The effects of social capital on job satisfaction and employee performance with organizational commitment mediation role (Case Study, Youth and Sports Ministry staff)
Poster Presentation
Paper ID : 1276-12THCONG
Authors
1farhangian University، kermanshah،Iran
2farhangian university,kermanshah, Iran
3farhangian university, kermanshah,Iran
Abstract
The present study was conducted to investigate the relationship between social capital, job satisfaction and organizational commitment and performance of the staff of the Ministry of Youth and Sports.
The research method was descriptive-correlation. In terms of purpose, it falls into the category of applied research and has been field-implemented in terms of performance. The statistical population of the study was 284 staff members of the Ministry of Sport and Youth Staff of which 181 were selected based on Morgan table and randomly selected as sample. The data gathered, four questionnaire organizational performance Hersey and Goldsmith (2003), commitment (Meyer & Allen, 1997), social capital (Nahapiet and Ghoshal, 1998) and job satisfaction (Minnesota, 1967). Formalized their validity, and reliability was obtained, using Cronbach's alpha for the questionnaire on organizational performance, 87/0, organizational commitment, 80/0, social capital, 86/0 and job satisfaction 90/0.
The results of analysis on the structural equation model indicated that the model fit was good, and acceptable. And all paths (hypotheses) were confirmed with high confidence. In the meantime, most of the work on the relationship between organizational commitment and performance (54%). Social capital and job satisfaction are also each work 41 and 33 percent on their commitment.
The regression test showed that job satisfaction dimensions is can predict 40% of organizational commitment among employees of Ministry of Sport and Youth. For this reason, it is suggested that by providing employees with job satisfaction, they will increase their commitment to their organization, which will improve the performance of the Ministry of Sports and Youth and other sports departments and organizations. While not paying attention to these relationships weakens the organization concerned and drives the organization away from its goals.
The research method was descriptive-correlation. In terms of purpose, it falls into the category of applied research and has been field-implemented in terms of performance. The statistical population of the study was 284 staff members of the Ministry of Sport and Youth Staff of which 181 were selected based on Morgan table and randomly selected as sample. The data gathered, four questionnaire organizational performance Hersey and Goldsmith (2003), commitment (Meyer & Allen, 1997), social capital (Nahapiet and Ghoshal, 1998) and job satisfaction (Minnesota, 1967). Formalized their validity, and reliability was obtained, using Cronbach's alpha for the questionnaire on organizational performance, 87/0, organizational commitment, 80/0, social capital, 86/0 and job satisfaction 90/0.
The results of analysis on the structural equation model indicated that the model fit was good, and acceptable. And all paths (hypotheses) were confirmed with high confidence. In the meantime, most of the work on the relationship between organizational commitment and performance (54%). Social capital and job satisfaction are also each work 41 and 33 percent on their commitment.
The regression test showed that job satisfaction dimensions is can predict 40% of organizational commitment among employees of Ministry of Sport and Youth. For this reason, it is suggested that by providing employees with job satisfaction, they will increase their commitment to their organization, which will improve the performance of the Ministry of Sports and Youth and other sports departments and organizations. While not paying attention to these relationships weakens the organization concerned and drives the organization away from its goals.
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