Mahdi Dehghani Soltani; Mahdi Joneidi Jafari
Abstract
Most of the frontline jobs put a lot of pressure on employees, because employees are in constant demand of managers and customers. Scholars believe psychological capable employees can overcome this challenge. This paper examines the mediating effect of psychological capital on work engagement, well-being ...
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Most of the frontline jobs put a lot of pressure on employees, because employees are in constant demand of managers and customers. Scholars believe psychological capable employees can overcome this challenge. This paper examines the mediating effect of psychological capital on work engagement, well-being and control at work. This study was conducted using a descriptive-survey research method with a sample of 828 employees of Mellat Bank, using a questionnaire and through structural equation method. The results of the research show that: (1) there is a significant relationship between work engagement and psychological capital. (2) Psychological capital plays the role of mediator between work engagement and well-being and control at work. (3) The results indicate that banks for providing customer orientation services, should put a program for recruiting and employing high psychologically staff, since they are vigorous and absorbed to their work and will promote well-being and control their work.
Hosein Rahmanseresht; Mahdi Joneidi Jafari
Abstract
In developing a successful Information Technology (IT) development project today, good IT personnel are crucial. However, just achieving and maintaining their skills is not sufficient; they must contribute to the project in a meaningful fashion, including their supportive activity: organizational citizenship ...
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In developing a successful Information Technology (IT) development project today, good IT personnel are crucial. However, just achieving and maintaining their skills is not sufficient; they must contribute to the project in a meaningful fashion, including their supportive activity: organizational citizenship behavior (OCB). However, IT personnel have different motivational factors, informal behavior patterns, and exhibit OCBs different from those in other fields. In addition, projects present a different face than operations in an organization and alter the context of OCBs. This combination leads to a unique setting where the perceptions of equity by IS employees in project teams are unlikely to follow patterns established for functional operations. To determine if perceived equity can lead to desirable attitudes and behavior in this novel setting, we surveyed IS team members of development projects. Data from 141 respondents in projects teams indicated that equity, as measured by perceptions of justice, add to job commitment, which serves as a mediator between the justice and OCBs. Therefore, project leaders must strive to raise people's understanding of equality in the distribution of rewards and behaviors.
