Zahra Lotfi, Mohammad Hassani, Mahdi Najjari,
Volume 9, Issue 2 (10-2021)
Abstract
Background & Objectives: Ethical atmosphere and burnout of employees is an important issue for the management of the organization and management should play a key role in improving the performance of employees and the organization. The present study aimed to model the structural relationship between ethical atmosphere and emotional exhaustion with job satisfaction and turnover intention.
Methods: The present study is an applied research in terms of purpose and descriptive-correlational in terms of the data collection method. The statistical population includes 125 employees of the West Azerbaijan Gas Company who were surveyed by census method. The data collection tool was a questionnaire. Confirmatory factor analysis and Cronbach's alpha method were used to evaluate the validity and reliability of measuring instruments. Structural equation modeling using Smart PLS software was done to analyze the data.
Results: The results of the determined coefficients showed that the ethical atmosphere was able to explain more than 22% of the changes in emotional exhaustion. Also, emotional exhaustion can explain more than 44% of the changes in job satisfaction and 18% of the changes in the desire to leave the job. The coefficient of morale's impact on job satisfaction with emotional exhaustion was also 0.07. And the impact coefficient of the ethical atmosphere on the desire to leave the job with an emotional exhaustion was also -0.09.
Conclusion: Improving the ethical atmosphere of the organization and reducing the emotional burnout of employees leads to job satisfaction and commitment of employees, and as a result, the performance of employees and the organization improves.
Nabi Omidi, Maryam Shokri, Farshid Modiri, Mohammad Reza Omidi, Farshid Modiri,
Volume 13, Issue 2 (9-2025)
Abstract
Background and Objective: 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 with SPSS and SmartPLS software, and measurement validity and reliability were confirmed through KMO, Bartlett, AVE, CR, and Rho_A indices.
Findings: Path analysis results indicated a significant positive relationship between hidden withdrawal profiles and turnover intention (β = 0.636, t = 13.297), and 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.
