الغرور التنظيمي و تأثيره على الاحتراق الوظيفي

الملخص EN

Purpose: The Current Research aims to identify the Nature of the Relationship between Organizational Arrogance and the Job Burnout of the Employees of Oil Company ,also demonstrate the Effect of the Independent Variable Organizational Arrogance of Leaders with its Dimensions of "Overconfidence, Dismissiveness, Disparagement" which has been measured Using the Scale "Herbin, 2018" in Job Burnout for Employees with its Three Dimensions of "Emotional Exhaustion, Depersonalization, Personal Accomplishment", which has been measured Using the Scale "Maslach and Jackson, 1981" Design / Methodology the Research was carried out on a Random Sample of 347 Employees of Petroleum Company.

the Questionnaire was used as a Main Tool for collecting Data, the Correlation and Influence Relationship was used to determine the Relationship between the Variables of the Research.

a Number of Statistical Methods were used for the Purpose of Processing the Data, including Arithmetic Mean, Standard Deviation, Simple Correlation Coefficient and Regression analysis using Statistical Programs "SMART PLS, SPSS V.20" the Importance of the Research: Highlights the Importance of the Current Research from the Limited Studies that have been interested in Determining the Nature of the Relationship between the Variables "Organizational Arrogance and Job Burnout" as well as the Current Research Attempt to address a Real Problem Directly Affect the Employees of the Oil Company.

Results: the Research Results in a Set of Cognitive and applied Conclusions, including a Statistically Significant Correlation between Search Variables and a Statistically Significant Effect of Organizational Arrogance on Job Burnout.

Recommendations 1- Oil Company should focus on Training Staff, because Arrogance is a Relatively Variable and Flexible beliefs and therefore the Company can change the Beliefs and Behavior of Arrogance in the Behavior of Humility.

2-The Company Oil Company should Stimulate the Modest Behavior of Leaders and Employees and apply the System of rewards to the Team as a whole instead of Rewarding the Individual.

3-Leaders in Oil Company must adopt Regulatory Equity in Motivation and Promotion and give Real Opportunities for Decision Makers.