Investigating the Effect of Jihadi Culture on Improving Job Performance based on the Mediating Role of Organizational Justice and Social Capital

Jihadi culture has a positive effect on the organization's outputs, such as productivity and job satisfaction, and it can integrate the daily activities of employees to achieve the formulated goals. This study investigates the effect of jihadi culture on improving job performance concerning the mediating role of organizational justice and social capital.

This research method is a descriptive-correlational survey, and 180 people from the statistical population (employees of large and medium companies in Aran and Bidgol industrial town) have been studied by stratified sampling method. For this purpose, to measure the research variables, the researcher-made scale of jihadi culture, Social Capital Scale of Sakhaei (2020), Organizational Justice Scale of Morhead and Newhoff (1993), and Job Performance Scale of Patterson (1970) have been exerted.

The results show that the model of the effect of jihadi culture on job performance mediated by organizational justice and social capital has been significant and statistically significant. In other words, jihadi culture has a significant and direct effect on job performance (β = 52.5, t = 70.8, p = 0.001), and the set of direct and indirect effects of this index on job performance is equal to 0.88. At the same time, organizational justice with a coefficient of 0.41 and social capital with a coefficient of 0.43 have affected job performance.

As jihadi culture develops in industrial companies, the level of social justice and social capital among their employees are improved and leading to improved job performance.