بررسی تاثیر بدبینی سازمانی بر فرسودگی شغلی، شناسایی نقش تعدیل‌گر کیفیت زندگی کاری (مورد مطالعه: فرودگاه‌های استان خراسان جنوبی)

سازمان‌ها اهداف متفاوتی، چون بقا و سودآوری را دنبال می‌کنند و نیروی انسانی، مهم‌ترین عامل برای دستیابی به اهداف سازمانی، محسوب می‌شود. سازمان‌ها اگر می‌خواهند اهدافشان به نحو موثری تحقق یابد، باید توجه ویژه‌ای به نیروی انسانی سازمان داشته باشند و متغیرهای مهمی چون ﻓﺮﺳﻮدﮔﻲ ﺷﻐﻠﻲ، بدبینی سازمانی و کیفیت زندگی کاری را مورد توجه قرار دهند. هدف این پژوهش بررسی نقش تعدیل‌گری کیفیت زندگی کاری در تاثیر بدبینی سازمانی بر فرسودگی شغلی است. روش پژوهش از نظر هدف، کاربردی و از نظر ماهیت و روش،  توصیفی- پیمایشی می‌باشد. جامعه آماری به صورت تمام‌شماری نمونه بررسی شده است. ابزارهای گردآوری اطلاعات، پرسش‌نامه‌‌های استاندارد استفاده شده است. روایی محتوایی با نظرخواهی از اساتید مورد تایید قرار گرفت. همچنین روایی سازه، بررسی و تایید شد. مقدار آلفای کرونباخ به‌ترتیب برای متغیرهای فرسودگی شغلی، بدبینی سازمانی و کیفیت زندگی کاری مقادیر 0.812، 0.706 و 0.906 بوده و نشان از پایایی پرسش‌نامه‌ها دارد. برای تحلیل داده‌ها و آزمون فرضیه‌ها از نرم‌افزارهایspss  و smart pls استفاده شد. یافته‎ها نشان می‎دهد که مقدار قدر مطلق آماره t برای تاثیر بدبینی سازمانی بر فرسودگی شغلی برابر با 4.419 و مقدار ضریب مسیر برابر با 0.527 است؛ بنابراین با اطمینان 95% می‌توان گفت، بدبینی سازمانی بر فرسودگی شغلی تاثیر مثبت و معناداری دارد. مقدار قدر مطلق آماره t برای نقش تعدیل‌گری کیفیت زندگی کاری در تاثیر بدبینی سازمانی بر فرسودگی شغلی، 2.207 است؛ بنابراین با اطمینان 95% می‌توان گفت، کیفیت زندگی کاری، تاثیر بدبینی سازمانی بر فرسودگی شغلی را تعدیل می‌کند. می‌توان نتیجه‌گیری کرد که با کاهش بدبینی سازمانی و بهبود کیفیت زندگی کاری، ﻓﺮﺳﻮدﮔﻲ ﺷﻐﻠﻲ در سازمان کاهش می‌یابد.

exploring the association between organizational pessimism and job burnout in south khorasan airports: a case study of the moderating role of working life quality

organizations strive for success, and achieving their goals requires attention to key factors like work-life quality, organizational cynicism, and job burnout. work-life quality encompasses elements such as effective supervision, positive working conditions, competitive compensation and benefits, and a stimulating, collaborative, and motivating work environment (asadi shakori, 2021, p. 22). it essentially reflects employees’ perceptions of the desirability of their work environment, both physically and psychologically (mahdizadeh ashrafi ilka, 2010, p. 3). organizational cynicism is a form of negativity, characterized by a lack of trust in the organization’s integrity (moradi farrokhi, 2022, p. 2). this cynicism creates a psychological distance between employees and their employer, negatively impacting both organizational efficiency and employee satisfaction (ghorbani amerimanesh, 2018, p. 114). job burnout signifies a loss of interest and motivation in one’s work, leading to decreased performance (barari jamshidi, 2016, p. 179). key symptoms of burnout include feelings of helplessness, hopelessness, and a negative self-image, as well as a negative view of others (attari fathizadeh, 2014, p. 1). this research aims to investigate the following questions:does organizational cynicism significantly impact job burnout?does work-life quality moderate the relationship between organizational cynicism and job burnout?methodsthis research is applied in nature, with a descriptive-survey methodology. the study focuses on the airports of south khorasan province, surveying a total of 74 individuals. data collection tools included three standard questionnaires: the organizational cynicism questionnaire by dean, brandes and dharwadkar (1998), the job burnout questionnaire by maslach (1981), and the work life quality questionnaire by walton (1973). the content validity of the questionnaire was ensured by consulting with professors. construct validity, convergent validity, and divergent validity were all confirmed. the reliability of the questionnaires was verified using cronbach’s alpha. the obtained cronbach’s alpha values for the job burnout, organizational pessimism, and quality of work life questionnaires were 0.812, 0.706, and 0.906 respectively, indicating that the research questionnaire has acceptable reliability. for data and information analysis, various tools of descriptive and inferential statistics were employed. structural equations and smart pls software were used to verify and test the hypotheses.resultsthe main and sub-hypotheses of the research were evaluated using structural equations. the main hypotheses indicate that organizational pessimism has an impact on job burnout, as the t-value for this effect is 4.419, which is greater than 1.96. furthermore, the quality of work life plays a moderating role in the influence of organizational pessimism on job burnout, as the t-value for this effect is 2.207, also greater than 1.96. upon examining the sub-hypotheses, it was found that the first three are confirmed, as their t-values are greater than 1.96 and the path coefficient values are positive. however, the seventh and eighth sub-hypotheses are rejected, as their t-values are less than 1.96. the fourth, fifth, sixth, ninth, tenth, and eleventh sub-hypotheses are confirmed, as their t-values are greater than 1.96 and the path coefficient values are positive. therefore, these hypotheses are confirmed; more precisely, organizational formalization and social dependency in work life do not moderate the impact of organizational cynicism on job burnout. fair and adequate compensation, a safe and healthy work environment, opportunities for growth and continuous security, overall life space, human capability development, and social integration and cohesion moderate and influence the impact of organizational cynicism on job burnout.conclusionin this study, we sought to determine the impact of organizational pessimism on job burnout and to ascertain if the quality of work life has a moderating effect on this relationship. the findings indicate that organizational pessimism significantly contributes to job burnout, while the quality of work life plays a moderating role, influencing the extent of this effect.based on the outcomes of the research hypotheses, the following recommendations are proposed:a positive, cooperative, supportive, and amiable environment should be fostered to bolster the quality of work life.managers should exercise caution and deliberation in decision-making.the employee evaluation process must be conducted with precision and scientific rigor.enhance information flow and decision-making transparency to dispel negative perceptions about the organization.any form of discrimination should be addressed by revising organizational policies and regulations.supervisors should engage with employees in a manner that is respectful, equitable, and fair, thereby reducing organizational pessimism.it is imperative for managers to thoroughly investigate the root causes and factors contributing to organizational pessimism and devise strategies to mitigate them.by adopting these measures, we anticipate a decrease in pessimism, an improvement in the quality of work life, and a reduction in job burnout, ultimately leading to enhanced job satisfaction and organizational performance.