عملکرد های شغلی اثربخش در سایه سار مدیریت وفاداری منابع انسانی

بهنوش جووری ¹ ( استادیار گروه مدیریت دولتی و خط مشی گذاری، واحد تهران مرکزی، دانشگاه آزاد اسلامی، تهران، ایران )
میثم ملکی ² ( دانشجوی کارشناسی ارشد رشته مدیریت دولتی واحد الکترونیک دانشگاه آزاد اسلامی تهران، ایران . )

تاریخ ارسال : 1403/12/28 تاریخ تایید : 1404/02/04

کلید واژه: مدیریت منابع انسانی, عملکرد شغلی, وفاداری سازمانی, کارکنان بانک سپه,

چکیده مقاله :

هدف از تحقیق حاضر بررسی رابطه مدیریت منابع انسانی و عملکرد شغلی کارکنان  با نقش میانجی وفاداری سازمانی کارکنان بانک سپه بود. بر همین اساس روش تحقیق از نوع کاربردی با ماهیت توصیفی –همبستگی است. باتوجه‌به این که جامعه موردمطالعه از نوع محدود است از فرمول کوکران جامعه محدود برای انتخاب نمونه شده و تعداد نمونه برابر ۳۲۳ نفر به دست آمد که روش نمونه‌گیری از نوع تصادفی ساده است. روش گردآوری داده‌ها در این تحقیق میدانی و ابزار گردآوری داده‌ها پرسش‌نامه‌های استاندارد است. در این تحقیق برای اندازه‌گیری روایی از روایی محتوا و همچنین برای اندازه‌گیری پایایی از ضریب آلفای کرونباخ استفاده شده است که مقادیر آن برای تمامی متغیرهای مدل بالاتر از ۷/۰ به‌دست‌آمده است. کلیه تجزیه‌وتحلیل داده‌های جمع‌آوری‌شده از طریق نرم‌افزارهای SPSS26 و AMOS24 انجام شده است. برای بررسی فرضیه‌ها تحقیق از تحلیل عاملی تأییدی و مدل‌سازی معادلات ساختاری با رویکرد حداقل مربعات جزئی استفاده شده است. یافته­های بدست آمده از معادلات ساختاری نشان داد که مقدار ضریب مسیر استاندارد بین متغیر مدیریت منابع انسانی و عملکرد شغلی برابر با 75/0 بوده که نشان از تأثیر مثبت و معنادار مدیریت منابع انسانی بر عملکرد شغلی کارکنان بانک سپه دارد؛ مقدار ضریب مسیر استاندارد بین متغیر وفاداری سازمانی و عملکرد شغلی برابر با 73/0 بوده که نشان می­دهد بین وفاداری سازمانی و عملکرد شغلی رابطه مثبت و معناداری وجود دارد. همچنین اثر غیرمستقیم مدیریت منابع انسانی با نقش میانجی وفاداری سازمانی بر عملکرد شغلی کارکنان بانک سپه برابر با 5256/0 به‌دست‌آمد که نقش میانجی وفاداری کارکنان در ارتباط بین مدیریت منابع انسانی و عملکرد شغلی را تایید می­نماید. با توجه به اهمیت بانک‌ها در اقتصاد کشور و نیاز به بهره‌برداری بهینه از منابع انسانی در این سازمان‌ها، بررسی این موضوع در یک نهاد مالی با ساختار خاص خود، می‌تواند دیدگاه‌های جدیدی در زمینه پیاده‌سازی استراتژی‌های مدیریت منابع انسانی و تأثیر آن‌ها بر عملکرد کارکنان بانک سپه فراهم کند.

چکیده انگلیسی :

Effective Job Performance in the Light of Human Resource Loyalty Management[1]

 

 

Meiasm Maleki

Master's student in Public Administration, Electronics Department, Islamic Azad University, Tehran, Iran

 

ORCID: 0009-0003-6165-7583

 

Behnoush Jovari

Assistant Professor, Department of Public Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran ;( Corresponding Author); [e-mail]

ORCID: 0000-0002-6426-0245

 

Received: 2025   March 18    | Revised: 2025   April 13   | Accepted: 2025   April 24   

 

 

 

Abstract

 Background: The aim of the present study was to examine the relationship between human resource management and employee job performance with the mediating role of employee organizational loyalty at Bank Sepah.; Methods: The research method is applied, with a descriptive-correlational nature. Cochran's formula for a finite population was used to select the sample, and the sample size was determined to be 323 individuals. The sampling method is simple random sampling. The data collection tools are standard questionnaires. All data analysis was conducted using SPSS26 and AMOS24 software; Results: The findings obtained from structural equations showed that the standardized path coefficient between the human resource management variable and job performance was 0.75, The standardized path coefficient between the organizational loyalty variable and job performance was 0.73, suggesting a positive and significant relationship between organizational loyalty and job performance. Additionally, the indirect effect of human resource management with the mediating role of organizational loyalty on job performance of Bank Sepah employees was 0.5256, confirming the mediating role of employee loyalty in the relationship between human resource management and job performance; Conclusions: Behavioral loyalty can be an effective factor in creating a high-performance environment and continuous improvement at Bank Sepah.

Keywords: Human resource management, job performance, organizational loyalty, Sepah Bank employees

 

 

Extended Abstract

Effective Job Performance in the Light of Human Resource Loyalty Management

Introduction

The goals of human resource management are defined at three levels. At the individual level, the focus is on ensuring job satisfaction, motivation, and opportunities for advancement for employees. At the organizational level, the aim is to increase productivity and improve organizational performance, while at the societal level, adherence to ethical principles, protection of employee rights, and participation in sustainable development are emphasized (Hosseini et.l, 2024: 22). Human resource management activities include attracting and selecting qualified personnel, providing training and development programs to improve skills, evaluating employee performance, designing fair reward and compensation systems, and creating a suitable work environment to strengthen positive relationships between employees and management. These activities are designed to enhance employee motivation and commitment, ultimately improving job performance. (Salman, 2024: 452).

 In banks, where accuracy, speed, and service quality are of particular importance, effective human resource management can significantly impact the quality of services provided, thus affecting customer satisfaction and the bank's growth. In this regard, studying the relationship between human resource management, organizational loyalty, and job performance of employees at Bank Sepah can help the bank's managers design optimal policies to increase employee loyalty, and consequently, improve their job performance. This research can provide a deeper understanding of the role of human resource management in strengthening organizational loyalty and its impact on employee performance in a large banking organization. Ultimately, the results of this study can contribute to improving human resource policies in banks and enhancing the overall organizational productivity. In the current competitive environment, banks must continually strive to keep their employees committed and loyal to organizational goals. This is especially important at Bank Sepah, one of the largest and oldest state-owned banks in Iran. In such organizations, improving employee performance and increasing their loyalty can have a significant impact on the bank’s competitiveness and customer satisfaction. Accordingly, the researcher in this study seeks to answer the main question: Is there a relationship between human resource management and job performance of employees, with organizational loyalty as a mediating factor, at Bank Sepah?

Theoretical Framework

In the present study, human resource management is considered as the independent variable, employee loyalty as the mediating variable, and job performance as the dependent variable, all playing a role in the banking system of Bank Sepah. The theoretical model of the current research is derived from the study of Darmawan (2020). In the employee loyalty component, employee commitment acts as an important mediator between human resource management and job performance (Pantih, 2024:55). Job engagement helps reduce turnover rates and increases job satisfaction among bank employees (Zenabazar et al., 2024:1119). This analysis indicates that human resource management can effectively influence the job performance of bank employees, and this impact is strengthened through enhancing employees' organizational loyalty.

Methodology

The research method is applied, with a descriptive-correlational nature. Since the study population is limited, the Cochran formula for finite populations was used to select the sample, resulting in a sample size of 323 individuals. The sampling method used is simple random sampling. The data collection method in this study is field-based, and the data collection tools are standardized questionnaires. For measuring validity, content validity was used, and for measuring reliability, Cronbach's alpha coefficient was applied. The values of Cronbach's alpha for all variables in the model were found to be above 0.7. All data analyses were conducted using SPSS26 and AMOS24 software. To test the research hypotheses, confirmatory factor analysis and structural equation modeling with a partial least squares approach were employed.

Discussion and Results

The findings obtained from structural equations indicated that the standardized path coefficient between the human resource management variable and job performance was 0.75, which reflects a positive and significant impact of human resource management on the job performance of Bank Sepah employees. The standardized path coefficient between the organizational loyalty variable and job performance was 0.73, showing a positive and significant relationship between organizational loyalty and job performance.

 Additionally, the indirect effect of human resource management with organizational loyalty as a mediating variable on the job performance of Bank Sepah employees was found to be 0.5256, confirming the mediating role of employee loyalty in the relationship between human resource management and job performance.

Conclusion

Given the importance of banks in the country's economy and the need for optimal utilization of human resources in these organizations, examining this topic in a financial institution with its unique structure can provide new insights into the implementation of human resource management strategies and their impact on employee performance. Additionally, this study specifically addresses the relationship between organizational loyalty and job performance in the context of Bank Sepah, which has been less explored in similar research.

 

Contribution of authors

All authors have participated in this research in equal proportion.

 

Ethical approval

Written informed consent was obtained from the individuals for their anonym zed information to be published in this article.

 

Conflict of interest

The authors declare no conflicts of interest.

 

[1] The article is an excerpt from the student's master's thesis.

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