جستجوی مقالات مرتبط با کلیدواژه « عملکرد شغلی » در نشریات گروه « مدیریت »

The purpose of this research is to determine the impact of deviant behaviors in the workplace on job performance with the mediating role of organizational shame and impression management. The current research is applied in terms of purpose and descriptive in terms of correlational data collection. The statistical population of the present study was made up of all the employees working in (case of study: Isfahan Islamic Azad University (Khorasgan)) in the number of 660 people, and 244 people were selected as a sample through the stratified sampling method proportional to the volume through Cochran's sampling formula. . The research tools were Gao's (2009) deviant behavior standard questionnaire, Tsui et al.'s standard job performance questionnaire (1997), Marshall et al.'s standard organizational shame questionnaire (1994), and Bolino and Turnley's standard impression management questionnaire (1999). In order to measure the validity and reliability of the instrument, three types of instrument validity were used: content validity, face validity and construct validity, and Cronbach's alpha was used to measure the reliability of the questionnaire. SPSS22, Lisrel 80/8 and WarpPLS software were used to test the research hypotheses. The results showed that deviant behaviors in the workplace have a negative and significant effect on job performance, and also the results of the bootstrap test showed that deviant behaviors in the workplace indirectly through organizational shame and impression management have a significant effect on job performance

The achievements of employees in an organization depend on their level of motivation to work and their behavioral and performance tendencies, and this issue can be largely related to employees' perception of the behavior of their supervisors. The present study aimed to investigate the impact of employee political skill on job performance through the mediating role of abusive supervision, counterproductive work behavior, and intrinsic motivation.

Design/Methodology/Approach: 

The current research is applied in terms of purpose and descriptive in terms of nature and method. The statistical population of this research includes the contract staff of the public sector of Yazd province. Considering the rule of thumb of having 5 times the number of observations as the number of items in the questionnaire (51 items or questions), the sample size was determined to be 255. However, 264 questionnaires were completed and randomly selected. Data was collected using standardized questionnaires. From the questionnaires made by the researcher, Farh and Cheng's job performance (1997) consisting of 4 questions, Ferris et al.'s (2005) political skill consisting of 18 questions, Tepper's abusive supervision (2000) consisting of 15 questions, Spector and Fox 's counterproductive work behavior (2005) consisting of 17 questions, and finally, Jaramillo et al.'s intrinsic motivation (2007) consisting of 3 questions, were used as a data collection tool. The basis of the measuring scale was the five-choice Likert spectrum questions. To confirm the validity, three types of validity were checked. Content validity was obtained by survey professors, convergent was checked by calculating the average output variance (AVE) which should be more than 0.05, and divergent was checked by comparing the root of AVE with the correlation between the measured variables. To confirm the reliability, Cronbach's alpha coefficient was checked, which was higher than (0.07).

The structural equation modeling (SEM) approach was employed using AMOS software to test the hypotheses and the relationships specified in the conceptual model. The results indicate that political skills have a significant and negative effect on abusive supervision, while it has no significant relationship with job performance. Abusive supervision has no significant effect on job performance but has a positive effect on counterproductive work behaviors and a negative and significant effect on intrinsic motivation. Counterproductive work behaviors have a significant and negative effect on job performance, while intrinsic motivation has a positive and significant effect on job performance. Regarding mediator hypotheses, the results indicate that counterproductive work behaviors and intrinsic motivation play a mediating role in the relationship between abusive supervision and job performance. In addition, abusive supervision, counterproductive work behaviors, and abusive and intrinsic motivation play a mediating role in the relationship between employees' political skills and job performance.Discussion and

Senior managers should create positive perceptions and attitudes among employees and be aware of their needs and demands. In this study, the negative and significant impact of abusive supervision on job performance improvement was not confirmed. This may be due to the temporary nature of the employment. Contractual employees tolerate any inappropriate behavior due to job insecurity. If senior managers notice misconduct by their supervisors towards the employees, they should take various approaches to rectify their behavior. Moreover, if employees have a wrong perception of their supervisors' behavior, steps should be taken to eradicate misunderstandings to make the issue transparent to the employees. Performance evaluation should be carried out in a targeted manner, free from any discrimination, and official and contractual employees should not be treated differently. Appreciation, in verbal and non-verbal forms, and establishing a reward system in the performance evaluation system will instill a sense in employees that the organization values their efforts and contributions. In the event of any negative and nonproductive behavior, management should, before any hasty judgment and decision-making for employee punishment, delve into the reasons for such behaviors and take care to address them.

The present research was carried out with the aim of examining inspection supervisions at three levels before, during and after the operation in the job performance of commanders and managers, focusing on the commanders and managers of the Border Guard Command of Sistan and Baluchistan province. This research is applied in terms of purpose and survey in terms of gathering information.

122 commanders of executive ranks and staff managers were questioned. This questionnaire has 30 questions designed in the Likert style. The answer options for each question are considered in five qualitative levels.

The validity of the questionnaire was done by content method. To check the reliability of the questionnaire, 20 questionnaires were distributed among 20 people from the statistical sample and calculated using Cronbach's alpha method. The reliability of the questionnaires was calculated using SPSS software and Cronbach's alpha coefficient was 0.95. According to the investigation of the hypothesis of the components of pre-action supervision and inspection in the job performance of commanders and managers, the highest rank was the holding of information sessions, justification and inspection guidance, and the lowest rank was the development of a targeted supervision and inspection system in order to correct wrong and inefficient processes.

Friedman's test showed that although monitoring and inspection during work and after work is important and necessary; But the inspection before doing the work is more important and the commanders and department heads and deputies should pay more attention to this issue and give more importance to the supervision before doing the work.

The aim of this study was to evaluate the effect of transformational leadership on job performance, burnout and employees loafing behavior with mediating role of intrinsic motivation. This study was a descriptivecorrelation based on gathering information and an applied research based on its porpuse. The statistical population of research consists of all managers and employees of Iran Khodro Co. in Tehran in a number of 337 employees. Referring to Cochran sampling formula a number of 180 individuals were selected in a random way and validated questionnaires of study distributed among them. To measure the variables we used the questionnaires which those validity assessed by experts and its reliability evaluated by Cronbach’s alpha coefficient. Data of research was analyzed by structural equation models. Findings showed that transformational leadership had a direct effect on employees’ intrinsic motivation and job performance and had a significant and inverse effect on employees’ loafing behavior, while its effect on burnout was not significant. The results also showed that employees’ intrinsic motivation had a significant inverse effect on burnout and loafing behavior, while its effect on employees’ job performance was not significant. Also, the results of the test of the mediating effect of intrinsic motivation in the relationship between variables showed that transformational leadership through intrinsic motivation of employees has an effect on burnout and loafing behavior of employees.

Job burnout is one of the occupational injuries that have been noticed in the past years, and the General Police Command is prone to its occurrence with the wide range of daily missions. In the past years, apart from the underlying factors of job burnout, the corona epidemic increases its rate like a catalyst. The current research is descriptive-survey in terms of method and nature, and applied in terms of purpose, and its field studies were conducted in February 2022. The statistical population is the police command of Lorestan province with a population of 5,000 people and a sample of 357 people based on Morgan's table was obtained, due to the existence of specialized police officers and geographical dispersion, a stratified random method was used and finally 347 questionnaires were accepted. The Data were collected using a general questionnaire including three demographic sections, Maslach's job burnout and Patterson's job performance related to the conceptual model and considering the non-normality of the data distribution and the research model by the partial least squares structural equation modeling (PLS-SEM) method and with Smart PLS software was analyzed. Considering that the path coefficient of job burnout and job performance of employees is equal to (-0.509) and also the path coefficients of each of the dimensions of job burnout such as emotional exhaustion (-0.161), depersonalization (-0.350) and personal inadequacy (-0.263), it can be concluded that the job burnout caused by the corona epidemic and precisely its three dimensions have a significant effect on the job performance of the employees of the police command of Lorestan province.

Undoubtedly, to achieve goals in a specific field, an organization requires its employees to perform specific activities proficiently. This can be achieved if employees believe in their abilities, set challenging goals, and double their efforts to attain success, highlighting the importance of self-efficacy. Additionally, for full employee engagement, organizations must cultivate a positive and satisfactory mindset, facilitating effective communication with work, thereby emphasizing the necessity of work engagement. Moreover, organizations should instill optimism in employees, fostering the belief that their efforts will yield positive outcomes, underscoring the importance of optimism among employees. Given that low job performance is a primary concern for organizations and encompasses various performance domains, this research aims to explore factors influencing high job performance and provide managerial solutions to enhance employee job performance. Thus, this study investigates the impact of self-efficacy and optimism on job performance with work engagement as a mediating factor.

Design/ methodology/ approach:

 This study adopts a practical approach with survey methodology. The statistical population comprises all experts employed in the Deputy of Management Development and Resources of the Ministry of Economic Affairs and Finance, totaling 200 individuals. Simple random sampling was utilized, and Cochran's formula determined a sample size of 80 individuals. Data were collected through questionnaires assessing self-efficacy (Scheier et al., 1982), optimism (Carver et al., 2010), work engagement (Rich et al., 2010), and job performance (Patterson, 1990). Data analysis employed Structural Equation Modeling (SEM) with the partial least squares method using Smart-PLS 3 software.Research

Results confirm the validity of the research model, indicating that self-efficacy and optimism positively influence work engagement, which, in turn, impacts job performance. Work engagement also serves as a mediating factor in the relationships between self-efficacy and job performance, as well as between optimism and job performance.

Limitations & Consequences:  

One limitation of this research is its focus on a specific organization, limiting generalizability to other contexts. Therefore, conducting similar studies in diverse organizational settings is recommended. Additionally, reliance on questionnaires to measure attitudes poses another limitation.

Practical Consequences: 

The findings of this pioneering research can guide managerial actions towards employees, enhancing human resource effectiveness and aiding managers in addressing HR challenges within organizations. Thus, understanding employee morale and organizational conditions is crucial for improving job performance.

Innovation or value of the Article:

 Unlike previous studies that explored only a subset of the variables examined in this research, this study simultaneously investigates four variables, addressing theoretical and practical gaps in previous literature.

The effect of social capital on job performance is not a secret. So far, especially in the decade of 2010-2020, many articles have been done in this field, And it has had different results. For this reason, the primary purpose of the research is to explain the relationship between social capital and job performance in Iran: researches from 2010 to 2020 with a meta-analysis approach.

The current research method is meta-analysis and its tool is reverse questionnaire. Its statistical population is 11 studies, which were selected by purposive sampling of 27 survey documents from 2010-2020. The validity and reliability of the research were controlled, and their effect size was estimated using the Cohen and Fisher formula.

The findings showed that the size of the overall effect of social capital on job performance is moderately large, i.e., 0.467, and due to the heterogeneity of the studies, the qualitative variable "type of statistical population" was included as moderating variable in the calculations. Based on the findings, the university community's career performance is more affected by social capital than the non-university community.

ToTo enhance job performance in different organizations, a double effort should be made to promote social capital. This is achieved by practical communication training, improving communication, increasing interactions between employees and managers inside and outside the organization, and creating a culture and atmosphere entire of cooperation, mutual trust, teamwork, and partnership between organizations.

"Job performance" is an organizational and institutional action that affects organizational prosperity and development according to the level of social capital and refers to efficiency and effectiveness or job drive in an organization. Organizational job performance is under the influence of job norm, in-group and out-group capital, organizational trust and social relations in a system, and creativity, innovation and organizational prosperity are among its effects. Taking advantage of social capital, occupational and social organizations escape from dependence, and by creating work ethics and increasing the efficiency of job performance, they achieve creativity and entrepreneurship. Social capital strengthens job performance by creating social commitment, increasing religious affiliation, trust, cohesion and social participation, and participating in organizational job networks. The main purpose of the research is to study the relationship between social capital and job performance in the period of 2011-2013. The research method was "meta-analysis" (quantitative) and the sample size was 22 documents, which was done by "non-probability sampling" method. The results show that there is a significant relationship between social capital and job performance, and its effect is equal to 45%. Also social cohesion (0.401); organizational commitment (0.321); social control (0.371); social trust (0.234); social participation (0.178); and religious affiliation (0.165) has had a significant effect on job performance.

Organizational culture is a platform and a factor for motivating, identifying talent and using it to increase the job performance of employees. The main purpose of the research is to study the effect of organizational culture on the job performance of the employees of the country's organizations. The research method is quantitative meta-analysis (CMA2), which the researcher used to review the literature and research conducted in the period of 1377-1400, focusing on organizational culture and job performance, from the statistical population of 38 research documents after screening; 22 cases have been selected as the sample size for analysis and evaluation. The results show that there is a significant relationship between organizational culture and job performance, and its overall effect is equal to 0.31. Also, between its components, including supportive culture (0.34); trust culture (0.26); collective work culture (0.30); cohesion culture (0.28); There is a significant relationship between organizational commitment (0.23) and adaptability culture (0.25) with job performance. Finally, by improving the organizational culture, the job performance of the human force will also improve. Innovation and development of the organization is an important condition for the survival of any organization, and this can be done through the organizational culture, which shows its role for the job performance. Organizational culture is a powerful force that determines the way of acting and the mechanism of implementation and operationalization of organizational work. Organizational culture refers to the principles, basic values, beliefs and important principles in the organization that creates a solid foundation for the management system to monitor and control the organization. It enhances job performance.

The primary objective of this research is to assess the impact of professional job crafting on teachers' job performance, with social capital serving as a mediating factor. The research follows an applied approach in terms of purpose and descriptive methodology for data collection. The statistical population comprises 69 non-governmental high schools in two districts of Shiraz. Data were collected from 62 high schools based on the sample size formula for limited populations. A five-point Likert scale questionnaire was used as the data collection tool. The questionnaire's validity was assessed in terms of content and structure, and reliability was determined using Cronbach's alpha coefficient (0.899). Data analysis was conducted using SPSS and Smart PLS statistical software. The results indicate that job crafting has a positive and significant impact on job performance, job crafting has a positive and significant effect on social capital, social capital positively influences job performance, and job crafting, mediated by social capital, has a positive and significant effect on job performance. Consequently, managers of non-governmental high schools in the second district should encourage teachers to utilize job crafting techniques to enhance their social capital and job performance.

The main purpose of this research is to investigate the effect of role conflict, job insecurity and pessimism on the job performance of employees with the mediating role of knowledge concealment and the moderating role of transformative leadership.

The current research is applied from the point of view of the goal, and from the point of view of the method, from the type of contextualization (correlation), and from the point of view of data collection, it is of the type of field research, with a standard questionnaire tool and Cronbach's alpha value is equal to 0.855. The statistical population of this research includes all the employees of the Pasteur Institute of Iran in the number of 765 people, 256 of whom were selected and studied using Cochran's formula by stratified random sampling.

Using structural equation modeling with the help of Smart PLS software, the findings showed that role conflict, job insecurity, and pessimism have a direct effect on hiding the knowledge of the employees of Pasteur Institute of Iran. Hiding knowledge has the opposite effect on the job performance of the employees of Pasteur Institute of Iran.

The results of the research showed that the lack of job security has an effect on hiding the knowledge of the employees of Pasteur Institute of Iran with the moderating role of transformational leadership. Also, between the role conflict on job performance and the mediating role of knowledge concealment; lack of job security on job performance with the mediating role of knowledge concealment; pessimism about job performance with the mediating role of knowledge concealment; The conflict between the role of hiding knowledge and the moderating role of transformational leadership and pessimism over hiding knowledge and the moderating role of transformational leadership were not observed.

The present study was conducted with the aim of testing the causal model of job performance based on communication skills with the mediation of job conflict in teachers. Based on this, the research method was descriptive, carried out by a survey method. The statistical population was 295 people of elementary school teachers in Lahijan city in the academic year of 2021-2022 among whom 167 people was selected by simple random method as a statistical sample based on Cochran's formula. Data collection tools were Ladahl and Kenger's (1965) standard job engagement questionnaires, Patterson's job performance (1963), and Queen Dame's communication skills (2004). The validity of the questionnaires were examined and confirmed based on content validity using the experts' opinion, superficial validity based on some of the statistical population view, and structural validity by factor analysis method. The reliability of the questionnaires was estimated by Cronbach's alpha method as 0.88 for job performance, 0.80 for communication skills, and 0.78 for job involvement. Data analysis were carried out at two levels, descriptive statistics and inferential statistics, including modeling of structural equations. The results showed that there is a relationship between communication skills and job involvement with an impact factor of 0.67, between communication skills and job performance with an impact factor of 0.79, and between job involvement and job performance with an impact factor of 0.76. On the other hand, communication skills have a direct relationship with job performance with an impact factor of 0.50. In other words, job engagement has a mediating role in the relationship between communication skills and job performance.

Efficient employees are the main reason for the success and excellence of the organization, and inefficient employees are also the cause of the problems and failures of the organization. However, in previous studies, less research has comprehensively and coherently addressed the employee efficiency and the most important purpose of this study was to provide a theoretical model of efficient and inefficient employees and investigate their characteristics in the public sector. Classic (Glaserian) Grounded Theory methodological principles used in this study in relation to the use of literature, participant recruitment, data collection and analysis, and theory development in order to fill the gap in existing studies and help increase knowledge in this field. In this regard, in-depth semi-structured interviews conducted with 17 experts in the water industry of Isfahan province and the obtained data were analyzed in three stages of open coding, selective coding and theoretical coding. Data analysis resulted in identifying four types of employees in terms of efficiency, which were conceptualized with the titles of proactive employees, reactive employees, Procrastinative employees and restive employees. In the continuation of the data analysis, the mentioned types were investigated and analyzed through the typology matrix of efficient and inefficient employees. Obviously, identifying the types of employees in terms of efficiency and explaining their characteristics will help improve the efficiency of human resources and deal with inefficiency.

In today's electronic age, taking e-learning courses allows people to use newer methods to improve their organizational performance compared to previous generations. The present study has been conducted with the aim of validating the job performance model of human resources in the light of e-learning in Bank Melli. The study adopts a survey research strategy and uses quantitative research method. The statistical population of the study was all 160 employees of Bank Melli in Mashhad, of whom 121 were selected as a statistical sample by simple random sampling strategy. The research tool includes a researcher-made questionnaire with 104 items. SPSS software and PLS software were used to analyze the data obtained in this research. The research results in the model include 4 categories and 11 components. The categories included educational elements of e-learning, human elements of elearning, job performance management process and finally the category of organizational job performance improvement. The results showed that the model has the necessary validity.

The purpose of this study is to determine the effect of organizational culture on job performance through job satisfaction and knowledge sharing. The present study is applied in terms of purpose and in terms of how to collect descriptive correlational information. The statistical population of the present study consisted of all employees working in Toka Foolad Company in the number of 5340 people, of which 787 people were selected as a sample through Cochran's sampling formula through stratified sampling method appropriate to the volume.And data analysis was performed at the inferential level, including structural equation modeling. The results showed that the relationship between power distance and knowledge sharing with an impact factor of -0.77, the relationship between power distance and job satisfaction with an impact factor of -0.55, the relationship between ambiguity avoidance and knowledge sharing with an impact factor of 0.25, the relationship between avoidance Job satisfaction with an impact factor of 0.35 and the relationship between collectivism and job satisfaction with an impact factor of 0.45 and masculinity with job satisfaction with an impact factor of 0.22 and long-term job satisfaction with an impact factor of 0.33 and job satisfaction with knowledge sharing with a coefficient Impact of 0.88 and job satisfaction with job performance with an impact factor of 0.75 and knowledge sharing with job performance with an impact factor of 0.55 were significant.

In modern communities, the importance of women’s participation is to such an extent that achieving development is unexpected without their presence. Women play a remarkable role in the success of organizations due to a set of personality and innate characteristics, including a broad vision of the future, high administrative discipline, and their ability to motivate their colleagues and communicate with them as the life of an organization depends on the accurate performance of its personnel. Another critical factor in the success of organizations is the existence of employees who go beyond their job descriptions to help their colleagues. Though studies have shown that women are more likely than men to be involved in helping behaviors others argue that helping behaviors bring about challenges like the risk of emotional exhaustion or the reduced power of the helpful party to complete their official duties. Nonetheless, investigations have shown that employees who achieve success in their work may have more cognitive resources to participate in social behaviors and perform their occupational duties in a better way. Thus, job success can be considered an effective factor in helping behaviors and performance at work. However, some studies have shown that women experience lower levels of energy and enthusiasm at work. One of the most basic causes of that situation is the unfair interference of biological differences between men and women in occupational fields in addition to stereotypical attitudes and prejudices. an important consideration that should not be overlooked is that the feelings of security, justice, self-sufficiency, and autonomy matter a lot for women and increase their efficiency at work. Consequently, female employees’ mental security is a matter that requires urgent attention. On the other hand, knowledge is one of the main resources that each organization can utilize to achieve and maintain a competitive advantage, and the role played by women should not be overlooked in that regard. Though managers expect their employees to freely share their knowledge, it should not be forgotten that knowledge hiding is a common phenomenon, as well, and can significantly harm relationships in workplaces. Based on the above discussion, the present study contributed to the literature on organizational behavior and human resources in the field of women. First, it referred to the role of mental security as it could create a positive atmosphere and reduce the negative consequence of knowledge hiding, with a remarkable role in enhancing the efficiency of individuals and their colleagues at work. Another contribution of the present study concerned the role of female employees’ attitudes in professional relationships.

 THEORETICAL FRAMEWORK :

Knowledge hiding refers to a conscious attempt by people to hide or prevent expressing knowledge that has been requested by someone else. Mental security indicates the feeling that people can present and utilize their abilities without any fear of losing their faces or positions or experiencing other negative consequences. The relationship between knowledge hiding and mental security can be illustrated using Bem’s Self-perception theory. The theory argues that people are involved in a process of self-attribution after carrying out a certain behavior and contemplating the action and the conditions leading to it. Scholars believe this can be attributed to the area of hidden knowledge in which the lack of mental security or similar conditions (for the individuals themselves or other people) extensively specifies the conditions under which hidden behaviors occur.Success is defined as a psychological condition where people experience both feelings of liveliness and learning in their workplaces. Liveliness and joy can be considered the energy coming from job attachment, while learning is the result of acquiring new skills and knowledge. In other words, when employees are provided with working conditions having certain resources like communication and knowledge resources or social structure characteristics like information sharing and an atmosphere of respect, they are likely to experience job success.The existence of mental security reduces employees’ likely concerns and allows them to concentrate on their duties. Moreover, it drives them toward active participation in communicative acts and the collection of feedback from others and boosts dynamic social interactions among employees. Thus, it can be claimed that mental security is a prerequisite for employees’ success at work.Helping behaviors are defined as voluntary assistance offered to colleagues to fulfill one’s goals or prevent the emergence of problems, while job performance can be considered the intended values of an organization that people carry out within a specified period. Employees who experience job success are more likely to develop in their jobs, have more enthusiasm toward their positions, and, at the same time, improve their relationships with their colleagues. Thus, they are expected to show more helping behaviors. In this way, job success makes employees keep away from egocentrism and help others out of altruism. Job success is accompanied by feelings of liveliness and learning, which in turn result in improved performance. Thus, job success is a significant factor influencing the emergence of helping behaviors and the improvement of individual performance.Organizational pessimism is a negative reflection of one’s attitudes and beliefs toward an organization. People who have pessimistic views toward their organizations are more likely to hide their knowledge due to risky or uncertain conditions so that they may preserve their sense of mental security.

The present research was an applied study in terms of purpose, and in terms of method, it was a survey. The variables were investigated using the statistics standardized in the previous studies. Moreover, the validity of the constructs of the utilized questionnaires was evaluated using the confirmatory factor analysis in AMOS, and the significance of the items relevant to the intended constructs was confirmed. The level of analysis in the study was individual. The statistical population was comprised of all female employees in the public offices of Mashhad, Iran, out of whom 386 questionnaires were collected. The data were analyzed using various statistical procedures, including Pearson’s correlation coefficient to calculate the zero-order correlation coefficients and Structural Equation Modeling to investigate the fit of the structural equation model with the collected data.

As a prerequisite for the utilization of latent variables in structural equation modeling is the existence of a correlation between variables, Pearson’s correlation analysis was carried out. The obtained coefficients indicated that the pairwise relationship between all variables was significant at p<0.01. Moreover, the factor loadings of the items of the questionnaire were calculated using the confirmatory factor analysis in AMOS. As all factor loadings were significant in the fit model of confirmatory factor analysis, no item was eliminated from the analysis stage. Furthermore, all fit indicators were investigated, and it was shown that they enjoyed convenient fit. The hypotheses were investigated using p-value and t-value, and it was shown that, for all hypotheses in the study, the values obtained for the first and second indicators were below 0.05 and beyond the range of ±1.96, respectively. The moderating role of organizational pessimism was investigated using the adjusted regression analysis, and the hypothesized moderating impact was confirmed.

CONCLUSIONS & SUGGESTIONS :

The present study aimed to investigate causal relationships between knowledge hiding, mental security, job success, and employees’ pessimism toward their organizations, and the data were collected from female employees in public offices in Mashhad, Iran. As predicted by the first hypothesis, it was shown that knowledge hiding negatively affects the mental security of female employees. In this way, it could be argued that hiding prevented organizational development due to its negative impacts on mental security. Concerning the second hypothesis, it was shown that knowledge hiding reduces job success. To reduce knowledge hiding, managers of human resources are suggested to establish contexts like work groups so that employees can both express their views and get familiar with what they should and should do at work. The third finding of the study showed that mental security had a significant impact on employees’ job success. Thus, it could be argued that as the positive resources created at the workplace increase, employees are more likely to actualize their capabilities toward effective behaviors. Concerning the fourth and fifth hypotheses, the effect of job success on job performance and organizational citizenship behavior was confirmed. Testing the mediating variables showed that mental security mediated the relationship between knowledge hiding and job success. Moreover, the mediating role of job success in the relationship between knowledge hiding and job performance and helping behaviors was confirmed. Ultimately, the moderating role of organizational pessimism was confirmed. The results showed that increasing organizational pessimism exacerbated the negative impacts of knowledge hiding on mental security. As employees’ pessimistic views indicate that justice and honesty are missing according to them (or may reduce in the future), managers need to ensure their employees that such basic principles will never be violated and take steps toward the expansion of justice and equity in their organizations.