Document Type : Research
Authors
1
Assistant Professor, Department of History and Sociology, Faculty of Social Sciences, University of Mohaghegh Ardabili, Ardabil, Iran
2
Associate Professor, Department of History and Sociology, Faculty of Social Sciences, University of Mohaghegh Ardabili, Ardabil, Iran
3
PhD Candidate in Cultural Sociology, Faculty of Social Sciences, Communication and Media, Central Tehran Branch, Islamic Azad University, Tehran, Iran
Abstract
Alienation is an important social issues in classical sociology (Durkheim, Max Weber, Marx, Simmel) and the result of disordered and anomic division of work-occupation. Job alienation is the result of organizational-institutional conditions and one of the main obstacles to organizational development and social entrepreneurship. Job alienation means emotional heartbreak, organizational social distance, organizational indifference, job-role conflict, and a decrease in individual’s organizational interest in job division in the organization. This issue causes a decrease in job performance and efficiency, organizational commitment, social indifference, social isolation and decrease in social capital (trust, cohesion, participation). The main goal of this research was to study the causes and effective factors of job alienation (meta-analysis of researches). Quantitative meta-analysis (survey) was used and a non-probability sampling method in the time period of 2004-2021. From the statistical population of 45 documents published on Noormagzs, Magiran, Elmnet and Jihad University database, 37 survey documents (following the inclusion and exclusion criteria) were selected. The results show that there is a significant relationship between contextual factors (level of education = 0.354, income = 0.266, socio-economic base = 0.357, increased service history = 0.339 and age = 0.161), social issues (social trust = 0.292, social participation = 0.181, social support = 0.345, social cohesion = 0.280, organizational justice = 0.269, transformational leadership = 0.385, organizational belonging = 0.429 and organizational culture = 0.335), Job (job security = 0.277, job satisfaction = 0.380, job promotion = 0.251, job stress = 0.217), and cultural factors (increasing awareness and scientific knowledge = 0.273, religious beliefs = 0.352, Islamic work ethics = 0.183) and job alienation. Acoordingly, by strengthening social capital and religious beliefs, creating a favorable business environment, reducing social-cultural disorganization platforms, and creating a stimulating work-organizational environment can reduce the severity of job alienation.
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