Organizational Alienation

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects 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, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.

Introduction: Work conscientiousness is a fundamental component of professional ethics and is a sense of internal commitment to comply with the requirements that have been agreed upon in relation to work. In this regard, the present research, titled the model for measuring the level of work conscientiousness as a fundamental component of professional ethics and organizational factors affecting it. Material and Methods: The method used in this research is descriptive-analytical and the statistical population in the present study is all employees of the Ilam Province Red Crescent Society, which are 272 people, 160 of whom were selected using the Morgan table and a simple systematic sampling method. The instrument used in this study was a researcher-made questionnaire. Data analysis was carried out using SPSS software and using descriptive statistics and Pearson correlation and multivariate regression tests, as well as the structural equation modeling method with Amos software. Results: Based on the findings of the study, among the individual factors, the variables of age and education level have a significant relationship with work conscientiousness. Also, among the independent factors, there was a significant difference between organizational justice and organizational alienation with work conscientiousness. Also, the results of factor analysis showed that organizational justice, awareness of role ambiguity, organizational alienation, and job satisfaction, respectively, have the greatest impact on explaining the main variable of the study. Conclusion: A number of factors affecting work conscientiousness, such as an individual's personality, have their own complexities that, if needed, are less likely to be changed and manipulated. However, a number of factors affecting work conscientiousness are acquired and can be inhibited as they have been learned.