Purpose – The purpose of this paper is to examine the relationships between work values (cognitive, instrumental, social, and prestige), communication satisfaction (informational and relational), and employee job performance (task and contextual) in the context of international joint ventures (IJVs) in Iran. Design/methodology/approach – Validated measurement items for study variables were adopted from previous studies. Data were collected through surveys using a random sample of employees and their direct supervisors from the two largest IJVs in Iran’s automobile industry. Findings – According to the results, cognitive, instrumental, and prestige work values had significant effects on informational communication satisfaction. All dimensions of work values (cognitive, instrumental, social, and prestige) were significantly related to relational communication satisfaction. Both dimensions of communication satisfaction (informational and relational) were significantly related to both dimensions of employee job performance (contextual and task). Research limitations/implications – Data were collected from two IJVs in Iran, which may limit the generalization of results to non-IJVs in Iran. The results have important implications for IJV managers by providing valuable insights into adopting various effective tools in the workplace. Originality/value – Previous studies have generally considered work values as a two-dimensional construct. This study extends the literature by conceptualizing work values based on four dimensions (cognitive, instrumental, social, and prestige). No study has taken into consideration social and prestige values in an Asian context. In addition, few studies have investigated the relationships between work values and communication satisfaction.
The purpose of this study is to assess the influence of perceived justice on recovery satisfaction and to examine the moderating role of corporate image in the relationship between perceived justice and recovery satisfaction. Data were gathered on perceived justice with service recovery, corporate image and recovery satisfaction by means of survey from Iran Air customers who experienced a service failure within last year. The results show that distributive and interactional justices have significant effects on recovery satisfaction. The effect of distributive justice on recovery satisfaction was stronger than interactional justice. Additionally, hierarchical regression analyses suggested that corporate image plays a moderating role between perceived justice and recovery satisfaction in the distributive and interactional justice dimensions. Managerial implications of these findings are briefly discussed.
This study investigates the relationships between humor (frequency and effectiveness), communication satisfaction (informational and relational), and employee job performance (task and contextual) in international joint ventures in Iran. Based on a survey of 375 employees and their supervisors in two of the biggest joint ventures in the automotive industry in Iran, the results indicate that the frequency of humor had significant positive effects on contextual and task performance as well as on informational and relational communication satisfaction. In addition, informational communication satisfaction was significantly related to both contextual performance and task performance, whereas relational communication satisfaction was related only to task performance. Finally, informational communication satisfaction mediated the relationship between the frequency of humor and job performance (task and contextual), while relational communication satisfaction mediated the relationship between the frequency of humor and task performance.
model to investigate the individual resilience and the factors affecting it in Melli Bank branch employees of Kerman, Iran. Methods:In this self-reported cross-sectional survey, 358 Melli Bank Branch Employees of Kerman city participated from August to December 2019. According to the JD-R model, the constructs including resilience, emotional intelligence, social support, and job stress, were selected as outcome, personal resource, job resource, and Job demand respectively and participants participated in the survey by answering the questionnaire designed based on these four constructs. Data were analyzed using SPSS 23 and AMOS 21 software. Results:The results showed that resources (emotional intelligence and social support) and demand (job stress) are directly and separately related to resilience (P˂0.001 and P=0.006, respectively), and they are also interactively related (interaction of emotional intelligence and job stress, social support and job stress, social support and emotional intelligence) (P˂0.001, P˂0.001, and P=0.003 respectively). Conclusion:Emotional intelligence, social support, and job stress can affect the resilience of bank employees and human resource managers in banks can help increase employee resilience by creating educational interventions in these areas.
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