Purpose: Analyzing the effectiveness of reward management system on employee performance through the mediating role of employee motivation was the purpose of the present survey. Method and tools: Given that staff department of Isfahan Regional Electric Company was the statistical population under study simple random sampling was used in this survey. Sample size was determined by means of Cochran formula (140 persons). Historical study and field study methods were the most important methods of data collection and data analysis was performed by means of Amos and Pls software. Findings: Reward management system has a positive and significant effect on employee motivation. Employee motivation does not have a positive and significant effect on employee performance. Reward management system has a positive and significant effect on employee performance (by the presence of motivation as the mediating variable). Conclusion:The findings of this survey in the above company show that there is a positive and significant relation among elements of reward management system and motivation and performance. Such positive and significant relation was found among the elements of reward management system with performance too. This is while there was no positive and significant relation among the elements of reward management system, employee motivation and performance. It is notable that the above relations were presented in the framework of a model using structural equations modeling.
The purpose of this study was to provide an exploratory investigation of faculty member's efficacy inventory in higher education. Review of the literature showed a few studies about this subject and current instruments did not consider the theoritical foundations of faculty member efficacy. Moreover, most researches were limited to schools area and K-12. After an extensive review of the literature, first, a set of items to operationalize faculty perceptions and beliefs of efficacy in their tasks was developed. At second stage, higher education colleagues who were working in our university and other nearby universities examined the items for critique, and consulted with their colleagues about content and face validity. Third, a pilot study was initiated to map the domain of the construct and refined the measure and the meaning of faculty efficacy through the statistical methods. The instrument was field-tested and refined using a representative sample of universities faculty. Fourth, a factor analysis was utilized to identify factors related to efficacy scale of faculty members. Fifth, we reduced items and agreed about 18. Four factors were appeared in the factor analysis consisting of teaching competencies, research competencies, social competencies, and personal competencies. We insured all four sources of efficacy (mastery experiences, vicarious experiences, social persuasion, and emotional arousal) were represented in each efficacy components (teaching competencies, research competencies, social competencies and personal competencies). Cronbach's alpha coefficient was calculated for each factor and in overall the instrument was a reliable scale 0.83. Finally, differences between faculty members were studied based on some demographic variables such as gender and academic ranking. Results showed that there were not significant differences between all female and male faculty members efficacy and so based on academic ranking
Understanding the social undermining is increasing important in organizational literature both because of its relation with job performance and because of its collective cost to individuals and organizations. This article argued that social undermining can effect on co-creation among faculty members. The study adopted a descriptive-correlational method. The statistical population of the study consisted university faculty members in Iran, that 235 members were selected as the participants using stratified random sampling consistent with the sample size. Social undermining was examined using Duffy et al. (2002) Questionnaire and co-creation were examined using researcher-made questionnaire based on co-creation DART model. Also the reliability of the questionnaire were computed using Cronbach's alpha (0.94 for social undermining and 0.96 for co-creation questionnaire).Results based on data from a sample of university faculty members showed a negative relationship between social undermining and co-creation and were meaningful at 0.05 level of significance.
Abstract:The goal of the present research was to examine how organizational support and organizational commitment influence the relationship between developmental performance appraisal and the employees' task performance. A number of 217 formal employees working at Gas Company in Gilan, Iran with a degree of diploma and beyond were selected to answer a questionnaire in a stratified random manner. The research method was a cross-sectional survey type (structural equation model). Research instruments adopted in this study included Questionnaire of Developmental Performance Appraisal (Kuvaas, 2007), perceived Organizational Support scale (Rhoades et al., 2001), Organizational Commitment Questionnaire (Balfour andWechsler, 1996), as well as Task Performance Questionnaire (Williams and Anderson, 1991). To evaluate the suggested model, structural equation modeling through PASW Statistics22 and Amos Graphics21 software package were used. Moreover, the indirect effects were tested by Bootstrap procedure. The results revealed that the research suggested model enjoyed a good fitting with data. The findings does not support direct path of developmental performance appraisal and task performance .The research findings showed that indirect path of developmental performance appraisal, organizational commitment and organizational citizenship behavior was meaningful, while the indirect path of developmental performance appraisal, organizational support and task performance were not supported. Eventually, Implications and directions for future research are discussed.
The aim of this study was to investigate the relationship between strategic human resource management (SHRM) practices and intellectual capital (IC) in Isfahan state universities. A multiple correlational survey design with a stratified random sampling (n = 492) was utilized. The SHRM practices questionnaire based on Chen and Hung's study (2009), first tested locally through a pilot study and then IC questionnaire adopted from Torres (2006) were administered. On the whole study sample the questionnaires' face and content validity confirmed by experts and their reliability were estimated 0.95 and 0.93 respectively through Cronbach's alpha coefficient. SHRM practices and IC components mean scores were lower than mean criteria. Statistically significant multiple relationships were found between SHRM practices and IC. Beta coefficients among SHRM practices and IC components were significant and regression model was also significant.
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