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Volume 13, Issue 2 (Iranian Journal of Ergonomics 2025)
Iran J Ergon 2025, 13(2): 104-113 |
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Ethics code: IR.PNU.REC.1403.715
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Omidi N, Shokri M, Meftahi H, Omidi M, Modiri F. Analysis of the Impact of Hidden Withdrawal Profile on Key Indicators of Organizational Performance. Iran J Ergon 2025; 13 (2) :104-113
URL: http://journal.iehfs.ir/article-1-1083-en.html
URL: http://journal.iehfs.ir/article-1-1083-en.html
1- Department of Management, Payame Noor University, Tehran, Iran
2- Department of Urban Management, Faculty of Management, Electronic Branch, Islamic Azad University, Tehran, Iran
3- Department of Industrial Engineering, Payame Noor University, Tehran, Iran ,mromidi_91@yahoo.com
2- Department of Urban Management, Faculty of Management, Electronic Branch, Islamic Azad University, Tehran, Iran
3- Department of Industrial Engineering, Payame Noor University, Tehran, Iran ,
Abstract: (2651 Views)
Objectives: Hidden withdrawal profiles, as subtle behavioral patterns in the workplace, can significantly influence key indicators of human resource performance. This study aimed to analyze the impact of these profiles on "turnover intention", "career intentions", and "job performance" among employees of Bustan Hospital in Ahvaz, Iran.
Methods: This applied, descriptive-survey research included 240 hospital staff members. Using Cochran's formula, 146 completed questionnaires were analyzed. Data were collected using standardized and validated instruments in the field of organizational behavior. Statistical analyses were conducted using SPSS and SmartPLS software; moreover, measurement validity and reliability were confirmed through KMO, Bartlett, AVE, CR, and Rho-A indices.
Results: Path analysis results indicated a significant positive relationship between hidden withdrawal profiles and turnover intention (β=0.636, t=13.297); however, there were significant negative effects on career intentions (β=-0.482, t=9.519) and job performance (β=-0.803, t=21.079). All t-values exceeded 1.96, and P-values were below 0.001.
Conclusion: Hidden withdrawal behaviors play a critical role in reducing performance and increasing turnover tendencies. The findings highlight the need for early identification of such behavioral patterns and the implementation of psychological and managerial interventions to enhance motivation and employee retention.
Methods: This applied, descriptive-survey research included 240 hospital staff members. Using Cochran's formula, 146 completed questionnaires were analyzed. Data were collected using standardized and validated instruments in the field of organizational behavior. Statistical analyses were conducted using SPSS and SmartPLS software; moreover, measurement validity and reliability were confirmed through KMO, Bartlett, AVE, CR, and Rho-A indices.
Results: Path analysis results indicated a significant positive relationship between hidden withdrawal profiles and turnover intention (β=0.636, t=13.297); however, there were significant negative effects on career intentions (β=-0.482, t=9.519) and job performance (β=-0.803, t=21.079). All t-values exceeded 1.96, and P-values were below 0.001.
Conclusion: Hidden withdrawal behaviors play a critical role in reducing performance and increasing turnover tendencies. The findings highlight the need for early identification of such behavioral patterns and the implementation of psychological and managerial interventions to enhance motivation and employee retention.
Keywords: Occupational withdrawal, Organizational behavior, Organizational performance, Personality traits
Type of Study: Research |
Subject:
Industrial and Organizational Psychology
Received: 2025/04/26 | Accepted: 2025/09/1 | ePublished: 2025/09/1
Received: 2025/04/26 | Accepted: 2025/09/1 | ePublished: 2025/09/1
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