J. Basic. Appl. Sci. Res.

, 2(3)2329-2335, 2012 ISSN 2090-4304

Journal of Basic and Applied
© 2012, TextRoad Publication
Scientific Research
www.textroad.com

Evaluation of the Impact of Organizational Structure and Job Characteristics

on Job Satisfaction and Organizational Commitment
Case Study: Islamic Azad University, Parsabad Branch
Javad Shafaee1; Afshin Rahnama2; Abbas Alaei3; Jalal Jasour4
1
Department of Accounting, Parsabad Branch, Islamic Azad University, Parsabad, Iran.
2,3
Department of Business Management, Parsabad Branch, Islamic Azad University, Parsabad, Iran.
4
Department of Accounting, Parsabad Branch, Islamic Azad University, Parsabad, Iran.

ABSTRACT

In the past decade the topic of organizational commitment and job satisfaction allocated an important place in research
related to the management and has focus interest of many researchers in management. The main objective of this study
is evaluation of the impact of organizational structure and job characteristics on job satisfaction and organizational
commitment of employees. In this study statistical society is Parsabad Islamic Azad University employees. The
statistical society is 112 members because statistical society is small thus total statistical society are considered as the
sample. A questionnaire was used to collect data. Finally structural equation model was used for data analysis. Results
of the study suggest that these variables of the organizational structure may effect on job characteristics. Also job
characteristics have a positive effect on job satisfaction and job satisfaction has a positive effect on organizational
commitment of Parsabad Islamic Azad University employees.
KEYWORDS: Job Satisfaction, Organizational Commitment, Organizational Structure, Job Characteristics.

1. INTRODUCTION

The main goal of any organization is achievement to the highest possible productivity level or optimized
productivity. Efficiently factors in the productivity are capital, tools, work methods and human resources. Undoubtedly
skilled and efficient manpower is one of the most important tools for achieving organizational goals because human
resources has important role in increasing and reducing productivity in organization. Means if organization have
greatest capital and the best technology and facilities, but don’t have productive and motivated the human resources,
will not achieve to its goal (Mehdad, 2006; Ostovar & et al, 2008).
In the past decade the topic of organizational commitment and job satisfaction allocated an important role in
research related to organizational behavior and have been focused interest of many scientists and interns of
management. It is the result of many studies that has been investigated relationship between organizational
commitment and job satisfaction with its precondition and the consequence. In many cases, organizations need to
individuals who try to benefit organization and beyond their regular duties. To create an organizational commitment to
this assurance that instinctively people is trying for providing of organization interests (Salajegheh, 1998, p4).
Although relationship between the difference job characteristics and organizational commitment has been studied in
different research but there isn’t any theoretical model to explain reason for their correlation, most studies have pointed
to Oldham, Hackman study , Mathieu, Zajac study is emphasize that enriched jobs lead to greater organizational
commitment, characteristics obtained from the research including skills, autonomy, challenge and the job domain. The
diversity of skills is correlated with organizational commitment; autonomy and organizational commitment are very
weak and positive relationship. Challenging jobs with organizational commitment had significant and positive
relationship especially about who need to severe grow. A number of studies have been found a significant correlation
between size of organization and organizational commitment. It is noted that in large organizations is possible
promotion and this leads to organizational commitment but this issue has not been confirmed by meta-analysis. Morris
and Steers say that employee perception from a lack of concentration has relationship with actual participation rate and
by involvement in the organization finds a greater commitment to the organization. But also this claim is not approved
by the meta-analysis. Organizational commitment has a close relationship with job satisfaction of employees. Research
results indicate that organizational commitment is associated with many job behaviors of personnel; including
organizational commitment has the potential and serious impact on organizational performance (Saatchi & et al, 2008).
There are many reasons why an organization should increase level of organizational commitment of its members.
Firstly, organizational commitment is a new concept and generally is different with job satisfaction and the
dependence. For example, nurses may do interested work but are dissatisfied from hospital where they work, they shall
search a similar job in other similar environments or vice versa may be a restaurant waiter have a positive feel about
their workplace but waiting in the table or in general hate from their jobs (Greenberg & Baron,2000,p182). Second,
research has shown that organizational commitment has positive relationship with consequences such as job

*Corresponding Author: Javad Shafaee, Department of Accounting, Parsabad Branch, Islamic Azad University, Parsabad, Iran.
E-mail: [email protected] Tel: (++98)452-7220031.

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satisfaction (Bateman, & et al, 1983, 198), presence (Mathieu, Zajac. 1990), organizational behavior of Meta social
(O’Reilly & Chatman, 1986) and job performance (Meyer, Allen and Smith 1993) and has negative relationship with
willingness to leaving job (Mowday., Porter., & Steers, 1982) (Farhangi & Hosseinzadeh,2005,1). So considering
important role of job satisfaction and organizational commitment of employees in today organizations, in this study
examines effective factors on organizational commitment and job satisfaction increased.

2. Organizational Commitment
Organizational commitment is defined degree of person belief intensity to organization goals, considerable effort to
the organization and the desire to maintain membership in the organization (Morrow, 1983, p486-500). Hunt & et al
(1985) believe that all organizations should have committed employees because high commitment leads to lower turnover
and increased efficiency (Katsikea et al, 2010, 2). Porter & et al (1974) are defined organizational commitment as
acceptance of organization values and involvement in the organization and the measurement criteria include motivation,
willingness to continue working and acceptance of organization (Esmaeili ,2001,pp 66-67). Theoretical framework of
organizational commitment researches is based on developed pattern of Salancik (1977) and it was planned results of
organizational commitment (Salancik, 1977). This model includes personal characteristics and the role characteristics such
as job opportunities and ambiguity in role, structural characteristics such as decentralization and the size of organization,
work experience such as leadership style and organizational climate as the organizational supporting factors. According to
Kolorson (2002) virtually decreases high levels of commitment employees leave with non-justified absenteeism and
Working leave. Therefore environment that is capable to growth and development in employee commitment providing
greater participation opportunities and satisfaction in work for employees.

3. Job Satisfaction
Job satisfaction is as a concept that in the field of organizational behavior is highly considered (Bellou, 2010, 4).
Fred Luthans, Job satisfaction know positive emotional state and a pleasant that it is result of individual evaluation
from her/his job or job experiences. He adds, job satisfaction is result of staff perceptions what their opinion is
important and has provided their job well (Abbaszadegan, 2000). Job satisfaction is born of factors such as work
environment conditions, job organizational system, relationships of governing to work environment, social factors and
effect of cultural factors (Jenkeins M, Thomlinson R, 2000). Job satisfaction is one of the most important areas of
individual Attitude through the many effects has high importance. Job satisfaction is positive feelings or enjoyable that
each individual achieves through assess their job or job experience (Moghimi, 2006, p383). Job satisfaction is one of
the most extensively of studied subjects in the field the management. Locker Job satisfaction knows as a pleasurable or
positive emotional state resulting from the evaluation of the work or work experience. Hunt, chonko, wood (1985) Job
satisfaction knows the extent from positive or negative feelings about the intrinsic and extrinsic aspects of work
(Brown & Peterson, 1993, 63-77).

4. Job Characteristics
Job characteristics refer to how the activities, tasks, assignments and diverse aspects of a job. Some jobs are
currently and common because their activities are repeated and some other are unusual, some are needed different skills
and some other has limited field of operations, some other are tired employees to forcing to precision comply from
procedures and some other give employees freedom to perform to work willingly. Some works have most success
when employees work together and some other who are working independently (Keshtidar, 2002, p41). Generally
Hackman and Oldham (1975), five major characteristics were identified for the job: Job variety, Job identification, job
significant, Job feedback, autonomy. Job variety is the scope of work Broaden for employees. Job identification; when
an employee performs the whole work from beginning to its conclusion. Job significant is amount of significant impact
job on other people living or working. Job autonomy is amount of employees’ freedom in working. Job feedback
amount of receive information about result of employee work how to do their work (Katsikea, 2010, 2). Ilgen &
Hollenbeck know Job feedback as information about work results that is clears its effectiveness to
achieve the desired goals of the organization (Ilgen & Hollenbeck, 1991, 170).

5. Organizational Structure
The organization is a social institution that is based on the target is consciously planned and coordinated with the
active system that is associated with the external environment (Daft, 1998, p19). Organizations is consist Individuals
with together relationship and organizational structure is help to organization in the field of optimum use of its
resources to achieve organization goals and strategies (Araghi, 2008, p2). Peter Drucker believes that organizational
structure is method for achieve long-term and short-term goals in organization (Robbins, 2000, p11). Robbins defines
Organizational structure as one of organization components that is composed element of complexity, Formalization,
and centralization. According to present research aims consider two dimensions of Formalization and Centralization.
5.1. Formalization
Formalization refers to rate of or extent to organizational job have standardized. If job have high formalization, its
operator have the least freedom of action to perform activities related to job and when done and what should be done.

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Formalization is defined as the rate of or extent that written laws, procedures, instructions and communication.
Formalization accrues due to the advantages from standardizing employee behavior to recognize organizations. The
standard of behavior reduces variability. Also it will increase coordination in the work. More formal is offers less
freedom to operators’ job. Jobs with less formal have more operators’ professional judgment in it. However, power and
the diagnosis itself is a rare quality that organizations to obtain people who have such ability, further benefits are paid
in the form of salary. Formalization can done within job or it be imposed from outside when formalization is
determined from outside for job used terms of external behavior for its. In this case rules and procedures are executed
directly by the monitor management that representing jobs that unskilled workers can do the job incumbent
(Forozandeh Dehkordi, 2009, p65).

5.2. Centralization
Centralization refers to degree that decision making is concentrated at one unit point in organization. Power density at
a point implies on concentration and lack of density or low density is a sign of decentralization. Concentration is the issue
of distribution rate in powers decision making no geographical separation of organization. Concentration is the emphasis
with formal organizational structure no with the informal organization and only used formal authority, focus look at
decision-makers votes and comments. Organization will facilitate achieving the goals through group efforts coordination.
Decision making and information processing are the key elements of coordination. Due to employee participation in
decision-making process, decentralization in decision making is caused motivation (Robins, 2000, p97-107).

6. Conceptual Model of Research

According to theoretical foundations and historical background of the subject (Figure 1) that derived from the
model of Evangelia katsikea et al (2010) is considered as present conceptual model.

Job
autonomy
H1 H7
Formalization

H3H2 Job variety Job Organizational

H4 H8 Satisfaction H10 Commitment

Centralization H5
H9
H6 Job feedback

Figure (1): Conceptual model of research (Evangelia katsikea & et al., 2010)

Research hypotheses based on conceptual models are expressed as follows:

H1: formalization has effect on job autonomy of Parsabad Islamic Azad University employees.
H2: formalization has effect on job variety of Parsabad Islamic Azad University employees.
H3: formalization has effect on job feedback of Parsabad Islamic Azad University employees.
H4: Centralization has effect on job autonomy of Parsabad Islamic Azad University employees.
H5: Centralization has effect on job variety of Parsabad Islamic Azad University employees.
H6: Centralization has effect on job feedback of Parsabad Islamic Azad University employees.
H7: job autonomy has effect on Job Satisfaction of Parsabad Islamic Azad University employees.
H8: job variety has effect on Job Satisfaction of Parsabad Islamic Azad University employees.
H9: job feedback has effect on Job Satisfaction of Parsabad Islamic Azad University employees.
H10: Job Satisfaction has effect on Organizational Commitment of Parsabad Islamic Azad University employees.

7. RESEARCH METHOD

In this study statistical society is Parsabad Islamic Azad University employees. The statistical society is 112
members. Because statistical society is small thus total statistical society is considered as the sample. In other words we
used all of society statistical members for collecting data. In this study, data collection tool is questionnaire. Scale of
variables measured in this study is Likert scale with range 5 option from completely agree to completely disagree. The
research questionnaire included 35 questions that 7 questions related to organizational structure (formalization and
centralization), 12 questions related to job characteristics (job autonomy, job variety, and job feedback), 9 questions
related to job satisfaction variables and 7 questions related to the dependent variable of organizational commitment.

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From an initial sample consisted of 20 persons were used to investigate the reliability of the questionnaire the results
indicate the reliability of the questionnaire, also content validity of the questionnaire was confirmed by specialists.

8. Data Analysis and Hypothesis Testing

In order to data analysis and to testing research hypotheses was used structural equation modeling. This method is a
statistical modeling technique that covers other techniques such as multivariate regression, factor analysis, path
analysis and its main focus is on the hidden variables (latent) that are defined by measured the indicators and the clear
variables because this approach simultaneously analyzes the relationships between variables. So is considered
reinsurance method in researches. Partitial least square is variance-based unlike covariance-based methods is method
for structural predicting model especially when Number of indicators each factor is a lot, and there is among them
multicolinearity. This approach is considered the best option for the estimated model. This method does not depend on
normal society and researchers can easily design your model without worrying situation of the society distribution. In
structural model design of the present study are used this approach for estimating the factor loadings and path
coefficients.
In order to analyze the data from are used Visual PLS software. The results of data analysis are shown in Figure 2.

Figure (2): model in Standard and significant coefficients state

Continue to review the research hypotheses are discussed:

H1: formalization has effect on job autonomy of Parsabad Islamic Azad University employees. The results indicate that
formalization with factor loading -0.325 and T-Value -2.034 has effect on job autonomy. Thus H1 is confirmed.
H2: formalization has effect on job variety of Parsabad Islamic Azad University employees. The results indicate that
formalization with factor loading -0.334 and T-Value -2.886 has effect on job variety. Thus H2 is confirmed.
H3: formalization has effect on job feedback of Parsabad Islamic Azad University employees. The results indicate that
formalization with factor loading -0.07 and T-Value -2.76 has effect on job feedback. Thus H3 is confirmed.
H4: Centralization has effect on job autonomy of Parsabad Islamic Azad University employees. The results indicate
that Centralization with factor loading -0.02and T-Value -3.603 has effect on job feedback. Thus H4 is confirmed.

H5: Centralization has effect on job variety of Parsabad Islamic Azad University employees. The results indicate that
Centralization with factor loading -0.097and T-Value +1.997 has effect on job variety. Thus H5 is confirmed.

H6: Centralization has effect on job feedback of Parsabad Islamic Azad University employees. The results indicate that
Centralization with factor loading 0.396 and T-Value +4.976 has effect on job feedback. Thus H6 is confirmed.
H7: job autonomy has effect on job satisfaction of Parsabad Islamic Azad University employees. The results indicate
that job autonomy with factor loading 0.266 and T-Value +3.855 has effect on Job Satisfaction. Thus H7 is confirmed.
H8: job variety has effect on Job Satisfaction of Parsabad Islamic Azad University employees. The results indicate that
job variety with factor loading 0.246 and T-Value +3.036 has effect on Job Satisfaction. Thus H8 is confirmed.

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H9: job feedback has effect on Job Satisfaction of Parsabad Islamic Azad University employees. The results indicate
that job feedback with factor loading 0.443 and T-Value +4.807 has effect on Job Satisfaction. Thus H9 is confirmed.
H10: Job satisfaction has effect on organizational commitment of Parsabad Islamic Azad University employees. The
results indicate that Job Satisfaction with factor loading 0.689 and T-Value +10.769 has effect on Organizational
Commitment. Thus H10 is confirmed.

Table (1) summarizes the results of hypothesis tests

Structural Model Entire Means of Standard t-statistic hypothesis
sample subsamples error Result
1 formalization autonomy -0.3250 -0.3103 0.1064 2.342 Confirmed
2 formalization variety -0.3340 -0.3148 0.1157 -2.8864 Confirmed
3 formalization feedback -0.0700 -0.1628 0.1167 -2.761 Confirmed
4 Centralization autonomy -0.200 -0.0912 0.0660 -0/3029 Confirmed
5 Centralization variety 0.0970 0.1798 0.0973 1.9972 Confirmed
6 Centralization feedback 0.3960 0.3816 0.0796 4.9763 Confirmed
7 autonomy Satisfaction 0.2660 0.2608 0.0690 3.855 Confirmed
8 variety Satisfaction 0.2460 0.2384 0.0810 3.0359 Confirmed
9 feedback Satisfaction 0.4430 0.4466 0.0560 4.807 Confirmed
10 Satisfaction Commitment 0.6890 0.6928 0.460 10.769 Confirmed

9. Conclusions and suggestions

This research was applied and supported in Parsabad Islamic Azad University and following findings: Today,
organizations are faced in rapidly changing and unpredictable in environment. Increasingly competitive world,
developing and deploying information technology and changes in the demographic characteristics of human resources
and customers are located in changes central (Beer & et al, 1991; Bennis & et al, 1985). In such situations managers
have little opportunity to control the employees and should spend most of their time and resources to identify indoor
and outdoor environment for organizations and other daily tasks put in charge their employees. Hence, today the most
important competitive source of organizations is employees of committed, motivated and loyal (Boxell, 1996). Results
from this study indicate that organizational structure and job characteristics have affected on organizational
commitment and job satisfaction of employees. The following suggestions are offered:
 Employee increases his sense of responsibility when they have at work the freedom and independence.
Managers need to increase their employees' sense of responsibility to give greater independence to them. In
particular, managers can give the expansion of jobs through vertically, responsibilities and control that had
previously management give to their employees. Delegation of authority and increasing responsibilities of
employees is caused creation of creativity and new ideas in employees.

 Managers try to increase the organizational commitment of employees through increased levels of job
satisfaction, reducing levels of job burnout and create an appropriate organizational climate.

 In job design try to tasks is challenging enough until person feel job satisfaction. Jobs must have the necessary
variety of skills and have increasing efforts. Also is provocative in mental forces and motor skills and for
person is attractive. In this regard Managers should strive until work blend in both partial and total and create a
collection of work. This work leads to a variety of skills and prevents from the ease and duplicate and also It
can increase job variety through job development that in this regard can increased the job area, number of
different operations jobs and frequency of job rotation. Because job development is caused skills variety in
employees and provides talent of employees.
 Also Managers should give greater freedom of action to lower categories of employees, because adopt making
decisions related to their work area as possible. Severe control actions by management and high limits in the
field of working for employees are caused creativity and innovation barriers and to limit flexibility. Managers
should give the independence and freedom so employees chosen their working procedures and methods
according to their idea. Managers with time planning flexible for work and create an atmosphere of trust at
work and respect to employees view enhance their jobs the independence and freedom.
 Jobs should be described accurately as possible and guidelines for doing good work should be given to
employees. This leads to the employees understand how to work well. Also employees can communicate with
clients and getting their opinion through in connection with their performance received necessary feedback and
if it is necessary, to attempt to resolve discrepancies and improve their performance.

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