Research code: IR.IAU.SHK.REC.1400.039
Ethics code: IR.IAU.SHK.REC.1400.039
Clinical trials code: 1400.039
Islamic Azad University, Shahrekor , maryam.chorami@cfu.ac.ir
Abstract: (107 Views)
Abstract
Background and objective: detailed and multifaceted investigations show that most of the accidents occur due to human errors and in many cases, when the causes of these human errors are investigated, the traces of variables such as job stress, lack of skills and There is a lack of job motivation. Due to the effect on many psychological and organizational variables, job motivation and job stress have received more and more attention from psychologists and researchers on the one hand, and managers and industrial owners on the other hand, and many theories and intervention models have been proposed to improve them. . In this context, the research findings show that Libomirski's happiness training method as well as Dewick's mindset change training method are able to improve emotional and psychological well-being, quality of life, optimism, and positive emotions due to their multidimensional and flexible structure and the use of cognitive capacities and positive psychology. and leave a positive effect on academic and career enthusiasm. For this reason, the present research has been conducted with the aim of comparing the effectiveness of Libomirski's happiness training and Dweik's mindset change training on job motivation and job stress of Chaharmahal and Bakhtiari Gas Company employees.
Methodology: The research was a semi-experimental type with a post-test, post-test and follow-up design with a control group. The statistical population of the research was the direct contract employees of the gas company of Chaharmahal and Bakhtiari province in 2019, of which 51 people who met the conditions to enter the research were randomly selected in three experimental and control groups (17 people in each group). ) were replaced and they completed job motivation (Robinson, 2004) and job stress (Vanderdoof, 2000) questionnaires. In addition, the experimental group (1) received 8 90-minute sessions of Libomirski's happiness training and the experimental group (2) received 8 90-minute sessions of Dweck's mindset change training. Data were analyzed using SPSS version 24 software.
Findings: The results of analysis of variance with repeated measurements and Bonferroni's post hoc test showed that Libomirski's happiness method and Deweyk's mindset change training had an effect on improving job motivation and reducing job stress among experimental group employees (P ≥ 0.001). However, the effectiveness of the mindset change method was higher than the happiness method on increasing job motivation (P ≥ 0.001).
Conclusion: It seems that due to the psychological problems of the work environment as well as the ability to use the mental and psychological capacities of employees, it is necessary for organizations to give more value and importance to this category. The results of the research showed that the happiness training, based on positive thinking methods and the provision of support programs that are able to strengthen adaptive abilities and resilience, self-efficacy, acceptance and hope in employees, was able to improve the psychological well-being of employees. In fact, Libomirsky's happiness training method, using cognitive, emotional and behavioral processes and contents, as well as positive psychology, helped not only employees to be happier than before, but also to make them more aware of their own thoughts, feelings and reactions, and thus the field They provide acceptance of their own and others' feelings and can easily deal with issues and colleagues and other members of the organization and find better conditions in their work environment. Also, Dweik's mindset change training method, emphasizing the social-cognitive aspects of life and the work environment, taught the employees that fixed and specific mindsets are among the factors that lead to growth and learning and thus personal growth and autonomy and ultimately well-being. They face psychological problems. Therefore, he taught the employees to provide the foundations for personal growth, autonomy, mastery of the environment, and purposefulness in life by changing their mentality, thus improving the psychological well-being of the employees of the gas company. In general, it was concluded that both training methods and especially Deweyk's mentality change method, with different effect mechanisms, provide the necessary mechanisms to improve job motivation and reduce job stress of gas company employees.
Background and objective: detailed and multifaceted investigations show that most of the accidents occur due to human errors and in many cases, when the causes of these human errors are investigated, the traces of variables such as job stress, lack of skills and There is a lack of job motivation. Due to the effect on many psychological and organizational variables, job motivation and job stress have received more and more attention from psychologists and researchers on the one hand, and managers and industrial owners on the other hand, and many theories and intervention models have been proposed to improve them. . In this context, the research findings show that Libomirski's happiness training method as well as Dewick's mindset change training method are able to improve emotional and psychological well-being, quality of life, optimism, and positive emotions due to their multidimensional and flexible structure and the use of cognitive capacities and positive psychology. and leave a positive effect on academic and career enthusiasm. For this reason, the present research has been conducted with the aim of comparing the effectiveness of Libomirski's happiness training and Dweik's mindset change training on job motivation and job stress of Chaharmahal and Bakhtiari Gas Company employees.
Methodology: The research was a semi-experimental type with a post-test, post-test and follow-up design with a control group. The statistical population of the research was the direct contract employees of the gas company of Chaharmahal and Bakhtiari province in 2019, of which 51 people who met the conditions to enter the research were randomly selected in three experimental and control groups (17 people in each group). ) were replaced and they completed job motivation (Robinson, 2004) and job stress (Vanderdoof, 2000) questionnaires. In addition, the experimental group (1) received 8 90-minute sessions of Libomirski's happiness training and the experimental group (2) received 8 90-minute sessions of Dweck's mindset change training. Data were analyzed using SPSS version 24 software.
Findings: The results of analysis of variance with repeated measurements and Bonferroni's post hoc test showed that Libomirski's happiness method and Deweyk's mindset change training had an effect on improving job motivation and reducing job stress among experimental group employees (P ≥ 0.001). However, the effectiveness of the mindset change method was higher than the happiness method on increasing job motivation (P ≥ 0.001).
Conclusion: It seems that due to the psychological problems of the work environment as well as the ability to use the mental and psychological capacities of employees, it is necessary for organizations to give more value and importance to this category. The results of the research showed that the happiness training, based on positive thinking methods and the provision of support programs that are able to strengthen adaptive abilities and resilience, self-efficacy, acceptance and hope in employees, was able to improve the psychological well-being of employees. In fact, Libomirsky's happiness training method, using cognitive, emotional and behavioral processes and contents, as well as positive psychology, helped not only employees to be happier than before, but also to make them more aware of their own thoughts, feelings and reactions, and thus the field They provide acceptance of their own and others' feelings and can easily deal with issues and colleagues and other members of the organization and find better conditions in their work environment. Also, Dweik's mindset change training method, emphasizing the social-cognitive aspects of life and the work environment, taught the employees that fixed and specific mindsets are among the factors that lead to growth and learning and thus personal growth and autonomy and ultimately well-being. They face psychological problems. Therefore, he taught the employees to provide the foundations for personal growth, autonomy, mastery of the environment, and purposefulness in life by changing their mentality, thus improving the psychological well-being of the employees of the gas company. In general, it was concluded that both training methods and especially Deweyk's mentality change method, with different effect mechanisms, provide the necessary mechanisms to improve job motivation and reduce job stress of gas company employees.
Keywords: Dweik's mindset change, Libomirski's happiness, job motivation, job stress, gas company employees.
Type of Study: Research |
Subject:
Clinical Psychiatry
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