بررسی تأثیر بدبینی سازمانی بر فرسودگی شغلی، شناسایی نقش تعدیل گر کیفیت زندگی کاری (مورد مطالعه: فرودگاه های استان خراسان جنوبی) (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
سازمان ها اهداف متفاوتی، چون بقا و سودآوری را دنبال می کنند و نیروی انسانی، مهم ترین عامل برای دستیابی به اهداف سازمانی، محسوب می شود. سازمان ها اگر می خواهند اهدافشان به نحو مؤثری تحقق یابد، باید توجه ویژه ای به نیروی انسانی سازمان داشته باشند و متغیرهای مهمی چون ﻓﺮﺳﻮدﮔی ﺷﻐﻠی، بدبینی سازمانی و کیفیت زندگی کاری را مورد توجه قرار دهند. هدف این پژوهش بررسی نقش تعدیل گری کیفیت زندگی کاری در تأثیر بدبینی سازمانی بر فرسودگی شغلی است. روش پژوهش از نظر هدف، کاربردی و از نظر ماهیت و روش، توصیفی- پیمایشی می باشد. جامعه آماری به صورت تمام شماری نمونه بررسی شده است. ابزارهای گردآوری اطلاعات، پرسش نامه های استاندارد استفاده شده است. روایی محتوایی با نظرخواهی از اساتید مورد تأیید قرار گرفت. همچنین روایی سازه، بررسی و تأیید شد. مقدار آلفای کرونباخ به ترتیب برای متغیرهای فرسودگی شغلی، بدبینی سازمانی و کیفیت زندگی کاری مقادیر 812/0، 706/0 و 906/0 بوده و نشان از پایایی پرسش نامه ها دارد. برای تحلیل داده ها و آزمون فرضیه ها از نرم افزارهایSPSS و Smart PLS استفاده شد. یافته ها نشان می دهد که مقدار قدر مطلق آماره t برای تأثیر بدبینی سازمانی بر فرسودگی شغلی برابر با 419/4 و مقدار ضریب مسیر برابر با 527/0 است؛ بنابراین با اطمینان 95% می توان گفت، بدبینی سازمانی بر فرسودگی شغلی تأثیر مثبت و معناداری دارد. مقدار قدر مطلق آماره t برای نقش تعدیل گری کیفیت زندگی کاری در تأثیر بدبینی سازمانی بر فرسودگی شغلی، 207/2 است؛ بنابراین با اطمینان 95% می توان گفت، کیفیت زندگی کاری، تأثیر بدبینی سازمانی بر فرسودگی شغلی را تعدیل می کند. می توان نتیجه گیری کرد که با کاهش بدبینی سازمانی و بهبود کیفیت زندگی کاری، ﻓﺮﺳﻮدﮔی ﺷﻐﻠی در سازمان کاهش می یابد.متن
Exploring the Association Between Organizational Pessimism and Job Burnout in South Khorasan Airports: A Case Study of the Moderating Role of Working Life Quality
Introduction
Organizations strive for success, and achieving their goals requires attention to key factors like work-life quality, organizational cynicism, and job burnout. Work-life quality encompasses elements such as effective supervision, positive working conditions, competitive compensation and benefits, and a stimulating, collaborative, and motivating work environment (Asadi & Shakori, ۲۰۲۱, p. ۲۲). It essentially reflects employees' perceptions of the desirability of their work environment, both physically and psychologically (Mahdizadeh Ashrafi & Ilka, ۲۰۱۰, p. ۳). Organizational cynicism is a form of negativity, characterized by a lack of trust in the organization's integrity (Moradi & Farrokhi, ۲۰۲۲, p. ۲). This cynicism creates a psychological distance between employees and their employer, negatively impacting both organizational efficiency and employee satisfaction (Ghorbani & Amerimanesh, ۲۰۱۸, p. ۱۱۴). Job burnout signifies a loss of interest and motivation in one’s work, leading to decreased performance (Barari & Jamshidi, ۲۰۱۶, p. ۱۷۹). Key symptoms of burnout include feelings of helplessness, hopelessness, and a negative self-image, as well as a negative view of others (Attari & Fathizadeh, ۲۰۱۴, p. ۱). This research aims to investigate the following questions:
Does organizational cynicism significantly impact job burnout?
Does work-life quality moderate the relationship between organizational cynicism and job burnout?
Methods
This research is applied in nature, with a descriptive-survey methodology. The study focuses on the airports of South Khorasan province, surveying a total of ۷۴ individuals. Data collection tools included three standard questionnaires: the Organizational Cynicism Questionnaire by Dean, Brandes and Dharwadkar (۱۹۹۸), the Job Burnout Questionnaire by Maslach (۱۹۸۱), and the Work Life Quality Questionnaire by Walton (۱۹۷۳). The content validity of the questionnaire was ensured by consulting with professors. Construct validity, convergent validity, and divergent validity were all confirmed. The reliability of the questionnaires was verified using Cronbach’s alpha. The obtained Cronbach’s alpha values for the Job Burnout, Organizational Pessimism, and Quality of Work Life questionnaires were ۰.۸۱۲, ۰.۷۰۶, and ۰.۹۰۶ respectively, indicating that the research questionnaire has acceptable reliability. For data and information analysis, various tools of descriptive and inferential statistics were employed. Structural equations and Smart PLS software were used to verify and test the hypotheses.
Results
The main and sub-hypotheses of the research were evaluated using structural equations. The main hypotheses indicate that organizational pessimism has an impact on job burnout, as the t-value for this effect is ۴.۴۱۹, which is greater than ۱.۹۶. Furthermore, the quality of work life plays a moderating role in the influence of organizational pessimism on job burnout, as the t-value for this effect is ۲.۲۰۷, also greater than ۱.۹۶. Upon examining the sub-hypotheses, it was found that the first three are confirmed, as their t-values are greater than ۱.۹۶ and the path coefficient values are positive. However, the seventh and eighth sub-hypotheses are rejected, as their t-values are less than ۱.۹۶. The fourth, fifth, sixth, ninth, tenth, and eleventh sub-hypotheses are confirmed, as their t-values are greater than ۱.۹۶ and the path coefficient values are positive. Therefore, these hypotheses are confirmed; more precisely, organizational formalization and social dependency in work life do not moderate the impact of organizational cynicism on job burnout. Fair and adequate compensation, a safe and healthy work environment, opportunities for growth and continuous security, overall life space, human capability development, and social integration and cohesion moderate and influence the impact of organizational cynicism on job burnout.
Conclusion
In this study, we sought to determine the impact of organizational pessimism on job burnout and to ascertain if the quality of work life has a moderating effect on this relationship. The findings indicate that organizational pessimism significantly contributes to job burnout, while the quality of work life plays a moderating role, influencing the extent of this effect.
Based on the outcomes of the research hypotheses, the following recommendations are proposed:
A positive, cooperative, supportive, and amiable environment should be fostered to bolster the quality of work life.
Managers should exercise caution and deliberation in decision-making.
The employee evaluation process must be conducted with precision and scientific rigor.
Enhance information flow and decision-making transparency to dispel negative perceptions about the organization.
Any form of discrimination should be addressed by revising organizational policies and regulations.
Supervisors should engage with employees in a manner that is respectful, equitable, and fair, thereby reducing organizational pessimism.
It is imperative for managers to thoroughly investigate the root causes and factors contributing to organizational pessimism and devise strategies to mitigate them.
By adopting these measures, we anticipate a decrease in pessimism, an improvement in the quality of work life, and a reduction in job burnout, ultimately leading to enhanced job satisfaction and organizational performance.
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