Volume 6, Issue 1 (Spring 2023)
Iranian Journal of Educational Sociology 2023, 6(1): 189-197 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Mahmoudi Mandani M, Etebarian A, Sharifi S, Gheytani A. Identifying Dimensions and Components of Alienation. Iranian Journal of Educational Sociology 2023; 6 (1) :189-197
URL: http://iase-idje.ir/article-1-1228-en.html
URL: http://iase-idje.ir/article-1-1228-en.html
1- PhD student, Department of Public Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, Iran.
2- Department of Public Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, Iran. (Corresponding Author)
3- Department of Cultural Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, iran.
4- Department of Public Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, Iran.
2- Department of Public Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, Iran. (Corresponding Author)
3- Department of Cultural Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, iran.
4- Department of Public Administration, Isfahan (Khorasgan), Islamic Azad University, Isfahan, Iran.
Abstract: (609 Views)
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.
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.
Keywords: Alienation, Occupational Alienation, Extra-Organizational Alienation, Organizational Alienation, Training to Reduce Alienation.
Type of Study: Research Article |
Subject:
Special
Received: 2022/10/20 | Accepted: 2023/02/16 | Published: 2023/05/31
Received: 2022/10/20 | Accepted: 2023/02/16 | Published: 2023/05/31
References
1. Amarat M, Akbolat M, Unal O, Karakaya BG. (2019). The mediating role of work alienation in the effect of workplace loneliness on nurses' performance. Journal of Nursing Management. 27(3): 553-559. [DOI:10.1111/jonm.12710] [PMID]
2. Brondolo E, Eftekharzadeh P, Clifton C, Schwartz JE, Delahanty D. (2018). Work-related trauma, alienation, and posttraumatic and depressive symptoms in medical examiner employees. Psychological Trauma: Theory, Research, Practice and Policy, 10(6): 689-697. [DOI:10.1037/tra0000323] [PMID]
3. Ciftci DO. (2021). Emotional exhaustion as a mediator among workplace loneliness, work alienation and turnover intention. International Journal of Organization Theory and Behavior. 24(2): 93-106. [DOI:10.1108/IJOTB-04-2020-0051]
4. Deniz S, Cimen M. (2022). The mediating role of work alienation in the effect of workplace ostracism on employee voice. Hospital Topics. 27: 1-10. [DOI:10.1080/00185868.2022.2116375] [PMID]
5. Garcia-Contreras R, Munoz-Chavez JP, Munoz-Chavez RL, Lezama-Leon E, Barrios-Quiroz H. (2022). Work alienation, deviant workplace behavior and performance in public sector. Sustainability. 14(10490): 1-13. [DOI:10.3390/su141710490]
6. Ghodarzvand Chegini M, Noyan Ashraf A, Alavi Saeb F. (2014). Factors influencing work alienation, relationships, and solutions. Journal of New Approaches in Educational Administration. 5(1): 55-80. [Persian]
7. Gumus E, Alan H, Eskici GT, Bacaksiz FE. (2021). Relationship between professional quality of life and work alienation among healthcare professionals. Florence Nightingale Journal of Nursing. 29(3): 342-352. [DOI:10.5152/FNJN.2021.20095] [PMID] []
8. Hajizadeh Meymandi M, Koraei H, Bonyad L, DashtiZad S. (2020). A meta-analysis of factors affecting job alienation. Public Administration Perspective. 11(3): 67-85. [Persian]
9. Hazratian F, Mohajeran B, Ghalavandi H. (2021). 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. 20(6): 671-686. [Persian] [DOI:10.52547/payesh.20.6.671]
10. Iliffe S, Manthorpe J. (2019). Job dissatisfaction, 'burnout' and alienation of labour: undercurrents in England's NHS. Journal of the Royal Society of Medicine. 112(9): 370-377. [DOI:10.1177/0141076819855956] [PMID] []
11. Iman M, Moradi A. (2017). The investigation effect of social alienation in the social responsibility the case of Kermanshah Oil Company employee's. Journal of Applied Sociology. 28(3): 123-152. [Persian]
12. Kanten P, Ulker F. (2014). The effect of management style on counterproductive behaviors: Mediating role of work alienation. Mugla Sıtkı Kocman Universitesi Sosyal Bilimler Ensitusu Dergisi. 32: 16-40.
13. Lagios C, Lagios N, Stinglhamber F, Caesens G. (2022). Predictors and consequences of work alienation in times of crisis: Evidence from two longitudinal studies during the COVID-19 pandemic. Current Psychology. 5: 1-15. [DOI:10.1007/s12144-022-03372-9] [PMID] []
14. Mehdad A, Zaribafan M, Mehdizadegan I. (2015). Quality of work life functions for productivity: Case study of work alienation and emotional exhaustion. The Journal of Productivity Management. 9(32): 125-146. [Persian]
15. Rastegar Khaled A, Kaveh M, Mohammadi M. (2014). Investigating sociological factors affecting job alienation. Quarterly of Social Studies and Research in Iran. 2(3): 439-467.
16. Sedaghati Fard M, Abdollahzadeh M. (2010). Survey of job alienation among personnel and the effective factors on it. Journal of Industrial/Organizational Psychology. 1(1): 9-22. [Persian]
17. Shafique Khan MA, Jianguo D, Mann A, et al. (2019). 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. 12: 931-941. [DOI:10.2147/PRBM.S204193] [PMID] []
18. Sharafi L, Mehdad A, Fazel A. (2013). The relationship of job characteristics and organizational justice dimensions with job alienation. Knowledge & Research in Applied Psychology. 14(3): 51-59. [Persian]
19. Tummers LG, Dulk LD. (2013). The effects of work alienation on organisational commitment, work effort and work-to-family enrichment. Journal of Nursing Management. 21(6): 850-859. [DOI:10.1111/jonm.12159] [PMID]
20. Vanderstukken A, Caniels MCJ. (2021). Predictors of work alienation: differences between hierarchical levels. Career Development International. 26(5): 640-656. [DOI:10.1108/CDI-01-2021-0013]
21. Vtorushin N, Chukreeva L. (2015). Socio-gnoseological issues of alienation in G.S. batishchev's works. Procedia - Social and Behavioral Sciences. 166: 69-73. [DOI:10.1016/j.sbspro.2014.12.485]
22. Xia B, Wang X, Li Q, et al. (2022). How workplace incivility leads to work alienation: A moderated mediation model. Frontiers in Psychology. 13(921161): 1-13. [DOI:10.3389/fpsyg.2022.921161] []
23. Yousefi M, Azizi Zeinalhajlou A. (2016). Factors affecting the work alienation in employees of East Azerbaijan Health Insurance Organization. Depiction of Health. 6(4): 23-31. [Persian].
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
Site Copyright
Copyright © 2021, Iranian journal of educational sociology. This is an Open Access article. This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org
