Palabras clave
text
genre
linguistic and cultural aspects
Cómo citar
Resumen
Human resources of any organization is the organization's precious resource that can assist it in achieving its goals. Specialist, loyal, consistent with the values and organizational objectives staff with strong motivation and willing and committed to maintain and continue organizational membership is of basic and essential needs of any organization. The organization requires employees to work and operate beyond their usual job description and provision. One of the main causes of studying job burnout analysis is that organizations with members with low levels of burnout, usually have higher performance, less absenteeism and delays and displacement. Study Effect of job characteristics components (diversity of tasks, professional identity, the importance of professional, independence, feedback) on job burnout that cause to reduce these problems (due to absenteeism and hypothyroidism) by the existence of suitable job characteristics, can be very effective work in this field.
The purpose of research is create a connection between components of job characteristics and burnout that by collecting data through designing two separate questionnaire consisting of 37 questions based on conducted studies about Hackman and Oldham and Christina Maslach Standard questionnaires by conducting KS test (to test the normality of the selected sample) and univariate T test, beside, factor analysis, and then test the accuracy of measurement models and research hypotheses, confirmatory factor analysis was performed to confirm research hypotheses.
The population of this study consisted of 230 personnel of the General Youth and Sports Directorate of Qom in two levels of the Directorate and employee. The minimum size of selected sample is also 144 people.
Results of this research showed that existence of job characteristics including variety of tasks, task importance, the nature of the task, independence and feedback in job has significant impact on reducing employee's burnout syndrome.
Referencias
COOPER, CARY L. dewe, PHILIP. o'driscoll, MICHAEL P (2001), "organizationalSTRESS: a review and critique of theory, research, andapplications".sagepublications.inc
Fedai, Mustafa. Demir, Yeter. (2010),"The Impacts Of Structural And Psychological Empowerment On Burnout: A Research On Staff Nurses In Turkish State Hospitals", Canadian Social Science, Vol. 6, No. 4, Pp. 63-72
Garg, Pooja & Rastogi, Rrenu, (2006), "New Model Of Job Design: Motivating Employees”™performance ", Journal Of Management Development, Vol. 25, Pp: 572-587
Hackman, J, R &E.E Lawler, (1971)"Employee Reactions To Jobcharacteristics".J.Of Applied Psychology55:259–286
Keshtidar, M. (2002)," A Study Of The Relationship Between Source Of Control An Stress And Compare Between Faculty Managers And Sporting Groups And Non- Sporting Group", Ph.D. Dissertation, Tehran University, Tehran, Iran. (In Pesian)
lambert, g Eric. Hogan, l nancy. JIANG, SHANHE. (2010). “a preliminary examination of the relationship between organisational structure and emotional burnout among
Martinko, J .Mark. (2004)." Attribution Theory In The Organizational Sciences: Theoretical And Empirical Contributions", Information Age Publishing Inc
Maslach, C & Goldberg, J (1998)." Prevention Of Burnout",New Perspectiv. Applied Preventive Psychology, Vol.7, Pp (74-63)
Maslach, C (1976). Burned-Out. Human Behavior, 5 (9), 16-22
Newstrom, J. & Davis, K. (1989) "Organizational Behavior: Readingsand Exercises". 8thed. New York: Mcgraw Hill
Nunnally, J. C. , (1978)."Psychometric
Rad, Iraji. (1999). "A Survey Of The Relationship Between Job Charactacteristics And Employes Satisfacion In Agricultural Jehad Ministry", M. A. Dissertation, Allame Tabatabaie University. (In Persian)
Siegall, M And Mcdonald, T. (2004). "Person – Organization Value Congruence, Burnout And Diversion Of Resources".Personal Review, 33
Szilagyi, A. D. , & Wallace Jr. , M. J. (1990). "Organizational Behavior And Performance"
Usted es libre de:
Compartir — copiar y redistribuir el material en cualquier medio o formato
Adaptar — remezclar, transformar y construir a partir del material
La licenciante no puede revocar estas libertades en tanto usted siga los términos de la licencia
Bajo los siguientes términos:
Atribución — Usted debe dar crédito de manera adecuada, brindar un enlace a la licencia, e indicar si se han realizado cambios. Puede hacerlo en cualquier forma razonable, pero no de forma tal que sugiera que usted o su uso tienen el apoyo de la licenciante.
NoComercial — Usted no puede hacer uso del material con propósitos comerciales.
CompartirIgual — Si remezcla, transforma o crea a partir del material, debe distribuir su contribución bajo la lamisma licencia del original.