شناسایی ابعاد و مولفه‌های از خود بیگانگی در دانشگاه علوم پزشکی اصفهان
محورهای موضوعی :
-مدیریت اطلاعات بهداشتی و درمانی
محمد محمودی ماندنی
1
,
اکبر اعتباریان خوراسگانی
2
,
سعید شریفی
3
,
البرز قیتانی
4
1 - دانشجوی دکتری، گروه مدیریت دولتی، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
2 - گروه مدیریت دولتی، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
3 - گروه مدیریت و برنامه ریزی فرهنگی، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
4 - گروه مدیریت دولتی، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
تاریخ دریافت : 1401/12/28
تاریخ پذیرش : 1402/02/20
تاریخ انتشار : 1402/02/01
کلید واژه:
از خود بیگانگی سازمانی,
دانشگاه علوم پزشکی اصفهان,
آموزش کاهش از خود بیگانگی,
از خود بیگانگی شغلی,
از خود بیگانگی فراسازمانی,
چکیده مقاله :
مقدمه: از خود بیگانگی تاثیر منفی زیادی بر افت عملکردهای افراد دارد. بنابراین، پژوهش حاضر با هدف شناسایی ابعاد و مولفه‌های از خود بیگانگی در دانشگاه علوم پزشکی دانشگاه اصفهان انجام شد. روش پژوهش: این مطالعه از نظر هدف کاربردی و از نظر شیوه اجرا کیفی بود. جامعه پژوهش خبرگان دانشگاه علوم پزشکی دانشگاه اصفهان در سال 1400 بودند که طبق اصل اشباع نظری 20 نفر از آنها با روش‌های نمونه‌گیری هدفمند و گلوله‌برفی به‌عنوان نمونه انتخاب شدند. ابزارهای پژوهش شامل فرم اطلاعات جمعیت‌شناختی و مصاحبه نیمه‌ساختاریافته بودند که روایی مصاحبه‌ها با روش مثلث‌سازی تایید و پایایی کدهای استخراج‌شده با روش بازآزمایی دو هفته‌ای 88/0 به‌دست آمد. داده‌ها با روش‌های کدگذاری باز، محوری و انتخابی در نرم‌افزار MAXQDA تحلیل شدند. یافته‌ها: تحلیل داده‌ها نشان داد که از خود بیگانگی 205 شاخص، 29 مولفه و 7 بعد داشت. ابعاد شامل از خود بیگانگی فراسازمانی (با 5 مولفه انسان‌زدایی در کار، آنومی فرهنگی و اجتماعی، اثرات و ارزش‌های جامعه صنعتی، بیگانگی اجتماعی و باورهای فرهنگی)، از خود بیگانگی سازمانی (با 13 مولفه ضعف در مدیریت استعدادها، ضعف جامعه‌پذیری سازمانی، مدیران غیرحرفه‌ای و ضعیف، بیگانگی سازمانی، ضعف ارتباطات بین‌فردی در سازمانی، تنش و تعارض سازمان، ضعف قوانین و مقررات، سیستم نظارت و کنترل ناکارآمد، بی‌نظمی سازمانی، فرهنگ سازمانی مبتنی بر ساخت، فساد و رانت‌خواری، سبک مدیریت استبدادی و بی‌قدرتی در کار)، از خود بیگانگی شغلی (با 4 مولفه احساس بی‌معنایی در کار، عدم انگیزش شغلی، ابهام در نقش و وظایف و سرخوردگی شغلی و سازمانی)، از خود بیگانگی فردی (با 4 مولفه ناتوانی در کار، عزت‌نفس پایین، اختلالات روانشناختی و فقدان اخلاق‌مداری کارکنان)، نگرش‌های رفتاری و سازمانی نامطلوب (با 1 مولفه)، خستگی شغلی (با 1 مولفه) و بیزاری و تنفر از کار (با 1 مولفه) بودند. نتیجه‌گیری: ابعاد و مولفه‌های شناسایی‌شده برای از خود بیگانگی می‌تواند برای متخصصان و برنامه‌ریزان سازمانی تلویحات کاربردی بسیاری داشته باشد و آنان بر اساس ابعاد و مولفه‌های شناسایی‌شده می‌توانند برنامه‌هایی برای کاهش از خود بیگانگی کارکنان طراحی و اجرا نمایند.
چکیده انگلیسی:
Introduction: The alienation has a great negative effect on the decline of performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation in the Isfahan University of Medical Sciences. Methods: This study in terms of purpose was applied and in terms of implementation method qualitative. The research community was the experts of Isfahan University of Medical Sciences in 2021 year, which according to the theoretical saturation principle 20 people of them were selected as a sample by purposeful and snowball sampling methods. The research tools were included a demographic information form and a semi-structured interview, which the validity of the interviews was confirmed by the triangulation method and the reliability of the extracted codes was obtained by the two-week retest method 0.86. Data were analyzed with open, axial and selective coding methods in MAXQDA software. Results: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions were included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, impacts and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, organizational alienation, weakness interpersonal communication in the organization, tension and conflict of organization, weakness rules and regulations, inefficient monitoring and control system, organizational disorganization, organizational culture based on construction, corruption and bribery-seeking, authoritarian management style and powerlessness at work), occupational alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles and duties and job and organizational frustration), individual alienation (with 4 components of inability at work, low self-esteem, psychological disorders and lack of employees ethical orientation), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and dislike and hatred of work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for organizational specialists and planners, and they based on the identified dimensions and components can design and implement programs to reduce employees' alienation.
منابع و مأخذ:
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_||_1- Hazratian F, Mohajeran B, Ghalavandi H. The effect of authentic leadership and organizational bullying on job alienation with the mediating role of organizational culture. PAYESH: Journal of the Iranian Institute for Health Sciences Research, 2021; 20(6): 671-686. [In Persian]
2- Iman M, Moradi A. The investigation effect of social alienation in the social responsibility the case of Kermanshah Oil Company employee’s. Journal of Applied Sociology, 2017; 28(3): 123-152. [In Persian]
3- Deniz S, Cimen M. The mediating role of work alienation in the effect of workplace ostracism on employee voice. Hospital Topics, 2022; 27: 1-10.
4- Amarat M, Akbolat M, Unal O, Karakaya BG. The mediating role of work alienation in the effect of workplace loneliness on nurses' performance. Journal of Nursing Management, 2019; 27(3): 553-559.
5- Lagios C, Lagios N, Stinglhamber F, Caesens G. Predictors and consequences of work alienation in times of crisis: Evidence from two longitudinal studies during the COVID-19 pandemic. Current Psychology, 2022; 5: 1-15.
6- Tummers LG, Dulk LD. The effects of work alienation on organisational commitment, work effort and work-to-family enrichment. Journal of Nursing Management, 2013; 21(6): 850-859.
7- Brondolo E, Eftekharzadeh P, Clifton C, Schwartz JE, Delahanty D. Work-related trauma, alienation, and posttraumatic and depressive symptoms in medical examiner employees. Psychological Trauma: Theory, Research, Practice and Policy, 2018; 10(6): 689-697.
8- Vanderstukken A, Caniels MCJ. Predictors of work alienation: differences between hierarchical levels. Career Development International, 2021; 26(5): 640-656.
9- Shafique Khan MA, Jianguo D, Mann A, Saleem S, Boamah KB, Javed U, Usman M. Rejuvenating the concept of work alienation through job demands-resources model and examining its relationship with emotional exhaustion and explorative and exploitative learning. Psychology Research and Behavior Management, 2019; 12: 931-941.
10- Garcia-Contreras R, Munoz-Chavez JP, Munoz-Chavez RL, Lezama-Leon E, Barrios-Quiroz H. Work alienation, deviant workplace behavior and performance in public sector. Sustainability, 2022; 14(10490): 1-13.
11- Vtorushin N, Chukreeva L. Socio-gnoseological issues of alienation in G.S. batishchev's works. Procedia – Social and Behavioral Sciences, 2015; 166: 69-73.
12- Iliffe S, Manthorpe J. Job dissatisfaction, 'burnout' and alienation of labour: undercurrents in England's NHS. Journal of the Royal Society of Medicine, 2019; 112(9): 370-377.
13- Xia B, Wang X, Li Q, He Y, Wang W. How workplace incivility leads to work alienation: A moderated mediation model. Frontiers in Psychology, 2022; 13(921161): 1-13.
14- Ciftci DO. Emotional exhaustion as a mediator among workplace loneliness, work alienation and turnover intention. International Journal of Organization Theory and Behavior, 2021; 24(2): 93-106.
15- Hajizadeh Meymandi M, Koraei H, Bonyad L, DashtiZad S. (2020). A meta-analysis of factors affecting job alienation. Public Administration Perspective, 2020; 11(3): 67-85. [In Persian]
16- Yousefi M, Azizi Zeinalhajlou A. Factors affecting the work alienation in employees of East Azerbaijan Health Insurance Organization. Depiction of Health, 2016; 6(4): 23-31. [In Persian]
17- Kanten P, Ulker F. The effect of management style on counterproductive behaviors: Mediating role of work alienation. Mugla Sıtkı Kocman Universitesi Sosyal Bilimler Ensitusu Dergisi, 2014; 32: 16-40.
18- Rastegar Khaled A, Kaveh M, Mohammadi M. Investigating sociological factors affecting job alienation. Quarterly of Social Studies and Research in Iran, 2014; 2(3): 439-467.
19- Ghodarzvand Chegini M, Noyan Ashraf A, Alavi Saeb F. Factors influencing work alienation, relationships, and solutions. Journal of New Approaches in Educational Administration, 2014; 5(1): 55-80. [In Persian]
20- Sharafi L, Mehdad A, Fazel A. The relationship of job characteristics and organizational justice dimensions with job alienation. Knowledge & Research in Applied Psychology, 2013; 14(3): 51-59. [In Persian]
21- Sedaghati Fard M, Abdollahzadeh M. Survey of job alienation among personnel and the effective factors on it. Journal of Industrial/Organizational Psychology, 2010; 1(1): 9-22. [In Persian]
