Abstract
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.
Highlights
Human resource is the most important element of any organization which can lead a country towards its development goals
The purpose of the present study is to examine In order to estimate the reliability of the questionthe impact of the organizational trust and simi- naire, the criteria of Partial Least Squares (PLS)
The results of the present study indicated that similar-to-me effect has a significant effect on organizational trust and job satisfaction
Summary
Human resource is the most important element of any organization which can lead a country towards its development goals. Human resource training and development is considered as a principal strategy to attain competitive advantages in organizations. The improvement of human resource productivity as well as the provision of a proper planning should be set as one of the main objectives of any organization or institution. Human resource is the real asset of an organization. The most important concern of the world’s successful business enterprises is recruiting an intellectual and educate human capital which can bring about a considerable revolution in the organization to which they belong (Subramaniam & Youndt, 2005). Trust is necessary for organizational social capital, success, constant changes in roles and technologies and delegation of jobs and responsibilities (Leana & Van Buren, 2004)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
