Effect of similar-to-me effect on job satisfaction and organizational trust

  • Received September 7, 2016;
    Accepted January 16, 2017;
    Published December 25, 2017
  • Author(s)
    Ardashir Zahed , Farzad Sattari Ardabili
  • DOI
    http://dx.doi.org/10.21511/ppm.15(4-1).2017.09
  • Article Info
    Volume 15 2017, Issue #4, pp. 254-262
  • TO CITE АНОТАЦІЯ
  • Cited by
    1 articles
  • 1221 Views
  • 668 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

The present study intended to investigate the effect of managers’ similar-to-me bias on the job satisfaction and organizational trust between public organizations staff. The current study is a descriptive-correlational applied research with quantitative data collection (questionnaire). The results of structural equation modeling analyses conducted for 80 employees of Public organizations in Ardabil, Iran, offered strong support for the proposed model. The results indicated that there was a statistically significant relationship between similar-to-me effect and job satisfaction; furthermore, organizational trust mediated the relationship between similar-to-me effect and job satisfaction. It is worth noting that there was a positive relationship between organizational trust and job satisfaction.

view full abstract hide full abstract
    • Figure 1. Structural equation of proposed model
    • Table 1. Overall reliability of the constructs and factor loadings of indicators
    • Table 2. Summary of correlations, means and standard deviations for similar-to-me effect, organizational trust and job satisfaction
    • Table 3. Summary of path analysis
    • Alves, H., Koch, A., & Unkelbach, C. (2016). My Friends Are All Alike: The Relation between Liking and Perceived Similarity in Person Perception. Journal of Experimental Social Psychology, 62, 103-117.
    • Anderson, R. E., & Srinivasan, S. S. (2003). E-satisfaction and E-loyalty: A Contingency Framework. Psychology & Marketing, 20(2), 123-138.
    • Beehr, T. A., King, L. A., King, D. W. (1990). Social support and occupational stress: talking to supervisors. Journal of Vocational Behavior, 36, 61-81.
    • Ben-Gal, H. C., Tzafrir, S., & Dolan, S. (2015). Actionable Trust in Service Organizations: A Multi- Dimensional Perspective. Journal of Work and Organizational Psychology, 31, 31-33.
    • Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270- 283.
    • Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burnout: Comparing two perspectives of “people work”. Journal of vocational behavior, 60(1), 17-39.
    • Danish, R. Q., Khan, M. Kh., Shahid, A. U., Raza, I., & Humayon, A. A. (2015). Effect of intrinsic rewards on task performance of employees: Mediating role of motivation. International Journal of Organizational Leadership, 4(1), 33-46.
    • Cai, S., & Xu, Y. (2006). Effects of Outcome, Process and Shopping Enjoyment on Online Consumer Behavior. Electronic Commerce Research and Applications, 5, 272- 281.
    • Gholipour, A., Pour, Ezzat, A. A., & Niknejad, A. (2008). The Effect of Similar-to-me Bias on the Selection and Appointment of Governmental Managers. Iran Journal of Management Sciences, 3(10), 7-36.
    • Kim, J., Byoungho, J., & Swinney, J. L. (2009). The Role of E-tail Quality, E-satisfaction and E-trust in Online Loyalty Development Process. Journal of Retailing and Consumer Services, 16, 239-247.
    • Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of management review, 24(3), 538-555.
    • McKenna, B., Zacher, H., Ardabili, F. S. & Mohebbi, H. (2016). Career Adapt-Abilities Scale – Iran Form: Psychometric properties and relationships with career satisfaction and entrepreneurial intentions. Journal of Vocational Behavior, 93, 81-91.
    • Medina, E. (2012). Job Satisfaction and Employee Turnover Intention: What does Organizational Culture Have To Do With It?
    • Mendoza, M. L. & Maldonado, C. O. (2014). Meta-analytic of the Relationship between Employee Job Satisfaction and Customer Satisfaction. Suma de Negocios, 5(11), 4-9.
    • Pervaiz, U., Imran, M., Arshad, Q., Haq, R., Mobeen, M., & Khan, M. K. (2016). Human resource practices and knowledge sharing: The moderating role of trust. International Journal of Organizational Leadership, 5(1), 15-23.
    • Rezaian, A. (2000). Managerial Competences for Today’s Changing World (2nd ed.), (pp. 3-11). Tehran: Management Knowledge Press.
    • Sears, G. J., & Rowe, P. M. (2003). A Personality-Based Similar-to-me effect in the Employment Interview. International Journal of Behavioral Science, 35(1), 13-24.
    • Schoorman, F. D., & Ballinger, G. A. (2006). Leadership, Trust and Client Service in Veterinary Hospitals. Working paper. Purdue University, West Lafayette, IN, USA.
    • Shams, S., & Esfandiary, M. (2015). The Relationship between Different Dimensions of Organizational Trust and Job Satisfaction. Journal of Scientific Research of Management Studies (Enhancement & Development), 23(7), 171-185.
    • Subramaniam, M., & Youndt, M. A. (2005). The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal, 48(3), 450-463.
    • Yamani, M., Hozouri, M. J., & Ghorbani, M. (2012). The Effect of Similar-to-me Bias and its Consequences on the Selection and Appointment of Governmental Managers. Journal of Public Administration Perspective, 2(11), 133-157.
    • Zamini, S., Zamini, S., & Barze¬gary, L. (2011). The relationship between organizational culture and job burnout among the professors and employees in the University of Tabriz. Procedia- Social and Behavioral Sciences, 30, 1964-1968.
Related Articles

  • Impact of transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary

    Khadija Aya HamzaORCID Researcher ID, Ayman AlshaabaniORCID Researcher ID, Najd SalamehORCID , Ildiko RudnakORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
    Problems and Perspectives in Management Volume 20, 2022         Issue #2         pp. 522-535 Views: 1520 Downloads: 343 TO CITE АНОТАЦІЯ

    In the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
    This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
    To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
    Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
    This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.

  • Impact of leadership behavior on psychological capital: the mediating role of organizational support

    Osama MarashdahORCID , Rokaya AlbdareenORCID doi: http://dx.doi.org/10.21511/ppm.18(2).2020.05
    Problems and Perspectives in Management Volume 18, 2020         Issue #2         pp. 46-56 Views: 1244 Downloads: 268 TO CITE АНОТАЦІЯ

    Even though psychological capital has been identified as an important issue in the workplace, little research has focused on it through organizational support. Drawing on leadership theory and conservation of resources theory, this article examines the mediating role of organizational support in the relationship between leadership behavior and psychological capital in insurance companies in Jordan. The questionnaires were distributed randomly. Out of 350 questionnaires, 335 questionnaires were effective for analysis, after analyzing the data using the statistical program SmartPLS version 3.2.6. Based on the theories, a significant impact of organizational support on the relationship between leadership behavior and psychological capital of employees was found. Thus, the study recommended maintaining the interest of senior management in the insurance companies operating in Jordan to identify and educate the managers of these companies in choosing the appropriate leadership behavior in accordance with the company’s data and the circumstances surrounding it at the right time and place.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management