RESEARCH ARTICLE
The Relationship Between Organizational Climate, Organizational Commitment and Job Burnout: Case Study Among Employees of the University of Medical Sciences
Iman Seyyedmoharrami1, Behzad Fouladi Dehaghi2, Sedigheh Abbaspour3, Anahita Zandi3, Maryam Tatari4, Gholamheidar Teimori5, *, Abbas Ghodrati Torbati3
Article Information
Identifiers and Pagination:
Year: 2019Volume: 12
First Page: 94
Last Page: 100
Publisher ID: TOPHJ-12-94
DOI: 10.2174/1874944501912010094
Article History:
Received Date: 18/12/2018Revision Received Date: 05/02/2019
Acceptance Date: 03/03/2019
Electronic publication date: 19/03/2019
Collection year: 2019
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: (https://creativecommons.org/licenses/by/4.0/legalcode). This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Abstract
Background and Objective:
Organizational climate and organizational commitment have a tangible effect on organizational performance. This study aims to investigate organizational climate in a university of medical sciences along with organizational commitment and job burnout in the university staff.
Methods:
This cross-sectional study is carried out via descriptive-analytical method on 250 employees of Torbat Heydariyeh University of Medical Sciences, Iran in 2016. Data collection tools include standard questionnaires of organizational climate, organizational commitment, and Maslach burnout inventory. Data analysis was carried out with SPSS software version 21 and Man-Whitney statistical tests, Kruskal-Wallis analysis, ANOVA, Chi-2, and Spearman’s correlation tests.
Results:
Average age of the participants was 34.52 ± 7.70 including 55.6% men and 44.4% women. In the present study, organizational climate of employees was medium and high, and also, mean score of the organizational commitment of subjects was 66.11 ± 16.35. The highest amount of employees job burnout was related to low level (66%). Organizational climate among the employees lead to higher organizational commitment (r=0.472, P<0.001), and greater organizational climate and commitment contributes significantly towards a decrease in job burnout (r=-0.227, P<0.001; r=-0.335, P<0.001).
Conclusion:
If the managers of these deputies pay more attention to the importance of the services of the health staff and manpower employed in this organization, they can improve the organizational commitment of healthcare workers and prevent their burnout, in order to maximize the quality of service delivery.
