درخت حوزه‌های تخصصی

Purpose: The primary objective of this study was to develop a comprehensive model to enhance adjunct faculty collaboration at Islamic Azad University. The research focused on identifying key factors influencing adjunct faculty collaboration by exploring professional, organizational, and individual competencies. Methods and Materials: This study used a quantitative, descriptive-survey research design. The statistical population comprised all adjunct faculty members at Islamic Azad University, with a sample of 404 participants selected using multi-stage cluster random sampling, calculated through Cochran's formula. A researcher-made questionnaire with 95 items across three dimensions—professional competencies, organizational competencies, and individual competencies—was used for data collection. The reliability of the questionnaire was confirmed with a Cronbach’s alpha of 0.7. Data were analyzed using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) to validate the proposed model. Findings: The results from EFA identified 12 key factors across the three dimensions, including service delivery skills, job commitment, teaching technology, scientific production, educational innovation, self-efficacy, job identity, foresight, service to society, organizational ethics, participation in scientific development, and support and backing. The CFA confirmed these findings, with self-efficacy and teaching technology emerging as the most significant factors within individual and professional competencies, respectively. The R² values indicated strong correlations between the identified factors and adjunct faculty collaboration. Conclusion: The

Background and Theoretical Foundations: One of the dual challenges in the world of organization and management is job engagement versus job burnout. Some believe that job engagement is the positive antithesis of job burnout. Job burnout is a problem in modern societies related to living in an advanced world, particularly in the modern work environment. Researchers have identified some consequences of this phenomenon as decreased motivation, dissatisfaction, and the intention to leave the job. The main objective of this research is to examine and compare the impact of job engagement and burnout (based on the Job Demands-Resources model) on the turnover intention among seafarers. Methodology: This research is applied in terms of its objective and descriptive-survey in nature. The statistical population consists of 300 employees working in maritime organizations in Mazandaran province, with a sample size of 169 selected through random sampling based on the Krejcie and Morgan table. To measure the research variables, questionnaires were used for job demands (role conflict, job conditions, and work-home interference) from Rizzo et al. (1970), Mohammadi et al. (2011), and Wagena & Geurts (2000) with 15 questions; job resources (supervisor support, self-esteem, and feedback) from HSE, Rosenberg (1965), Hackman & Oldham (1975) with 11 questions; job burnout (exhaustion, cynicism, and professional efficacy) from Maslach (1996) with 10 questions; job engagement (vigor, dedication, and absorption) with 12 questions; and turnover intention from Cammann et al. (1979) with 3 questions. Their validity was calculated using content and face validity methods, and their reliability was confirmed by calculating Cronbach's alpha. For data analysis, demographic information (descriptive statistics) was used, and for inferential analysis, correlation tests and structural equation modeling were employed. Findings and conclusion: Statistical data analysis indicates that the impact of job resources, job demands, and job engagement on job burnout are 0.81, 0.60, and 0.30 respectively; the impact of job resources on job demands and job engagement are 0.92 and 0.70 respectively; the impact of job engagement on job burnout is 0.30; and the impact of job engagement and burnout on employees' intention to leave are 0.30 and 0.72 respectively. The research results showed that job burnout and engagement affect seafarers' turnover intention. Additionally, job engagement and demands impact burnout, while job resources influence engagement. Job demands affect seafarers' burnout, and the relationship between demands and resources as well as the impact of job resources on job burnout was confirmed.