The relationship between organizational culture and job satisfaction and job burnout of Lande teachers

Dissertation for Master's degree (M.A)

Tension: industrial and organizational

Relationship between organizational culture and job satisfaction and job burnout of teachers in Lande city

Abstract:

The present study was conducted with the aim of investigating the relationship between organizational culture and job burnout and job satisfaction among teachers in Lande city. This study was carried out by the correlational descriptive method from the community of 584 teachers of Lande city based on the table of Morgan and Karjesi. A sample of 234 people was selected for research. The data collection tool was Hofstede's organizational culture questionnaire [1], Smith, Kendall and Hallin's job satisfaction questionnaire [2] and Mazlach's [3] and Jackson job burnout questionnaire. Correlation and regression coefficients were used to analyze the data. The obtained results show that there is a positive and significant relationship between organizational culture and job satisfaction, and there is a negative and significant relationship between organizational culture and job burnout. Also, the results of the regression analysis showed that the power distance, individualism and patriarchy dimensions are able to predict job burnout, and ambiguity avoidance was not a significant predictor for job burnout. Also, the dimensions of power distance, individualism and patriarchy are able to predict job satisfaction. And then ambiguity avoidance was not a significant predictor for job satisfaction.

Organizational culture and attention to its components control the behavior of employees in the organization, attention to the promotion of organizational culture, reduction of job burnout and increase of job satisfaction in employees of organizations and industries follows.

Key words: organizational culture, job burnout, job satisfaction, description of solidarity, individualism, patriarchy.

[1] -Hofsted Organizational Culture Questionnaire

[2] - Smitb Kendal and llaline

[3] - Maslach

Introduction:

Organizational culture is a topic that has recently entered the field of management knowledge and organizational behavior. Following new theories and research in management, organizational culture has become increasingly important and has formed one of the main and focal topics of management. Demographers, sociologists and recently psychologists and even economists have paid special attention to this new and important topic in management and have created many theories and researches to identify its role and importance and used them to solve management issues and problems. According to the study carried out by a group of management science thinkers, organizational culture has been recognized as one of the most effective factors in the progress and development of countries. So that many researchers believe that the success of Japan in industry and management is one of the important reasons for their attention to organizational culture (Robbins, 2007).

By studying organizational culture, one can understand the causes of success or failure of the organization, and on the other hand, because organizational culture has an important effect on the behavior of people in the organization, and also because it includes a complex part of values, and these values ??will be effective on the attitude and ultimately the behavior of people in the work environment. It can be considered an important factor in organizational control (Tusi, 1372).

Job satisfaction is the general attitude of a person about his work. A person whose job satisfaction is at a high level has a positive attitude towards his job or work. A person who is not satisfied with his job (does not have job satisfaction) has a negative attitude towards his job and work. When discussing the attitude of employees, it is often nothing but their job satisfaction. In fact, in this field, they usually use the two "job satisfaction" and "attitude" interchangeably (Saatchi a, 2016).

Each person's job is more than specific tasks and activities such as typing, driving, reporting, etc. He is and should be with colleagues, superiors, clients and so on. interact and follow the rules, regulations and bylaws of the organization. It is even possible that a person works in working conditions or an environment that is not very favorable; This means that the factors in the work environment are widely related to the health or illness of the working people.  Therefore, it is very important to pay attention to mental health in all areas of life, including people's work life.

Because organizational culture has influenced all organizational aspects, it empowers organizations based on shared beliefs and values, and reviews individual behavior, motivation and job satisfaction, and the level of commitment of human resources, designing organizational structures and systems, setting goals, formulating and implementing policies, strategies, etc. .Therefore, it is only by examining, changing and creating a suitable and flexible organizational culture that one can gradually change the pattern of interaction between people in the organization and take advantage of knowledge management as a competitive advantage (Batt, 2001).

The place of organizational culture in organizations and work environments can determine the effectiveness and positive performance in mental health, job satisfaction and job burnout of the working human resources (teachers) and then the production product that in this research is the training of human resources (knowledge) students) and worthy children are needed by the country, they are well prepared and delivered to the society. Therefore, the purpose of this research is to examine the relationship between organizational culture and teachers' job satisfaction and job burnout. 1-2- Statement of the problem: Today's societies are known as "organizational society" and organizations, like societies, have a unique culture that differentiates them from each other. Every organization has certain philosophy, beliefs, values, and norms. "Organizational culture" [1] is the source of organizational processes such as structure, hierarchy, human relations, management style, and the attitudes and perceptions of organization members. According to "Dail and Kennedy" [2] (Tusi, 1372, p. 10).

The common thought of the members of a group or class that separates them from other groups is called culture. Organizational culture with influence in all relationships governing the organization can change the patterns of the organization and affect the performance of the organization and employees (Shan Chang, 2011).

All the members of the organization agree that an invisible hand guides people towards some kind of invisible behavior. Knowing and understanding what makes an organization's culture, how it is created and sustained helps us to better justify the behavior of people in the organization (Qaribvand, 2012).

Organizational culture is defined based on the way the organization operates, which in a broad sense can include the way of production, the method of paying wages and rewards, the behavior of employees and any other actions of the organization under the organizational culture. Therefore, every organization has a culture that shapes the work behavior of the organization, in order for organizations to enjoy the necessary effectiveness, they must have an appropriate organizational culture in accordance with the mission, technology, volume of operations and other variables (Yazd Chasti, Rajaeipour and Valvi, 2008). Garth and Quinn divided organizational culture into four categories, rational culture[3], ideological culture[4], agreement and partnership culture[5] and dynasty culture. They have been divided into levels[6]. Rational culture is determined through the concentration of integrated and centralized internal activities and makes an organization compete with other organizations, the core values ??of this type of culture are efficiency and usefulness. Contrary to rational culture, ideological culture focuses on the lack of concentration of power and focuses on growth and external competition, the broad goals of leadership cause commitment in people to the organization. Participatory culture is based on the lack of concentration of power, variety of activities and internal attention to maintaining the system, so the relations of the members are very friendly and based on cooperation, and this causes the high morale of the group and their trust in each other. Hierarchical culture, like collaborative culture, unlike rational and ideological culture, is based on internal attention and system maintenance, and its characteristic is the concentration of power and integrated activities (Hofstede, 1991).

Cultural structures of organizations should be designed according to the organization. Appropriate organizational culture in which special attention is given to employees can improve the components of job burnout in employees. It is in this situation that the type of relationship between the organization and the employees and the employees with the organization determines the success of an organization, so the growth or lack of growth of organizational culture among employees can affect the level of employee burnout. Burnout [7] (emotional fatigue caused by work) is a continuous reaction to chronic emotional and interpersonal stressors at work, which is described with the help of three dimensions of emotional fatigue, depersonalization and lack of personal success (sense of ineffectiveness) (Mezlach, 2003, p. 47) and creates chronic pressure that is caused by inconsistency or inconsistency between the worker and the job. Job burnout syndrome consists of three components that are the focus of attention of researchers and psychologists today. The components of this syndrome are physical burnout (fatigue and lack of energy), emotional burnout (depressed feelings related to helplessness) and attitudinal burnout or self-reflection.