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Studying the Relationship between Dimensions of Social Capital with Lowering Un-Applied Conflict (Case Study–Social Security Organization of Sistan and Balouchestan Province)

Author

Listed:
  • Aflaton Amiri
  • Masoud Poor Kiani
  • Nasser Kamalipoor
  • Zakaria Soorizehi

Abstract

Social capital is a suitable case of productivity of human and physical capital and the way for access to success. Today, social capital plays the role more important than physical and human capitals in organizations and societies and group and social media are cohesive sections between humans, organizations And human and organizations with organizations. Conflict is inseparable Part of human life. This research studies the relationship between the dimensions of social capital with decreasing unapplied conflict of personnel of social security organization of Sistan and Balouchestan province. The statistical society of this research includes all formal and contractual staff of social security organization of Sistan and Balouchestan province that there are 363 individuals. Sampling method is performed by census. The collected data from statistical sample are analyzed by SQSS software and using descriptive statistic including mean, median, frequency table and various diagrams and also tests of inferative statistics including pearson, spearman and regression and linear log. According to the obtained results, there is direct relationship between the dimensions of social capital with lowering unapplied conflict of staff in social security organization of Sistan and Balouchestan province.

Suggested Citation

  • Aflaton Amiri & Masoud Poor Kiani & Nasser Kamalipoor & Zakaria Soorizehi, 2014. "Studying the Relationship between Dimensions of Social Capital with Lowering Un-Applied Conflict (Case Study–Social Security Organization of Sistan and Balouchestan Province)," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 4(5), pages 101-112, May.
  • Handle: RePEc:hur:ijarbs:v:4:y:2014:i:5:p:101-112
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