Iranian Journal of Ergonomics

Introduction: Job burnout can have negative effects on organizations and their employees. This study tried to investigate the relationships between job burnout and occupational stress, the four dimensions of organizational justice, personality characteristics, role clarity, and role overload.

Material and Methods: All full-time employees of the Regional Electric Company of Kerman (n = 200) were selected as the study sample. Finally, 138 usable questionnaires were collected. Previously designed questionnaires were used to measure work overload, occupational stress, role calrity, and organizational justice and respect. Maslach Burnout Inventory and NEO were also administered. Pearson’s correlation and multiple regression analyses were applied to analyze the data. All analyses were performed using SPSS 16.0.

Results: Job burnout was significantly related with occupational stress, distributive justice, extraversion, role clarity, role overload, organizational respect. Multiple regression analysis suggested distributive justice, overload, procedural justice, and occupational stress as the best predictors of job burnout. These factors explained 48% of the variance in burnout.

Conclusion: According to the results of this study, policymakers and planners of the organization are recommended to pay more attention to parameters contributing to job burnout. This will prevent job burnout among the personnel and promote organizational efficiency.

Introduction: A significant number of employees of any organization experience burnout, in many different countries. It is obvious that burnout prevention and mental health promotion play an important role in the improvement of the quality of services. One of the strategies that could be useful in reducing premature aging is deployment of a total ergonomics (ergonomics micro and macro). The main objective of this study was to investigate the relationship between variables considered in the context of total ergonomics and burnout.

Methods: The sample was selected from one of the hospitals in Yazd, including various departments with 506 employees. The sample size of 216 was determined according to Morgan. The data were collected through questionnaires and samples were selected through a stratified random sampling method.

Results: The results showed that moderate job burnout and perceived organizational support by the employees was lower than average, and there was a significant negative relationship between burnout and variables involved in comprehensive ergonomics. The study showed that demographic variables of burnout were effective on employees.

Conclusions: This study investigated burnout level, organizational support, organizational justice and physical environment. The reduction of Burnout was assessed by improved total ergonomic (macro and micro ergonomic) conditions. The results obtained in this study correspond with the results of various research studies. At the end of the study, based on the results, suggestions were made to reduce burnout.

Background and Objectives: One of the major challenges that managers face in competitive organizations is the improvement of the performance and productivity of the organization and understanding the factors affecting them. The promotion of the organizational performance requires managers to focus on the organizational justice and employees’ motivation at work. The purpose of this study is to determine the relationship between organizational justice and organizational performance in the Health Center of Kermanshah Province.
Methods: The present work was a descriptive-analytic and correlation study. This study was performed on 166 employees of the Health Center of Kermanshah in summer 2019, selected by random sampling. Data were collected using two standard questionnaires: the organizational justice of Nihoff and Morman (1993), and the organizational performance of Hersey and Goldsmith (1980). Reliability of the questionnaires was assessed by the pilot study and Cronbach's alpha coefficient. Data analysis was performed using SPSS 16 software.
Results: The results showed that the average scores of the organizational justice and the organizational performance are 54.84± 16.92 and 140.54± 18.66, respectively. According to the results of Pearson correlation coefficient, there is significant relationship between the organizational justice and its dimensions with organizational performance (P<0.001). However, the procedural justice has the more potential to predict the organizational performance.
Conclusion: The organizational justice is an important variable, strongly affecting the organizational performance. Therefore, managers need to pay particular attention to the justice as an important motivating factor for employees in order to improve the organizational performance and productivity.