The relationship between emotional intelligence and job satisfaction with organizational citizenship behavior of financial affairs employees of Fars University of Medical Sciences

Dissertation for Master's degree (M.A.)

Tension: industrial and organizational

Relation between emotional intelligence and job satisfaction with organizational citizenship behavior

Finance employees of Fars University of Medical Sciences

Abstract

In this research, the effect of organizational citizenship behavior, emotional intelligence on job satisfaction of finance employees of Fars University of Medical Sciences was investigated and the results were obtained. found In order to investigate these variables, a descriptive correlational research was conducted in Fars University of Medical Sciences. The research sample included 110 employees who were selected by census method. Organizational citizenship behavior, emotional intelligence and job satisfaction questionnaires were used to collect data. The alpha coefficient of the mentioned questionnaires was calculated as 0.889, 0.879 and 0.865 respectively. The executive analysis of the research was carried out using the method of correlation coefficient and linear multiple regression test. Finally, the results of this research showed that there is a significant relationship between the variables of organizational citizenship behavior, emotional intelligence, and job satisfaction. Also, the results indicate that the components of emotional intelligence can predict citizenship behavior, while all the components of emotional intelligence have a significant relationship with organizational citizenship behavior.

Key words: organizational citizenship behavior, emotional intelligence, job satisfaction

In the current era, organizations have found a high and prominent position in the cultural and social structure of societies. Many basic and vital activities related to people's life are carried out in organizations, and life is impossible without the existence of various educational, industrial, commercial, service, political, military, etc. organizations. In spite of this achievement, all-round success and progress and provision of well-being and comfort are not realized by the existence of organizations, but for this purpose, efficient and effective organizations are needed (Shekar Ken, 1379).

The development of any organization largely depends on the correct use of human resources. Therefore, one of the issues of concern in the management of human resources in the organization is the supply of forces and motivation to increase the quality of their work. Every person's job should provide part of his material, psychological and social needs. Since the effort of every organization is to maximize production and service quality, this goal should be pursued seriously. The production of any organization is dependent on the training of skilled and specialized personnel in various fields, and raising the quality of the skills of these personnel is one of the goals of every organization, and to achieve such a goal, it is necessary and certain to have a skilled and motivated workforce full of energy. do It is obvious that a motivated employee can change everything for the benefit of society, work environment and himself with the help of his will and experiences. (Idris and Raisi Ardali, 2013).

The concept of organizational citizenship behavior was first presented to the world of science by Bateman and Organ in the early 1980s. The initial research that was conducted in the field of organizational citizenship behavior was mostly to identify the responsibilities or behaviors that employees had in the organization. But it was often ignored. Although these behaviors were incompletely measured or sometimes neglected in the traditional evaluation of job performance, they were effective in improving organizational effectiveness. (Binstock, 2003)

(organizational citizenship behavior actions) that happen in the workplace are defined as follows:

a set of voluntary and optional behaviors that are not part of the official duties of the person, but are nevertheless performed by him and effectively improve the tasks and role of the organization. (Applebaum et al., 2004)

According to the above definition of a human being as an organizational citizen, he is expected to serve the goals of the organization before the requirements of his role and beyond the official duties. In other words, the structure of organizational citizenship behavior seeks to identify, manage and evaluate the extra-role behaviors of those who work in the organization, as a result of these behaviors, organizational effectiveness is improved.

In previous reviews and researches on organizational citizenship behavior, the researches conducted (Stavar, 2007 and Hadizadeh, 2008 and Gerliuz, 2008) show that various variables are related to citizenship behavior, among which special attention is paid to job satisfaction and positive feelings and attitudes that employees have towards their jobs.

The current world is industrializing at an increasing pace. This increases the necessity of innovation, flexibility, productivity and accountability for the survival and success of organizations. Therefore, new standards must be developed for organizations to respond to global challenges and provide a suitable environment for employees so that they can have the most appropriate skills. Therefore, psychologists emphasize that employees of organizations should act beyond their official duties. Due to the many face-to-face interactions with customers and the nature of services, this concept is more important in service sectors (Garg and Rastogi, 2006).

One of the skills that can help employees in this way is "organizational citizenship behavior". This category refers to individual behaviors that arise from the insight of individuals and, in addition to increasing the efficiency and effectiveness of the organization's performance, are not directly and explicitly encouraged through the formal reward system (Oregon, 1988; Burns and Carpenter, 2008).

Organizational citizenship behavior is moving beyond the minimum expected performance (Burns and Carpenter, 2008) (Moran, 2003).

On the other hand, the research of various scientists such as "Golman", "Boyatzis and his colleagues" and . It shows that one of the factors that plays a very important role in the successful performance of job duties is "emotional intelligence" (Golman, 1995 and 1998; Boyatzis et al., 2000). People with high emotional intelligence have the art of interaction and the skill of controlling and managing the emotions of others. These skills strengthen popularity, leadership and personal influence and make a person successful in any social activity and intimate relationship with others. Such people show the best performance in different life situations with the inner knowledge and insight that they have about their own and others' emotional tendencies (Aiwazi, 2015).

All that has been mentioned above is a good proof that emotional intelligence can be considered as one of the prerequisites for the success of employees in the emergence of organizational citizenship behavior.

"Intelligence is the ability to understand the relationships between phenomena." Because both in the power of learning, in the power of adapting to the environment, in the power of abstract thinking, and in the operational definitions of intelligence, there is a common axis, which is the power to understand the relationships between phenomena.

Emotional intelligence, which at least in social life (especially commercial and marketing activities) is more important than academic intelligence. The intelligence that separates reformers and social elites from scientific elites throughout history.

Emotional intelligence indicates that in social relationships and in psychological and emotional exchanges, what action is appropriate and what action is inappropriate in certain circumstances. It means that a person can always keep hope alive in himself in different situations, empathize with others, hear other people's feelings, ignore small rewards in order to get a bigger reward, not let worry disturb his thinking and reasoning power, persevere in the face of problems and maintain his motivation at all times. Emotional intelligence is a type of emotional talent that determines how to use our skills in the best possible way and even helps us use wisdom in the right direction. (Estvar 2017)

Emotional intelligence can be considered as one of the prerequisites for the success of employees in the emergence of organizational citizenship behavior, and it is also effective in job satisfaction. (Tavakli, 2017)

Several factors affect the efficiency of people in the organization, one of these factors is job satisfaction (job satisfaction) which can help the organization to have a useful perspective for the future and achieve development.

In addition, in human resource management, the phenomenon of job satisfaction is one of the indicators of the quality of life. There is no doubt that people who are satisfied with their work feel that they have achieved success in the end.

Therefore, the greater the compatibility between employees and organizational goals, the higher the performance and job satisfaction of employees.

Because increasing productivity and effectiveness is always one of the issues and concerns of managers of organizations, understanding the behavior of organizational citizenship, emotional intelligence, job satisfaction and providing the necessary conditions and the right environment strengthens effective and efficient behaviors and prevents ineffective behaviors and can be an effective step in this field.

Kelly reveals his attitudes towards the job in two ways (internal and external job satisfaction).