mohammadjavad vahed asrami

Today, organizations attach great importance to ensuring the physical and mental health of their employees; Because the imposition of severe pressures due to the nature, type or inappropriate condition of work can lead to job loss in them. Based on this, the aim of this research is to identify the effective factors in reducing job attrition of human resources in Iran's governing organizations.

This research is applied in terms of purpose and exploratory (qualitative-quantitative) in terms of execution method. For this purpose, after carrying out exploratory and library studies, the related factors and components came to the opinion of 30 academic and organizational experts through Delphi method, and after receiving their corrective opinions, finally, the model, components and combination of factors were agreed upon by them. Next, in order to evaluate the model, a researcher-made questionnaire among 260 employees of the governing organizations of Mazandaran province who were selected by random cluster method, the distribution and data obtained in this section were also analyzed using confirmatory factor analysis by Smart PLS3 software. became.

According to the findings of the research, four categories of organizational, occupational, individual and environmental factors are effective in reducing job burnout of human resources, and individual factors with an impact factor of 0.434 have the greatest effect on reducing job burnout in these organizations.

In the current research, in addition to the dimensions and components identified in previous studies, new dimensions of factors affecting the reduction of job attrition of human resources were introduced and finally, a comprehensive model was presented for it; So that it reduces the dispersion of the findings of previous researches and emphasizes on coherence and integration.

Abstract
One of the most basic needs of employees in any organization is to ensure their physical and mental health in the workplace; in such a way that severe physical and psychological stress due to the nature, type or inappropriate state of work can lead to a condition in employees that is known as job burnout. The occurrence of this phenomenon can have negative consequences for individuals and even organizations; therefore, the present study was conducted with the aim of presenting a model of reducing job burnout in human resources in state organizations using a meta-synthesis approach. For this purpose, after searching in databases in the period of 2000 to 2020 and 1380 to 1400, finally 38 studies that were closely related to the subject under study were selected and by analyzing their content, the relevant dimensions and codes were extracted and the importance and priority of each it was determined using Shannon entropy method. Based on the research findings, the factors affecting the reducing job burnout in human resources in state organizations of the country were placed in three categories: "organizational factors", "occupational factors" and "individual factors". Also, among the identified codes, existence of field of education and continuous opportunities in the organization, existence of sincere atmosphere in the organization, independence and freedom of action in the job, existence of opportunities for promotion and career advancement at work, having a sense of effectiveness at work, satisfaction with pay, having emotional stability in different situations and managing yourself in the face of emotional reactions, gained the highest coefficient of importance.
 
 

Presently, researchers have come to the conclusion that human resources are key factor of the continuity, success and achievement of organizational goals; Therefore, their physical and mental health is very important; However, the evidence suggests that in today's organizations due to changes in the internal and external environment of the organization, such as changes in job content, individual and group communication, multiple work plans, etc., manpower is exposed to various physical and psychological pressures that over time these pressures lead to a phenomenon in the workforce called job burnout, which can have detrimental consequences for both employees and the organization, such as impaired work motivation, increased job dissatisfaction, Absence from work, leaving the job, reduced performance, poor productivity, etc. Given what has been said, our country's state organizations are no exception to this phenomenon and always see frequent absences of employees from work, consecutive delays, various psychological complaints, reduced energy to perform activities, conflict and conflict in the workplace and finally, leaving the services. Therefore, the purpose of this study is to provide a model for reduce the job burnout of human resources in state organizations in country to use this model to provide a good basis for minimizing the occurrence of this phenomenon and its adverse consequences in these organizations.
Theoretical framework
Job burnout is a type of mental and physical fatigue that results from high and long-term workload and stress, which includes three dimensions: emotional exhaustion, depersonalization, and a sense of diminished personal success, especially among employees in challenging situations and It is more common among employees who work with other people in challenging situations.

The present study is one of the qualitative researches in which the research data has been collected and analyzed using Meta synthesis method. The statistical population in this study includes all researches in domestic and foreign databases that are closely related to the keywords of the subject under study in this research. To search for published researches, the keywords were examined in the period of 2000 to 2020 and 1380 to 1400. Finally, out of 282 studies related to job burnout of human resources, 38 studies were selected as a statistical sample. Also, in order to evaluate the validity of experts and thinkers in the field of study, the Kappa index was used to assess the reliability.
Discussion and

Based on the analysis performed by content analysis method on 38 final researches selected, overall 3 categories, 18 concepts and 83 codes in this study, 3 categories, 18 concepts and 83 codes for the model of reducing job burnout of human resources in state organizations were discovered and labeled that among these are the codes of existence of field of education and continuous opportunities in the organization, existence of sincere atmosphere in the organization, independence and freedom of action in the job, existence of opportunities for promotion and career advancement at work, having a sense of effectiveness at work, satisfaction with pay, having emotional stability in different situations and managing yourself in the face of emotional reactions are the most important factors and have the highest rank in the whole.

According to the studies conducted in this field and also according to the extraction of 83 codes through the use of Meta synthesis method, it was found that the factors affecting the reduction of job burnout of human resources in state organizations are divided into three categories: organizational factors, occupational factors and individual factors. They believe that the use of these factors in government organizations can provide a good basis for reducing the incidence of occupational degeneration of human resources. Furthermore, the research findings showed that the eight components of organizational structure, leadership and management style, organizational justice, social capital, organizational culture, quality of work life, organizational climate and diversity management in the form of organizational factors; 4 components of job characteristics, job capability, job adaptation and job security in the form of job factors; Finally, 6 components of psychological capital, psychological capability, job satisfaction, organizational commitment, organizational commitment, personality traits and emotional intelligence in the form of individual factors, formed the basis of the model of reducing the job burnout of human resources in state organizations.