Share This Article:

Effect of Job Organization on Job Performance among Operating Staffs in Manufacturing Companies

Abstract Full-Text HTML XML Download Download as PDF (Size:330KB) PP. 136-139
DOI: 10.4236/ajibm.2013.32018    6,551 Downloads   12,000 Views   Citations

ABSTRACT

The current study was conducted in Mazandaran, a northern province of Iran, and aimed to analyze the effect of job organization on job performance of 1000 operating staffs in 50 manufacturing companies. According to Krejcie & Morgan table [1], the minimum number of sample size was determined as 278 people. A total of 333 questionnaires were distributed among respondents and 284 usable questionnaires were returned. The research method used for this study is descriptive-correlation. Further, the analysis was carried out utilizing Structural Equation Modeling (SEM) methodology by LISREL 8.8 software. The factors analysis and the findings show that job organization has a significant positive influence on job performance. Further, a number of suggestions on managerial implementation were proposed.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

S. Davoudi and M. Allahyari, "Effect of Job Organization on Job Performance among Operating Staffs in Manufacturing Companies," American Journal of Industrial and Business Management, Vol. 3 No. 2, 2013, pp. 136-139. doi: 10.4236/ajibm.2013.32018.

References

[1] R. V. Krejcie and D. W. Morgan, “Determining Sample Size for Research Activities,” Educational and Psychological Measurement, Vol. 30, 1970, pp. 607-610.
[2] P. Boxall, J. Purcell and P. Wright, “The Oxford Handbook of Human Resource Management,” Oxford University Press, Oxford, 2007.
[3] S. M. M. Davoudi and R. Kaur, “The Link between Internal Marketing and Human Resource Management,” Arth Prabhand: A Journal of Economics & Management, Vol. 1, No. 2, 2012, pp. 59-72.
[4] H. Nadiri and C. Tanova, “An Investigation of the Role of Justice in Turnover Intentions, Job Satisfaction, and Organizational Citizenship Behavior in Hospitality Industry,” International Journal of Hospitality Management, Vol. 29, No. 1, 2010, pp. 33-41.
[5] M. J. Schmit and S. P. Allscheid, “Employee Attitudes and Customer Satisfaction: Making Theoretical and Empirical Connections,” Personnel Psychology, Vol. 48, No. 3, 1995, pp. 521-532. doi:10. 1111/j.1744-6570.1995.tb01768.x
[6] S. Z. Dawal, Z. Taha and Z. Ismail, “Effect of Job Organization on Job Satisfaction among Shop Floor Employees in Automotive Industries in Malaysia,” International Journal of Industrial Ergonomics, Vol. 39, No. 1, 2009, pp. 1-6. doi:10.1016/j.ergon.2008.06.005
[7] S. I. Robertson, “What Is a Problem? Problem Solving,” Psychology Press, Hove, 2001, p. 2. doi:10.4324/9780203457955
[8] J. P. Campbell, R. A. McCloy, S. H. Oppler and C. E. Sagger, “A Theory of Performance,” In: N. Schmit and W. C. Borman, Eds., Personal Selection in Organizations, Jossey-Bass, San Francisco, 1993, pp. 35-70.
[9] B. Coomber and K. L. Barriball, “Impact of Job Satisfactions on Intent to Leave and Turnover for Hospital Based Nurses: A Review of the Research Literature,” International Journal of Nursing Studies, Vol. 44, No. 2, 2007, pp. 297-314. doi:10.1016/j.ijnurstu.2006.02.004

  
comments powered by Disqus

Copyright © 2020 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.