Address Job Burnout by Focusing on Organisational Health

Abstract

This research aims to ascertain the degree of job burnout experienced by healthcare professionals and investigate the effectiveness of organisational health in mitigating this phenomenon. To accomplish this objective, a sample of 384 individuals was randomly selected from healthcare professionals located in KSA, Egypt, and Jordan. The survey instrument was employed as a means of gathering data. A total of 318 questionnaires were returned, representing a response rate of 83%. The research findings have verified the presence of a mean level of implementation of organisational health practises across the examined healthcare facilities. This underscores the need for greater emphasis on promoting awareness regarding the significance of organisational health. The research results additionally confirmed the presence of heightened rates of burnout among healthcare professionals, thereby elucidating the occupational stressors to which they were subjected. The statistical findings have validated that organisational health exerts a noteworthy affirmative impact on mitigating job burnout. A chart was developed with the aim of enhancing the implementation of organisational health dimensions in healthcare institutions, thereby fostering a conducive and healthy organisational milieu that bolsters the efficacy of healthcare personnel and mitigates their job-related stress and burnout.

1. Introduction

The need to keep up with global changes and intense competition has necessitated the implementation of modern management techniques and concepts. This is essential to enhancing the efficiency and performance of organisations, both internally and externally. This can only be achieved by giving heed to the human factor. Human beings are the most efficient and valuable resource, possessing an unparalleled ability that cannot be replicated. Consequently, there has been a growing interest among organisations to explore various means and resources that can enhance the productivity, dedication, and allegiance of employees while also mitigating the risk of burnout.

Multiple academic studies and research studies have substantiated that the presence of organisational health (OH) creates a conducive environment that facilitates the attainment of organisational objectives. The purpose of the current research is to determine primary dimensions that influence an individual’s experience of job burnout (JB). This will be achieved by creating a comprehensive metric of the dimensions that are crucial in promoting OH and mitigating the psychological consequences of organisational burnout.

The primary inquiry of the study arises from the preceding discussion and can be formulated as follows:

RQ: What is the impact of integrating OH dimensions among healthcare professionals and its impact on reducing JB?

The primary research question gives rise to several subsidiary questions.

RQ1: Is there a susceptibility to JB among healthcare professionals?

RQ2: What is the correlation between OH and the mitigation of JB?

RQ3: What are the primary factors of OH that effectively mitigate JB among employees?

RQ4: What are the potential mechanisms for organisational improvement that could lead to better health outcomes?

Upon formulating a research problem, it is possible to ascertain the significance of the present investigation for two distinct reasons, namely:

The primary rationale is the temporal novelty of the subject matter. This study investigates the influence of OH on organisational burnout.

The second rationale pertains to the dearth of consensus among scholars regarding the facets of organisational health, as evidenced by a comprehensive analysis of extant literature on this subject matter. Furthermore, the study aims to establish comprehensive dimensions for assessing organisational health.

2. The theoretical framework

2.1 Organisational health (OH)

The idea of “organisational health” has arisen as a modern administrative concept that represents the ability of companies to respond to changes and new developments in the business environment [1]. Furthermore, the process of adapting to organisational changes has developed into a vital subject that cannot be disregarded as a method of handling important social and economic developments that transcend geographical borders [2]. The maintenance of an organisation’s vitality, potential, productivity, and competitiveness is reliant on its organisational health) [3].

Moreover, the notion of OH prioritises the welfare of personnel by conducting a comprehensive evaluation of their medical histories and devising customised rehabilitation and training programmes with the objective of enabling a secure reintegration into the workforce and revitalising their physical and psychological vitality.

Bennis’ [4] work is regarded as one of the primary sources for the notion of “organisational health.” According to Bennis, organisations that demonstrate exceptional financial performance are considered the most resilient [5]. In 1965, Miles presented a proposition to adapt the notion of health to better align with the educational environment.

The term “healthy organisations” was introduced by Rosen and Berger in 1991 to refer to organisations that adhere to a set of values and implement various environmental and regulatory practices [3]. Peltier argues that health promotion should incorporate interventions that target both the organisational and environmental domains, as stated in the subsequent year. Singh and Jha [5] cited Southern and Dejoy’s argument from 1993, which posits that the concept of organisational health pertains to the dynamic interplay between individual and organisational components that are amenable to alteration over a duration of time.

Cooper and Cartwright [6] introduced the concept of “organisational health,” which includes the welfare of employees and effective financial administration. This concept acknowledges the dynamic relationship between the efficient utilisation of individual and collective resources within an organisation. The significance of the association between the enhancement of the wellness of staff members, as well as their financial well-being, was emphasised. McHugh and Brotherton [7] introduced the concept of OH by incorporating structural, cultural, and administrative processes with organisational performance [8].

Upon examination of the chronological progression of the scientific discourse surrounding organisational health, it is evident that subsequent to Bennis’ seminal work in 1962 [4], the concept underwent a series of evolutionary phases and advancements. At the outset, the emphasis was placed on the financial facets, right down to the prioritisation of employee welfare and efficacy.

The concept of OH pertains to the ability of an organisation to adapt and innovate at a pace that exceeds the rate of change and development in its dynamic environment [1]. Scholars have initially sought to establish a correlation between OH and the capacity of an organisation to expand, progress, and endure amidst the constant fluctuations in its external milieu [9].

OH can be defined as the degree to which an organisation is capable of adapting to changes and advancements, recognising and resolving issues to improve the well-being of its members, and effectively utilising its available resources and competencies to attain a competitive edge.

Since the inception of the notion of OH, numerous scientists and managerial researchers have endeavoured to devise a collection of metrics to assess the efficacy of implementing the concept. Hoy and Forsy [10] proposed a categorisation of OH comprising seven distinct elements [11]. These elements include institutional integrity, motivation, transformational leadership, influence, transparency, and individual differences.

Singh and Jha [5] have identified five factors of organisational health, namely resource utilisation, innovation, morale, problem-solving, and team orientation.

Browne [12] establishes a correlation between OH and three dimensions, namely organisational culture, climate, and values. This assertion is corroborated by Singh and Jua [8], who further augment these dimensions by including employee empowerment as one of the 14 measurements of OH. According to Quick et al. [13] argument, OH is associated with three dimensions, namely courage, integrity, and influence. We are revisiting the point previously raised by Bennis, wherein a correlation was established between the well-being of an organisation and its financial outcomes. It has been determined that the proposal was not accepted.

Following a thorough examination of scholarly literature and expert opinions, a series of metrics were devised to assess OH. Notably, there exists a disparity between the trends observed in each hand. Each metric of OH comprises a distinct quantity and a particular facet of evaluating OH. The absence of a scale that encompasses all strategic indicators, including structural, cultural, administrative, and primarily psychological factors, constitutes a research gap that necessitates further investigation, meticulous scrutiny, and diligence to develop a comprehensive and quantifiable scale.

2.2 Job burnout (JB)

The phenomenon of job burnout has garnered increasing attention in recent years from diverse academic fields such as social sciences, psychology, and organisational science [14]. This trend has also been observed among medical professionals, who have become increasingly concerned about the rising number of individuals taking prolonged absences from work due to overwhelming stressors [15]. Numerous studies have established a correlation between job burnout and negative consequences, including reduced productivity, increased turnover intention, diminished well-being, suboptimal performance, and decreased job satisfaction.

Freudenberger (1975), who together with Maslach (1976) first proposed the idea of work-related exhaustion, became interested in researching and creating treatments for burnout as a result of their own experiences [16]. The study of jurisprudence and scholarly inquiry in this domain persisted until the 1980s, at which point the notion of job burnout gained greater utility and relevance within the occupational milieu [16].

Hence, the implementation of efficient and conclusive measures and advancements aimed at mitigating the detrimental impacts of occupational burnout is deemed a crucial matter for enhancing individual and organisational performance [17]. During the latter part of the 1980s, scholars and individuals with interest in this particular area of study broadened their scope to examine the effects of job burnout beyond the confines of the human services sector. This included analysing its impact on individuals in managerial positions as well as those in both white-collar and blue-collar occupations [18]. JB is a phenomenon that occurs as a result of prolonged exposure to emotional, functional, and interpersonal stressors in the workplace. It is characterised by a persistent and enduring response to these stressors over an extended period. Over the last two decades, scholarly investigations have revealed the intricacy of the construction industry and situated personal stress experiences within a broader organisational framework in individuals’ engagement with their occupation. In recent times, there has been a global expansion of research efforts in the field of combustion, resulting in the development of novel conceptual frameworks.

In this section, the most salient definitions that scholars and experts in this domain have diligently endeavoured to elucidate and explicate are Engebretsen and Bjorbkmo [15], who define job burnout as a comprehensive condition characterised by physical fatigue, emotional exhaustion, and mental fatigue resulting from prolonged exposure to intense stress.

The JD-R model offers a sound framework for comprehending the occurrence of job burnout within the workforce. The escalation of job demands results in a depletion of both the physical and mental resources of the individual, which in turn can lead to the manifestation of adverse mental and physical health outcomes. Consequently, employees tend to employ compensatory tactics to acquire resources, resulting in a motivational process when confronted with excessive workload demands [17]. According to Taris and Schaufeli [19], the efficacy of this approach diminishes over time, resulting in the exhaustion of backup resources and ultimately culminating in occupational burnout. If we consider the definitions of job burnout presented above, then according to Keinan and Malach-Pines [20], a variety of pressures contribute to the occurrence of job burnout, which can be categorised into four distinct sections.

External pressures refer to factors that originate outside the confines of an organisation and are linked to our environment.

Therefore, the primary hypothesis can be posited like this:

H1: The study’s hypothesis posits that organisational health has a statistically significant impact on mitigating job burnout, with a level of significance (α ≤ 0.05).

Upon conducting a thorough examination and analysis of pertinent research and studies pertaining to JB, it has been determined that there are numerous factors that may contribute to an employee’s experience of burnout. These factors include:

According to Beek et al. [21], the individual experiences both mental and physical fatigue as a result of the highly competitive nature of their work environment. The swift pace of technological advancements has led to a culture of innovation, wherein the efforts of an employee today may become obsolete tomorrow due to the emergence of newer and more advanced technologies.

This phenomenon places employees in a perpetual state of flux, wherein they are constantly striving to keep up with the latest developments and feeling the pressure to remain relevant in their respective fields [17].

The phenomenon of job mismatch is prevalent, whereby individuals may accept employment opportunities that do not align with their personal aspirations and career goals. Initially, individuals experience a sense of self-respect and happiness upon commencing employment due to the high salary and associated elevated social status. According to Beek et al. [21], there is no certain source of contentment from work, so the sensation gradually fades.

All these factors have a significant impact on an individual’s sensation of burning. While individual and social factors are undoubtedly influential, a school of thought posits that organisational factors play a more substantial role in the onset of burnout.

Maslach and Schaufeli [22] identified six primary organisational factors that can contribute to JB. These factors include work task pressure, limited work authority, insufficient positive reinforcement, a lack of social support, perceived inequity, and injustice, and diminishing personal values. JB is a phenomenon that manifests itself across three distinct levels: personal, occupational, and societal.

Maslach and Jackson’s seminal work in 1981, as well as subsequent research by numerous scholars, have established three primary dimensions closely linked to JB [23].

Emotional exhaustion refers to an individual’s perception of being depleted and exploited not only on an emotional level but also in terms of material, psychological, and moral resources. This condition may lead to intensified emotions of fury, bitterness, perplexity, and a perception of being mocked [24]. Thus, the initial hypotheses of the investigation can be articulated (Figure 1).

Figure 1.

Study framework. Source: prepared by the researchers.

H1.1: The study found that organisational health has a statistically significant impact on reducing emotional exhaustion at a significance level of (α ≤ 0.05).

Depersonalisation: refers to a sense of detachment or marginalisation towards the individuals with whom one interacts [24]. According to Papastylianou, Kaila, and Polychronopoulos [25], the adverse reactions of colleagues in the workplace can also contribute to job dissatisfaction. This phenomenon [26] can result in a disconnect between individuals and their work. According to Melhem’s [23] research, emotional exhaustion can lead to a reduction in internal energy and depletion, causing individuals to typically withdraw from stressors rather than engage in confrontation. Therefore, it is possible to formulate in the following manner:

H1.2 The organisational health impact of reducing the sensation of depersonalisation, with a significance level of (α ≤ 0.05).

According to Valcour [24], low personal achievement is indicative of reduced work efficacy and a perception of inefficacy and unproductivity. Therefore, it is possible to formulate the second sub-hypothesis in the following manner:

H1.3: The impact of organisational health on reducing the sensation of low personal achievement is statistically significant at a significance level of (α ≤ 0.05).

3. Research methodology

3.1 Sample and data collection

The study utilised the simple random sampling technique to select a sample from a study population of over 6000 individuals. The sample size, consisting of 384 individuals, was divided between doctors and nurses located in KSA, Egypt, and Jordan. The sampling methodology was devised by Richard Geiger. Table 1 displays the chosen sample size.

	N	Doctors	Nurses	N %
KSA	144	77	67	37.5%
Egypt	144	77	67	37.5%
Jordan	96	48	48	25%
Total	384	210	190	100%

Table 1.

The sample of study.

The sample size, according to Richard Geiger’s equation, is given by the relationship:

$$n=\frac{{\left(\frac{z}{d}\right)}^2\times {\left(0.50\right)}^2}{1+\frac{1}{N}\left[{\left(\frac{z}{d}\right)}^2\times {\left(0.50\right)}^2-1\right]}=\frac{{\left(\frac{1.96}{0.05}\right)}^2\times {\left(0.50\right)}^2}{1+\frac{1}{6000}\left[{\left(\frac{1.96}{0.05}\right)}^2\times {\left(0.50\right)}^2-1\right]}=384$$E1

4. Measurement

In addition to a series of in-person interviews, the questionnaire was employed as a tool for data collection. A total of 318 out of 384 questionnaires were recovered, representing 83% of all distributed questions. The questionnaire was sent to the research sample using both the conventional method—paper—and the electronic method—an electronic connection. Three major components made up the research questionnaire: The first section discusses the respondents’ demographic and personal characteristics.

Section 2: A measurement instrument, the occupational burnout scale Maslak and Jackson created a list of JB known as Maslak’s list of JB. There are 21 paragraphs total, separated as follows: The scale is broken down into three sub-domains: poor personal achievement, which has seven items; depersonalisation, which has five; and emotional weariness, which has nine.

Using a five-point Likert scale (strongly agree, agree, neutral, disagree, strongly and disagree), the respondent assesses the severity of his burnout. Low personal accomplishments indicate job fatigue for the individual. This led to the classification of the person as neither functionally burned nor not functionally burned. The first degree, on another graded scale with three degrees, denotes a minimal amount of JB nonetheless. The third degree denotes a high level of JB, whereas the second degree denotes a medium level.

Section 3: “The Measure of OH,” was included because of the debate among academics and researchers over the definition and aspects of OH. They should be aware of the factors that majorly impact their performance and motivation to stick around and do their jobs well. Additionally, to accomplish the study’s goal, it is crucial to understand the crucial factors that influence individuals’ ability to improve work performance and reduce burnout.

The majority of the aspects that have been studied in the area of OH [5, 7, 13, 27] were gathered for the study and given to the respondents. There were 45 questions in this section, evenly distributed across the 15 OH dimensions (institutional integrity, environment adaptation and problem-solving, morale, transformational leadership, optimal power equalisation, influence, transparency, individual differences, job characteristics, sufficient communication, motivation, goal-focusedness, resource utilisation, cohesiveness, innovativeness, and employee empowerment). Since the researcher considers the organisational environment, values, and culture to be complete variables rather than dimensions that may be considered when determining organisational health, they have been left out of the analysis.

5. Results

5.1 Data on the study sample’s demographics and functional characteristics

This section analyses the sample’s demographic information (see Table 2).

Personal data/functional data	Statement	Repetition	%
Gender	Male	208	65.4%
	feminine	110	34.6%
	Total	318	100%
Age	Under 30 years old	13	4%
	Between 30 and 45 years old	114	36%
	Between 46 and 60	191	60%
	Total	318	100%
Experience	Less than 5 years	51	16%
	Between 5 and 10 years	95	30%
	More than 10 years	172	54%
	Total	318	100%
The employment ‘s contract	Permanent	213	67%
	temporary	105	33%
	Total	318	100%

Table 2.

The sample’s demographic and employment data.

Table 2 indicates that the majority of the sample comprises males, accounting for 65.4% of the total, whereas females constitute 34.6%. The study sample exhibited an age distribution wherein individuals below the age of 30 constituted 4% of the sample, those between the ages of 31 and 40 constituted 36%, and those aged 40–60 constituted 60%. Regarding employment statistics, the findings indicated that the proportion of individuals with a tenure of less than five years was 16%, whereas those with a tenure ranging from 5 to 10 years constituted 30%. Meanwhile, approximately 54% of the sample had a tenure of 10 years or more. This represents the highest proportion. With respect to the nature of the employment agreement, it is observed that 67% of the sample population is engaged in temporary contracts, while 33% are employed under permanent contracts.

5.2 The study tool’s stability

The assessment of the stability and internal consistency of the scales utilised in the study was conducted by relying on Cronbach’s alpha coefficient. The results of the analysis demonstrate that the stability coefficient of the initial variable, namely organisational health, was 0.769, while the stability coefficient of JB was 0.908. The study’s stability coefficient exhibited a high value of 0.955. Table 3 presents the degree of stability of the study tool as indicated by the values, which is a noteworthy observation.

Variable	Number of paragraphs	Cronbach’s alpha
Organisational health	45	0.769
Job burnout	21	0.908
Total variables	66	0.838

Table 3.

Reliability coefficients for study variables.

5.3 Descriptive analysis of the independent variable

The research utilised this analytical approach to assess the various dimensions of OH by determining their mean and standard deviation.

Table 4 shows that integrity dominates with a 4.13 average loss. Employment and transformative employment follow at 4097 and 4.093, respectively, for the remaining dimensions.

Dimensions of OH	N	Mean	Std. deviation
Integrity	318	4.1288	.63496
Empowerment	318	4.0971	.57269
Leadership	318	4.0930	.63666
environment	318	4.0787	.57194
Communication	318	4.0665	.62540
Influence	318	4.0235	.69562
Motivation	318	3.9898	.71317
Characteristic	318	3.9734	.71753
Morale	318	3.9591	.69898
Goals	318	3.9458	.71334
Transparency	318	3.9346	.71407
Coherence	318	3.9182	.78498
Differences	318	3.9172	.72769
Innovation	318	3.8139	.80816
Resources	318	3.6984	.88406

Table 4.

Descriptive statistics.

5.4 Fit the data to perform regression analysis

There are two unique requirements that must be met to use linear regression for hypothesis testing. Conducting the variance inflation factor test (VIF) and tolerance test is the first stage. By evaluating the skewness coefficient, the second condition requires that the normal distribution of all data be confirmed. Because all of the variables’ p-values ≤0.05, there is a substantial connection between the dimensions.

5.5 Multiple linear correlation test and normal distribution test

For trying to determine if the model is valid, the coefficient of variance inflation was computed for the independent variable. The Durbin-Watson test has a value of 1.36. Because there is positive autocorrelation when the number is lower than 2.0, it is a favourable value. Negative autocorrelation is shown if it is higher than 2.0.

Table 5 displays the variance inflation factor (VIF) values for each dimension of OH. The VIF values for leadership, morale, goals, characteristics, transparency, coherence, differences, resources, motivation, integrity, empowerment, innovation, communication, adaptation, and influence are 1.49, 1.53, 1.63, 1.82, 2.47, 2.52, 2.55, 2.81, 2.91, 3.43, 3.73, 4.01, 4.40, 4.66, and 5.07. Consecutively, all VIF values are less than 10, suggesting that multicollinearity is not a concern. The tolerance values, all of which are below 0.05, suggest a strong correlation among the independent variables.

Independent variable	Dimensions of OH	VIF	Tolerance	Skewness
OH	Integrity	3.43	0.039	.970
	Adaption	4.66	0.022	.812
	Motivation	2.91	0.029	.907
	Leadership	1.49	0.000	.930
	Influence	5.07	0.012	892
	Transparency	2.47	0.050	.929
	Differences	2.55	0.049	.884
	Characteristic	1.82	0.022	.810
	Communication	4.40	0.028	.854
	Goals	1.63	0.010	.764
	Resources	2.81	0.015	.817
	Morale	1.53	0.021	.769
	Coherence	2.52	0.028	.774
	Innovation	4.01	0.034	.496
	Empowerment	3.73	0.036	.970

Table 5.

VIF, tolerance, and skewness tests for OH.

Then, the degree to which the data followed a normal distribution was inferred from the skewness coefficient. Table 5 shows that all of the OH dimensions have skewness coefficient values that are less than 1, meaning that all data have a normal distribution.

It is preferable to conduct a partial least squares method analysis due to the sheer number of components deriving from the independent variable and the presence of some (VIF) values higher than (4), such as (4.66 adaptation), (5.07 influence), (4.40 communication), and (4.01 innovation).

5.6 Tests of hypotheses

After establishing that there is a connection between OH characteristics and work burnout, the following hypothesis was examined using a multiple regression analysis (see Table 6):

Independent variable	Independent variable & dimensions	sig	DF	f	R2	r
OH	JB	<.005	3; 322	62.285	.663	0.814
	Emotional exhaustion	<.005	3; 322	53.045	.331	.575
	Depersonalisation	<.005	3; 322	74.016	0.507	0.712
	Low personal achievement	<.005	3; 322	38.220	0.613	0.783

Table 6.

Multiple regression results on OH and JB.

Concerning the assessment of the validity of H1, the findings of the results of the multiple regression analysis indicate that OH has a positive effect on reducing JB. Table 6 presents a correlation coefficient of 0.814, indicating a statistically significant association between the two variables. The F value was computed to be 38.220, and the level of significance was determined to be less than 0.05. The R2 pertaining to the coefficient of determination suggests that 66.3% of the variability observed in JB can be attributed to organisational health.

Conversely, upon scrutinising H1.1, Table 6 presents the results of the multiple regression analysis, which reveal a noteworthy correlation between OH and the mitigation of emotional exhaustion. Specifically, the correlation coefficient in the table indicates a positive effect, with a value of (.575) that is statistically significant. This is further supported by the calculated F value of 53.045, at a significance level of 0.000. The R-squared value, denoting the proportion of variability in JB that can be attributed to organisational health, amounts to 33.1%.

To evaluate the validity of H1.2, the findings derived from the multiple regression analysis reveal a favourable impact of OH on mitigating the sensation of depersonalisation, as evidenced by the correlation coefficient value of (0.7), which denotes a meaningful association. The computed F value of (74.01) and significant. The observed R-squared value for depersonalisation variance can be attributed to OH, accounting for a significant proportion of 50.7%. The statistical significance of the hypothesis is found to be below the threshold of 0.05 (see Table 6).

In conclusion, the statistical outcomes of H1.3 are considered satisfactory. Table 6 presents the statistical measure of the correlation coefficient value (0.783). A statistical analysis was conducted, yielding a F value of 38.22. The level of significance obtained was less than 0.05. The R2 value, which represents the coefficient of determination, is 61.3%. Additionally, the variable displays a statistically significant difference at a significant.

6. Discussion

The scholarly investigation elucidates the correlation between the well-being of an organisation and its potential to mitigate the adverse psychological effects of occupational burnout. The empirical findings corroborated the favourable ethical impact of the facets of institutional well-being on occupational exhaustion. The statistical findings indicate that all dimensions under investigation, with the exception of individual differences and the ability to innovate, have a significant influence on decreasing the sensation of JB. The potential cause of this phenomenon could be attributed to the characteristics of the study cohort and the nature of their occupational duties. Also, the findings indicate a preponderance of males over females within the research cohort, a phenomenon that may be customary in Arab cultures.

The research findings have substantiated the presence of a moderate degree of OH implementation across the hospitals that were examined. This indicates that the level of comprehension among the management of these establishments regarding the various aspects and definitions of OH is middling, thereby necessitating an increase in awareness regarding the significance of OH.

The present investigation aligns with the research conducted by Bekai and Bashir [28], wherein a cohort of 30 transport managers in the Algerian province of Djelfa was used as the sample population. The research conducted by Khalaf [29] substantiates that there exists a moderate inclination among the faculties of private universities in Baghdad towards establishing university health organisations that aid in the realisation of their objectives. Furthermore, research conducted by Al-Subaie [30] elucidated the extent to which the dimensions of organisational health are implemented among teachers in public secondary schools located in the Jeddah governorate.

Concurrently, this research diverges from Ashour’s [31] inquiry, which validated that the degree of implementation of OH facets among 86 healthcare practitioners, administrators, and support staff in Qalqilya’s health facilities in Palestine is elevated. Additionally, Abu Hajeer’s [32] study ascertained that the degree of regulatory health dimensions’ prevalence among the Palestinian Islamic Bank’s personnel is substantial.

This study has additionally substantiated the existence of elevated degrees of occupational exhaustion among the healthcare personnel, thereby elucidating the occupational strains that the medical staff had encountered in light of the worldwide pandemic.

The escalating sensation of combustion may stem from the unpredictable nature of the ongoing catastrophe that has ravaged our planet and fundamentally altered the fabric of existence. The findings further indicate a preponderance of males over females within the research cohort, a trend that aligns with prevailing gender demographics in Arab cultures.

On the other hand, a significant finding of the present investigation is the identification of the primary dimensions that exert the most substantial influence on mitigating job burnout, particularly in times of crisis. These dimensions are ranked in descending order of importance. Therefore, this study diverges from the research conducted by Al-Subaie [30] and Abu Hajeer [32]. Khalaf [29] posits that the achievement of organisational effectiveness is reliant upon the predominance of competencies, innovation, organisational flexibility, and communication.

According to this, the authors endeavoured to formulate a comprehensive framework encompassing the crucial facets of organisational health and their implementation in healthcare establishments (refer to Figure 2).

Figure 2.

A developed chart for enhancing the dimensions of OH. Source: Prepared by the authors.

7. Conclusion

The significance of organisational health is derived from the crucial role of the human element, which serves as the fundamental component of institutional achievement and necessitates attention and investment in enhancing its efficacy. Hence, organisational health is deemed a crucial factor in enhancing the efficacy of human resources within an organisation, as it embodies the outcomes of motivation, empowerment, and influence.

Given the global challenges and difficulties, individuals across various levels and administrative sectors, particularly in the healthcare sector, are experiencing a persistent sense of extreme exhaustion that may escalate to burnout. This includes the need to establish clear and equitable roles for doctors and nurses in hospitals based on their abilities and skills, as well as define their respective responsibilities. The professional trajectory of an individual is determined by the specific powers and responsibilities that have been assigned to them. Furthermore, it is imperative that hospitals articulate their objectives in a precise, unambiguous, and purposeful manner to facilitate comprehension among their staff. It is also crucial to emphasise the importance of involving employees at different levels in the goal-setting process while prioritising their well-being and contentment.

The present investigation illuminates the outcomes of implementing the notion of organisational health. The utilisation of empirical data derived from scholarly literature and prior research aims to demonstrate the efficacy of implementing organisational health dimensions in reducing job exhaustion among healthcare professionals.

Additionally, the inclusion of ten major hospitals in three different countries broadened the study’s scope and improved the generalizability of its statistical findings, which were characterised by the large size and diversity of both the study population and the study sample.

Furthermore, this study has presented a comprehensive model outlining the most influential dimensions that contribute to achieving the benefits of organisational health, along with strategies for their implementation. The study concludes by recommending disseminating and improving awareness among health officials and workers regarding the concept of organisational health and its dimensions. This is expected to enhance their performance, reduce fatigue, and contribute to overall improvement and development in the field. Efforts should be made to enhance the morale of healthcare professionals by fostering their intrinsic motivation towards work accomplishment and recognising exceptional communication, involvement, and positivity.

Noteworthy, future research endeavours should focus on assessing the influence of organisational health on administrative matters beyond combustion-related concerns. Additionally, exploratory investigations should be conducted to examine the actuality and scope of organisational health in industries beyond the healthcare sector.

Acknowledgments

The authors extend their appreciation to the Deanship of Scientific Research at King Khalid University for funding this work through a small group Research Project under grant number (RGP1/46/44).