The relationship between the leadership competence of branch heads and the job enthusiasm of the employees of Agricultural Bank of Gilan province

Dissertation for Master's Degree (A.M)

Field: Public Administration Major: Human Resources

Abstract

Job passion is a relatively new and broad concept in the field of psychology and human resource management. Paying attention to job passion was created in the heart of research related to job burnout. During the studies conducted on burnout, this logical question was raised, what do we know on the other side of this continuum and can we find employees who work with high energy and are deeply involved and immersed in their work? And if so, what drives them in this direction? With such questions, researchers began to examine the opposite pole of burnout more systematically in the late 20th century, coinciding with the rise of what has been called the positive psychology movement, and the increasing number of organizations emphasizing the positive psychological characteristics of employees. Today's organizations want their employees to be motivated, creative, responsible and engaged in their work and expect them to go beyond their job duties. Career passion not only plays a vital role in understanding positive organizational behaviors, but also plays an important role in guiding human resource management and occupational health policies in organizations. On the other hand, leadership in the organization has significant value and importance, which seems complex and extensive. Leadership competency[1] is a set of competencies that has attracted much attention from researchers. Employees who feel that their leaders are enthusiastic and committed are more likely to implement these characteristics in their own relationships. According to the above, the main research question was set as follows: Therefore, the main research question is whether there is a relationship between leadership competence and employee enthusiasm. And based on this, five hypotheses were developed. The statistical population of the research of the employees of the branches of the Agricultural Bank of Gilan and Shehad Roshanmonegiri in this research is a simple random sampling type. Data collection method, field, questionnaire collection tool and analysis method is also correlation and regression test and all hypotheses were confirmed.

Key words: job passion, leader competence, human resources, agricultural bank

Chapter 1

Research overview

) Introduction

In recent years, study and research in the field of positive psychology is a novel approach. has created for many social psychologists. This approach focuses on the scientific study of positive experiences, happiness and psychological well-being and positive human resources instead of stressing the symptoms of sadness and negative concepts. (Seligman, 2003) Career passion is a relatively new and broad concept in the field of psychology and human resource management. Paying attention to job passion was created in the heart of research related to job burnout. During the studies that were conducted on job burnout, this logical question was raised that what do we know on the other side of this continuum and is it possible to find employees who work with a lot of power and are deeply involved in their work and immersed in it? And if so, what drives them to do so? With such questions, researchers began to examine the opposite pole of burnout more systematically at the end of the 20th century, and this coincided with the emergence of what was called the positive psychology movement, and also with the increase in the number of organizations that emphasized the positive psychological characteristics of employees. Today's organizations want their employees to be motivated, creative, responsible and involved in their work and expect them to move beyond the performance of job duties (Pour Abbas, 2017). In this chapter, after stating the problem and describing the importance and necessity of the research, the objectives, hypotheses and theoretical framework of the research are discussed and finally the theoretical and operational definitions of the variables.

1-2) Statement of the problem

Employees of any organization are considered the most valuable assets of that organization, therefore organizations are faced with the challenge of employing and maintaining expert and efficient workforce. Recruiting and retaining employees in the organization need a tool that can choose the best among job applicants and provide conditions for employees to feel satisfied with their work positions (Seyd Asgari et al., 2010, p. 36).Therefore, in today's world, human power is considered the most important factor of growth and sustainability and the most important competitive advantage of organizations; But what manpower? Depleted, worn out and dissatisfied human force or fresh, motivated and engaged in work? Today's organizations have not spared any effort in searching for the best and winning the talent battle; They always try to attract the best, most talented and knowledgeable people and use them to achieve their goals (Qadri et al., 2011, p. 50). Psychological contracts are a clear agreement between an individual and an organization. This deal specifies what each party expects to give and get. People expect to have rights, status, sense of respect, opportunities for advancement and challenging work to meet their needs, and when the expectations of employees in the organization are not met, employees may not fulfill their obligations, behave against the interests of the organization, or look for another job (Nisi et al., 2013, p. 40). Job passion is a concept that has a positive relationship with positive outcomes such as job performance, strengthening organizational civic behaviors, and job satisfaction, and has a high negative relationship with the intention to leave the job (Naami and Piriaei, 2013, p. 24). Employee enthusiasm is a degree of using emotional, cognitive and physical resources to perform work roles (Xu & Thomas, 2011, p. 399). Although many organizations try to implement programs to keep their employees productive and engaged, employee motivation is at an all time low. According to the surveys carried out by the American Society of Human Resource Management, 99% of HR leaders expect that employee motivation will continue as a strategic challenge (Cross et al, 2012, p. 202). Studies found a positive relationship between employee enthusiasm and organizational performance outcomes, which include: employee retention, productivity, profitability, customer loyalty (Markos & Sandhya Sridevi, 2010, p.92). Because employees who are enthusiastic understand the value of positive customer experience and show more commitment to deliver quality services and goods (Roy, 2010, P.182 & Siddhanta).

Employee enthusiasm is vital for contemporary organizations that are faced with many challenges. Organizations can gain competitive advantage through job passion (Gruman & Saks, 2011, p.125). Enthusiasm of employees enables organizations to be innovative and compete (Welch, 2012, p. 247). Employees who are passionate about their work establish a pleasant, effective and active relationship with their work (Xu & Thomas, 2011, P.400). An enthusiastic employee is someone who is engaged and interested in their work. Enthusiastic employees are passionate about their work, provide innovation and feel that they have a share in the movement of their organization (Kennedy & Daim, 2010, p. 470). Employees with job passion tend to work hard with a positive state of mind, through which they are able to accomplish many things in the work environment (Pirhayati and Vadigaran, 2013, p. 98).

Regarding the importance of enthusiasm The employee and its prominent role in individual and organizational productivity, the need to carefully and scrutinize this variable and identify its antecedents and factors in order to achieve organizational goals is felt more than ever. One of the predictors of employee enthusiasm is the competencies of leaders (Stroud, 2009, PP.10-11).

Usually, the success or failure of an organization is attributed to its leaders. Therefore, the issue of leadership in the organization has a significant value and importance that It seems complicated and extensive (Fani et al., 2019, p. 100). One of the most basic duties of management is the guidance and supervision of the organization's human resources. Leadership is the ability to encourage others to make enthusiastic efforts to achieve certain goals (Noorbakhsh and Tavakoli, 2009, pp. 55-56). Leaders create culture and their main role is to influence others; in such a way that they enthusiastically follow the predetermined goals (Khalifa Soltani and others, 2009, p. 152). It is not possible to find an organization that has experienced continuous growth and sustainable success unless it is managed and directed by a manager or a team of competent and efficient managers and leaders (Niromand et al., 2011, p. 146). Leadership and their relationships play a key role in organizational success. Recent research on the relationship between employee satisfaction and job performance suggests that the biggest contribution to employee enthusiasm, empowerment and satisfaction is based on the relationship they have with their leaders (Arpankumar, 2012, p. 201).