Volume 10, Issue 4 (Winter 2024)
johe 2024, 10(4): 240-250 |
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Younes Lotfi 
, Mohammad Ahmadian 
, Hamid Saeidnia , Rashid Heidarimoghadam , Alireza Mortezapoor , Mohammad Babamiri * 1
, Mohammad Ahmadian , Hamid Saeidnia , Rashid Heidarimoghadam , Alireza Mortezapoor , Mohammad Babamiri * 1
1- , mohammad.babamiri@yahoo.com
Abstract: (923 Views)
Background and Objective: By making new changes in organizations, organizations are looking for various innovations to maintain their level of performance in the existing competitive environment. However, these frequent changes can lead to change fatigue and its negative consequences for employees. Therefore, the present study was conducted to evaluate change fatigue and its related consequences in healthcare providers.
Materials and Methods: This cross-sectional study was conducted in health centers in western Iran. In this study, 803 people were selected using the available method. The change fatigue scale, Parker and Decotis’ Job Stress Questionnaire, Ruth and Field’s Job Satisfaction Questionnaire, Maslash and Jackson’s Burnout Questionnaire, Turnover Intention Questionnaire, and Standard Questionnaire of Organizational Commitment of Mowday et al. were used. All analyses were performed using SPSS (version 23) and AMOS (version 18) softwares.
Results: The results of the present study showed that with the increase of change fatigue, the intention to leave, stress, and burnout increased significantly, and job satisfaction decreased significantly; however, no significant relationship was observed between change fatigue and organizational commitment. In addition, a significant relationship was observed between marital status, age, work experience, type of employment, type of job, and education with change fatigue.
Conclusion: In environments associated with rapid and continuous changes, it is important to consider change fatigue and its consequences because it can increase job stress and burnout, reduce job satisfaction and organizational commitment, and provide a reason for leaving the job.
Materials and Methods: This cross-sectional study was conducted in health centers in western Iran. In this study, 803 people were selected using the available method. The change fatigue scale, Parker and Decotis’ Job Stress Questionnaire, Ruth and Field’s Job Satisfaction Questionnaire, Maslash and Jackson’s Burnout Questionnaire, Turnover Intention Questionnaire, and Standard Questionnaire of Organizational Commitment of Mowday et al. were used. All analyses were performed using SPSS (version 23) and AMOS (version 18) softwares.
Results: The results of the present study showed that with the increase of change fatigue, the intention to leave, stress, and burnout increased significantly, and job satisfaction decreased significantly; however, no significant relationship was observed between change fatigue and organizational commitment. In addition, a significant relationship was observed between marital status, age, work experience, type of employment, type of job, and education with change fatigue.
Conclusion: In environments associated with rapid and continuous changes, it is important to consider change fatigue and its consequences because it can increase job stress and burnout, reduce job satisfaction and organizational commitment, and provide a reason for leaving the job.
Article number: 2
Type of Study: Research Article |
Subject:
Ergonomics
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