university staff

Based on previous researches, quality culture is considered as a dominant and specific university organizational culture, which is defined by common values and commitment to quality by university agents. The purpose of the current research was to modeling and evaluate the factors influencing the establishment of quality culture in Farhangian University. The research method was mixed-exploratory two-stage (qualitative-quantitative). In the qualitative part, using the semi-structured interview method, 23 academic and subject matter experts were interviewed in a targeted manner from educational and research centers in 2017. Next, in the quantitative part, 462 faculty and non-academic members were selected by multi-stage cluster sampling and answered the questionnaires. The formal and content validity of the quality culture questionnaire has been approved by experts, also in terms of reliability, the internal consistency method using Cronbach's alpha was used to calculate the internal consistency, which indicates the high reliability of the dimensions and components based on the number of factors. Extracted from factor analysis was confirmed. The results of the first and second order confirmatory factor analysis showed that Quality culture Consist of This Factors : "structural / managerial elements", "cultural / psychological elements", "leadership", "communication", "trust", "commitment and accountability", "partnership", "empowerment", "correction" Infrastructure ",. Its indigenous model for establishment in Farhangiyan University has a well-established structural validity. As a result, it can be said that the structural model of The study is of good quality and the observed values are well restored and the model has good predictive ability.

The university as an educational organization needs a rich and meaningful work environment. But making the work environment meaningful requires having leaders who are able to deeply link employees' personal values to the organization's mission, in a way that, increases the individual-organization interactions and improves the job performance of employees. The aim of this study was to investigate the role of spiritual leadership in job performance through mediation of social capital. The study population was all employees of Bu Ali Sina University. A sample of 242 people was selected by stratified random sampling method based on Morgan table. We undertook a Correlation research to describe this relationships in the form of a model. The research tool was standard questionnaires of Spiritual Leadership Survey (Fry et al. 2005), Social Capital Questionnaire, (Nahapiet and Ghoshal,1998) and Paterson's Job Performance Questionnaire (2005). To determine the reliability and validity of the tool, Cronbach's alpha techniques and confirmatory factor analysis were used. We used Structural equation modeling technique to analyze the data. The results showed that, spiritual leadership had a positive and significant relation to employees' job performance and their social capital; Employees 'social capital had a positive and significant relation with employees' job performance and Spiritual leadership through employees 'social capital had a positive and significant relation to employees' job performance.

Mental health of staff is usually threatened by varied factors in the workplace.

So, the aim of the present study was to investigate the relationship between job stress and organizational culture with mental health of employees.

In this study, correlation method was used as the research method. The study population included all staff and employees of Allameh Tabataba’i University. The research sample consisted of 100 participants were determined by using Cochran formula and the samples were selected by simple random sampling. In order to collect required data, Organizational Culture Inventory of Denison (2000), Job Stress Inventory of Rice (1999) and General Health Questionnaire of Goldberg (1979) were used as the research tools. In order to analyze collected data, Pearson correlation and regression were used.

The results of this study showed that simultaneously there is no significant relationship between job stress and organizational culture with mental health of staff. Although, there is no significant relationship between job stress and organizational, a significant relationship can be found between organizational culture and mental health.

According to the results, it is concluded that managers should consider mental health and organizational culture as the reducing job stress factors in organizations.