The Relationship between Self-Esteem, Organizational Attachment,and Perceptions of Quality of Work LifeinJahad-e-Keshavarzi Organization of Isfahan
Journal Title: International Research Journal of Applied and Basic Sciences - Year 2013, Vol 5, Issue 2
Abstract
This study examined the relationship between self-esteem, organizational attachment, and perceptions of quality of work life in Jahad-e-Keshavarzi (Agricultural Movement) Organization of Isfahan. Pillars of self-esteemare living purposefully, living consciously, self-acceptance, selfresponsibility, integrity,and self-assertiveness. Dimensions organizational attachment are job satisfaction, organizational commitment, group cohesiveness, organizational attachment, organizational identity, and intent to leave organization. Also quality of work life in cludes these dimensions: employee participation, employeecareer development, problem solving, employee communications,employee health, job security, fair pay, job pride, industrial safety and protection, and organizational identity. The method used in this research is the descriptive research of the type of correlation. From the population, which comprises a total number of391 persons,195staff members were selected as the statistical sample by using simple random sampling technique. A questionnaire was developed and subsequently distributed among them. In order toanalyze the data, Pearson correlation and multiple regression analyses were utilized. The results show eda significant relationship between self-esteem,organizational attachment,and perception of quality of work life of the employees.Furthermore, the components of self-esteem and organizational attachment were found to be able to predict different levels of quality of work life. A number of pertinent results and implications are discussed at the end of the paper.
Authors and Affiliations
Mina Poorgharib| Department of Management, Khorasgan Branch, Islamic Azad University, Isfahan, Iran, m_shahi2007@yahoo.com, Mehdi Abzari| Department of Management, Faculty of Management, University of Isfahan, Iran, Karim Azarbayejani| Department of Economics, Faculty of Economic Sciences, University of Isfahan, Iran
Keywords
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