Relationships between work values, communication satisfaction, and employee job performance

Abstract

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.

Assessing the Employee Value of IT Staff via Employee Value Equation Variables from the Value Profit Chain Framework

“…The management of an organization can make decisions [47] based on the result of this value measurement-whether or not it is worth keeping the employee or vice versa. A suggestion to the company would be to design new people practices, foster a learning culture, and encourage employees, as well as adopt an agile mindset and promote a unique employee value proposition for talented employees [6].…”

Peran kepemimpinan transformasional dalam meningkatkan employee engagement dan dampaknya pada kinerja pegawai

“…Dalam artian sempit kinerja pegawai dikatakan sebagai produktivitas pegawai sementara dalam arti luas diartikan sebagai kombinasi dari upaya, keterampilan, dan hasil yang diperoleh dan sangat penting bagi pegawai dan organisasi. Kinerja pegawai adalah satu set perilaku dengan unsur-unsur evauatif pegawai yang dapat menjadi positif atau negatif (Nikbin, 2016). Dapat disimpulkan bahwa kinerja pegawai merupakan unjuk kerja pegawai dala melaksanakan keseluruhan dari tugas yang menjadi kewajibannya dalam bekerja.…”

Komunikacija I Performanse Posla

“…Korišćen je u značajnom broju studija (npr. Pincus, 1986;Clampitt & Girard 1987;Clampitt & Girard, 1993;Clampitt & Downs, 1993;Carriere & Bourque, 2009;Hadžić, Majstorović i Nedeljković, 2009;Alsayed, Motaghi & Osman, 2012;Nikolić, Vukonjanski, Nedeljković, Hadžić & Terek, 2013;Jalalkamali, Ali, Hyun & Nikbin, 2016). Pomoću CSQ instrumenta, komunikacija se procenjuje kroz svojih osam faktora ili dimenzija.…”

“…U savremenim uslovima, ispitivanje odnosa komunikacijaperformanse se sve više obavlja u preduzećima manje razvijenih zemalja, pa se smatralo ovde značajnim da se navedu rezultati nekih istraživanja. Utvrđeno je da organizaciona komunikacija ima značajan efekat na radne učinke zaposlenih na osnovu sprovedenih istraživanja u raznim organizacijama u Indiji (Giri & Kumar, 2010), u formalnom sektoru Gane (Abugre, 2011), u bankarskom sektoru Irana (Monavvariana & Mehdi Asri, 2012), u javnom sektoru -Ministarstvu obrazovanja i zdravlja Palestine (Alsayed, Motaghi & Osman, 2012), u različitim organizacijama u Lagosu, Nigerija (Femi, 2014), u sektoru hortikulture u Keniji i to posredstvom poboljšane operativne efikasnosti zaposlenih Milanović, Published: October 2018 MESTE │69 (Beryl Achieng Otieno, Wangithi Waiganjo & Njeru, 2015), u bankarskom sektoru Nigerije, gde je utvrđen značajan efekat komunikacije na dole i komunikacije na gore na performanse zaposlenih (efikasnost i efikasnost) (Nwata, Umoh & Edwinah, 2016), u preduzećima koja su uključena u međunarodna zajednička ulaganja u Iranu -obe dimenzije zadovoljstva komunikacijom (informaciona i relaciona) su značajno povezane sa performansama zadataka i kontekstualnim performansama (Jalalkamali, Ali, Hyun & Nikbin, 2016).…”