Investigating the Relationship between Job Satisfaction and Organizational Performance Change (The Case of West Azerbaijan Customs in Southern Section)

Abstract

Satisfied and vivacious human resource is taken into account as valuable investments in organizations. The human resource is said to be efficient in case it enjoys higher levels of joy and pleasure. This is due to the fact that the organization performance is highly affected by the amount of staff job satisfaction. Of the current challenges of human resource managers is concerned with the fact that how they can retain the staff in an optimum level of job satisfaction and are able to pave the way for their development. This goal is achieved in case one is able to determine the measurable indexers and to highlight the upcoming way of future accomplishments so that it results in job satisfaction. European Fundamental Quality Model (EFQM) which is the most adopted model on the international level was chosen based on the exploration of job satisfaction contribution to organizational performance change. It is an indispensable model which is based on 9 areas and the study focuses on five areas of job satisfaction subscales. The statistical sample is 162 based on Cochran model. The study made use of questionnaire in which job satisfaction and performance change were categorized by 38 and 24 items, respectively. It was found through running Kolmogorov-Smirnov as well as Pearson tests that there was a significant relationship between job satisfaction and four subscales i.e. leadership, policy and strategy, processes, shareholders and resources. It was concluded that the relationship between job satisfaction and staff subscale was not significant. Also, the findings revealed that there was a relationship between staff job satisfaction and organizational performance change.

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