مقالات
hossein rahmanseresht; bahram jabarzadeh karbasi
Abstract
1- INTRODUCTION
In the current turbulent conditions, proper use of all assets, especially human capital is the success factor for businesses and Human human resource management is a strategic approach for the recruitment, development, management, motivation, achievement, and the commitment of organizations’ ...
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1- INTRODUCTION
In the current turbulent conditions, proper use of all assets, especially human capital is the success factor for businesses and Human human resource management is a strategic approach for the recruitment, development, management, motivation, achievement, and the commitment of organizations’ key resources. In the case of successful implementation of human resource activities, it is expected that the created social capital have long-term strategic interests for the organization. Accordingly, the present study aimed at investigating the effect of human resource management activities and social capital dimensions on the strategic performance of small and medium sized companies
2- THEORETICAL FRAMEWORK
The results of prior studies have indicated that the characteristics and dimensions of social capital and human resource management have a bilateral and significant relationship with each other and this case is more among professionals. The human resource management activities significantly correlated with measures of performance and strategy of firms. Structural social capital refers to the pattern of communication between the parties; this means that alternating interaction between multiple hierarchy levels and sectors lead to shared advantage with more reliable information. Such interaction between people causes knowledge sharing that leads to the formation of stronger communication. The findings of other studies show that the relational, structural and cognitive dimensions of social capital affect the strategic performance of different companies.
3- METHODOLOGY
Regarding the objectives, this study is classified as an applied one, but in terms of the methodology it is a descriptive survey. The study sample consisted of 306 employees of SMEs of industrial city of Kerman. In this study, a questionnaire was used to collect data and its reliability was obtained to be 0.97 using Cronbach's alpha coefficient.
4- RESULTS & DISCUSSION
According to the results of the regression coefficient, the impact of human resources activities on cognitive social capital is 0.85 and because P value is 0.001 which is smaller than 0.05, at this level, H0 is rejected, and thus it can be said that human resource activity has effect on cognitive social capital. The results of the regression coefficient of the impact of human resource activities on relational social capital is 0.79 (P = 0.001
مقالات
behzad mohammadian; hassan zarei matin; jabbar babashahi; hamidreza yazdani
Abstract
Extended abstract
1- INTRODUCTION
Humility-based leadership is a style which is based on virtue. A virtue that is deeply rooted in the beliefs and basic assumptions of staffs. Theoretical development and empirical findings about this subject is very poor. The traces of recent organizational scandals ...
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Extended abstract
1- INTRODUCTION
Humility-based leadership is a style which is based on virtue. A virtue that is deeply rooted in the beliefs and basic assumptions of staffs. Theoretical development and empirical findings about this subject is very poor. The traces of recent organizational scandals have been blamed on arrogance, sense of selfishness and self-righteousness of the managers. Virtues such as humility have faced with an incresingly interest in organizational studies. The aim of this study is to provide a conceptual model of components, requirements and outcomes of humility-based leadership.
2- THEORETICAL FRAMEWORK
Humility-based leadership is a style which is based on virtue. It is a penetrating feature that allows a person to fit and even prevail in a particular society. Humility has been defined as possessing a multi-dimensional construct, which includes the passion for self-assessment (i.e., self-awareness and recognition of constraints), orientation and tendency to others (againest self-centred), interpersonal acceptance, the ability to regulate the emotions of others, and confirmation and appreciation of the value of creatures. Humble leadership is recognized as the acknowledgment of individuals’ limitations, highlighting the strengths of others and readiness to learn from models. Here it is assumed that this set of behaviors helps to reduce the social distance between leaders and followers through the promotion of bilateral exchange relations. Initially, with the acknowledgment of individual limitations, a leader will be able to stay close to the subordinates.
3- METHODOLOGY
The philosophy of research is interpretive, its approach is meta-synthesis and its strategy is grounded-theory, which is carried out qualitatively and through data collection using the instrument of documentation. Meta synthesis is qualitative analysis of concepts in previous studies using the common coding method in qualitative research and qualitative strategies such as grounded theory.
4- RESULTS & DISCUSSION
Analysis have shown that the main phenomenon (humility-based leadership) consists of four components: self-awareness, coaching, mentoring, and teachability. The first component of the definition of humility is the desire to engage enthusiastically in an influential process called self-awareness. In case of the second component, theorists have recently suggested that modesty is a driving force for credible service and leadership. The third essential component of humility is the ability to learn (experiential, responsive). As humility is rooted in development tendencies, this component also has implicit beliefs about the utility of learning and its potential for self-development.
5- CONCLUSIONS & SUGGESTIONS
For further research, future researchers are advised to study the process of forming this leadership style in a variety of quantitative and qualitative ways. Reviewing the personality characteristics of these leaders can also significantly contribute to organizational growth. It is suggested that researchers investigate the impact of this phenomenon on other behavioral structures such as organizational citizenship behavior, organizational vocation, and organizational learning.
مقالات
mehdi ebrahimi nejad rafsanjani; farjam zare; sajjad hoseini; zahra rezaei
Abstract
Introduction
Organizations are faced with a variety of changes as they have to operate in a dynamic, changing, and ambiguous environment. Therefore, they have no choice but accepting such changes because of the pressure they impose on organizations. Besides, organizations are not able to survive unless ...
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Introduction
Organizations are faced with a variety of changes as they have to operate in a dynamic, changing, and ambiguous environment. Therefore, they have no choice but accepting such changes because of the pressure they impose on organizations. Besides, organizations are not able to survive unless they accept changes and adapt themselves to internal and external changes. The ability to respond to changes is called agility. In fact, agility can be defined as the ability to adapt changes and effective use of the opportunities that are caused by such changes. However, it should be noted that today's organizations face challenges that somehow affect their ability to respond and adapt with changes. Despite the fact that today's organizations are faced with challenges, the focus on organizational intelligence for enhancing performance and growth is a necessary step. Organizational intelligence is the intellectual ability of the organization to solve organizational problems and emphasize the combination of human and its technical capabilities to solve problems. In addition, due to the cultural diversity within organizations, there is a wide range of emotions, so that differences in language, ethnicity, politics, and many other characteristics can emerge as potential conflictual resources, and if there is a sound understanding of the situation and the availability of cultural intelligence, organizational performance and adaptability will improve through changes.
2-Theoretical Framework
Several definitions of organizational agility have been presented. The term agile refers to the speed and responsiveness of an organization when faced with internal and external events, successful identification of the basics of competition, and taking appropriate actions in a knowledge-based environment with rapid changes. Agility is a focus on interests, and can be defined as the ability to touch the long-term changes that utilize the power of innovation and innovation in the organization. Agile organizations are ready to learn and can optimize their performance through optimal use of opportunities.
Cultural intelligence is the ability to grow through continuous learning and the sound understanding of cultural variations, values, and understanding of human beings in the context of culture and their behavioral differences. The concept of cultural intelligence was first introduced by Barley and Ang (2003) who defined cultural intelligence as the ability to learn new patterns in cultural interactions and to provide correct answers to these patterns. They presented it as an individual ability to understand, interpret, and act effectively in situations with cultural diversity.
Organizational intelligence is a new concept in the organization and management literature, which was proposed by Karl Albrecht (2002). In defining organizational intelligence, Albrecht writes: “Organizational intelligence is the talent and capacity of an organization to move the mental capability of the organization and focus on this ability to achieve the mission of the organization.
3-Methodology
The present study is an applied research in terms of its purpose and is descriptive-survey in terms of its nature and method. It is also considered as a quantitative research with regard to the type of data used. The research population included 202 employees working in the Social Security Organization of Fars province, from which 115 employees were selected through simple random sampling as the respondents in the research sample. The instrument used to collect data were Albrecht’s (2002) Organizational Intelligence Questionnaire, Cultural Intelligence Questionnaire (Ang, Van Dyne, Klaus & Koh, 2004), and Goldman and Nagel’s (1991) Organizational Agility Questionnaire.
4- Discussion and Conclusion
The main objective of this study was to review the theoretical foundations of organizational intelligence and cultural intelligence as multidimensional constructs and their relationship with organizational agility in the Social Security Organization of Fars province. The results showed cultural intelligence and organizational intelligence are correlated with organizational agility, in the way that all components of cultural intelligence and organizational intelligence, with the exception of performance pressure (as a component of organizational intelligence), were found to be associated with organizational agility. In addition, metacognitive aspect of cultural intelligence was found to have a weaker correlation with organizational agility. The conceptual model has been discussed in two cases of significant numbers and standard estimate. Findings also showed that the conceptual model is an acceptable fit model. Therefore, it can be concluded that managers of the organization through paying attention to components of organizational intelligence and cultural intelligence can help organizational agility growth.
Considering the role of organizational agility in creating competitive advantage for organizations, the following suggestions are offered:
Fostering the spirit of change among employees and making optimal use of environmental opportunities resulting from changes.
If the cultural diversity is not properly managed among employees, it can lead to conflicts and inconsistencies in the organization. Therefore, paying attention to cultural intelligence as an individual ability to understand, interpret and act effectively in situations of cultural diversity can be an effective measure in this regard.
مقالات
majid hasani; Adel Azar; Jamal Shahrabi; Abbas Moghbel
Abstract
1- INTRODUCTION
Business process improvement for promoting product quality has continuous importance in every industry. Every organization should measure, control and analyze its performance. Therefore, the assessment and management of performance is considered as an important strategic process which ...
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1- INTRODUCTION
Business process improvement for promoting product quality has continuous importance in every industry. Every organization should measure, control and analyze its performance. Therefore, the assessment and management of performance is considered as an important strategic process which is affected by various environmental and organizational factors. Management and performance assessment have been considered as critical tools to manage an organization and in order to survive and develop in a competitive environment, organizations require their own assessment and management performance system. Various performance measurement models have been designed and elaborated from the past to the present and each one has specific features. Regarding environmental complexities and competitive environments, it is necessary to design a process performance measurement model with new smart technological features for organizational needs.
2- THEORETICAL FRAMEWORK
Different methodologies and models have been provided in the management literature for the management of performance processes. Performance management can focus on the performance of an organization, a department, process and employee. In this research, based on the literature review, the interaction effect of process performance measurement model, intelligence agents, and process model were investigated. In this article, theoretical basis are examined in three categories (i.e., performance measurement model, intelligence agents, and process model). In terms of performance measurement model, some models from past to present were considered. In this group, more than thirty different models were studied. Regarding intelligence agents, their features and functions were considered. Intelligence agent’s technology has been used in various fields such as manufacturing, process control, communications, transportation systems, SCM, knowledge management, etc. The feature and characteristics of an agent depend on application and its target. Accordingly, some of their common features are as follows: Autonomy, mobility, adaptability, collaborate with others, and reliability. Moreover, in the category of process model, the most important and relevant process model was considered. In this group, process reference model and frameworks as APQC, Value Chain, SCOR, 6Sigma and others were studied.
3- METHODOLOGY
In this research, based on the literature review, the interaction effect of process performance measurement and intelligence agent were studied, and agent-based modeling in process performance measurement was presented. In this article, data was gathered from literature review and some documents. Experts’ opinions have also been used to design and evaluate the model. In addition, to obtain the opinion of experts, the Delphi method was used in two panels. Interviews with experts were used in order to elicit general organization knowledge and to acquire tacit knowledge related to design of model. Then, in order to design the agent-based model, RUP and UML techniques were used.
4- RESULTS andDISCUSSION
In this paper, based on the literature review and experts opinions, the design of agent-based modeling in process performance measurement was presented. The model designed has three layers; the first layer has five steps (i.e., define, measurement, analysis, improvement and control); the second layer includes intelligence agents and the last layer consists of databases and a process model. Agent-based architecture has been considered in the presented model and some agents were defined in this model as definer, reporter, recommender, processer and observer. In this research RUP and UML techniques were used for architecture of agents. In addition, experts were asked to evaluate the model with Delphi methodology in two panels.
5- CONCLUSIONSandSUGGESTIONS
The research findings are in harmony with the aim of the research proposing an agent based conceptual model of process performance measurement with specified and categorized results. This model was designed in three layers, the first layer has five steps, and each step involves specified activities and is related to certain agents. The second layer includes some agents and the last layer consists of databases and reports. In this research, in order to design the optimal agent-based modeling, we tried to use the RUP method and language of UML modeling; hence, the results shown as user diagrams, activity charts, and class diagrams are all related to the agents. A future study would also aim to develop an agent-based modeling in performance measurement systems, and implement the agent-based model for pilot studies in organizations. It is hoped that the findings of this research suggest an adequate level of interest in both process performance and business intelligence in the field of agents, and encourage further investigation to address process performance using intelligence agent techniques, as discussed in this paper.
مقالات
Narges Rahnama; Alireza Khorakian; Shmsodin Nazemi
Abstract
1- INTRODUCTION
The human resources of any organization are their most valuable assets, because in the competitive environment of today's organization, one of the most important factors that maintains the competitive advantage of organizations and their dominance over environmental challenges ...
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1- INTRODUCTION
The human resources of any organization are their most valuable assets, because in the competitive environment of today's organization, one of the most important factors that maintains the competitive advantage of organizations and their dominance over environmental challenges is the human resources and organizations should try to improve their quality. Job satisfaction and work engagement are both the factors that affect the improvement of employees’ performance. What is important is the role of an important factor called fun at work, which is ignored by organizations. Based on the findings of recent studies, fun at work and innovative behavior are factors influencing job satisfaction and work engagement. It seems that few studies have been done investigating the role of fun at work its positive consequences such as innovative behavior on job satisfaction. Accordingly, this study aims to investigate this phenomenon. Fun at work is especially more important for organizations operating in the service sector such as municipalities which are mainly dependent on human resource and carry out extensive tasks to serve the citizens, and provide conditions which improve employees’ performance. There is no exception about Municipality of Mashhad. Mashhad municipality managers believe that job dissatisfaction and reduced work engagement of employees have decreased productivity and quality of service delivery to citizens. In this regard, this research has been carried out in the municipality of Mashhad. In addition, we tried to study the impact of fun at work on job satisfaction and work engagement of employees and examine the role of innovative behavior of employees as a mediator.
2- THEORETICAL FRAMEWORK
During the last decade, managerial studies have focused on fun at work. A variety of studies show the importance of fun at work as one of the dimensions of the workplace and also as a factor which makes different outcoms of work place. Fluegge (2008, 2014) defines fun at work as a work activity; an interpersonal and social work at the workplace, which has a joyful nature and enhances the entertainment and pleasure of individuals. This definition is consistent with previous definitons provided by MacDowell (2004), Becker (2012), Lim and Meeks (2009), and McLaughlin and Newstar (2003). In various studies, the factors influencing innovative behavior have been investigated at three levels of analysis: individual level, work group, and organization. Anderson, De Dreu & Nijstad (2004) presented a summary of their findings on the factors influencing innovation including self-esteem, and initiative, motivational and cognitive abilities at the individual level, job characteristics at work level, factors such as team atmosphere and the characteristics of the team members at team level, and ultimately factors such as culture, strategy and structure affecting innovation at the organizational level. Job satisfaction is one of the important factors in increasing productivity, employee commitment, attachment to the workplace, improving the quality and quantity of work, establishing good and human relationships in the workplace, and increasing interest in the work. It refers to positive or pleasing feelings of persons coming from evaluateing their job or their job experience. The widespread study of the literature on job satisfaction and related concepts from Weiss (2002) suggest that not only does job satisfaction include a positive attitude toward the job, but also a person's positive feelings towards that job. Work engagement is basically a motivating entity that shows the individuals' willingness to devote themselves entirely to work. Work engagement refers to the identification purpose and focusing on organizational goals. Jahangir, Khorakian and Lagzzian (2016) studied the effect of work attachment on innovative behavior with the mediating role of error sharing. The results of their research showed that work engagement has a positive and significant effect on the sharing of errors and the production of the ideas.
3- METHODOLOGY
The present study has an applied and survey-analytical purpose. The survey population of this study is the employees of Municipality of Mashhad which includes experts, district officials and heads of departments with a total number of 340. The sample size included 181 individuals which was determined using Morgan table. They were selected using simple random sampling method. The questionnaire was a lickert scale and consisted of 31 items and four dimesnions of fun at work, innovative behavior, work engagement and job satisfaction. In this research, fun at work was measured using the four subscales of McDowell (2004). Fun at work scale includes socializing with coworkers, celebrating at work, personal freedoms and global fun at work. Eighteen items derived from McDowell's (2004) study have been used to measure this variable. Work engagement measurements were measured using six items of Rich, Lepine & Crawford (2010) study. In order to measure the innovative behavior, four items derived from Fluegge’s (2008) study have been used. After collecting data, structural validity was calculated using confirmatory factor analysis in AMOS software. The results of the confirmatory factor analysis for the items in the questionnaire were less than 0.05, and therefore the significance of the items was confirmed.
4- RESULTS & DISCUSSION
The findings of this study are consistent with the literature on workplace fun confirming the positive outcomes of fun at work. Fun at work has a positive and significant effect on job satisfaction and employees’ work engagement. On the other hand, the positive influence of fun at work on innovative behavior was also confirmed. The results of this study are consistent with the results of other studies. In Fluegge's (2008, 2014) research, there is also a positive and significant correlation between fun at work and innovative behavior. It can be argued that fun at work is a source for creative and innovative divergent thinking. Fun at work has a positive and significant effect on job satisfaction. Job stress will decrease and positive feelings about work will increase if the working process is enjoyable for people. The positive and significant relationship between fun at work and work engagement is consistent with the results of previous studies. For example, Ching (2010) concluded that employees who experience fun at work are more satisfied about their job. Previous studies including Fluegge (2008, 2014) and MacDowell (2004) show that there is a strong relationship between fun at work and work engagement; thus, it can be said that fun at work plays an important role in increasing employees’ engagement.
5- CONCLUSIONS & SUGGESTIONS
The results of this study, like other previous studies, indicate the great impact of fun at work on job performance. Fun at work has both a direct and indirect impact on job satisfaction and work engagement. In addition, the positive and significant positive effects of innovative behavior on job satisfaction and work engagement of municipality employees in Mashhad were also confirmed. Fun at work is influential in enhancing the innovative behavior of the municipality's employees in Mashhad. On the other hand, people who experience fun at work are also more likely to be more engaged with their work and therefore are more creative. In this research, work engagement is considered as the cognitive outcome of fun at work. Fun at work acts as a positive job resource, whereby employees find the ability to regain energy and focus on their work. Since fun at work is part of the work activity and it is emphasized that it is not considered as opposite to work, both of them are not counter productive of a spectrum. It can also be suggested that work-oriented meetings be hold with the aim of solving the problem or provideing ideas for improving performance outside the office space and in a fun and friendly atmosphere with the presence of managers. Based on the demand-source model which refers to job resources such as physical, social, psychological or organizational dimensions of the occupation, fun at work reduces job demands, and increases individual learning, goal achieving, and also work engagement of employees.
Fun at work, Innovative behavior, Work engagement, Job satisfaction
مقالات
soleiman ahmadzadeh; Said Siyadi; Sanjar Salajgheh; Ayyub Sheikhi
Abstract
1. Introduction
Nowadays, exploiting human capitals and developing and tarining human resources is unavoidable for organizations; regarding the advancement of human resources, raising managers is important. Since to manage current employees, the majority of whom are knowledgeable, “command and control” ...
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1. Introduction
Nowadays, exploiting human capitals and developing and tarining human resources is unavoidable for organizations; regarding the advancement of human resources, raising managers is important. Since to manage current employees, the majority of whom are knowledgeable, “command and control” is no longer effective and employees are looking for trust-based relationships in organizations. To this end, coaching is accepted as an effective strategy for developing managers. A review of the theoretical literature about coaching and manager as coaching revealed that coaching is not considered as a strategy for developing managers. Therefore, the present study aims to introduce a model for developing manager as coach with a synergic approach.
2. Theoretical Framework of the Study
A meta-analysis of texts, literature and theoretical background of the study helped identify the factors affecting the development of manager as coach which were subsequently placed into two individual and oragnizational categories. organizational factors were divided into three clusters: structural cluster (including: role and clear job description, feedback channels and networks, a vast communication network among colleagues and organizational units, transfer of ownership to employees, lowest levels of hierarchy and specialization) cultural cluster (including: the culture of cooperation and association , learning culture and being evolution based, trust-building and ethics-based culture), and management cluster (including: formulating strategies for developing human resources, collaborative decision making, performance-based management and management support) clusters. Individual factors were divided into two categories: factors related to the coach (including: coaching knowledge and experience, coaching skills, asking skills, listening skills, observing skills, analytic skills, communication and discussion skills, skill in setting objectives and building teams, and personality traits: creativity, self-confidence, independence, patience, positive attitude, being responsible, being affable, emotional intelligence) and the trainer (including: readiness and willingness to learn, having objectives, age and gender).
3. Methodology
In the present study, a mixed methodology is used for formulating the model. To establish the validity and the reliability of the components of the model, experts (both academic and those employed by the government) were asked to fill in the expertise questionnaire which was sent to 40 academic experts and 5 chief executives in the government sector. Overall, 32 questionnaires were completed. To confirm or delete the components, average ( ) and content validity ratio (CVR) were used. Components with importance averages equal to 4 or higher and with a CVR of 0.68 or higher were confirmed.
4. Findings and Discussion
The findings revealed that among components of organizational factors, transfer of ownership to employees, and among the components of individual factors, observing skills, innovation and patience, age and gender were removed due to their low averageand CVR values and the rest were confirmed.
5. Conclusion and Suggestions
The findings showed that a clear job description, communication networks and channels, limited division of labor and hierarchy, a culture based on development and cooperation, trust and ethical values, development of human resources, collaborative decision making, performance management, mentoring knowledge, coaching skills and a manager's personality traits, employee's willingness to learn and change, and having an objective leads to managerial coaching in organizations which is in line with the opinions of researchers and previous studies.
Developing manager as coach in government organizations is the product of “a synergic interaction” among both organizational and individual factors. Neither organizational nor individual features, on their own, can lead to managerial coaching in government organizations, but together and in a synergic interaction, they can have influence managerial coaching. To foster managerial coaching in organizations, we suggest:
• Job descriptions and performance expectations for each manager and employee should be clear.
• Organizations should have a flat, dynamic organizational structure and reduce levels of hierarchy.
• Organizations should try to employ and use employees who have a teamwork mindset and replace the competitive mindset with a cooperative, collaborative one and encourage collective teamwork.
• In line with the above suggestion, organizations should, through reinforcing social capital, pave the way for knowledge management and hence knowledge sharing and a learning organization and with foresight, they should lay the ground for continuous improvement and effecting changes in line with environmental needs such that a learning-based environment governs the organizations.
• Organizations should emphasize values and ethical behavior and turn ethical behavior into a norm and behavioral habit in the organization through creating ethical auditors and codes.
• Organizations should formulate policies for developing and training employees and pay specific attention to managerial mentoring styles as the dominant style and encourage managers for assuming coaching roles and compensate them for that.
• Managers should have an employee-based attitude and treat them with respect; delegating authority to employees for resolving managerial problems in organizations can lay the ground for employees’ cooperation, development, and empowerment and at the same time makes them responsible.
• Managers should pay attention to individual development and performance and compensations should be commensurate with skill development and individual behavior and performance.
• In appointing managers, organizations should take individual abilities, interpersonal and mentoring skills along with positive personality traits and positivist psychology into account.
• Through motivating employees and providing the necessary incentives for them, organizations should pave the way for their improvement, development, transformation and change.
• Through goal-setting theory, organizations should give employees a purpose in both the organization and their jobs.
مقالات
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 ...
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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.