Amir Hosein Yazdani; mahmoud najafi; Ali Akbar AminBaidokhti; Mohammad Ali Mohammadyfar; Issac Rahimian Boogar
Abstract
IntroductionThe purpose of this study was to investigate the effectiveness of organizational intelligence training program on its components. MethodThe present study was a quasi-experimental study with pre-test, post-test and control group. For this purpose, 32 employees were selected by census ...
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IntroductionThe purpose of this study was to investigate the effectiveness of organizational intelligence training program on its components. MethodThe present study was a quasi-experimental study with pre-test, post-test and control group. For this purpose, 32 employees were selected by census sampling method from employees of one of the Ministry of Defense industries. These employees were randomly divided into experimental (n=16) and control (n=16) groups. The researcher-made package of organizational intelligence training was administered to the experimental group during 11 two-hours sessions. During this time the control group received no training. Both groups completed the researcher-made organizational intelligence scale in the pre-test and post-test stages. Multivariate covariance analysis and Spss-19 software were used for data analysis. ResultsThe results of multivariate covariance analysis showed that there are significant differences between two experimental and control groups in all components of organizational intelligence except knowledge management. The mean scores of the experimental group in these components in the post-test stage were higher than the control group (p<0.001). DiscussionOrganizational intelligence is one of the factors wich influence the organizational productivity and job performance of employees. therefore, taking appropriate measures for enhancing the level of Organizational intelligence is recommented.
Ghazaleh Hayavi; Asie Moradi; Khadmorad Momeni; Nasrin Arshadi
Abstract
IntroductionThriving at work is a positive psychological state that definitely describes individual growth at organizations. Thriving at work is a two-dimensional construct composed of feeling of vitality or being energized and a sense of learning that signifies the acquisition and application of knowledge ...
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IntroductionThriving at work is a positive psychological state that definitely describes individual growth at organizations. Thriving at work is a two-dimensional construct composed of feeling of vitality or being energized and a sense of learning that signifies the acquisition and application of knowledge and skills to build capability and confidence at work. These two elements considering the affective and cognitive basis of employee growth and development simultaneously. Most previous studies focused on observing outcomes of thriving at work. Their findings show lots of benefits for both employees and organizations mainly such as psychological and physical health and high quality of job performance, but there are a few studies which identify antecedents of thriving at work. On the other hand, the literature of thriving at work supports its mediating role between some antecedents and consequences. In this regard, the present study has taken into account the effects of one of the major antecedents of thriving at work (psychological capital) on job performance and psychological well-being with highlighting the mediating role of thriving at work. The purpose of this study was to investigate the effect of psychological capital on job performance and psychological well-being considering the mediating role of thriving at work MethodThe research method is correlational through structural equation modeling (SEM). The participants of this study were 418 employees of NISOC who were selected through stratified random sampling method. Instruments included Psychological Capital Questionnaire )Luthans et al., 2007(, Thriving at Work Scale )Porath et al., 2012(, Job performance Questionnaire )Williams & Anderson, 1991(, and Psychological Wellbeing Questionnaire )Diener & Biswas-Diener, 2008(. The proposed model was analyzed through structural equation modeling by using SPSS-25 and AMOS-24 software packages. For testing indirect effects, Bootstrap method (Preacher & Hayes, 2008 (was used. ResultsFindings revealed that the proposed model fit the data properly. The direct effects of psychological capital and thriving at work on job performance and psychological well-being were significant. Findings also showed that psychological capital has positive direct effect on thriving at work. Results of indirect effects supported the mediating role of thriving at work in the relationship between psychological capital and both job performance and psychological well-being. Discussion According to the findings of this study, focus on personal chracteristics such as psychological capital and thriving at work in the case of improving job performance and psychological well-being is important thus practices for increasing psychological capital and thriving at work through training packages and programs should be considered by organization.
Iraj Soltani; Mansoor Noroozi; Akbar Etebarian
Volume 8, Issue 1 , September 2021, , Pages 75-96
Abstract
IntroductionEmployees of cultural organizations have characteristics that set them apart from other employees. Therefore, the development of human capital requires a specific model. The purpose of this study was to identify key themes of human capital development for empowering employees to enhance performance ...
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IntroductionEmployees of cultural organizations have characteristics that set them apart from other employees. Therefore, the development of human capital requires a specific model. The purpose of this study was to identify key themes of human capital development for empowering employees to enhance performance of cultural organizations, determine value and prioritize each theme. MethodThis study was a mixed method study. The qualitative phase was carried out through the qualitative content analysis of the sources and articles presented in 2014 and later. Quantitative phase of fuzzy Delphi method was used. The statistical population consisted of 50 professors, managers and cultural experts. The sample size was 12 persons eligible for Delphi method. The qualitative section was based on qualitative content analysis and data coding and categorization. In the quantitative section, the results of the content analysis were fuzzy Delphi exposed to the opinions of experts, analyzed with triangular fuzzy techniques and prioritized. ResultsThe results indicated that the development of human capital in cultural organizations should shift towards cultural employees. The themes obtained for the development of human capital were in order of priority, the general conditions of employees (motivational) with a definite value of 8 out of 10, organizational culture with a definite value of 7.92 out of 10, moral intelligence with a definite value of 7.56 out of 10, cultural intelligence with a definite value of 6.92 out of 10 and spiritual intelligence with a definite value of 6.27 out of 10. DiscussionCategories of general conditions include: human resource planning, personal characteristics, job capabilities, organizational conditions and management techniques. Organizational culture includes the categories: mission, adaptation, engagement, adaptability, power distance, unceraintity avoidance, future-orientation, individualism/ collectivism, avoidance of extravagance, femininity/masculinity, and symbolism. Categories of moral intelligence include; Empathy and vigilance are fair and self-controlled behavior, attention and respect, kindness and patience. Cultural intelligence includes categories of motivational-emotional, metacognitive, cognitive and behavioral, and the categories of spiritual intelligence are self-awareness, spontaneity, central vision, arrogance, altruism, acceptance of difference, independence of opinion, humility, the design of fundamental whys, the ability to change the mental framework and the sense of mission.
Iman Arjmandrad; Hossein Shokrkon
Abstract
Introduction The purpose of the present study was to investigate the relationship of social capital and quality of work life with job performance and work engagement in employees of an oil and gas company. Method The present study was descriptive-correlational research and is theoretical-applied ...
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Introduction The purpose of the present study was to investigate the relationship of social capital and quality of work life with job performance and work engagement in employees of an oil and gas company. Method The present study was descriptive-correlational research and is theoretical-applied in terms of purpose. The statistical population included all of the employees in an oil and gas company during 2019-2020. The sample of the study included 250 employees, who selected by simple random sampling method. The Questionnaires of Organizational Social Capital, Work Engagement, Quality of Work Life, and Job Performance were used as research instrument. Canonical correlation and stepwise multiple regression were used for data analysis. Results The results showed that social capital has a positive significant correlation with job performance and work engagement. Also, the quality of work life had a positive significant correlation with job performance and work engagement. The results of the regression analysis showed that social capital and quality of work life predict employees' job performance with R2=0.11. Also, the results showed that social capital and quality of work life can predict the work engagement of employees with R2=0.21. Discussion Based on the results of the study, social capital and quality of work life are correlated with employees' performance and work engagement. Therefore, managers of organization can improve the work engagement and job performance of employees by implementing appropriate interventions to improve the variables of social capital and quality of working life.
Hassan Ghazanchaei; Mohammad Ehsan Taghizadeh; Mahdieh Rahmanian
Abstract
Introduction Organizational commitment and job performance are among the most important organizational concepts that their role is very important in all aspects of an organization and training to improve these variables has always been the focus of managers. Despite of using training methods based on ...
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Introduction Organizational commitment and job performance are among the most important organizational concepts that their role is very important in all aspects of an organization and training to improve these variables has always been the focus of managers. Despite of using training methods based on other approaches in psychology, the use of group training based on choice theory has been limited. The theory of choice is based on the psychology of internal control, and argued that human behaviors, emotions, and motivations are considered internal events. Responsibility training is based on choice theory and aims to teach people to adopt new behaviors to improve their unhappy relationships and satisfy their needs, and overall to increase their ability to control life effectively. The purpose of this study was to investigate the effectiveness of group responsibility training based on the choice theory on organizational commitment and job performance. Method The pretest posttest control group desighn was used. The sample consisted of 40 employees, selected through stratified random sampling method from all engineers working in different engineering departments of Nargan Consulting Engineers Company. 40 employees were randomly assigned in two experimental and control groups. Allen and Meyer organizational commitment questionnaire including three emotional, continuance and normative components was used to measure the organizational commitment. Job performance was measured by Patterson job performance questionnaire. This questionnaire measures four components of job performance including sense of responsibility, discipline, cooperation and job improvement. After pre-test measurement, training was administered for the experimental group and then the post-test was performed. The data were analyzed by ANCOVA. Results The results of ANCOVA showed that the effect of training on organizational commitment (p < 0.001) and job performance (p < 0.012) were significant. Discussion In general, this study investigates the effectiveness of group responsibility training based on choice theory on organizational commitment and job performance.The results of this study confirmed the previous studies regarding the effectiveness of the theory of choice training on improving individuals' behavioral abilities and acceptance of work life responsibilities.
Saleh Rahimi; Vakil Ahmadi; Zohre Azizi
Abstract
Introduction Job attitudes is a concept that reflects the positive and negative perceptions of the individuals about work and the various aspects of their work environment. An appropriate and positive attitude is concerned for achieving individual and organizational success. Research regarding the attitudes ...
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Introduction Job attitudes is a concept that reflects the positive and negative perceptions of the individuals about work and the various aspects of their work environment. An appropriate and positive attitude is concerned for achieving individual and organizational success. Research regarding the attitudes of employees in the organization will make managers be aware of employees’ views and expectations about their jobs, responsibilities, and organization climate, and to determine whether the policies and practices implemented by them are equitable for all employees. The purpose of this study was to investigate the relationship of job attitudes (Job engagement, organizational commitment, and job satisfaction) with job performance of Kermanshah public librarians. Method Research design was a descriptive correlational study. The population of this study was all Kermanshah public librarians. 83 librarians were randomly selected. Instrument included Allen & Meyer’ (1990) Organizational Commitment, Schaufeli & Bakker’ (2006) Job Engagement, Weis et al’ (1967) Job Satisfaction, and Hersey & Goldsmith’ (1980) Job Performance Questionnaires. The content validity and internal consistency reliability of the questionnaires were confirmed. The data were analyzed by pearson orrelation oefficient and multivariate regression analysis. Results The results showed that there was a positive significant relationship between job engagement, job satisfaction and organizational commitment with librarians' job performance. Also, the results of Multivariate Regression Analysis showed that job engagement (β=0.52, p < 0.001), job satisfaction (β=0.44, p < 0.001), and organizational commitment (β=0.45, p < 0.001) predicted job performance, significantly. Discussion The results showed that organizational commitment, job engagement and job satisfaction are important factors that can predict job performance of librarians. Librarians with high organizational commitment, job engagement, and job satisfaction do more efforts because they are motivated to and satisfied with their organization and their jobs. As the findings showed, the highest the correlation between job engagement (an attitude that makes individuals psychologically identify themselves with their job) and job performance, the level of librarians' performance would be high. Therefore, in the long-term planning for public libraries, librarians' job attitudes should be taken into consideration. This requires managers to provide appropriate context for improving and increasing employees’ job engagement, job satisfaction and organizational commitment. Managers should pay attention to employees' attitudes, because employees' attitudes affect the behavior of individuals in the organization.
Alireza Savadkouhi; Elham Motamedi
Abstract
The purpose of this study was to investigate the relationship of psychological capital's dimensions with job performance. The statistical population included all military personnel participating in excellent classic course, of which 76 employees selected by simple random sampling method. The instruments ...
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The purpose of this study was to investigate the relationship of psychological capital's dimensions with job performance. The statistical population included all military personnel participating in excellent classic course, of which 76 employees selected by simple random sampling method. The instruments were Lutanz's Psychological Capital Inventory and Paterson's job Performance Questionnaire. The results of Pearson simple correlation coefficient showed that there is a positive and significant relationship between all dimensions of psychological capital and job performance. The results of regression analysis showed that only resiliency could predict job performance. It explained 15.8 percent of job performance Variance.
Ali Afshari; Rasul Rezaei Molajegh; Sosan Alinejadian
Abstract
The aim of this study was designing and testing the antecedents (job engagement, organizational health and organizational culture) and the outcomes of job satisfaction (job performance and organizational commitment). The research population consisted of all teachers of Maragheh city. From this population, ...
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The aim of this study was designing and testing the antecedents (job engagement, organizational health and organizational culture) and the outcomes of job satisfaction (job performance and organizational commitment). The research population consisted of all teachers of Maragheh city. From this population, 330 teachers were selected through stratified random sampling method. Instruments used in this research were job satisfaction, job engagement, organizational health, organizational culture, organizational commitment and job performance questionnaires. The proposed model was tested through Structural Equation Modeling (SEM) and using the SPSS-23 and AMOS-23 softwares. For testing the indirect relationships, bootstrap procedure was used. The results of this study showed the acceptable fit of the model with the data.
Jeiran Mohammadi; Farajollah Rahimi; Eslam Fakher; Ghasem Shoeibi
Abstract
In the last decade, human resource managers have emphasized the personality-job fit as one of the most important factors in attaining organizational goals and increasing organizational commitment and job performance. The aim of this study was to investigate the current state of personality-job fit as ...
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In the last decade, human resource managers have emphasized the personality-job fit as one of the most important factors in attaining organizational goals and increasing organizational commitment and job performance. The aim of this study was to investigate the current state of personality-job fit as well as its relationship with job performance through organizational commitment. The statistical population of the research is all employees of Khuzestan Steel Company. From this population 384 employees were selected by simple random sampling method. Instrument included personality types, organizational commitment and job performance questionnaires. Analysis of the collected data through valid and reliable questionnaires showed that employees of Khuzestan Steel Company are in a suitable state (above average) in terms of the personality-job fitness. Also, results of structural equation modeling using Liserel software showed the positive and significant relationship between personality-job fit and job performance directly and indirectly through the organizational commitment.
N. Khajepour; K. Beshlideh; M. Baharlou
Abstract
The purpose of this study was to investigate the direct effect of psychological capital on turnover intention, job burnout and job performance and also mediating role of job stress in these relationships. The statistical population includes all employees of water and Energy Company in Gotvand city. Among ...
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The purpose of this study was to investigate the direct effect of psychological capital on turnover intention, job burnout and job performance and also mediating role of job stress in these relationships. The statistical population includes all employees of water and Energy Company in Gotvand city. Among them 182 were selected by simple random sampling method. The instruments used in present study consist of psychological capital, turnover intention, job burnout, job performance and job stress questionnaires. Fitness of the proposed model was examined through structural equation modeling (SEM). The indirect effects were tested by using bootstrap procedure in Macro program. The results supported the direct effects of psychological capital on turnover intention, job burnout, job performance and job stress, direct effects of job stress on turnover intention, job burnout and job performance, and indirect effects of psychological capital on turnover intention and job burnout through job stress. The results also showed that indirect effect of psychological capital on job performance through job stress was not significant. Generally, findings indicated that the proposed model fit the data.
Salehe Piryaei
Abstract
The purpose of this study was to investigate the moderating role of intrinsic motivation, perceived task significance and manager trustworthiness in relationship between prosocial motivation and job performance. Prosocial Motivation Scale, Task Performance Subscale, Blais Work Motivation Inventory, Perceived ...
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The purpose of this study was to investigate the moderating role of intrinsic motivation, perceived task significance and manager trustworthiness in relationship between prosocial motivation and job performance. Prosocial Motivation Scale, Task Performance Subscale, Blais Work Motivation Inventory, Perceived Task Significance Scale and Integrity Subscale of Manager Trustworthiness Scale were administered to 360 employees of NISOC who were selected by stratified random sampling method. Data were analyzed by hierarchical regression analysis. Results indicated that prosocial motivation was positively related to job performance. Intrinsic motivation, perceived task significance and supervisor trustworthiness moderated this relationship. Present study showed that prosocial motivation is an important factor in promoting job performance and also this relationship will be stronger when employees have high levels of intrinsic motivation, perceived task significance and supervisor trustworthiness. So, promoting employee’s intrinsic motivation, perceived task significance and manager trustworthiness lead to more positive effects of prosocial motivation in organizations.
Neko Adeli Nasab; Sayyed Esmail Hashemi; Abdulzahra Naami
Volume 1, Issue 1 , May 2014, , Pages 73-94
Abstract
The purpose of this study was to investigate the relationship between happiness at work and job performance, mental health and turnover intention considering the mediating role of job stress and work-family facilitation.Two hundred and thirty one employees of Fouladin Zob Amol (F.Z.A) Company were selected ...
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The purpose of this study was to investigate the relationship between happiness at work and job performance, mental health and turnover intention considering the mediating role of job stress and work-family facilitation.Two hundred and thirty one employees of Fouladin Zob Amol (F.Z.A) Company were selected by stratified random sampling as participants of this study.In order to collect data, the participants were asked to complete questionnaires such as work engagement, affective well-being, job performance, mental health, turnover intention, job stress and work-family facilitation.Fitness of the proposed model was examined through Structural Equation Modeling (SEM), using SPSS-19 and AMOS-19 software packages. The indirect effects were tested using the bootstrap procedure. Findings indicated that the proposed model fit the data well. Better fit was obtained by correlating two-tailed errors. Findings also showed that all direct and indirect paths were significant.Besides, the results of this study supported the positive indirect effects of happiness at work on job performance, mental health and turnover intention considering the mediating role of job stress and work-family facilitation. Thus, this study underscores the practical benefits of fostering happiness in the workplace.Considering the importance of happiness to key organizational and personal outcomes such as mental health, turnover intention and job performance, the results can provide a guide for increasing happiness in organizations.
