EXPLANATION OF HUMAN RELATIONS STATUS BASED ON PERFORMANCE COMPONENTS OF PRINCIPALS

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1 EXPLANATION OF HUMAN RELATIONS STATUS BASED ON PERFORMANCE COMPONENTS OF PRINCIPALS Zahra Hassanzadeh Khamsi 1, Mahmood Samadi Largani 2* 1 M.A. Student of Educational Administration, Tonekabon Branch, Islamic Azad University, Tonekabon, Iran 2 Department of Accounting, Islamic Azad University, Tonekabon Branch, Tonekabon, Iran (Corresponding Author) Abstract The purpose of present study is explanation of relationship between performance components and human relations of education. Type of study is descriptive and correlation. Research sample is consisted of 148 education of Elementary schools in the West Mazandaran province (Iran). Samples selected randomly. Data were collected by two questionnaires, including efficiency questionnaires and job performance of Paterson (Managerial Administrative), and questionnaire of human relations style in managers. For data analysis was used Pearson correlation coefficients. The results showed that coefficient of ability, clarity, help, evaluation, validity, adaptability, motivation related to performance components with human relations of, respectively is 0.353,0.439,0.318,0.239,0.364,0.514 and in all cases, have a significant positive relationship. Also, some performance parameters such as ability, clarity, validity and adaptability based on a stepwise regression model affect human relations. Keywords: Human Relations, Abilities, Help, Evaluation, Validity, Adaptability 1. Introduction Education and training as effective symbol has particular center on the creation of healthy community and the school as a unit of social organization in different ways has special significance. Although teacher has the framework of rules and values but it must be said that these organizations as a small community leads behavior by creating norms. Meanwhile educational units as a character has its own unique characteristics and also key factors of management that providing measures and strategies in order to coordinate and leading human resources and facilities are inevitably to select the style and methods of appropriate and particular and following this process is drawn organizational environment (Mirsepasi,2004). Decision making about educational and training programs is one of the main actions that managers should do in schools that are called under the title "management decisions. Success or failure of the decisions made has largely depends on conduct of human relations in. Behavior of is due to their personality. Feelings, needs, attitudes, motivations of the due to the educational environment and breeding, conditions of economic - social and their environment is determining management style, how relationships with others and the school environment that affect the quality and the decision atmosphere. It may be claimed that feeling and knowing of managers is the most important reference source in decisions (Eghtedari, 1991). How management to create human relations, the way teachers conduct and thus realize the objectives of education and its effectiveness is effective. Managers are able to succeed that can 1

2 create adequate mental environment in school and create healthy relationships and effectively with other staff (Alvani, 1993:259). In the field of diversity educational principal performance and professionals in school, human relations is the most important management task and manager should create organizational environment such relationships and extend it because appear motivation for success and satisfaction in people. Human relations in this model encompass all the interactions of people and groups, conflicts and relationships. Human relations are related to beliefs, attitudes and behaviors that will lead to interpersonal conflicts and personal life and all success of career affects them (Ibid: 134). Actually human relations deal with to the study of human behavior in the environment of organization finally, to improve work result in organization. Communication style as an important skill in organizational development is important in the workplace. In other words, the effectiveness of an organization is managing attributes, the service type and values that is achieved in organizational relationships between employees and or managers. In this way, organizational relationships encompasses all relationships and interactions between people and using organizational behavior and behavioral science deals with the study relationships of individual and group (Goleman, 2001). It is also taking steps beyond and it is prediction of behavior and behavioral problems and even prevents undesired behaviors (Henis, 2000). Human relations management skills including seven skills of communication, self-awareness, self-ability, motivation, confidence, self-detection and conflict management that is basis to measure skills of human relations in this study (Gordon, 1999). Rifferti (1995) did study with title Communication climate and teachers' attitudes to progressive correlation and high in an atmosphere of open and closed in middle schools. Research results indicated that teachers in open organizational climate had more developed perceptions and attitudes in relationship with their manager compared with teacher working in close climate (Quoting from Hari Viskle, 1997). In research of Kample (1996) that was examined relationship indicates supervisor fairness in work with commitment and job satisfaction of employees in health institutions, these results were obtained: when managers treat with personnel fairly and sincerity and passion, it caused to make their high commitment to the organization and job satisfaction (Newsome,2000). Performance is the result of the activities of employees performing duties after a certain time. This result can have aspects of the product or service. Usually, performance evaluation is done after a certain time unit, as a performance of worker at the end of day or performance of an employee at the end of the year (Asadi, 2003). Performance is a multidimensional concept that varies according to different factors measuring it. Evaluation of performance result is targets that must be specified before measurement. In this area there are different views. Performance can be regarded simply as the results obtained. In terms of individual performance refers to background of a person's success (Batzoholton, 1995). Verom Years ago introduced performance as multiplying two variables the ability and motivation. After he, Porter, Lowler,Camble, Brichard defined performance as function multiplied by the amount of talent, the skill level in task, effort, to select effort value, to select stable, easy and prevent a situation without control(hemphill,1959). Saatchi introduced effective factors to improve performance that factors are such as ability, personality, learning, motivation, stress effects on individual performance and other factors such as age, gender and years of service (Irannejad, 2006:107). Model of ACHIVE model and Goldsmith (2001) has chosen seven variables related to effective performance management among the other variables. They have combined variables of motivation, ability, understanding, organizational support, environmental adaptation, feedback and validity of managers to form memorize easy and use. One of the techniques makes easy to remember the material listed it is that their first letters make common word with abbreviation word. 2

3 A term with seven words equivalent ACHIVE can show as ability, clarity, help, incentive, evaluation, validity and environment. For evaluating and measuring the performance exists different models that achieve climate model have been used in this study. Manager with ACHIVE model evaluate how the effectiveness and performance of current or potential employees in the field of a special assignment. Then managers shall be in accordance with its unique causes particular problems take the necessary steps. Therefore, in line with organizational growth and development is dependent on increase the efficiency of employees and managers. However, proper human relations of managers with employees can increase motivation and employee empowerment. So the question is what the relationship exists between job performance and human relations among employees and managers (Bakhshi, 1996: 137). In research done by Mortazavi Nasiri (1991) with title evaluating formal organizational communication in education and training offices of Isfahan and Mashhad areas (Iran),the results were as follows: 1) The communication size in education and training offices, despite the similarity in the organizational structure under the influence of the social environment does not change. 2) Using different forms of communication and communicating by individuals is not different due to social change. 3) Social change is influenced by the adoption and practice to the message in these offices. 4) Media and means of communication, and their use unchanged with social conditions remain (Robbin, 1984). Mohebali (1993) have done research about evaluating system of communication in industrial organizations that results of this study mentioned the following in his PhD thesis. Communication channels in units with long life are more formal than communication channels used in younger units. In research done by Yousefi (1995) with titled Assessment of communication barriers existing between teachers and from middle school teachers' perspective in Qom city so attempted to influence human barriers in the communication process between teachers and managers of middle schools is higher than the other barriers (Mayer, 1990). Donz & Hezen (1977) did research with title Factors related to communication satisfaction of employees. Research results indicate that an employee's perception of the communication system is composed of several factors. In this study, researcher knew communication satisfaction as personal satisfaction resulting from a successful relationship of a person with another person and it consider the result of factors such as to explain policies, prior notice of changes, in recommendations freedom, to acknowledge and thank in front good performance, and adequacy of relevant information. They found that employees were satisfied with the quantity and quality of communication in their area. In research of Pinkas (1986) organizational communication and satisfaction are evaluated on the basis of 9 dimensions that include: communication climate, supervisor communication, media quality, horizontal communication, organizational coherence (the degree of receive information of employees whether they are relevant to the job), personal feedback, perspective, organizational perspective, communication between subordinates and senior management. He found that employees' perceptions of the dimensions affect their feelings towards their work and their job performance. Kosari Adel (2001) did research with title Study of process and the main methods of communication and communication networks and its impact on the efficiency of social security organization. The results and findings of the study are: based on theoretical foundations and studies conducted and common practices of management and statistical inference performed, organizational communication levels has interactive effect on employee efficiency and knowledge 3

4 and awareness of managers from these effects in available relationship will follow good results for management. Rezaei (2001) did research with title Identifying the role of communication skills and increasing their influence in organizational communication of ministries managers and government agencies. The results indicate that verbal skills and organizational communication have a significant relationship and correlation between effective listening communication skills with organizational communication is weak inverse. There is positive strong correlation between feedback skills and organizational communication (Izadi, 1992). 2. Research Objectives -Determining relationship between the performance components and human relations of education in elementary school of West Mazandaran. Sub objectives of this study include the following: Determining relationship between ability of and their human relations Determining relationship between environmental adaptability of and their human relations Determining relationship between clarity of and their human relations Determining relationship between help of and their human relations Determining relationship between motivation of and their human relations Determining relationship between evaluation of and their human relations Determining relationship between validity of and their human relations 3. Research Methodology Research method is descriptive from type of correlation and research population consisted all of elementary school in West Mazandaran province of Iran. 148 were selected stratified random sampling as sample. Instruments of collection data include questionnaire of human relations and questionnaires of manager s performance (Paterson, 1998). Both instruments are with Likert response scale and interval scale that specialists and supervisor was reviewed and approved their face validity (content) and their reliability using Cronbach alpha for questionnaire of human relations was obtained 0.74 and the performance of management efficiency was obtained 0.77 that was approved. Therefore data were analyzed and examined using descriptive statistics and inferential statistics of Pearson correlation coefficient and multiple regression. 4. Research Findings First hypothesis: there is relationship between ability of and human relations. In first hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 1 - significance test of Pearson correlation coefficients between variables of human relations and ability of Variable human relations ability of human relations Ability of Correlation coefficient sig Correlation coefficient sig Result of table (1) show that correlation coefficient observed (r=0.364) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% 4

5 (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and ability of is positive and significant. So first research hypothesis is confirmed and it can say that there is relationship between ability of and human relations. Second hypothesis: there is relationship between clarity of and human relations. In second hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 2 - significance test of Pearson correlation coefficients between variables of human relations and clarity of Variable Human Relations clarity of Human Correlation relations coefficient sig Clarity of Correlation coefficient sig Result of table (2) show that correlation coefficient observed (r=0.514) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and clarity of is positive and significant. So second research hypothesis is confirmed and it can say that there is relationship between clarity of and human relations. Third hypothesis: there is relationship between help of and human relations. In third hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 3 - significance test of Pearson correlation coefficients between variables of human relations and help of Variable human relations Support of Correlation human relations coefficient Sig Number help of Correlation coefficient Sig Number Result of table (3) show that correlation coefficient observed (r=0.239) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and help of is positive and significant. So third research 5

6 hypothesis is confirmed and it can say that there is relationship between Support of and human relations. Fourth hypothesis: there is relationship between motivation of and human relations. Table 4 - significance test of Pearson correlation coefficients between variables of human relations and motivation of variable Human Relations Motivation of Correlation coefficient human relations sig Motivation of Correlation coefficient sig Result of table (4) show that correlation coefficient observed (r=0.319) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and motivation of is positive and significant. So fourth research hypothesis is confirmed and it can say that there is relationship between motivation of and human relations. Fifth hypothesis: there is relationship between evaluation of and human relations. In fifth hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 5 - significance test of Pearson correlation coefficients between variables of human relations and evaluation of Variable human relations Evaluation of human Correlation relations coefficient sig Evaluation Correlation of coefficient sig Result of table (5) show that correlation coefficient observed (r=0.353) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and evaluation of is positive and significant. So fifth research hypothesis is confirmed and it can say that there is relationship between evaluation of and human relations. Sixth hypothesis: there is relationship between validity of and human relations. 6

7 In sixth hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 6 - significance test of Pearson correlation coefficients between variables of human relations and validity of variable human relations Validity of human Correlation relations coefficient sig Validity of Correlation coefficient sig Result of table (6) show that correlation coefficient observed (r=0.439) at the alpha level of 0/05 is significant (sig<0.01). Moreover, the correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and validity of is positive and significant. So sixth research hypothesis is confirmed and it can say that there is relationship between validity of and human relations. Seventh hypothesis: there is relationship between adaptability of and human relations. In seventh hypothesis of study because both variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient. Table 7 - significance test of Pearson correlation coefficients between variables of human relations and adaptability of human Adaptability of variable relations human relations Adaptability of Correlation coefficient sig Correlation coefficient sig Result of table (7) show that correlation coefficient observed (r=0.386) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and adaptability of is positive and significant. So seventh research hypothesis is confirmed and it can say that there is relationship between adaptability of and human relations. Main hypothesis: there is relationship between performance components and human relations of education in elementary school. 7

8 In main hypothesis of study because seven variables are measured interval, for data analysis and significance test is used Pearson's correlation coefficient and for final confirmation is used the final stepwise regression and regression beta test and for final confirmation of the hypothesis is used regression and t-test. Table 8. The results of regression determination coefficient Model R R 2 Adjusted R 2 Error or deviation from the estimated According to the results in table (8) regression coefficient means the immutability of the dependent variable can be explained by stepwise regression it equals to (R 2 = 0.266). In other words, the ability of principal, clarity and validity and adaptability is effect in 35% of human relations. If the sample size is considered small, the adjusted determination coefficient (0.349) confirms effect of the ability of, clarity and validity and adaptability of on human relations. Table 9. ANOVA of regression Source of Sum of squares df Mean of F sig changes squares Regression Residual total Results table (9), which has been performed in order to study certainty of linear relationship between variables, shows that F observed at the alpha level of 5% (or even 0.01) is significant. In other words, because significance level of the calculated test is lower than α= 5% (sig<0.05), So, assumption H 0 is rejected and with 95% confidence can concluded that there is a linear relationship between the independent and dependent variables. Table 9. Regression beta test model nonstandard ( ) Standardized ( ) Beta beta T sig Standard error clarify ability Validity Adaptability Therefore, according to the above table results and significant levels conclude that effect value of ability, clarify and validity and adaptability on human relations is significant. 5. Results and Discussion Results and discussion of the first hypothesis There is relationship between ability of and human relations. Correlation coefficient observed (r=0.364) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to results obtained can conclude that the correlation between the two variables of human relations and 8

9 principal ability is positive and significant. From first sub-hypothesis can be concluded that whatever managers have strong management skills and can use their management styles in organizational climate appropriately and compatible with it, thus will have strong communication skills and therefore increases human and social relations between managers. The results of and the first sub-hypothesis test is confirmed and correspond with research results of researchers such as Mortazavi Nasiri (1991), Yousefi (1995), Ranjbaran (1998), Poursoleyman (1999), Mehraban (2000), Donz & et al (1977), Pinkas (1986). According to the theoretical foundations, positive and significant relationship between managers ability and human relations in research is due to that manager ability to strengthen organization dynamics can only be achieved through human relations and social communication. Whatever managers in how organizational behavior and deal with problems of occupational and organizational behave reasonable and appropriate and fully use their experiences in dealing with difficulties, as a result, they will increase effectiveness and effort of their staff. Results and discussion of the second hypothesis There is relationship between clarity of and human relations. Correlation coefficient observed (r=0.514) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and clarity of is positive and significant. From second sub-hypothesis can be concluded that whatever managers have occupational and organizational clarity in the workplace and relationships of organizational and social clear and displays based on rules, then in creating human relations with senior managers and other sectors do not see any obstacle and therefore, their relationship will be stronger. The results of the second sub-hypothesis test is consistent and confirmed with results of researchers such as Rezaei (2001), Kosari (2001), Hashemi Taromi (2000), Cample (1996), Raferti (1995) & (1997). According to the theoretical foundations, have been achieved positive and significant relationship between clarity and human relations in the research that can be result from transparency, honesty, lack of concealment, the proper procedural fairness with all the personnel and consistency of manager character. All of this makes that increased employee relations with managers and employee relations together with manager s presence. Results and Discussion of the Third Hypothesis There is relationship between help of and human relations. Correlation coefficient observed (r=0.239) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). From third subhypothesis testing can be concluded that whatever managers in dealing with staff and clients have been magnanimity and fairness and compassionate support, therefore, they are managers who have stronger and more stable human relations. The results of and the third sub-hypothesis test is confirmed and correspond with research results of researchers such as Ranjbaran (1998), Mehraban (2000), Danz & et al (1997), cample (1996). According to the theoretical foundations, positive and significant relationship between help and respect of managers with human relations were obtained in this study which can be derived from the fact that when problems arise in the organization, managers with the operational program, to accept criticism and suggestions, to motivate the employees supported by manager increase humanities and social relations in the organization. 9

10 Results and Discussion of the Fourth Hypothesis Fourth hypothesis: there is relationship between motivation of and human relations. Correlation coefficient observed (r=0.319) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and motivation of is positive and significant. Based on test of fourth sub-hypothesis can conclude that whatever managers in organizational goals have been job motivation and satisfaction of organizational environment, thus they are managers who will be have stronger human relationships. The results of the fifth sub-hypothesis test are consistent and supported with research results of researchers such as Hashemi Tari (2000), Kosari (2001), Pinkas (1986). According to the theoretical foundations, there is a positive and significant relationship between motivation of managers and human relations. For this reason in study achieved that manager through human relations and social communication when can motivate in their employees' performance that encourages and promotions, and sometimes punishments based on verbal communication and listening, strengths and weaknesses of staff is clear and transparent. Results and discussion of the fifth hypothesis There is relationship between evaluation of and human relations. Correlation coefficient observed (r=0.353) at the alpha level of 0/05 is significant (sig<0.01). Moreover, Correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and evaluation of is positive and significant. From fifth sub-hypothesis can concluded that if managers' evaluation from job environment and their attitudes toward organizational objectives be a positive, therefore are managers with stronger human relations and have more stable communication skills. The results of the fifth sub-hypothesis test is consistent and supported with research results of researchers such as Alavi (1996), Yousefi (1995), Hashemi Taromi (2000), Jons & et al (1993). According to the theoretical foundations, positive and significant relationship between evaluation and human relations of managers in research achieved for this reason that manager through human relations and social communication can have evaluation of correct and reasonable and fair about the performance of our staff when achieved management style and organizational communication based on verbal and auditory skills. Manager experience in informing skills provide filed of close liaison with the aim of problem solving and creating job motivation and organizational and increases their efficiency. Results and discussion of the sixth hypothesis There is relationship between validity of and human relations. Correlation coefficient observed (r=0.439) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and validity of is positive and significant. From sixth sub-hypothesis can be concluded that whatever managers in their work environment and organizational have validity and special characters and staff and clients respect them; Therefore, managers have stable human relations and strengthen. The results of the sixth sub-hypothesis test is Consistent and confirmed with research results of researchers such as Yousefi (1995), Mehraban (2000), Kosari (2001), Pinaks (1986), Rafreti (1995). According to theoretical principles of study observed positive and significant relationship between the validity of managers and their human 10

11 relations. Whatever managers in an organization have been more valid and type of manager in the organization creates a respect and reverence, sure, it can have been increased effectiveness in human relations of own and staff and staff with attendance manager. Results and discussion of the seventh hypothesis There is relationship between adaptability of and human relations. Correlation coefficient observed (r=0.386) at the alpha level of 0/05 is significant (sig<0.01). Moreover, correlation coefficient is significant at the alpha level of 1% (sig<0.01). According to the results obtained can conclude that the correlation between the two variables of human relations and adaptability of is positive and significant. From seventh sub-hypothesis can be concluded that whatever managers in dealing with organizational problems and their job and also in relationships with employees have good adaptability and to interact with them in order to growth and development of organizational and job be in their work agenda, they are managers with a stronger and more stable relationships The results of the seventh sub-hypothesis test is consistent and confirmed with results of researchers such as Mohebali(1993), Ranjbaran (1998), Yousefi (1995), Mehraban (2000), Cample (1996). According to theoretical principles of study observed positive and significant relationship between adaptability of managers and human relations. Manager through human relations and social communication can be faced with the successful performance of their staff when achieved alignment and coordination of employees and managers in the development of performance process and efficiency in organizations. Results and discussion of the main hypothesis There is relationship between the components of performance and human relations of in the elementary schools of West Mazandaran. The ability of managers and clarity and validity and adaptability affect 35% of human relations. If sample size should be considered small, the adjusted coefficient of determination (0.349) confirms influence the ability of managers, validity, clarity and adaptability of managers on their human relations. The effect of ability of managers, validity, clarity and adaptability of managers on their human relations confirms. From main hypothesis can be concluded that whatever managers have been occupational and organizational ability and whatever they have the experience and ability of transparency and be famous in term of validity and well personality among staff and clients and be compatible in dealing with employees and their organizational environment, are managers with stronger and more coherent human relations. The results of main hypothesis test is consistent and confirmed with research results of researchers such as Mortazavi Nasiri (1991), Yousefi (1995),Poursoleyman (2000),Kosari( 2001),Cample(1996),Raferti (1995). According to the theoretical foundations, a positive and significant relationship between performance components and human relations is achieved in research because manager can be aware through human relations of needs, shortages and personnel difficulties of his/her management, and thereby empathy and comfort them and resolve their problem as possible to strengthen incentive for people to efforts and cooperation. Based on results of research, the following recommendations provide as summary: 1) It is recommended for managers and employees to enhance further awareness of job and have more responsibility towards task, thus have been stronger human relations. 2) It is recommended for managers and employees to believe further to their organization and under any circumstances do support it, thus they will have strong organizational and social relationships with employees. 11

12 3) It is recommended for managers and employees that with participative management style and criticism in institutional environment and the use of professional work experience of their colleagues are more stylized the atmosphere of human relations. 4) It is recommended for managers and employees that in order to more consistent with the organizational environment behave with respect to clients and applicants and be strive in solving their problems. Thus human relations become stronger and will promote their social status and organizational. References Alvani,S.M.(1993).public management, Ney, Tehran, Iran. Bakhshi,Kh.(1996). human relations in Educational Administration. fourth edition, Kamand, Tehran, Iran. Eghtedari,A.M.(1991). Management Organization, Molavi, Tehran, Iran. Goleman, D. (2001).Emotional Intelligent at Work: How to Select for, Measure, and Improve Emotional Intelligent in Individual, Group and organization. 1 st ed. Harward business review, Boston. Gordon, J.R. (1999). Organization Behavior: A Diagnostic Approach. Sixth ed, prentice Hail: 273. Hemphill, J.K. (1959). Job Description for Executives. Harvard Business Review. 37(5), Henis, S. (2000). About Emotional Intelligence. Steve Hein's El site Irannejad Parizi,M;Sasankohr,P.(2006). Organization and management: from theory to practice. Iran Banking Institute, Central Bank of the Islamic Republic of Iran, third edition. Izadi Yazdi Abadi,A.(1992). Conflict Management, The Institute of Imam Hussain University, Tehran, Iran. Luthans, Fred. (1992). Organization Behavior. Sixth ed. Mccraw Hill International: Mayer, J.D and Salovey, P.(1990). Emotional Intelligent: Imagination, Recignition and Personality. http. Mirsepasi,N.(1990). Management of human relations and labor relations. Naghsh jahan, Tehran, Iran. Newsome, S, and Catno, V.(2000). Assessing the predictive Validity of Emotional Intelligence Robbin. P. Stephen. (1984). Organization Behavior. U.S.A: prentice Hell. International. Inc. 12