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Table of Content - Volume 8 Issue 1 - October 2017


 

The impact of management styles on job satisfaction of dashtestan health care personnel – 2017

 

Hossein Tanha1, Abbas Ghavam2*, Karim Zare3

 

1Department of Healthcare Management, Marvdasht Branch, Islamic Azad University, Marvdasht, IRAN.

{2Assistant Professor, Department of Healthcare Management} {3Assistant Professor, Department of Statistics}

Marvdasht Branch, Islamic Azad University, Marvdasht, IRAN.

 

Abstract              Objective: The present study aims to investigate the effect of management styles on job satisfaction of the personnel of Dashtestan health care system. Method: The method used in this study was descriptive-correlational, and it was conducted in summer 2018 with 530 personnel of Dashtestan health care system. A total of 120 people completed a questionnaire using a random-stratified sampling method. Three questionnaires, of 1- Demographic characteristics (age, gender, education, etc.) 2- Management style 3- Job satisfaction have been used to collect data which has been analyzed with SPSS software. Results: According to the path analysis model, the direct path coefficient (beta) of each of the variables affecting job satisfaction is: democratic management (0.28), combined management (0.22), authoritarian management (0.20), the job nature (0.25), promotion (0.20) and salaries and allowances (- 0.40). Other dimensions have not had a direct impact on job satisfaction. Variables of management style in the democratic, combined and authoritarian dimensions have had an indirect effect through components of supervision and coworkers and the job environment. The T value of 0.551 shows that, due to the significant level achieved (0.583), the direct effect of the authoritarian management on job satisfaction is rejected. Also, the value of R2 = (0.106) indicates that the democratic management has explained about 10.6% of the changes in job satisfaction. Also, the value of R2= (0.07) indicates that the combined variable has explained about 7% of the changes in job satisfaction. There was a significant relationship among age (p <0.001), work experience (p <0.001), education (p = 0.036), work experience per year (P = 0.021), and gender variables (p = 0.125) did not show a significant relationship with job satisfaction. The relationship among demographic characteristics, management style, and job satisfaction shows that there is a significant relationship among education (p = 0.003), management style (p = 0.019) and job satisfaction of the staff, and there is no significant relationship among the age (p = 0.215), gender (p = 0.06) of the manager and job satisfaction of the staff. Based on the results of the test, the T-value is 0.635 and based on the obtained significance level (0.724), at the 95% confidence level, the zero regression coefficient of new management style is confirmed. Discussion and Conclusion: Therefore, training management styles should be one of the operational goals of organizations in general and the health care system in particular, and this should be emphasized in educational planning.

Key Words: Management style, job satisfaction, health care, Borazjan.

 

INTRODUCTION

The style or manner of the manager is the way the manager uses his influence to achieve the goal. Many experts believe that managerial style is influenced by his attitude towards his role and his staff. The performance of staff is the basis of successful management. Correct management styles are one of the crucial challenges and a strong motivational factor for managers, the number of members of the group does not have a determinant role in its success, but the composition and arrangement of the group, management method are effective on the performance of the staff (Ghorbani, 2010).Management has different styles, but the success in managing and improving the group's performance depends on the ability to match the management style with the changing needs and dynamism within the group in addition to the growth and development of the group. Working with group members as a group manager is an integral part of a manager's responsibilities. The tendency to do group work is increasing day by day due to the emergence of multi-skill work methods and the replacement of traditional organizational structures with non-hierarchical structures (Imani, 2016).

Job Satisfaction is one of important factors in job success. Job Satisfaction is a factor that increases the efficiency and also the sense of satisfaction in the individual (Askari, 2010: 105). Job satisfaction is the limit of emotions and positive attitudes that individuals have about their job. When a person has high job satisfaction, this means that he loves his job, feels good about his job and values ​​it. Research results show that employees with higher job satisfaction are in good physical fitness and mental ability, or job satisfaction is a set of feelings and beliefs that people have about their current occupations. (Mohammad Zadeh and Mehrvagan, 2016) Therefore, in this research, we seek to determine whether managerial styles are effective on the job satisfaction of health care system staff.

The Importance of Research: Management may be one of the most critical activities in today's human social life. In the current age, it is the activity by which the missions and goals of organizations are realized, the resources and facilities are exploited, and the abilities and talents of people are manifested. The managers follow a process in the performance of their duties which includes components such as planning, organizing, monitoring and controlling, motivating, communicating, directing, and decision making. The set of these activities forms the management and allows coordination and achievement of goals (Alvani, 2014). Today's society is an organizational society (Alagheband, 2012)

Managers have a key role in the community. The goals of the organization are realized with the correct management. Therefore, recognition of managers' styles is essential. On the other hand, today, management style has been discussed as a controversial topic in the development of human relationships, organizational progress and improvement, and achievement of the goals of the organization. Therefore, the relationship between the level of social skills of managers and their managerial style can be considered as one of the important issues in the field of management science. One of the important issues in employee performance is to identify a variety of management practices. Job satisfaction is the co-story of the unpredictable expectations of the person with the job rewards. Job dissatisfaction can be part of the complaints, poor performance, poor quality goods, theft of employees in the organization, disciplinary difficulties, and other problems. High job satisfaction is desirable for management because the demands of the managers accompany it. Job satisfaction has many dimensions, and it can represent a general attitude or some parts of human occupation. Job satisfaction is part of the life happiness. The nature of the out-of-work place affects the human's emotions, and since a job is a significant part of life, then the job satisfaction influences a person's general satisfaction of life. (Jahani et al., 2009: 34) Job Satisfaction can affect two types of decision that people want to make on their job: First: the decision to belong or join and ultimately stay in the organization as a member. Second: the decision to do hard work and achieve a higher level of job performance (Khombeh Bini, 2016: 46). The most important capital of each organization is its human source. Therefore, attention to the human morale and motives in each organization is of particular importance. Health care system plays a vital role in the prevention, treatment, and health of the community, and it is necessary to have satisfied employees. In this research, the effect of management styles on job satisfaction of Deshtestan health care system personnel has been considered (2017). According to the results of this research, it can be predicted that each manager of the health care system uses which managerial style. Also, the results of this research can help the authorities of medical university select and appoint healthcare managers. Therefore, this research is necessary for the development of the viewpoints of management styles and personality characteristics of managers on the satisfaction of health care system staff. Study setting: Dashtestan Healthcare system is affiliated to Bushehr University of Medical Sciences. It includes Valiasr Clinic, Valiasr Station, Amiralmomenin Clinic, Imam Hossein Clinic, Imam Reza Clinic, Imam Sajjad Clinic, Imam Javad Clinic, Imam Reza Station, Shahid Farahi Center, Health network. Research method: Therefore, the methodology used in this research is descriptive, and since it examines the relationship among variables, it is correlational in type. The statistical population of this study included 100 male and female managers and personnel in the healthcare system of Borazjan. Sample size: Regarding the rules of thumb in which between 15 and 35 people are determined for each of the variables as the sample size, 120 people were selected using stratified random sampling. Data gathering tool: three questionnaires including 1. Demographic characteristics (age, sex, education), 2. Management style, 3. Job Satisfaction have been used to collect data. The present study has two main variables, which are used to measure management style and to job satisfaction among managers and personnel; Salzman and Ender Koolak’s management style questionnaire that has three components of democratic management, combined management, and authoritarian management. Also, JDI has been used in the Likert scale, and it contains the subcomponents of the nature of work, supervision, co-workers, promotions, salaries, and allowances, and the status of the workplace.

Management style questionnaire: the Salzman and Enderkoolke management style questionnaire was used to measure the management style variable. This questionnaire has 28 items and tests the components of democratic management, combined management, and authoritarian management. The five-point Likert scale was used to measure the questionnaire (very low, low, no idea, high, very high). Validity and reliability: Confirmatory factor analysis and the main components have been used to study the validity of this scale. The numerical value of the KMO index was 9012%, as well as the numerical value of the X index in the Bartlet Kervin test was 3097.93, which was significant at the level of 0.0001 and indicated that the selected variables were eligible for factor analysis. Based on the factor analysis performed with Varimax rotation on the items, and regarding eigen values ​​and the slope of the scree plot, three sub-scales were extracted, including democratic management, combined management, and authoritarian management. The concurrent validity of this questionnaire based on Beck management style inventory is 39%. The reliability based on the Cronbach method was 91%. In Iran, Shareh et al. obtained the total scale validity of 71% and the reliability of 90% using Cronbach’s method. The scoring is based on a Likert scale. Job Descriptive Questionnaire (JDI) was used to measure the job satisfaction variable (2008). This questionnaire has 15 items and tests the components of the nature of work, supervision, co-workers, promotions, salaries, and allowances, and the workplace.

Reliability: The results of this study indicate that there are six factors of job satisfaction such as the nature of the job, supervision, coworkers, promotion, salary and allowances, and the workplace. The results of this study showed that these factors measured 69 percent of the variance of the whole scale. The eigenvalue of the factors of the nature of the job, supervision, co-workers, promotions, salaries and allowances and the workplace were 2, 19,13,7, 23, and 29 respectively. The alpha coefficient for these factors was 84%, 79%, 90%, 86%, 81%, 78%, respectively. Validity of this questionnaire in Iran was studied by Khodaparast and Ghasemi (2010), who reported the retest validity for the scales of the nature of job, supervision, colleagues, promotion, salary and allowances, and the workplace at 83%, 79 %, 85%, 90%, 71%, and 72%, respectively. For data analysis, SPSS software was used and mean, variance and standard deviation were used in the descriptive statistics. The Chi-square test, regression analysis, and path analysis have been used in inferential statistics (Hypothesis Test).

                                            

RESULTS

The Kolmogorov-Smirnov test (K-S) was used to evaluate the normality of the job satisfaction variable (dependent variable). The table below shows the results of the Kolmogorov-Smirnov test. According to the significance level obtained for the test (0.168), the H is confirmed. In other words, data of job satisfaction variable as a dependent variable is normal.

 

Table 1: The results of data normality test

Variable

Kolmogorov-Smirnov Value

Significance Level

job satisfaction

1.112

0.168

Levon test was used to study the homogeneity of variances. The results of the Levon test indicate that considering the significance level obtained for the test (0.128), homogeneity of variances is acceptable. Multiple regression tests have been performed in 7 stages to conduct path analysis. The results of the path analysis test in the final model of research are shown in figure (1). Other variables have been excluded from the final model because they had no significant effect. According to the path analysis model, the direct path coefficient (beta) of each of the variables affecting job satisfaction is as follows: democratic management (0.28), combined management (0.22), authoritarian management (0.20), dimension of job nature (0.25), promotion (0.20) and salaries and allowances (- 0.40). Other dimensions have not had a direct impact on job satisfaction. Variables of management style in the democratic, combined and authoritarian dimensions have had an indirect effect through components of supervision, coworkers and the job environment. The paths of variables that have not had a significant effect have been specified with dashes. Table 2 shows the results of enter method-based regression for the effect of authoritarian management on job satisfaction. Based on the results of the test, the T value of the test is 0.551, and according to the significant level (0.583), at the 95% confidence level, the assumption of the zero regression coefficient of authoritarian management is confirmed. In other words, the direct effect of authoritarian management on job satisfaction is rejected. The F and the obtained confidence level (significance level= 0.583) also indicate that the relationship between these two variables is linear at 95% confidence level. According to Figure 1-4, some components of management style have a significant association with some components of job satisfaction. Therefore, the above hypothesis is rejected.


 

Figure 1: The path analysis model and path coefficients of variables

 


Table 2: Regression results of the relationship between authoritarian management and job satisfaction

Variable

R

2r

A

Β Coefficient

Beta

Standard Error

T

Significance Level

authoritarian management

0.051

0.003

159.13

0.142

0.051

0.258

0.551

0.583

Significance level= 0.583 F= 0.303

 


The results of the enter method-regression test are the effect of the authoritarian management style on job satisfaction. Based on the results of the test, there is a correlation between authoritarian management and job satisfaction with the intensity of 0.32. R2 = 0.016 indicates that the authoritarian management variable has explained about 10.6% of the changes in job satisfaction. According to the obtained beta coefficient (0.32) per unit of change in the authoritarian management variable, job satisfaction increases by 0.32. Therefore, the relationship between the two variables is positive and consistent. In other words, the higher the level of authoritarian management, the higher the job satisfaction. The T value of the test is 3.74, and according to the significance level (0.000), it is significant at a 99% confidence level. It means that the assumption of the zero coefficient of regression of the value system is rejected. In other words, the direct effect of authoritarian management on job satisfaction is confirmed. The F and the obtained confidence level (significance level = 0.000) also indicate that the relationship between these two variables is linear at the 99% confidence level. Therefore, the above hypothesis is confirmed. The results of the enter method-regression test are the effect of the combined management style on job satisfaction. Based on the results of the test, there is a correlation between the combined management and job satisfaction with the intensity of 0.26. R2 = 0.017 indicates that the combined management variable has explained about 7% of the changes in job satisfaction. According to the obtained beta coefficient (0.26) per unit of change in the combined management variable, job satisfaction increases by 0.26. Therefore, the relationship between the two variables is positive and consistent. In other words, the higher the level of combined management, the higher the job satisfaction. The T value of the test is 2.98, and according to the significance level (0.003), it is significant at a 99% confidence level. It means that the assumption of the zero coefficient of regression of the combined management variable is rejected. In other words, the direct effect of combined management on job satisfaction is confirmed. The F and the obtained confidence level (significance level = 0.000) also indicate that the relationship between these two variables is linear at the 99% confidence level. Therefore, the above hypothesis is confirmed.

Table 3 and Table 4 show the relationship between the demographic variables of the participants in the study and job satisfaction. There is a significant relationship among age (p <0.001), work experience (p <0.001), education (p = 0.036), work experience per year (P = 0.021) p); there is no statistically significant relationship between sex variables (p = 0.125) and job satisfaction. Also, Tables (5), (6), the relationship among demographic characteristics, management style, and job satisfaction, show that there is a significant relationship among education (p = 0.003), and management style of the manager (p = 0.019) and job satisfaction of employees and there is no significant relationship among the age (p = 0.215) and sex of the manager (p = 0.06) and job satisfaction of staff. The results of enter method-based regression test are the effect of the new management style on job satisfaction. Based on the results of the test, the T value of the test is 0.635. According to the significance level (0.724), at 95% confidence level, the assumption of the zero regression coefficient of the new management style variable is confirmed. In other words, the direct effect of new management on job satisfaction is rejected. The F and the obtained confidence level (significance level= 0.724) also indicate that the relationship between these two variables is linear at the 95%the confidence level. Therefore, the above hypothesis is rejected.


 

Table 3: The relationship between demographic factors of staff and job satisfaction

Variable

Levels

Mean

Standard Deviation

Test Statistic

Freedom Degree

Significance Level

sex

male

94.34

15.59

2.34

(119,1)

(0.125)

female

93.84

15.14

 

 

 

marital status

single

91.61

18.06

 

 

 

married

95.88

15.83

0.99

(119,1)

0.320

education

diploma

96.80

13.92

 

 

 

associate

90.88

15.43

 

 

 

B.A

95.72

15.28

3.44

(96,2)

0.055

M.A

100.45

14.34

 

 

 

PhD

93.41

14.37

 

 

 

age

< 25 (yr)

81.92

13.81

 

 

 

25-35 (yr)

82.37

14.86

2.66

(105,2)

0.006

35-45 (yr)

91.56

14.43

 

 

 

≥ 45 (yr)

96.70

11.77

 

 

 

work experience

< 10 (yr)

95.41

19.64

 

 

 

10-19 (yr)

90.82

17.08

4.32

(100,3)

0.021

≥ 20 (yr)

90.24

12.27

 

 

 

 

Table 4: The relationship among age, the experience of staff and their job satisfaction

 

Age

Work Experience

Correlation

0.217

0.218

Significance level

p< 0.001

P< 0.001

 

Table 5: The relationship among sex, marital status, and education of manager and job satisfaction

Variable

Levels

Mean

Standard Deviation

Test Statistic

Freedom Degree

Significance Level

Sex

male

99.10

11.82

 

 

 

female

52.58

14.77

3.58

(129,1)

0.049

Education

diploma

90.80

14.53

 

 

 

associate

102.80

12.41

 

 

 

B.A

114.12

13.57

 

 

 

M.A

119.15

16.32

9.010

(119,1)

0.001

PhD

120.10

10.25

 

 

 

 

Table 6: The relationship among age, experience and management style and job satisfaction

 

Age

Management Experience

Work Experience

Management Style

Correlation

0.105

0.117

0.175

0.197

Significance Level

0.221

0.the 173

0.055

0.019

 


DISCUSSION

The current study aimed to investigate the relationship between job satisfaction and the management style of healthcare personnel of Borazjan. The results of management style showed that the dominant management style in the studied units was authoritarian (12%). The behavior of the manager in the authoritarian management style is highly task-oriented. The authoritarian leader reminds when, and how to do things. The democratic leader listens to others and displays a supporting behavior. In the combined style, the leader is not only directing but also explains how to do the work and establishes mutual communication. The results of the current study were consistent with the study of Akhtari Shojaei et al. (2011). The results of the above study indicated that there was a significant relationship between the mean score of management style and the job satisfaction of nurses with a correlation coefficient of 0.56. Therefore, it can be concluded that the results of the current study are consistent with the results of their research. The study of Ghorbanian et al. (2012) examined the management style and job satisfaction. There is a relationship between management style and job satisfaction, and with a higher score of management style, the level of job satisfaction would be higher, but there was not a significant relationship between the authoritarian management style and job satisfaction. Therefore, it can be concluded that the result of the present study is consistent with their research results. The results of Ghaffari’s study (2013) concluded that the use of this management style leads to dissatisfaction and reduce the morale and motivation of the staff. In this research, about the significant and inverse relationship between authoritarian style and job satisfaction, it can be said that increasing the use of authoritarian management style in healthcare centers reduces the job satisfaction of staff. In the current research, there was a reverse relationship between the use of authoritarian management style and job satisfaction of staff. It means that the more the managers use the authoritarian management style, the lower the employee's job satisfaction. It can be concluded that the results of the present study are consistent with the results of their research. In the study of Rahman et al. (1393), the results showed that there is a significant relationship between the two variables of leadership style and job satisfaction and the task-oriented leadership style is more satisfactory in the workplace than the relationship-oriented one. Therefore, it can be concluded that the result of the present study is consistent with their research results. Sayadzadeh (2013) studied the staff of Razi University of Kermanshah, 100 staff were selected through simple random sampling as a statistical sample. The hypotheses were analyzed using the Spearman correlation coefficient. The results showed that there is a significant relationship between the different conflict management styles, including cooperation, forgiveness, compromise and avoidance and the job satisfaction of employees at the Razi University of Kermanshah. The use of collaboration, forgiveness, and compromise will increase the level of job satisfaction among employees, and the use of avoidance style will reduce the level of job satisfaction of employees. There is no significant relationship between competition style and job satisfaction. The results of the current study are consistent with the results of their research. Jahani et al. (2009) in their study on job satisfaction and its related factors among staff in hospitals of Arak showed that 82.2% of them had moderate job satisfaction. The highest level of job satisfaction was related to communication with colleagues, and the lowest one was the allowances of the job difficulty, establishing justice and facilities. Therefore, it can be concluded that the results of the present study are consistent with the results of their research. The results of Zarhnoush et al. showed that the majority of people (62%) used the relationship-oriented leadership style and there was a significant relationship between the age and leadership style. Also, the study of leadership style and academic degrees showed that there was no significant difference between them, but there was a significant difference between the management period and the leadership style. The longer the current management is, the more the leadership tends toward the relationship-oriented style. The result of current study is consistent with the results of their research.

 

CONCLUSION

The present study could provide information about satisfaction and style of management in Healthcare center of Borazjan city, Bushehr University of Medical Sciences. It can be concluded that recognition of satisfaction depends on managerial methods, job satisfaction and the influence of the managers on their subordinates. This study aimed to investigate the relationship between job satisfaction and management style of managers in health care center of Borazjan in the educational centers of Bushehr University of medical sciences. Also, managers and personnel of the health care system were studied regarding age, sex, education and management experience. By summarizing the various studies used in the discussion, it can be said that managers with an appropriate leadership style can attract the employees' job satisfaction. In general, the success of an organization depends on the proper leadership of the managers and attention to the job satisfaction of the staff of the organization. Therefore, in their managerial tasks, the managers of the organization, especially the healthcare organization should pay attention to the choice of a management style in line with the job satisfaction of the employees. On the other hand, although studies have been done on job satisfaction and medication, the healthcare community still needs further research in this area. In each research, some limitations can affect the process. Unfortunately, the removal of some of them is out of the control of the researchers. Therefore, in the present research, the researcher has encountered a set of limitations. Among them, the following can be mentioned: it was not possible to interview due to the inadequate time of staff. As a result, the questionnaire was used as the sole means of collecting information. There were lack information and research related to management in the healthcare sector. Since, unlike the efforts made, private organizations did not allow to carry out this research, this research includes organizations affiliated with Bushehr University of Medical Sciences.

 

 

 

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