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.

This paper studies the work life quality and social capital on the organizational commitment. The primary objective of this research is to identify the effect of the quality of Work Life and social capital on the organizational commitment. The study has accomplished among 240 out of 900 employees of tax affairs organization in Lorestan province. To achieve our goal, nine hypotheses were examined. There are three questionnaires including the quality of work life, social capital, and the organizational commitment. Using structural equation modeling, the study has confirmed that there was a meaningful relationship between the variables of the quality of work life with social capital and organizational commitment; namely affective, continuous, normative. In addition, there is a meaningful relationship between the variable social capital with organizational commitment including affective, continuous, and normative.

Success of any organization depends on the performance of its employees. Enhancing organizational commitment among employees is an important aspect to perform better. The purpose of this study is to examine the effect of three components of organizational commitment; namely Affective, Continuance and Normative commitment, on employee’s performance. The study is applied among 244 employees of Cooperatives, Labor and Social Welfare department of Markazi Province using a single-stage cluster sampling. The study uses a standard questionnaire for organizational commitment developed by Allen and Meyer and job performance questionnaire developed by Patterson were used to gather data. Structural equations modeling (SEM) technique has been used for data analysis. The result of this analysis indicates that the organizational commitment had a positive significant effect on the job performance. In addition, the study also showed that all three dimensions of organizational commitment, Affective, continuance, and normative commitment, had a positive significant effect on the job performance. From the findings, it has been proved that job performance was strongly associated with employee & apos; s commitment.

This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991) [Denison, D. R., & Spreitzer, G. M. (1991). Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1), 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.

This paper presents a casual structure model between emotional intelligence and organizational citizenship behavior by using organizational commitment as mediator variable. The study is accomplished among 324 employees of united bus company in city of Tehran, Iran. Using structural equation modeling, the study has confirmed that emotional intelligence influenced on organizational citizenship behavior and commitment. The study also confirms that organizational commitment influenced on organizational citizenship behavior. Finally, the study has confirmed that there were significant relationships between emotional intelligence and its dimensions with organizational citizenship behavior and organizational commitment of employees.

This paper presents an empirical investigation to study the relationship between employees’ psychological empowerment and organizational commitment in revenue agency of city of Semnan, Iran. The study uses two questionnaires, one for measuring the effects of psychological empowerment developed by Mishra and Spreitzer (1998) [Mishra, A. K., & Spreitzer, G. M. (1998). Explaining how survivors respond to downsizing: The roles of trust, empowerment, justice, and work redesign. Academy of management Review, 23(3), 567-588.] and the other for measuring organizational commitment developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.]. Cronbach alphas for psychological empowerment and organizational commitment are calculated as 0.81 and 0.92, respectively, which are well above the minimum acceptable levels. The results of our survey have indicated that there were positive and meaningful relationships between psychological empowerment and organizational commitment components including Sense of efficacy (r = 0.414, Sig. =0.000), meaningful (r = 0.481, Sig. =0.000), having a choice (r = 0.341, Sig. = 0.000) and trust (r = 0.736, Sig. =0.000). However, the survey does not support any relationship between Competency and organizational commitment.

This paper studies the impacts of different factors influencing on perceived organization change in municipality organization in city of Tehran, Iran. The proposed study uses two questionnaires, one for measuring the effects of five factors including partnership, communication, training, believe in change and organization commitment and the other for organizational change in Likert scale. The study has been implemented among 147 regular employees of municipality organization in city of Tehran, Iran. Using simple regression analysis, the study has detected that all mentioned factors influence organizational change, positively. In addition, Freedman test indicates that partnership maintains the highest impact followed by believe in change, communication, organizational commitment and training.

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.

Organizational commitment is an important issue and organization attitude has become an area of study among many researchers in the fields of organizational behavior. In fact, there are many studies on human resource management where the effects of organizational commitment on other issues have been investigated and the purpose of this research is to find critical factors influencing on organizational commitment. Based on an exploration of the literature review and interviews, the proposed study of this paper extracts 24 variables and using factor analysis, we select the most important factors, which are grouped in four categories. The implementation of our factor analysis has revealed Affective commitment, Continuous commitment, Moral commitment and Enduring commitment are the most important factors influencing organizational commitment.

This paper discusses the influence of the Organizational socialization, on Organizational commitment and turnover intention with regard to moderate effect of career aspirations intention. Data were collected via a questionnaire from employees of east branches of social security organization of Tehran. Path analysis of data from 155 respondents was used to test 5 hypotheses. The results show organizational socialization has positive effect on organizational commitment, but negative effect on turnover intention moreover organizational commitment and career aspiration intention have positive effect on turnover intention. Further research should examine the different dimensions of macro-environmental condition on turnover intention.