The effect of organizational communication on job satisfaction and organizational commitment of employees of Maskan Bank of Gilan province

To obtain a master's degree (M.A.)

Field of study: public administration, human resources orientation

Abstract

The present research was conducted with the aim of studying the effect of organizational communication on the job satisfaction and organizational commitment of the employees of Housing Bank of Gilan province. The method of conducting the present research is descriptive.  According to the spatial and temporal territory, the statistical population of the research includes 440 employees of Maskan Bank branches in Gilan province. The statistical sample of this research was determined by simple random method, using Morgan's table, 263 employees of Maskan Bank branches in Gilan province. In addition, the desired sample was selected by simple random. The validity of the instrument of this research is of the content type and has been confirmed by a survey of a group of professors. In this research, to determine the reliability of the questionnaire, emphasizing the internal consistency of the questions, Cronbach's alpha method was used, which was calculated by LISREL software for the set of questions related to each variable. In this research, the methods available in descriptive statistics (frequency distribution tables, mean, standard deviation, variance, and percentage) and inferential statistics (using the equation method of structural equations); It was used to summarize and analyze the research data. In this research, Cronbach's alpha method was used to determine the reliability of the questionnaire by emphasizing the internal consistency of the questions, which was calculated by LISREL software for the set of questions related to each variable. The findings of the research indicate that:

There is a positive and direct relationship between employees' evaluation of communication actions and their satisfaction with communication.

There is a positive and direct relationship between communication satisfaction and employee job satisfaction. There is a positive and direct relationship between employees' evaluation of communication actions and their job satisfaction according to their satisfaction with communication. There is a positive and direct relationship between communication satisfaction and emotional commitment of employees. There is a direct and positive relationship between employees' evaluation of communication actions and their emotional commitment according to their satisfaction with communication.

Keywords: organizational communication, communication actions, communication satisfaction, job satisfaction, emotional commitment. Managers spend more than 75% of their activity time implementing some communication techniques. Reasonable arguments are presented in this context, evidence of the extremely high importance of internal communication. The research conducted by Ya Marino and Factol (1988) indicates a positive relationship between the amount of time spent in communication and important activities such as measures leading to employee job satisfaction.  As a result of these findings, many organizations spend significant human and financial resources on developing effective internal communication systems and facilitating communication techniques, as well as strengthening the ideal information of employees at all organizational levels. Since, according to the research conducted, the behavior of employees in the organization is affected by their attitudes, therefore, it seems necessary for managers of organizations to be aware of them. Despite this, it must be acknowledged that knowing all the attitudes of the employees is not very important for the managers of the organization, and the managers are not interested in knowing all these attitudes. In fact, managers are more interested in knowing those attitudes that are related to work and the organization. According to the research conducted in this case, three major attitudes have attracted the most attention and scrutiny from researchers, these three attitudes are job dependence, job satisfaction and emotional commitment ([1] Weaver1, 2011). The purpose of this study is to provide comprehensive insights on the relationship between organizational communication with job satisfaction and organizational commitment of Maskan Bank. In this chapter, firstly, the statement of the problem and then the importance and necessity of the research model, objectives, hypotheses, theoretical definitions and the scope of the research will be discussed.

1-2) Statement of the problem:

One of the major problems of banks is the desire to move employees, lack of work, lack of attachment and low motivation and finally the desire to leave the organization by employees (especially employees who have high expertise and are an important resource for banks) are considered), this brings high costs for banks. Among others, we can mention the decrease in productivity and the increase in training costs, empowerment, recruitment and employment, as well as the loss of organizational knowledge, which is very expensive and heavy.Among other things, we can mention the decrease in productivity and the increase in training costs, empowerment, recruitment and employment, as well as the loss of organizational knowledge, which is very expensive and heavy (Ansari, Koljahi and Salehi, 1389). Meir, Allen and Smith state that during the past 25 years, a considerable number of researches have studied the displacement and underemployment of employees and the aforementioned problems (Ansari, Koljahi and Salehi, 1389). But despite this, they still do not have a complete understanding of the dimensions of these issues, this ambiguity leads to a field of curiosity for managers and also for researchers (Buck & Waston [2], 2002, p176).  Today, they are among the main issues of concern to experts in behavioral sciences and human resource management. Job satisfaction refers to a person's general attitude about his job. A person whose job satisfaction is not at a high level is unhappy with his work, his attitude is negative. (Koze Chian, Zarai and Talebpour, 2012). Job satisfaction is the result of factors such as the conditions of the work environment, job organizational system, relationships governing the work environment, social factors and the impact of cultural factors (Jenkeins 2000 [3]). Commitment and adherence, like satisfaction, are two closely related attitudes that affect important behaviors such as displacement and absenteeism (Moorhead, 1374). Also, commitment and adherence can have many positive consequences. The idea of ??commitment is a main theme in management writings. This idea is one of the basic values; which the organization relies on and employees are evaluated based on the criteria of commitment, most managers believe that this commitment is absolutely necessary for organizational effectiveness (Sadeghi Far, 2016, 37). Organizational commitment is the connection of people with the organization, which is characterized by three factors: "strong belief and acceptance of the organization's goals and values, emotional commitment", "willingness to work hard for the organization, continuous commitment" and "strong desire to remain in the organization, duty commitment" (2005Leach[4]). Most researchers consider commitment to include two separate but related components (attitudinal and behavioral). Attitudinal commitment expresses the degree of loyalty of people to the organization, which emphasizes the adaptation and participation of people in the organization. Behavioral commitment expresses the process of connecting people with the organization, but Meier and Allen consider emotional, continuous, and duty commitment as components of attitudinal commitment (Powell, 2005). Individual, occupational, organizational and extra-organizational factors are effective on organizational commitment; Among other things, job satisfaction has a great impact on the organizational commitment of employees (Tezeng [6], 2002). According to William et al.'s research, job satisfaction and organizational commitment are based on related but distinct constructs. But in order to provide a basis for the decisions of human resources managers in the fields of planning, recruitment and retention of human resources and reducing costs caused by employees leaving the organization, they are jointly measured, which is of particular importance. Research has shown that employees with higher job satisfaction are in a better condition in terms of physical ability and mental strength. Paying attention to the importance of organizational communication due to the increasing complexity of large organizations, the conflicting and dynamic environment in which employees work. And rapid progress has been made in it and its important experiences and communication technologies that are used for communication and interaction with employees. (BYNRNE, Belanger [7] 2006 and Lemay [8] 2006, Karner 2006 [9]). While there are many connections within the scope of communication, some of these connections create conflict between employees' perception and work attitude. This is because work attitudes are known to be linked to important and meaningful assumptions at the individual and organizational levels. One of the relationships studied between communication satisfaction and work attitudes is that job satisfaction is created. One of the more or less understood relationships recently is the relationship between communication satisfaction and organizational commitment. Job satisfaction and organizational commitment are perhaps the two most discussed variables in academic literature. This is because the employee's evaluation of his work or his commitment to the organization is related to the work outputs, which include the employee's withdrawal from work, organizational citizenship behavior, Lice [10] (2006), Kahn11 (1999), counterproductive work behaviors, Ebketer (2006) [11], and job performance (Nahrir et al., 2018). Formally formed by the members of the organization, in order to disseminate information from one or more listeners within the organization.