Job enrichment

Applying supportive policies by the organization towards human resources can provide a suitable basis for creating mutual benefits. On one hand, this issue will affect their behavioral and functional approaches, and on the other hand, it will determine the type of their perceptions towards the job. Accordingly, in this research, the impact of social support on the job performance of employees by considering the role of job enrichment and innovative work behaviors has been investigated. The statistical population of this research included physical education managers of Iranian universities which 333 people participated in it according to the rule of at least five times the number of statements and with the convenience sampling method. The data collection tool was a standard questionnaire taken from reliable sources including innovative work behaviors scale by De Jong & Den Hartog, (2010), job performance scale by Chirumbolo & Areni, (2010), perceived social support by scale Mack & Rhineberger-Dunn, (2019) and job enrichment scale by Vijay & Indradevi, (2015) and data analysis and hypothesis testing has been done by using the structural equation modeling technique with the partial least squares approach in the PLS software. The research findings indicate that social support has a significant and positive effect on innovative work behaviors, job enrichment and job performance. There is a positive and significant relationship between innovative work behaviors and job enrichment with job performance. Job enrichment and innovative work behaviors play a mediating role in the relationship between social support and job performance.

The purpose of this study was to investigate the relationship between authentic leadership, job enrichment, and employee turnover among university staff, conducted through a descriptive-correlational research method. The statistical population consisted of all 659 employees of the Islamic Azad University, Zahedan Branch. Using the Krejcie and Morgan (1971) sample size table, a sample of 247 individuals was determined, and simple random sampling was employed. Data were collected using the Authentic Leadership Questionnaire by Walumbwa et al. (2008), the Job Enrichment Questionnaire by Dehghan et al. (2010), and the Employee Turnover Questionnaire by Ghasemkhani (2013). The results indicated a significant relationship between authentic leadership and its dimensions (self-awareness, relational transparency, internalized moral perspective, and balanced processing) with job enrichment and employee turnover. Furthermore, the regression results showed that 78% of the variance in job enrichment and 48% of the variance in employee turnover could be predicted by the authentic leadership variable.