Int. j. econ. manag. soc. sci., Vol(3), No (12), December, 2014. pp.

834-839

TI Journals

International Journal of Economy, Management and Social Sciences

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ISSN:
2306-7276

Copyright 2014. All rights reserved for TI Journals.

Explaining the Relationship between Job Burnout and Job Satisfaction

among Employees of the Social Security Organization of Kerman
Province
Masoud Pourkiani
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Reza Farahmand*
Department of Management, Sharbabak Branch, Islamic Azad University, Sharbabak, Iran.

Esmat Hassan Pour

Department of Educational Sciences, Payam Noor Uuniversity, Sharbabak, I.R. Iran.

*Corresponding author: f_shab2007@yahoo.com

Keywords

Abstract

Job burnout
Emotional exhaustion
Depersonalization and lack of personal
success

The aim of this study was to investigate the relationship between job burnout and job satisfaction among
employees of social security organization. The population of this research was 2610 staff of the social
security organization and sample size was selected on the basis of Gerjsy and Morgan table. To collect the
data, Maslash Job Burnout questionnaire was used and to measure job satisfaction a questionnaire developed
by Visuki and Chrome was used. The reliability of the questionnaires was calculated by the Cronbach's
alpha and it was respectively 0.892 and 0.851. To analyze the test data, sirstly Kolmogorof - Smirnof test
was used to evaluate normality of the data and then research hypotheses were tested using the Pearson
correlation test. Results of the data analysis showed that there is negative relationship between job burnout
and job satisfaction and components of emotional exhaustion, depersonalization and lack of personal success
are negatively correlated with job satisfaction.

1.

Introduction

Job burnout due to stress is one of the inevitable consequences and as long as the stress is not removed it will continue. Job burnout is reducing
individual adaptation to stressors and it is a syndrome consisting of emotional and physical exhaustion, which leads to a negative self-concept in
a person, negative attitude towards the job and lack of communication with clients while on duty [15].
Conceptually, job burnout is a state of physical, emotional and mental exhaustion that arises from successive emotional stress and will be more
intense fighting with others for long periods [4].
Faridenberger (1979) was the first to give the modern sense to this term; he considers job burnout as a state of fatigue caused by hard work and
lack of motivation and interest. This issue has been considered in recent decades by many researchers. On the other hand the burnout as a
predictor variable affects performance, efficiency, satisfaction and performance of employees in an organization. Employees are facing different
stresses in organizations that one of the results them is job burnout; Burnout due to stress-related reactions has many effects on personal and
family lives, some most important of these effects are employee's absence from work, frequent delays and conflict in the home and workplace,
changing jobs and eventually leaving job [19]. One of the variables that is affected by job burnout is job satisfaction among the staff. Job
satisfaction is one of the major determinants of mental health and one of the fundamental factors in life satisfaction, job satisfaction is a kind of
emotional adjustment to employment and conditions of employment that is some of the feelings and attitudes toward their jobs. Studies show
that satisfaction with the job is associated with using their judgment, a sense of competition and the decisions [7]. Some job dissatisfaction may
be due to job burnout; therefore organizations can be effective by improving job satisfaction, satisfaction with working conditions and reducing
job stress to reduce mental fatigue. So the question is: what is the relationship between job burnout and job satisfaction among employees.

2.

Research literature

2.1 Job Burnout

Stress caused by the nature, type, or improper appearance of work condition leads to deterioration in the employees. In this case work loses its
importance, person with deterioration is always tired, aggressive, cynical and pessimistic, negative, angry, irritable and impatient and with
minimal discomfort s/he would be mad and finds itself in a deadlock [16].
Job Burnout is a term used to describe those who suffer the stress of being out of tolerance in employment opportunities that they have no longer
effective operation and fertility. In this situation it is possible that people become pessimists and if they cannot deal with the source of stress they
may mainly just do gestures [20]. Job burnout is a sweeping and general phenomenon that is resulted from unique interaction of the character of
the person with the environment [20] and its result is a loss of motivation, enthusiasm, energy and a decrease in live performance [6]. It should
be noted that job burnout is not just exhaustion after intense pressure from work but it can spread his overall style of life and his waking hours
[8].
In Maslash and Jackson's opinion (1981), Job Burnout is a multidimensional construct consisting of depersonalization, Professional inefficacy
and emotional exhaustion [9].
Based on the Maslash multi-dimensional theory job burnout syndrome is defined as:
1. Emotional exhaustion: a dimension of Job burnout that shows the individual stresses and points out some feelings that if they are
prolonged they result in decreasing personal emotions and initiative in person.

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Explaining the Relationship between Job Burnout and Job Satisfaction among Employees of the Social Security Organization of Kerman Province
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

2.

Depersonalization: related to more or less negative responses to different job condition of the person causes negative attitude that
creates a sense of inappropriateness and eventually causes a rift between the individual and his job.
3. Loss or lack of effectiveness or decreased professional efficacy: related to feel of lack of capacity and lack of achievement and
productivity in the work [5].
Three components of this concept can be classified using three broad categories of psychological pressure signs, namely (1) physical symptoms
(such as physical exhaustion, headaches, stomach aches, etc.), (2) attitudinal and emotional symptoms (such as emotional exhaustion) and (3)
severe metamorphosis of identity and behavioral symptoms (e.g., feelings of lack of career success) [10].
Dimension of emotional exhaustion is easily recognizable through physical, mental and emotional states and several studies have shown that
emotional exhaustion is prior to depersonalization and feeling of inadequacy [11]. Although researchers have been working on Job Burnout for
more than three decades but still there are some ambiguities in this field For example, some have mistakenly viewed job burnout as stress or
depression, while researchers have defined job stress as too much pressure imposed on the person during working Job Burnout actually is
personal response model to work stressors. Job Burnout is different from depression because it is related to work while depression affects all
aspects of one's life [20].
But the evidence shows that during this period the pressure of the mechanizing, the extreme division of labor, complexity, diversity and
magnitude of the tasks has increased the importance of attention to the issue [2].
2.2 Signs of job burnout
Signs of Job Burnout can be categorized as follows:
Emotional factors: lack of interest in his job, depression, feeling trapped in a job, feelings of helplessness and powerlessness, feeling not to be
approved and encouraged, feeling detached from others, feelings of apathy, and an aversion to showing empathy towards others.
Attitude factors: Pessimism to others, distrust of management of the work, grumbling from others, suspicions about the honesty and goodness of
man.
Psychosomatic factors: feeling tired, having muscle aches, headaches and menstrual irregularities, changes in the habit of sleeping, digestive
disorders and colds.
Institutional indicators: reduction to handle the demands of the client, customer or consumer and enterprise services, discounting the moral and
ethical dimensions of staff, increased the number of cases of fraud, theft, absenteeism, turnover and injuries involved [18].
Table 1. Signs of job burnout
Job performance
1. Decreasing efficiency
2. Loss of interest in work
3. Effective yield loss in cases where a person is under stress
4. Increasing flexibility (closed and uncompromising thinking)

Behavioral changes
1. Increased irritability
2. Changes in mood
3. Reduced capacity to tolerate frustration
4. Raise the suspicion to others
5. Attempt to self-medicate

Physical factors
1. Types of Headaches
2. Sleep disorders
3. Weight Loss
4. Exhaustion
5. Gastrointestinal disorders

2.3 Job Burnout Process

Maslash considers Job Burnout as a three-stage process includes:
A) First stage: In this stage the person feels emotionally exhausting and emotionally empty, disabled and feels he has nothing to give to others.
In fact job burnout can be considered as the cause of psychological disappointment, once the internal needs and desires of individuals
repressed under stress pressures, causing an emotional vacuum and a feeling of despair and creates loss and atrophy and in such a case, the
person feels the environment and what has been imposed on him, is so depleted that is not amenable to normal.
B) Second stage: In this stage one show more negligence and personal tasks at work is senseless, at this stage, the staff, ignore clients and
neglect their problems and demands. This stage of burnout can be seen as a kind of depersonalization associated with aggression and
hostility, people are constantly accusing others for what has happened and blame them; repeatedly denied responsibility and a kind of
intolerance to criticism and lack of preparedness to cope and compromise and constant growl are seen.
C) Third stage: one may conclude that he is unsuccessful and has no work to do, because of reducing desire to achieve personal and work
goals, self reliance would be decreased and colleagues and clients would be target of feelings of anger, frustration, helplessness and
hopelessness.
2.4 Causes of Job Burnout
It seems that the main cause of Job Burnout disorder is stress tolerance resulted from long hours and a lot of work; [1] have classified the factors
into the following three categories.
Table 2. Stress Factors
Environmental factors
1- Economic uncertainty
2- political uncertainty
3- Social Changes
4- Technological uncertainty

A) Factors related to the job

1- job overload
2- underestimating the role
3- Perception of role
4- responsibility
5- Lack of social support
6- Conflicts of Purposes
7- Geographical mobility

Organizational factors
B) Factors related to the organization
1- Organizational Policy
2- Organizational Structure
3- Lack of job security, possibility of
promotion and progression
4- Line and staff conflicts
5- Stages of organizational life
6-Organizational processes
7-Misplaced and annoying control
8-Unfair assessment

Individual factors
1- The rate of change in life and
major life events
2- personality
3- Individual differences
4- values
5- Perception

2.5 Organizational strategies for coping with job burnout

Everyone in the organization can reduce stress and burnout and contribute to the organization's management, including methods that can be
mentioned are:

Masoud Pourkiani, Reza Farahmand *, Esmat Hassan Pour

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International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

1.
2.
3.
4.
5.
6.
7.

Do not try to do everything yourself, your colleagues due to facing similar problems can provide some information, suggestions and
new ideas.
Try to get a group to support, each individual in the organization to help the manager can arrange to bring partners together to talk and
listen to each other to help.
Make people to share things they are interested in, and they have physical abilities to do them.
Development and implementation of training courses can lead to a variety for job and provide new challenges for you.
Formulate some plans for your colleagues to acquire more skills. Undoubtedly increasing their skills in the workplace will lead to feel
more control in workplace, and this factor reduces the effects of stress of the job.
Minimize traumatic conditions in the organization. To achieve this purpose, use counselors help to identify causing damage points of
the organization to develop practical design to reduce potential damage.
Improve communication networks in the organization and ensure that people can give their comments, criticisms, complaints and
suggestions about the organization or its events easily without fear.

2.6 Job Satisfaction

Job satisfaction is the collection of feelings and beliefs that people have in their current jobs [7]. Job satisfaction is the love of requirements for a
job, condition the job is done and the reward for which is received [19]. So job satisfaction is an ideal, emotional and positive sense of job
evaluation or business [13]. Job satisfaction is a complex and multi-dimensional concept and is related to psychological, physical and social
factors. Just one factor doesnt make job satisfaction, but certain combinations of various factors cause a person feels satisfaction at a given
moment of time and says that he is happy with his job and enjoy it [16].
2.7 Factors influencing job satisfaction
Porter and Steers (1973) state that the related impacts on the attitudes and behavior of employees can be classified into four relatively distinct
groups representing four levels of the organization, the four levels are:
1. Organization throughout factors: The variables that is widely applicable for most employees, such as payment and promotion
opportunities
2. The inseparable factors in working environment: the variables that constitute occupational groups, such as supervisory practices and
quality of relationships with colleagues, working conditions and working environment.
3. Content factors of the job or job activities such as job scope, diversity, independence and responsibility, clarity of role and nature of
work.
4. Individual factors: the features that distinguishes one person from another, such as age, years of service and personality (self-esteem,
lack of maturity).
On the other hand, Mohammadzadeh and Mehrozhan (1996) suggest values and circumstances leading to job satisfaction as follows:
1. Subjective precarious work a person can successfully adapt with it
2. Personal interest in the career
3. The work physically is not too frustrating.
4. The rewards for the fair and informative performance that is consistent with one's personal passion
5. Working conditions that are consistent with physical needs and help career goals.
6. Sense of self-esteem by worker
7. Factors that will facilitate the achievement of the job value in person.
2.8 Job Satisfaction and Performance
One of the most controversial issues is job satisfaction and its relationship to the performance and there are three approaches in this field:
A) Job satisfaction increases performance.
B) Job performance provides job satisfaction.
C) There is no inherent relationship between job satisfaction and employee performance. But there are some variable rewards that are
intervening.
Job satisfaction

Work performance

Satisfied employee is more productive and efficient.

Work performance
Job satisfaction
Productive and efficient employee is more satisfied.
Work performance .. Job satisfaction
There was no correlation or a specific direction.
In summary, the performance is doing duties which constitute job. Basically, the performance is the net effect of an individual's efforts
influenced and changed by his abilities and characteristics, and how he perceives the role.
Some managers might suspect that high job satisfaction among employees leads consistently to high performance. But this assumption is not
true. Satisfied workers can be producers with high, medium, and low level and they follow work with their job satisfaction level.
The link between satisfaction and performance is more complex than the simple word "satisfaction leads to performance". A more accurate
picture of the link between high performance impacts in job satisfaction can be seen in the above Fig.
Job satisfaction is an important factor in increasing productivity, staff caring to the organization, belonging and attachment to the workplace and
increasing the quantity and quality of work, good human relations in the workplace, proper communication, and increasing spirit and love to
work [8]. Most people need to be aware of their efforts (feedback). Several studies indicate that if the staff evaluation is implemented by an
appropriate method it may have a positive effect on their performance and job satisfaction. If the goals are clear and accessible, and more
importantly, if their performance has an adequate feedback; learning and their progress rate will be increased and they gain more satisfaction [8].

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Explaining the Relationship between Job Burnout and Job Satisfaction among Employees of the Social Security Organization of Kerman Province
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Gratuity

Quality of rewards concept

Satisfied and dissatisfaction

Performance

Effort

More or less commitment

Figure 1. The effect of job satisfaction on organizational performance [5]

3.

Research hypothesis

Main hypothesis
There is a significant relationship between job burnout and job satisfaction in social security organizations.
Sub-hypotheses
1. There is a significant relationship between emotional exhaustion and job satisfaction in employees of social security organizations.
2. There is a significant relationship between depersonalization and job satisfaction in employees of social security organizations.
3. There is a significant relationship between lack of individual success and job satisfaction in employees of social security organizations.

4.

Research method

This research is an applied research in terms of purpose, is descriptive-correlative in terms of method and is cross-sectional in terms of time. The
research population consists of the employees of social security organization that are 2610 people and according to Morgan and Gerjesy table,
335 people has been determined as the sample size. To investigate the hypothesis Asmirnof-Kolmogorof test and Pearson's correlation
coefficient was used. Maslash burnout inquiry (MBI) was used to do this research and the reliability of this questionnaire with 22 questions has
developed in Likert was 0.892 and it measures three aspects of burnout, including emotional exhaustion, depersonalization and personal success.
High scores on the subscales of emotional exhaustion and depersonalization and low scores on individual success is indicative of job burnout.
To measure job satisfaction a questionnaire developed by Visuky and Chrom was used [14]. This questionnaire has five aspects of the nature of
work, coworkers, supervisors, opportunities for promotion and salary that respondents show their feeling to the desired dimension based on a set
of five degrees. The reliability of this questionnaire was calculated using Cronbach's alpha and it was 0.851.

5.

Data analysis

Based on the Kolmogorov-Smirnof test, the significance level calculated for job burnout and job satisfaction respectively was 0.112 and 0.153.
So the H1 that was about the non-normality of the data of both questionnaires was rejected and H0 about normality of the data was confirmed by
the KS test. Based on this parametric tests can be used in this research.
The main hypothesis: there is a significant relationship between job burnout and job satisfaction among employees of SSO.
H0 : There is no significant relationship between job burnout and job satisfaction of employees
H1 : There is a significant relationship between job burnout and job satisfaction of employees
Table 3. Correlation coefficient between job burnout and job satisfaction
Job burnout
Job Satisfaction
Pearson correlation coefficient
-0.432
Significance level
.000
number
335

According to Table (3) it is observed that the correlation coefficient between job burnout and job satisfaction at P <0.001 is r = -0.403, that is
statistically significant. So considering the sig = 0.000 in Pearson test H0 is rejected and H1 that there is a relationship between job burnout and
job satisfaction is confirmed. However, this relationship is negative that is by enhancing the job burnout, job satisfaction decreases and vice
versa.
The first sub-hypothesis: there is a significant relationship between the emotional exhaustion and job satisfaction of employees of social security
organization.
H0: There is no significant relationship between the emotional exhaustion and job satisfaction of employees of social security organization.
H1: There is a significant relationship between the emotional exhaustion and job satisfaction of employees of social security organization.
Table 4. Correlation coefficient between job satisfaction and emotional exhaustion
Job satisfaction

Pearson correlation coefficient

Significance level
number

emotional exhaustion
-0.403
.000
335

Masoud Pourkiani, Reza Farahmand *, Esmat Hassan Pour

838

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

According to Table (4) it is observed that the correlation coefficient between job satisfaction and emotional exhaustion at P <0.001 is r = -0.403,
that is statistically significant. So considering the sig = 0.000 in Pearson test H0 is rejected and H1 that there is a relationship between job
satisfaction and emotional exhaustion is confirmed. However, this relationship is negative that is by enhancing the emotional exhaustion job
satisfaction decreases and vice versa.
The second sub-hypothesis: there is a significant relationship between depersonalization and job satisfaction of employees of social security
organization.
H0: There is no significant relationship between depersonalization and job satisfaction of employees of social security organization.
H1: There is a significant relationship between depersonalization and job satisfaction of employees of social security organization.
Table 5. Correlation coefficient between depersonalization and job satisfaction
Job satisfaction

Pearson Correlation coefficient

Significance level
number

depersonalization
-0.239
.000
335

According to Table (5) it is observed that the correlation coefficient between job satisfaction and depersonalization at P <0.001 is r = -0.403, that
is statistically significant. So considering the sig = 0.000 in Pearson test H0 is rejected and H1 that there is a relationship between job
satisfaction and depersonalization is confirmed. However, this relationship is negative that is by enhancing the depersonalization job satisfaction
decreases and vice versa.
The third sub-hypothesis: there is a significant relationship between individual unsuccessfulness and job satisfaction of employees of social
security organization.
H0: There is no significant relationship between individual unsuccessfulness and job satisfaction of employees of social security organization.
H1: There is a significant relationship between individual unsuccessfulness and job satisfaction of employees of social security organization.
Table 6. Correlation coefficient between individual unsuccessfulness and job satisfaction
job satisfaction

Pearson Correlation coefficient

Significance level
number

individual unsuccessfulness
-0.338
.000
335

According to Table (6) it is observed that the correlation coefficient between job satisfaction and individual unsuccessfulness at P <0.001 is r = 0.403, that is statistically significant. So considering the sig = 0.000 in Pearson test H0 is rejected and H1 that there is a relationship between job
satisfaction and emotional exhaustion is confirmed. However, this relationship is negative that is by enhancing the individual unsuccessfulness,
job satisfaction decreases and vice versa.

6.

Discussion and conclusions

The main hypothesis

According to Table (3) and the observed correlation of -0.432 and significant level less than 0.001 it can be concluded that the main hypothesis
of this study that there is a relationship between job burnout and job satisfaction has been confirmed. This means that by reducing staff job
burnout, their job satisfaction also increased. Thus if individual stress that cause reduction in initiative in a person reduces and if the
inappropriate response by the managers are reduced towards work which cause felt inappropriate and ultimately causes a rift between the
individual and the job, so Job satisfaction increases. The results are consistent with the research findings of Payne and Jacob (1996), Jayn and
colleagues (1996) and kum Okli (2001).
The first sub-hypothesis
According to Table (4) and the observed correlation of -0.403 and significant levels less than 0.001 it can be concluded that the first subhypothesis that there is a relationship between job satisfaction and emotional exhaustion is confirmed. This means that by reducing the emotional
exhaustion job satisfaction increases. These results can be analyzed so that people who have suffered emotional exhaustion will have some
complications due to the loss of the emotional exhaustion and lack of positive emotional relationships with others, some of these effects are the
reduction in effectiveness of job, creation and the development of negative attitudes about work, unwillingness to progress and career
advancement and increased problems to conflict with subordinates, supervisors and colleagues that are some of the main components of job
satisfaction.
The second sub-hypothesis
According to Table (5) and the observed correlation of 0.239 and significant levels less than 0.001it can be concluded that the second subhypothesis that there is a relationship between depersonalization and job satisfaction has been confirmed. This means that by reducing the
depersonalization components of the organization's employees, their job satisfaction also increases. The results can be analyzed in such a way
that people who are suffering from depersonalization are less motivated and have less desire to interact with others due to the emergence of a
negative self-concept about themselves and their jobs, this makes these people suffer from alienation in the workplace and develop negative
attitude towards work and colleagues. The results are consistent with the study of Behina (2000).
The third sub-hypothesis
According to Table (6) and the observed correlation of 0.338 and significant levels less than 0.001it can be concluded that the third subhypothesis that there is a relationship between individual unsuccessfulness and job satisfaction has been confirmed. This means that by reducing
the individual unsuccessfulness of the organization's employees, their job satisfaction increases. Only results of Behina research (2000) about the
lack of confirmation negative correlation between the individual unsuccessfulness and job satisfaction is not consistent with this result.

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Explaining the Relationship between Job Burnout and Job Satisfaction among Employees of the Social Security Organization of Kerman Province
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

7. Suggestions
1.
2.
3.
4.

Providing necessary training in the training course of job burnout and ways to deal with it to managers to increase managers'
awareness of occupational stress and ways to avoid the stress.
Creating a group supports in the organization and providing an honest and effective communication with colleagues can prevent
individuals' job burnout.
It is recommended to take some substantive measures in fair and equitable payment to the people who are doing something and reduce
job burnout and enhance the effectiveness of the organization by improving job satisfaction, satisfaction with work conditions and
reducing job pressures.
Improving communication networks in the organization so that they can easily express their criticisms, complaints and suggestions
without fear to prevent the occurrence of job burnout.

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