Factors Affecting Performance Enhancement of Commerce and Civil Service Company Managers in Gillan Province

Subject Areas : Business Management

Hussein Aghayei pour Fetrati ¹ ( Ph.D. Student, Department of Cultural Affairs Management and Planning, North Tehran Branch, Islamic Azad University, Tehran, Iran. )
seyad mahmoud hashemi ² ( Assistant Professor, Department of Business Administration, North Tehran Branch, Islamic Azad University, Tehran, Iran )

Received: 2018-04-28 Accepted : 2019-06-19 Published : 2020-06-21

Keywords: Organizational Citizenship Behavior, Organizational Trust, Organizational Equity, Performance Enhancement, Business Managers, Gillan Province,

Abstract :

The present quantitative correlational applied study was undertaken to explore factors affecting the performance enhancement of managers at commerce and civil service companies in Gillan province. The research population comprised 2000 managers and employees at commerce and civil service companies in Gillan, Iran from whom a stratified sample of 384 was selected based on Morgan Table. A researcher-made questionnaire developed based on the research conceptual model, the research questions and hypotheses was administered to the research sample. The gleaned research data were analyzed descriptively and inferentially through linear and multiple regressions. The results demonstrated that Organizational Trust, Organizational Citizenship Behavior and Organizational Equity had significant impacts on the participating managers’ performance enhancement. Moreover, Organizational Citizenship Behavior and Organizational Trust, with respective coefficients of (.591) and (.368), were found to have the greatest and the smallest impacts on the managers’ performance enhancement in Gillan.

References:

Altuntas, S., & Baykal, U. (2010). Relationship between nurses’ organizational trust levels and their organizational citizenship behaviors. Journal of nursing scholarship, 42(2), 186-194.

Armstrong, Michael. (1991), Handbook personnel management practice, Fourth edition, kurgan page.

Barron, F. (1969). Creative person and creative process. New York: Holt, Rinehart & Winston.

Brown, ME. Trevino, LK. (2006) "Ethical Leadership: A Review and Future Directions". The Leadership Quarterly; 17, 595-616.

Byars, L.I & Rue, L.W. (2008). Human Resource Management: 9 th Edition. New York: Mc GrawHill.

Carell, M.R. Elbert, N.F. Hatfield, R.D. Grobler, P.A. Marx, M. and van der Schyf, S. (2011). Human Resource Management in South Africa. Thomson Learning: Great Britain.

Chong, V. K., & Law, M. B. (2016). The effect of a budget-based incentive compensation scheme on job performance: The mediating role of trust-in-supervisor and organizational commitment. Journal of Accounting & Organizational Change, 12(4), 590-613.

Desmidt, S. and Prinzie, A, (2008), The impact of mission statements: an empirical analysis from a sense making perspective, Academy of Management Proceedings,1, 1-6.

Elamin, A. M., Tlaiss, H. A. (2015), exploring the relationship between organizational citizenship behavior and organizational justice in the Islamic Saudi Arabian context, Employee Relations, 37(1), 2-29.

Cetin, M; Karabay, M; Naci Efe, M. (2012), The Effects of Leadership Styles and the Communication Competency The Case of Turkish Banks, Procedia - Social and Behavioral Sciences, 58, 227–235.

Fred, D.(1989), How companies define their mission, Great Britain, 22(1), 90-97.

Fred, D. (1996), Strategic management, Macmillan Publishing Company, New York, NY.

Gupta, M., Shaheen, M., Reddy, P. K., (2017), Impact of psychological capital on organizational citizenship behavior: Mediation by work engagement, Journal of Management Development, 36(7), 973-983.

Hirota, S. Katsuyuki, K. Hideaki, M. Hong, P., and Park, Y, (2010).Corporate mission, corporate policies and business outcomes: evidence from Japan, Management decision, 48(7), 1134-1153.

Hodson, R. (2002), Management Citizenship Behavior And Its Consequences, Work and Occupations, 29(1):64-96

Ivancevich, J. M. (2007). Human resource management, 10th edition. McGraw-Hill

Kim, S. (2006), Public Service motivation and organizational citizenship behavior in Korea, International journal of manpower, 27(8), 722-740.

Kramer, R. M., & Lewicki, R. J. (2010). Repairing and enhancing trust: Approaches to reducing organizational trust deficits. Academy of Management Annals, 4(1), 245-277.

Noe, R.A, Hollenbeck, J. R, Gerhurt, B & Wright, P.M. (2008). Human Resource Management: gaining Competitive advantage. New York: Mc GrawHill.

Saunders, M. N. (2012). Organizational trust: A cultural perspective. Development and Learning in Organizations: An International Journal, 26(2).

Shiu-Sheng Chen & Yu-Hsi Chou, (2010), Exchange Rates and Fundamentals: Evidence from Long-Horizon Regression Tests, Oxford Bulletin of Economics and Statistics, Department of Economics, University of Oxford, 72(1), 63-88.

Snell, S. Bohlander, G., (2007). Managing human resources, 14th edition. Mason. Ohio: Thomson-Southwestern Publications, First Edition.pp.254-259.

Wickham, P, A. (1997), Developing a mission for an entrepreneurial venture, Management decision, 35(5): 373-381.

Yang, Q., Wei, H., (2017), The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism, Leadership & Organization Development Journal, 39(1).