Modeling the Relationship between Perception Management and Social Undermining with the Mediating Role of Organizational Trust and Social Capital in West Azerbaijan University of Medical Sciences

Abstract

Background: The use of anticipatory behaviors in the organization can cause negative behaviors such as conflict and reduce the positive behaviors in the organization. Therefore, the purpose of this study was to analyze the relationship between perception management and social undermining, and the mediating role of organizational trust and social capital in West Azerbaijan University of Medical Sciences.
 Methods: This was a descriptive-correlation study. The statistical population was all 23,000 medical staff of West Azerbaijan University of Medical Sciences. Considering Cochran's formula, 384 people were selected through convenience sampling method. Data collection instruments were questionnaires regarding perception management, social undermining, social capital, and organizational trust. The validity of the instruments was assessed using convergent and divergent validity. The reliability was evaluated using Cronbach's alpha and the combined foot coefficient. Structural equation model and SPSS 24 and LISREL 8 software were used to analyze the data.
 Results: There was a positive and significant correlation between perception management and social undermining (path coefficient 0.58). The correlation between perception management and organizational trust (- 0.63) and social capital (- 0.84) was negative and significant. The relationship between organizational trust (- 0.48) and social capital (- 0.41) with social undermining of employees is negative and significant. Finally, there was a significant correlation between perception management and social undermining mediated by organizational trust (0.29) and social capital (0.35).
 Conclusion: Impression management, by reducing the level of organizational trust and social capital, increases social undermining in West Azerbaijan University of Medical Sciences. The authors suggest that, by identifying and reducing perception management tactics, authorities increase organizational trust and social capital, and consequently, reduce social undermining.