Providing a Model for Reducing Job Burnout Among Faculty Members at the University of Sumer, Iraq

Abstract

Purpose: The objective of this study was to provide a model for reducing job burnout among faculty members at the University of Sumer, Iraq. Methodology: The present study was applied in terms of objective and descriptive-correlational in terms of implementation method. The statistical population of this study consisted of faculty members at the University of Sumer, Iraq (110 individuals), from whom 86 participants were selected using simple random sampling based on Krejcie and Morgan’s table. The research instruments included a researcher-developed demographic information form and a researcher-developed faculty job burnout questionnaire with 80 items. Data analysis was conducted using exploratory factor analysis and structural equation modeling in SmartPLS-3 software. Findings: The results of this study indicated that the model for reducing job burnout among faculty members at the University of Sumer, Iraq, consisted of 41 items (39 items were eliminated due to factor loadings of 0.39 or lower) within 10 factors: work and environmental pressures, work interactions and human relations, organizational support, work-life balance, career growth and development, infrastructural and technological issues, stress, organizational transparency and justice, financial dissatisfaction and rewards, and organizational policies and culture. The reliability of all factors, assessed using Cronbach’s alpha and composite reliability, exceeded 0.70, and their validity, assessed using the average variance extracted, was above 0.50. Additionally, the model for reducing job burnout among faculty members at the University of Sumer, Iraq, demonstrated a good fit, and its effect on all ten factors—work and environmental pressures, work interactions and human relations, organizational support, work-life balance, career growth and development, infrastructural and technological issues, stress, organizational transparency and justice, financial dissatisfaction and rewards, and organizational policies and culture—was statistically significant (P<0.05). Conclusion: Based on the model designed in this study, effective steps can be taken to reduce job burnout among university faculty members by addressing work and environmental pressures, work interactions and human relations, organizational support, work-life balance, career growth and development, infrastructural and technological issues, stress, organizational transparency and justice, financial dissatisfaction and rewards, and organizational policies and culture.