usef ramezani; Zahra Karimi; Saeed Jafa
Abstract
Extended abstract
INTRODUCTION
Since the modern organizational behavior and performance have faced to increasing complexity, so the awareness of managers and staff with these complexities and, consequently, efforts to increase human resource performance is essential. The purpose of this study ...
Read More
Extended abstract
INTRODUCTION
Since the modern organizational behavior and performance have faced to increasing complexity, so the awareness of managers and staff with these complexities and, consequently, efforts to increase human resource performance is essential. The purpose of this study is the investigation the effect of emotional work on job performance considering the moderating role of organizational, manager and colleague on 1396 among employees of a public organization in Mashhad. For this purpose, the sample consist of 376 was selected with stratified random sampling method. In order to collect information, a standard questionnaire for emotional work, job performance, organizational, manager and colleague support was distributed and finally, Structural equation modeling was used to test the hypotheses. There are many studies about job performance and organizational support, but the innovation aspect of this research is the examination of the variables of emotional work, job performance, organizational, manager and colleague support that are combined in a single model.
2- THEORETICAL FRAMEWORK
Job Performance
One of the basic variables in organizational behavior is job performance. job performance is closely related to organizational performance and it measures the role of individual efforts and behaviors in achieving organizational goals.
Emotional work
Emotional work is the use of various strategies to express feelings in interaction with the client. Grande is one of the experts who considered two types of behavior in the concept of emotion. The first type is surface action strategy which involves suppressing real feelings and pretending to be desirable. The second type is the deep acting strategy which means that the person in the conscience adjusts or changes his feelings to choose the appropriate emotional sight. According to the theoretical framework and research background, the following hypotheses are proposed:
Deep acting has a significant and positive impact on job performance.
Surface acting has a significant and positive impact on job performance.
Organizational, manager and colleague support
Organizational support theory suggests that employees form a general view of the extent to which organizations support them and in exchange of this support, they try to achieve organizational goals. The manager support takes place when employees understand that manager’s value their participation, and they pay attention to their well-being, interests and comfort; because the managers represent the organization and are responsible for guiding the staff and evaluating their performance. Colleague support is defined as the employee's belief in the quality of helping colleagues' communications. According to the theoretical framework and research background, the following hypotheses are proposed:
Manager support moderates the impact of deep acting on job performance.
Manager support moderates the impact of surface acting on job performance.
Colleague support moderates the impact of deep acting on job performance.
Colleague support moderates the impact of surface acting on job performance.
Organizational support moderates the impact of deep acting on job performance.
Organizational support moderates the impact of surface acting on job performance.
METHODOLOGY
This research is applied in terms of its purpose and it is a survey type in terms of its nature. For measuring variables, standard metrics of previous studies were used and have been localized to use in the Iranian organizational context using the translation-return-translation method. The face and content validity of the final questionnaire was confirmed by reviewing the sights of management experts. in order to measure the variables of this study, emotional work questionnaire, support questionnaire and Patrison (2004) job performance questionnaire were used. Also, the construct validity of the questionnaires was evaluated using confirmatory factor analysis technique using smart PLS software and the significance of the related items to the structures was confirmed. furthermore, the reliability of the tools was evaluated using the cronbach's alpha coefficient and all values were higher than 0.7, which means that the questionnaires have the necessary reliability. All metrics were measured using the Likert scale of 5 and in the range of "1 = completely agree" to "5 = completely oppose".
Population of this study consist of 2000 managers, experts and employees of a public organization in Mashhad. A sample of people was selected using Cochran formula and stratified random sampling method. In order to analyze the data, various statistical methods such as Pearson correlation analysis were used to calculate zero-order correlation coefficients, structural equation modeling was used to examine the fitting of the structural equation model with the collected data. The analysis was accomplished using Smart PLS software and a statistical package for the social sciences (SPSS v.19).
4- RESULTS & DISCUSSION
Structural equation model which used partial least squares method (PLS) in its solution was analyzed and interpreted in two stages. First, the model was measured and then the structural model was analyzed and interpreted. After assuring the validity of the model, the hypotheses were tested. The basis of the path coefficients is to have the corresponding significant value greater than ± 1.96. The effect of deep and surface acting on job performance is 0.14 and 0.17 respectively, the significant value of each relationships is 664/2 and 822/2; both of which are greater than 1.96. It can be concluded that these coefficients are positive and significant. Hypotheses related to the moderator role of organizational, manager and colleague support were implemented simultaneously using the structural equation and Smart PLS software. The path coefficients for interactive variables are estimated to be 0.43, 0.51, 0.16, 0.33, 0.17, and 0.20 respectively. According to the amount of T statistic for these variables which is greater than the critical value of 1.96, it can be concluded that these path coefficients are significant at the error level of 0.05. This means that organizational, manager and colleague support moderate the relationship between deep and surface acting with job performance. It is clear from the path coefficients that the improvement of organizational, manager and colleague support increases the effect of surface and deep acting on job performance.
5- CONCLUSIONS & SUGGESTIONS
The results of this research in general indicate that emotional work affects job performance. also the organizational, manager and colleague support influences this relationship. The hypothesis 1 proposes that "emotional work has a positive and significant effect on job performance" which includes two hypotheses: "Deep acting has a positive and significant effect on job performance" and "surface acting has a positive and significant effect on job performance." The results confirm these two hypotheses. Also, the effect of surface acting on job performance is more than the effect of deep acting. Based on research findings, it can be argued that the organizational, manager and colleague support moderates the relationship between deep and surface acting with job performance.
usef ramzani; amirhosein bagherieh mashhadi; arezoo ramezani chahak; monire hoseinpour
Abstract
Extended Abstract
1. Introduction
In the modern age, many organizations focus on human resources management so as to meet the need of their staff in order to encourage them to increase their quality of work along with more exploitation of human resources. To this end, discovering and understanding ...
Read More
Extended Abstract
1. Introduction
In the modern age, many organizations focus on human resources management so as to meet the need of their staff in order to encourage them to increase their quality of work along with more exploitation of human resources. To this end, discovering and understanding the behavior of the staff at workplace and optimizing them with respect to the purposes of the organization are of substantial importance. In this regard, many studies have been conducted on how organizations could increase their profitability and competitiveness in their markets through human resources. In this study, it is attempted to examine the role of job satisfaction, work orientation, and organizational commitment on job performance at universities while considering their systematic interrelations.
2. Theoretical Foundations
Organizational commitment is known as one of the most important organizational concepts which has been investigated extensively due to its prominent significance in the performance and functionality of organizations. By conducting a deep study of organizational commitment, Allen and Meer (1997) state that organizational commitment is an important outlook in occupations and organizations; in other words, it is one of the most significant notions in the areas of management, organizational behavior, and human resources management.
3. Method
The sample population of the study includes the staff of a higher education institute in Mashhad, Iran. Given the limited number of the sample population, i.e. 96 individuals, the census sampling method was used. The tool used for data collection in this study is a questionnaire containing 28 items. In this regard, questionnaires were distributed among the entire members of the population and 92 completed questionnaires were ultimately collected. To evaluate the internal consistency, the reliability assessment was carried out using Cronbach’s Alpha; the alpha coefficient for all variables were reported as more than 0.7.
3. 1. Hypotheses of the Study
Hypothesis 1: Organizational commitment has a positive, significant effect on job satisfaction.
Organizational commitment is a degree through which the staff determine their identities (Fu & Deshpande, 2013). Consequently, organizational commitment is a criterion for measuring the extent of willingness to remain in an organization in the future.
Hypothesis 2: Organizational commitment has a positive, significant effect on job performance.
Job satisfaction is a combination of psychological, physical, and environmental conditions which may lead to one’s satisfaction over their job. Furthermore, job satisfaction is a positive, favorable emotional state which is the consequence of job assessment or the individual’s experience.
Hypothesis 3: Job satisfaction has a positive, significant effect on job performance.
The behavior of the personnel at their jobs depends on the result of a succinct assessment on the conditions of their workplace. Orientations can be positive, negative, or neutral; it could also be different in terms of intensity. Ultimately, it could lead to more or less resistance against changes.
Hypothesis 4: Work orientation has a positive, significant effect on job performance.
In their study, 1. Ahmad, H., Ahmad, K., & Shah, A. I. (2010). Showed that work orientation involves a positive, significant impact on the staff’s job performance.
Hypothesis 5: Work orientation has a positive, significant impact on job satisfaction.
Job satisfaction is influenced by orientations toward work.
4. Results
According to the findings of the study, the first hypothesis stating the positive, significant effect of organizational commitment on job satisfaction was confirmed, given the t value of 2.151. The results obtained from testing the hypotheses show that organizational commitment has a positive, significant effect on job performance (t value of 2.869), confirming the second hypothesis. The results also showed that the positive, significant impact of job satisfaction on job performance was confirmed through a t value of 2.456. Work orientation also has a positive, significant effect on job performance (a t value of 2.116, more than 1.96), confirming the fourth hypothesis. Finally, the fifth hypothesis regarding the positive, significant effect of work orientation on job satisfaction was not confirmed given an obtained t value of 0.384; subsequently, the fifth hypothesis is rejected.
5. Discussion and Conclusion
To achieve their purposes, successful organizations rely on the high performance of their staff. Consequently, in order to achieve strategic purposes and conserving the competiveness advantage, the staff of these organizations ought to perform at a high level (Shamailan, 2016). As a result, it was attempted in the present study to examine the most important organizational factor affecting job performance such as job satisfaction, work orientation, and organizational commitment. The results showed that organizational commitment has a positive, significant effect on job performance. This means that staff with higher organizational commitment would have a better job performance. According to the results of this study, a higher level of job performance could be achieved in organizations by increasing the level of job satisfaction, which, in turn, would increase work efficiency. Furthermore, work orientation also has a positive effect on job satisfaction, though it is not as significant. This hypothesis was, perhaps, rejected as a result of the fact that work orientation expresses emotions that individuals show, regarding various aspects of their workplace; subsequently, the absence of a significant relation between work orientation and job satisfaction is due to the inconsiderable willingness of staff towards their jobs. Ultimately, as such individuals show little interest in their jobs, achieving job satisfaction for them would be difficult through this way.
Mostafa kazemi; Yousef ramezani
Abstract
Knowledge sharing appears to be vital in organizations where interpersonal trust and trust in management is an important issue. Since the relationship between interpersonal trust and knowledge sharing is not obvious, this study analyzes the relationship between trust in management and knowledge sharing ...
Read More
Knowledge sharing appears to be vital in organizations where interpersonal trust and trust in management is an important issue. Since the relationship between interpersonal trust and knowledge sharing is not obvious, this study analyzes the relationship between trust in management and knowledge sharing through "fear of losing one’s personal value" and "knowledge documentation" as intermediate variables. The research methodology is descriptive- correlation and because of limited number of research population (9 employees of Mashhad municipality), data was collected from the whole population. Lisrel Software was used for data analysis. The results of this research contribute to both managerial and theoretical levels. For managerial level, it emphasizes on individual’s main role in the knowledge sharing process into knowledge documentation and fear of losing one’s personal value. In theoretical level, our research provides empirical evidence for two mechanisms that help to explain the impact of trust in management on knowledge sharing.