The existing literature has called for more studies to be conducted on how human resource activities affect service recovery performance. This study therefore ascertains the effects of Job Satisfaction, employee Commitment, Workplace Friendship and Team Culture on Service Recovery Performance. The survey research design was used in this study. The participants were frontline employees from the various service sectors in Ghana. The convenience sampling was used as the sampling technique. A total of 372 responses were used in the final analysis. The scale items were adapted from the existing literature. Confirmatory factor analysis was used to assess the fit of the model. Multiple linear regression was used to test the hypotheses. The findings indicate that Job Satisfaction, Employee Commitment, Workplace Friendship and Team Culture significantly exerts positive influence on Service Recovery Performance of frontline employees. The findings from the study imply that there are several antecedents to Service Recovery Performance. Team Culture, Workplace Commitment, and Employee Commitment can influence Job Satisfaction which in turn will affect Service Recovery Performance resulting in customer satisfaction and retention.

This paper presents an empirical investigation to study the roles of emotional intelligence (EI) and job satisfaction (JS) on employees’ organizational citizenship behavior (OCB). The study is performed among 140 randomly selected employees who worked for an Iranian bank in province of Karaj in 2014. The study uses the questionnaire developed by Organ (1998) [Organ, D. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.] to measure organizational citizenship behavior (OCB). To measure emotional intelligence, Cyberia Shrink emotional intelligence quiz is employed. Finally, to measure job satisfaction, a revised version of the questionnaire introduced by Smith et al. (1969) [Smith, P. C. , Kendall, L. M., & Hulin, C. L. (1969). The Measurement of Satisfaction in Work and Retirement. Chicago: Rand McNally.] is implemented. The results of Pearson correlation have indicated that there were some positive and meaningful relationships between EI as well as JS with OCB. In addition, the results of Stepwise regression have indicated that there were some positive and meaningful relationship between all components of EI, JS with OCB.

The present work aims to emphasize the indirect impact of satisfaction on the performance of accounting professionals, namely chartered accountants, chartered accountant trainees and accountants. The study is applied to 224 accounting professionals, distributed as follows: 90 chartered accountants, 69 chartered accountant trainees and 65 accountants working in accounting firms. The study proposes a moderation model of how career stages play a moderating role between job satisfaction and performance of accounting professionals. Using the two-Stage least squares (TSLS) method with a bootstrapping of 50 replications, the study notices that the moderating effect of the career stages is remarkable only among chartered accountants. Moreover, the study applies a Fuzzy set qualitative comparative analysis (FsQCA) and finds several equifinal configurations associated with organizational commitment and job performance. Furthermore, the study investigates the mediating effect of organizational commitment on the relationship between job satisfaction and performance at work.

The present work aims to emphasize the impact of job satisfaction on the performance at work of accounting professionals in Tunisia. Here, a total of 240 accounting professionals have participated in this study through a questionnaire survey. The results show that the more we advance in the career stages, the stronger the relationship between job satisfaction and performance at work is, with the exception of the disengagement stage.

The frequently discussed topic of job satisfaction is not new in the field of organizational behavior research. Job satisfaction is related to customer satisfaction; however, there is a scarcity of empirical evidence regarding this link. The current piece of research examines the said relationship in the context of the online call center. In addition, this study investigates the effect of human resources (HR) practices on job satisfaction within the online call center context. The sample of the study consists of 275 employees who were working as an online call center. SMARTPLS 3 was used to analyze the data. The findings of the study indicated a positive relationship between HR practices with job satisfaction. Furthermore, a positive impact of job satisfaction on customer satisfaction is observed. The mediation of customer interaction quality is also found to be significant in the relationship between job satisfaction and customer satisfaction.

Among various indices of job attitudes, job satisfaction has gained especial attention by researchers and employers. Its measurement dates back to older times and the investigation of the influential factors on it are newer. Furthermore, because of its influences on organizations and people, job satisfaction has gained an increasing importance. Among various influential factors on job satisfaction and job turn over, the effect of individual personalities and psychological Well-Being is undeniable. In this article, we identify and categorize the significant factors in the four elements of job turnover, job satisfaction, individual traits and psychological Well-Being. We investigate nine factors of job satisfaction with 36 questions, two factors of the field of job turnover with seven questions, individual personalities with forty four questions and psychological Well-Being with eighteen questions and categorize them after doing a factor analysis. In this categorization, the dimensions of job satisfaction are reduced to seven dimensions. Job turnover is provided into two new dimensions. Individual personalities are categorized in eight main dimensions and the dimensions of psychological Well-Being are reduced to four dimensions. The data of this research has been gathered from 199 employees of Tehran city hall.

This paper examined the effects of cognitive emotion regulation on employees’ job satisfaction. In this survey, Questionnaire and the questions were divided into two categories of cognitive emotion regulation and job satisfaction. To measure cognitive emotion regulation, including unadjusted emotion regulation strategies and adjusted strategies, 36 items questionnaire was used originally developed by Garnefski et al. (2001) [Garnefski, N., Kraaij, V., & Spinhoven, P. (2001). Negative life events, cognitive emotion regulation, and emotional problems. Personality and Individual Differences, 30, 1311–1327.]. The questionnaires were distributed among 340 staff employee of the Islamic Republic of Iran Customs Administration. The results revealed that the adjusted cognitive emotion regulation strategies increase job satisfaction of employees. However, unadjusted cognitive emotion regulation strategies reduce employees & apos; job satisfaction. Moreover, among adjusted emotion regulation strategies, put in perspective strategy did not have significant effect on job satisfaction and rumination, had no significant effect on job satisfaction, which was one of the unadjusted strategies of cognitive emotion regulation.

Job satisfaction is normally referred to cognitive, affective and evaluative reactions or attitude and state, which is a pleasurable or positive emotional state resulting from the appraisal of one’s job or experience. Organizational commitment has been defined as the extent where an individual accepts, internalizes, and views his/her role based on organizational values and objectives. The purpose of present research is to investigate the relationship between employees’ job satisfaction and organizational commitment of Red Crescent Society’s Textile Industries of Islamic Republic of Iran. (N=180 and n=106). Minnesota Satisfaction Questionnaire (MSQ) and Allen and Meyer’s Organizational Commitment Questionnaires are used for collecting data. There were significant relationships between employees’ job satisfaction, organizational commitment, and their dimensions as descripted in results and conclusion.

Positive affectivity and affective management are among important issues for the most desirable effectiveness of employees in the workplace. Accordingly, in this research, the role of meaning and spirituality at workplace is considered for job happiness, positive affect and job satisfaction. To this end, within a correlation study, with the selection of two hundred and four employees of two custom organizations in Esfahan and Tehran, in Iran, who answer meaning and spirituality at work, job happiness, positive affect and job satisfaction questionnaires, the research hypotheses have been tested through Pearson & apos; s correlation and structural equation modeling. The results showed that there were significant relationships between meaning and spirituality at work, job happiness, positive affect and job satisfaction. Results of structure equation modeling revealed that during two chain models, at first meaning and spirituality at work are linked to job happiness and positive effect. Then job happiness and positive effect cause reinforcement of job satisfaction. The results of this study showed that meaning and spirituality at work cause positive affective spillover from job happiness and positive affect to job satisfaction.

During the past few years, there have been tremendous efforts on measuring the effects of different factors such as work stress, general heath quality, etc. on performance of employees. In this paper, we present an empirical investigation to study the effects of work stress, general health, organizational intelligence and job satisfaction on employee performance. The proposed study of this paper uses two questionnaires where one is associated with general health quality (GHQ) with 20 questions and the other one consists of 12 questions, which is associated with work stress. The study chooses a sample of 144 employees from 222 people who worked for one of Islamic Azad University in Iran. Cronbach alphas for work stress, general health, organizational intelligence, job satisfaction and organizational performance are 0.911, 0.895, 0.795, 0.863 and, 0.864, respectively. The results indicate that job satisfaction has the highest influence on organizational performance followed by other factors.