درخت حوزه‌های تخصصی

Purpose: Decision making self-efficacy and academic field satisfaction is one of the most important variables for students. The purpose of this study was to determine the effectiveness of constructionism training on career decision making self-efficacy and academic field satisfaction among university students with academic burnout. Methodology: The current research method was semi-experimental study which conducted with a pre-test and post-test design along with a control group with a follow-up period. The statistical population included all the students of Islamic Azad university, Isfahan (Khorasgan) branch who referred to the university counseling center in 2020. From them, 30 student were selected by convenience sampling method and then randomly assigned in the experimental group (15 people) and control group (15 people). The data were collected using Betz et al's Career Decision Making Self Efficacy Questionnaire (1996) and Ahmadi's Academic Field Satisfaction Questionnaire (2010) in the pre-test, post-test and follow-up stages. Constructionism training protocol was performed in 8 sessions (one session per week) for 75 minutes. To analyze the data, repeated measure analysis of variance and SPSS.26 software were used. Findings: The results indicated that constructionism training was effective in enhancement of career decision making self-efficacy and academic field satisfaction of university students with academic burnout (p<0.01), and this effectiveness was permanent until the follow-up period (p<0.01). Conclusion: It can be concluded that constructionism training is effective on increase of career decision making self-efficacy and academic field satisfaction of university students with academic burnout, therefore this training can be used for university students in university counseling centers.

Purpose: Today, the quality of training plays an important role in improving the performance of organizations. Therefore, the current research was conducted with the aim of determining the effect of individual learning on improving the quality of training of the staff of Eghtesad Novin Bank. Methodology: This research in terms of purpose was applied and in terms of implementation method was descriptive from type of correlation. The research population was all the staff of Eghtesad Novin Bank of Tehran city with number 937 people. The sample size based on the Krejcie and Morgan table was determined 272 people who were selected by cluster random sampling method. The research tool was researcher-made questionnaires of individual learning (8 questions) and quality of training (23 questions), which its face validity was confirmed by the opinion of experts and its reliability was estimated above 0.70 by Cronbach's alpha method. Data were analyzed by exploratory factor analysis and structural equation modeling in SPSS and LISREL software. Findings: The findings showed that the factor loading of all items was above 0.40 and individual learning had two components of intrapersonal factors and interpersonal factors and the quality of training had only one component. The average variance extracted of the components was above 0.50 and their reliability was above 0.80 by Cronbach alpha and combined methods. Also, the model of the effect of individual learning on improving the quality of training of the staff of Eghtesad Novin Bank had a good fit and individual learning had a positive and significant effect on the quality of training (P<0.001). Conclusion: Considering the effect of individual learning on the improvement the quality of training of the staff of Eghtesad Novin Bank, the planners of this bank can improve the quality of training through individual training and learning.

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, Organizational alienation, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.