue‬‬
‫‪gérer et comprendre, Vol3, N°93, 2008, p11.‬‬
‫‪ 12‬ﺭﺍﻭﻳﺔ ﺣﺴﻦ‪ ،‬ﺍﻟﺴﻠﻮﻙ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﺩﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪ ،2001 ،‬ﺹ‪.349‬‬
‫‪ 13‬ﻣﻮﺳﻰ ﺍﻟﻠﻮﺯﻱ‪ ،‬ﺍﻟﺘﻨﻤﻴﺔ ﺍﻻﺩﺭﻳﺔ‪ ،‬ﻁ‪ ،2‬ﺩﺍﺭ ﻭﺍﺋﻞ‪ ،‬ﻋﻤﺎﻥ‪ ،2002 ،‬ﺹ‪.288‬‬

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201703–  __________________________________________________________________________________________________________________

14
Fabienne alvarez, Changement organisationnel et production de discours managérial, Revue entreprises et
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Christine marsan, Réussir le changement, De beock, Paris, 2008, p99.
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Richard soparnot, Les effets des stratégies de changement organisationnel sur la résistance des
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Warren Whisenant, Michael Smucker, Organizational justice and Job satisfaction in coaching, public
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.05‫ ﺹ‬،‫ ﺑﺪﻭﻥ ﺳﻨﺔ ﻧﺸﺮ‬،11‫ ﺍﻟﻌﺪﺩ‬،‫ ﳎﻠﺔ ﺍﻟﺒﺤﻮﺙ ﺍﻟﺘﺮﺑﻮﻳﺔ ﻭﺍﻟﻨﻔﺴﻴﺔ‬،‫ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ﻟﺪﻯ ﻣﻌﻠﻤﺎﺕ ﺭﻳﺎﺽ ﺍﻷﻃﻔﺎﻝ ﻭﻋﻼﻗﺘﻪ ﺑﺒﻌﺾ ﺍﳌﺘﻐﲑﺍﺕ‬،‫ ﻫﺒﺔ ﻧﺎﻓﻊ‬18
19
Dong liu et al, When employees are out of step with coworkers: how job satisfaction trajectory and
dispersion influence individual and unit level voluntary turnover, Academy of management Journal, Vol55,
N°6, 2012, p1362.
20
Lisa markus, Job satisfaction of foreign-born faculty in community colleges, Thesis of doctorate, North
Carolina University, 2011, p25.
21
Alain Akanni,Satisfaction au travail dans les banques et assurances au Sénégal, Question(s) de
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22
Usman shami, Noumanali, Zohaiburrehman, Determinant’s of job satisfaction & employee turnover in
Pakistan paint industry, European journal of business and management, Vol7, N°1, 2015, p189.
.136‫ ﺹ‬،2008 ،15‫ ﺍﻟﻌﺪﺩ‬،‫ ﳎﻠﺔ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﳋﻠﻴﺠﻲ‬،‫ ﺃﺛﺮ ﳕﻄﻲ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﺒﺎﺩﻟﻴﺔ ﻭﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﰲ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ‬،‫ ﻋﻤﺎﺭ ﻳﻮﺳﻒ ﺿﺠﺮ‬،‫ ﻫﺎﺩﻱ ﻋﺒﺪ ﺍﻻﻣﺎﻡ‬23
24
Haimgaziel, Marc wasserstein-warnet, Les facteurs influençant la satisfaction du travail des enseignants
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nouvelle, Vol38, N°4, 2005, p113.
.170‫ ﺹ‬،2012 ،‫ ﻋﻤﺎﻥ‬،‫ ﺩﺍﺭ ﺻﻔﺎﺀ‬،‫ ﻃﺮﻕ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺗﻨﻤﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬،‫ ﳏﻤﺪ ﺳﺮﻭﺭ ﺍﳊﺮﻳﺮﻱ‬25
26
Anh ngocnguyen, Jim taylor, Steve bradley, Job autonomy and job satisfaction:new evidence, Lancaster
university management school, 2003, p05. available in https://mpra.ub.uni-muenchen.de/1382/
27
Idib, p05.
.130‫ ﺹ‬،2010 ،‫ ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‬،‫ ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‬،‫ ﺩﻭﺍﻓﻊ ﻭﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻞ ﻭﺃﺛﺮﻫﺎ ﻋﻠﻰ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ‬،‫ ﻭﻟﻴﺪ ﺣﻠﻴﻢ ﻏﺎﺯﻱ‬28
.156-152‫ ﺹ ﺹ‬،1989 ،‫ ﺑﲑﻭﺕ‬،‫ ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ‬،‫ ﺍﻟﺴﻠﻮﻙ ﺍﻹﻧﺴﺎﱐ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‬،‫ ﺃﲪﺪ ﺻﻘﺮ ﻋﺎﺷﻮﺭ‬29
.‫ ﺇﺣﺼﺎﺋﻴﺔ ﻣﻘﺪﻣﺔ ﻣﻦ ﻃﺮﻑ ﻣﺼﻠﺤﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬
‫ ﻭﻛﻠﻤﺎ ﺍﻗﺘﺮﺑﺖ ﻗﻴﻤﺔ‬،1‫ ﻭ‬0 ‫ ﻣﻌﺎﻣﻞ ﺍﻟﺜﺒﺎﺕ ﻳﺄﺧﺬ ﻗﻴﻤﺎ ﺗﺘﺮﺍﻭﺡ ﺑﲔ‬،‫ ﻭﻳﺴﺘﺨﺪﻡ ﻟﻘﻴﺎﺱ ﻣﺪﻯ ﺛﺒﺎﺕ ﺃﺩﺍﺓ ﺍﻟﻘﻴﺎﺱ ﻣﻦ ﻧﺎﺣﻴﺔ ﺍﻻﺗﺴﺎﻕ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻌﺒﺎﺭﺍﺕ ﺍﻷﺩﺍﺓ‬
.‫ﻣﻌﺎﻣﻞ ﺍﻟﺜﺒﺎﺕ ﻣﻦ ﺍﻟﻮﺍﺣﺪ ﻛﺎﻥ ﺍﻟﺜﺒﺎﺕ ﻣﺮﺗﻔﻌﺎ ﺃﻱ ﺯﻳﺎﺩﺓ ﻣﺼﺪﺍﻗﻴﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‬

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