Structural Equation Modeling of Effective Dimensions of Job Alienation

Abstract

Purpose: Considering the importance of human resources and increase leaving job positions, the aim of this study was structural equations modeling of effective dimensions of job alienation. Methodology: The present study was a cross-sectional from type of correlation. The research population was the employees of the government organizations of Isfahan city in 2021 year, which number of 400 people of them were selected as a sample by simple random sampling method. The research tools were the demographic information form and the researcher-made questionnaire of job alienation, that its construct validity and reliability were evaluated as appropriate. Data were analyzed with exploratory factor analysis and structural equation modeling methods in SPSS-19 and Smart PLS-3 software. Findings: The results of the exploratory factor analysis showed that job alienation had 158 questions in 7 factors of extra-organizational alienation, organizational alienation, occupational alienation, individual alienation, undesired behavioral and organizational attitudes, job fatigue and dislike and hatred of work. The validity of the factors based on the factor load was higher than 0.60 for all questions, the convergent validity was higher than 0.80 and the average variance extracted was higher than 0.50, and the reliability of its factors with using the Cronbach's alpha method was higher than 0.80. The results of structural equation modeling showed that the job alienation model had a good fit, and in this model, extra-organizational alienation, organizational alienation, occupational alienation, individual alienation had a significant direct effect on job alienation and job alienation had a significant direct effect on undesired behavioral and organizational attitudes, job fatigue and dislike and hatred of work (P<0.001). Conclusion: According to the effective dimensions of job alienation, organizational managers and officials to reduce job alienation can provide the ground for adjusting the effective dimensions on it, including extra-organizational alienation, organizational alienation, occupational alienation, individual alienation, undesired behavioral and organizational attitudes, job fatigue and dislike and hatred of work.