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The Mediating Role of Job Control in the Explaining the Relationship Between Job Satisfaction and Mental Workload in Nurses
Fatemeh Rostami, Maryam Feiz Arefi, Amin Babaei-Pouya, Azam Ahangirimehr,
Volume 8, Issue 2 (6-2020)
Abstract
Background and Aim: Nurses are the main staff of the hospital. The large number of clients, the high volume of work and the shortage of staff increase the mental workload of nurses. On the other hand, reducing the control of the work process leads to mental stress. The purpose of this study was to investigate the mediating role of job control and explaining the relationship between job satisfaction and mental workload in nurses.
Methods: This descriptive-analytical study was performed on 188 nurses of educational hospitals in Shushtar and Ardabil cities, Iran, in 2019. Research tools included demographic information questionnaire, NASA-TLX questionnaire, Job description index (JDI) questionnaire, and job control questionnaire. For Data analysis the correlation coefficient and regression analysis with SPSS-18 and AMOS-18 software were used.
Results: Based on the results, the final model had good fitness (GFI=0.859, CFI=0.921, RMSEA=0.067). The results also showed that there is a significant relationship between mental workload and job satisfaction (P<0.001, r=-0.33) and this relationship has increased with the presence of job control (P<0.001, r=-0.42).
Conclusion: High levels of job control are associated with increased job satisfaction and reduced workload. As a result, in order to reduce the mental workload and increase job satisfaction, job control of nurses can be increased to improve working conditions.

The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control
Alireza Aghighi, Mahdi Rezaeetale, Ali Lahotian, Saied Shahabinia,
Volume 8, Issue 3 (10-2020)
Abstract
Background and Aim: The present study seeks to explain the effect of organizational change on employees' mental health with respect to the moderating role of job support and control.
Method: This method is descriptive and correlational. The statistical population of the study was the staff of Farshchian Sina Hospital in Hamadan, a total number of 200 people. Sample size was determined based on Morgan table to be 132 people which were randomly selected. Standard questionnaires of organizational change, general health, job support and job control were used to measure the variables. Data analysis was performed using SPSS software version 23 and smart SPLS version 2.
Results: Findings indicate that 43% of employees' mental health changes are explained by organizational change. Organizational change, considering the moderating effect of job support, has a positive effect on employees' mental health. The standardized coefficient between the two variables shows that 24% of mental health changes are explained by organizational change, taking into account the adjustment effect of job support. Organizational change, considering the moderating effect of job control, also has a positive effect on the mental health of employees. The standardized coefficient between the two variables also shows that 29% of mental health changes are explained by organizational change by considering the moderating effect of job control. Therefore, organizational change has a positive effect on the mental health of Farshchian Hospital staff in Hamadan.
Conclusion: The results of the research indicate that making organizational changes in Farshchian Hospital in Hamadan, considering the supportive role and control of managers, improves the mental health of employees.

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