The Effect of Job Burnout on Generating Organizational Silence - an

Analytical Study in the Ministry of Labor and Social Affairs

QASIM ALI MOHAMMED

Imam Ja'afar Al-Sadiq University,

Qahira, Baghdad,

IRAQ

Abstract: - Diagnosing the nature of the correct relationship between the variables studied (functional burnout,

organizational silence) for their expected relationships after testing them empirically at the level of the sample

studied within the research community. The research was conducted in the Iraqi Ministry of Labor and Social

Affairs, and (100) questionnaires were distributed to employees working in the ministry. At the middle and

lower organizational levels, the questionnaires were collected and analyzed statistically by adopting the ready-

made data package (SPSS V26), using several statistical tools, including the arithmetic mean, median, standard

deviation, and confirmatory factor analysis. And social affairs, they feel satisfied with their job, self-

confidence, high morale, and willingness to work with vigor and activity. Accordingly, the researcher

recommends the ministry continue on the same path of interest in providing a work environment based on

cooperation and good communication between it and the workers.

Key-Words: - job burnout, organizational silence, work environment, cooperation, good communication,

Ministry of Labor and Social Affairs.

Received: April 23, 2023. Revised: November 12, 2023. Accepted: November 25, 2023. Published: December 8, 2023.

1 Introduction

Job burnout is one of the phenomena that has

received extensive attention and approval from

researchers in the last thirty years, and that interest

was reflected through research and studies that dealt

with that topic, as the discussion about the concept

of job burnout took a large space and space in all

levels and professions, and the American

psychologist and researcher was (Frudenberger) or

who used this term in the academic field in (1974)

to express the physical and emotional responses to

work pressures among workers in professional

organizations, who exhaust themselves to achieve

the organization's difficult goals, and who face

obstacles that prevent them from carrying out their

professional tasks to the fullest, causing This causes

them to fail and inability to perform the work at the

level required of them, and this situation often

results in the occurrence of psychological pressure

and a feeling of dissatisfaction and the dry

relationship that binds him with his colleagues, and

this is called job burnout, and job burnout results in

a state of emotional and physical exhaustion as a

result of the pressures that the employee was

exposed to As well as the inability to meet

professional requirements.

Job burnout has a variety of negative effects on

the employee. On the physical side, it increases the

feeling of illness, tension, high blood pressure,

constant headaches, nausea, sleep disturbances, and

many health problems. On the psychological side,

job burnout leads to a low self-concept, a feeling of

misery and unhappiness, and low levels of

confidence., depression, and resentment

continuously in and outside the workplace, in

addition to feeling quickly angry, losing a sense of

humor, and looking at everything with a kind of

resentment and frustration, in addition to the

individual’s tendency to isolate, withdraw, and not

interact socially, leading to an imbalance in the

behavioral field, either from a functional point of

view. It often leads to the generation of

organizational silence, as organizational silence is

the psychology of the workplace and not the

psychology of the working individual, so it appeared

in the first definitions as an expression of loyalty,

and then it was later described as a motive for

blocking ideas, information and opinions about

improvements that relate to work, and has been

described as a collective phenomenon whereby

workers in the organization withhold their opinions

and concerns about potential organizational

problems as a result of the belief that Their opinions

are of no value in their organizations, and their fear

of negative outcomes.

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To provide a comprehensive and detailed

understanding of the current research, it has been

organized into four main sections. The first section

focuses on the research methodology, the second

section delves into two key theoretical aspects, the

third section explores the practical dimensions, and

the fourth section presents the conclusions and

recommendations.

2 Problem Formulation

The current research problem requires an

intellectual, practical, and scientific diagnosis based

on the conceptual perspectives of the research

variables and the interrelationships between them.

Career is a social and psychological phenomenon

that has attracted the attention of researchers and

scholars, and has been dealt with in many studies.

This is primarily due to work pressures and the

continuous increase in the burdens and requirements

on his shoulders and his inability to bear them,

especially when aspirations do not match reality,

which results in negative effects represented in

attrition. Emotional, physical, behavioral, and poor

compatibility and the phenomenon of job burnout

lead to growing levels of organizational silence

among workers, especially in service organizations

where work pressures are relatively high, which

causes workers in those organizations to feel fear of

the penalties imposed by management on them, so

their level of silence increases. Organizational

silence makes organizational silence results from the

tendency of workers to believe that they will

confront They have negative consequences as a

result of their words, so they only transfer positive

information and withhold negative information from

the administration, and this, in turn, leads to a

decline in the performance levels of the

organization, which reflects negative effects on the

morale of workers towards their organizations, and

that the employees feel that they are unable to

express their opinions and interests makes them lose

control themselves and thus prefer to withdraw and

withdraw into themselves, and to express the

research problem more accurately, the following

question can be formulated:

Does burnout of workers in the Ministry of Labor

and Social Affairs play a role in generating

organizational silence?

2.1 Importance of Research

Most of the studies and research derive their

importance from the importance of the topics they

address and the problems they seek to find solutions

to. Therefore, the importance of the current research

comes from the importance of studying two

different variables in the field of organizational

behavior and trying to combine them and clarify the

nature of the relationship between them. Job burnout

is a negative phenomenon that affects workers

directly and makes them feel increasingly

dissatisfied with their jobs and prefer complete

isolation and introversion from their colleagues, so

it was necessary to shed light on it in a ministry that

provides a service to the toiling class in Iraqi

society, in addition to that job burnout leads to the

generation of organizational silence The employees

have a sense of fear of disclosing any negative

information to the upper management, and they

prefer to disclose only positive information for fear

of punishment, whether material or moral, so the

importance of research is highlighted by delving

into the causes of organizational silence and limiting

and developing appropriate solutions for it, as well

as reducing burnout levels Employment among

workers in the Ministry of Labor and Social Affairs.

2.2 Research Objectives

The research aims to achieve the following:

1. Building a theoretical framework of an

intellectual nature that can be experimentally

tested in the field, combining both job burnout

and organizational silence within the framework

of the expected relationships between them.

2. Diagnosing the nature of the correct relationship

between the studied variables for their expected

relationships after testing them empirically at

the level of the sample studied within the

research community.

3. Identify the levels of organizational silence

among the workers in the ministry under study.

4. Statement of the nature of the relationship and

the impact between the two research variables

(functional burnout, organizational silence).

2.3 Hypothetical Scheme of the Research

1. Burnout is an independent variable whose

dimensions are represented by (emotional

exhaustion, personal achievement, and

depersonalization) based on, [1], scale as a

measure of dimensions.

2. Organizational silence as a dependent variable

whose dimensions are represented by

(acceptance silence, defensive silence, and

positive social silence) based on, [2], as a

measure of dimensions.

Figure 1 shows the hypothetical scheme of the

research.

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Fig. 1: The hypothetical scheme of the research

2.4 Research Hypotheses

The hypotheses of the study represent possibilities

expected by the researcher that are consistent with

the current study in terms of its problem and the

researcher's perception of its dimensions and the

reality of work in the banks under study. The

hypotheses of the study can be expressed as follows:

The first main hypothesis: "There is a statistically

significant correlation between job burnout and

organizational silence," and the following sub-

hypotheses emerge from it:

The first sub-hypothesis: There is a statistically

significant correlation between emotional

exhaustion and organizational silence.

The second sub-hypothesis: There is a statistically

significant correlation between the dimension of

depersonalization and organizational silence.

The third sub-hypothesis: There is a statistically

significant correlation between the dimension of

personal achievement and organizational silence.

The second main hypothesis: There is a statistically

significant effect between job burnout and

organizational silence, and the following sub-

hypotheses emerge from it:

The first sub-hypothesis: There is a statistically

significant effect between job exhaustion and

organizational silence.

The second sub-hypothesis: There is a statistically

significant effect between the dimension of

depersonalization and organizational silence.

The third sub-hypothesis: There is a statistically

significant effect between the dimension of personal

achievement and organizational silence.

Methods and methods of data collection and

analysis

A. Theoretical

The researcher utilized various sources, including

books, periodicals, and scholarly research that are

relevant to the research variables. These resources

were accessible in libraries or through online

platforms.

B. Practical

The primary instrument employed for assessing the

research variables is the questionnaire. The

researcher will structure the questionnaire items

based on established Arabic and international

standards pertinent to the research topic, as outlined

in Table 1. Essential modifications will be

incorporated with the assistance of expert evaluators

to align the questionnaire with the actual research

context before distribution. The questionnaire has

been designed using a five-point Likert scale,

offering a response range between (1-5).

2.5 Job Burnout

The concept of burnout:

Burnout, according to Webster's Dictionary, is the

depletion of physical or emotional strength as a

result of prolonged stress or frustration, [3]. [4],

indicates that job burnout is a state of fatigue and

depletion of physical and mental strength and

exhaustion as a result of the excessive desire to

reach unrealistic goals set by the individual. Job

burnout is a response and reflection of chronic

emotional and personal pressures in the workplace

and has a negative impact on physical and

psychological health. It is associated with various

forms of negative feedback and withdrawal from the

job and contributes to higher health costs for

workers. Previous studies have found that individual

characteristics (such as age, gender, and personality)

It is directly related to job burnout, and studies have

shown that social support reduces levels of job

burnout. Social support balances the relationship

between stress in the workplace and job burnout,

[5]. In a related context, [6], discusses that job

burnout has long-term consequences that affect the

individual's ability to work in addition to his health

and personal relationships. Despite the well-

documented effects of job burnout on mental health

and work performance, in addition to, job burnout

also results in turmoil in the workplace as a result of

the individual having chronic fatigue syndrome, of

which depression may be one of the results.

Employees who suffer from chronic fatigue and

have a negative and cynical attitude towards work,

exhibit functional impairment in every form and

may experience serious health problems over time,

[7]. There are many definitions of job burnout

according to the intellectual orientations on which it

was based. [3], indicate that job burnout is a long-

term process that develops as a result of prolonged

exposure to chronic, acute, and excessive stress in

the workplace. Either, [8], as emotional and physical

exhaustion that includes reducing interpersonal

skills, negative attitudes towards work, and loss of

interest in the job and the tasks assigned to them.

[9], refers to it as a work-related syndrome

characterized by chronic fatigue, cynicism,

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decreased professional competence leading to

depletion of energy resources, a consistent feeling of

tiredness, and chronic fatigue, [10]. The researcher

defines it as a set of symptoms experienced by the

employee, which is represented by a decrease in his

job activity, his feeling of discomfort, a decrease in

motivation, a desire to work, and a lack of interest

or sympathy for others as a result of work pressures,

burdens, and increasing and continuous

requirements.

2.5.1 Dimensions of Burnout

1. Emotional exhaustion:

Emotional exhaustion is typified by an enduring

sense of physical and emotional fatigue, which is

reflected in physical tiredness and a sensation of

emotional depletion. Predominant indicators of

emotional exhaustion encompass diminished

motivation, heightened irritability, pervasive

feelings of despondency, and heightened

nervousness, [11]. Emotional fatigue is one of the

main factors in understanding both the performance

and the quality of service provided by employees in

the organization to customers, and the level of that

service, [12]. Emotional exhaustion is the reflection

of job burnout and the best indicator of the existence

of job burnout in the organization, and it is not

surprising that some researchers measure emotional

exhaustion individually, as emotional exhaustion is

a condition that results from excessive work and its

reflection on personal demands. They refer to

emotional burnout as the feeling of mental

exhaustion due to one's interactions with others,

while Donahue sees emotional burnout as the

feeling of emotional exhaustion and feelings of

extreme fatigue resulting from the chronic

overburdening of individuals, [13].

2. Depersonalization:

Depersonalization, [14], defines depersonalization

as persistent or recurring episodes of feeling

disconnected or alienated from a sense of self and

the world. Depersonalization may cause significant

distress. Symptoms may be transient, persistent, or

recurrent, and are often difficult to treat effectively.

Complete, according to the diagnostic criteria

(DSM-5*), individuals with depersonalization

disorder experience feelings of unreality,

detachment, and being an outside observer of their

feelings, thoughts, sensations, [15], and perceptions,

even though the test of reality remains intact. Time

and surroundings are distorted and often the

individual experiences sensations such as emotional

or physical numbness, fog, dreaminess, or

lifelessness. A feeling of alienation from oneself and

the world is often the hallmark of this disorder.

Symptoms of depersonalization may affect

individuals and appear in the form of a continuous

series of conditions, affecting healthy individuals in

certain circumstances, and these symptoms may

reach psychological and neurological disorders, as

studies conducted on depersonalization indicated

that it is a common phenomenon in light of stress

that threatens the balance of the individual, [16].

Also, the feeling of depersonalization may cause

discomfort and internal states of tension such as

tension, depression, cynicism, as well as emotional,

and previous experimental studies have shown a

positive correlation between the nature of work and

depersonalization, and these studies have revealed

in general that the effect may be harmful to the

emotional or psychological state For individuals,

leading to depersonalization, this may cause a state

of discrepancy between the feelings felt and the

emotion displayed and in turn this leads to an

increase in the emotional stress of the individuals in

the organization, [17].

3. Personal Achievement

Reduced personal achievement arises when

individuals perceive an incapacity to excel in their

roles or to foster positive interpersonal relationships.

This is often coupled with diminished professional

self-esteem and a propensity to evaluate one's work

negatively, deeming it inadequate in terms of job

performance. ([11], Personal achievement has been

defined as the negative self-evaluation of the work

of individuals, in other words, the feeling of

inadequacy and lack of success in the performance

of the work, where the individual feels that he

cannot make any progress in his skills and work, the

employee with diminished personal achievement

realizes that he cannot perform his job as before It

also refers to the individual's feeling of

incompetence, lack of achievement and productivity

at work. In addition, deficiencies in self-perception,

feelings of failure in interpersonal relationships in

the workplace, and feelings of guilt reduce

employee motivation and prevent success. In this

case, individuals tend to evaluate themselves.

negatively, and they feel dissatisfied and dissatisfied

with their accomplishments, [18]. Employees'

perceptions of personal achievement are related to

the fact that it contributes to the social structure of

the management's role in arranging workflows in an

unlimited context, and this is reflected in the

employee's ability to move between the levels of the

environment surrounding the organization, [19]. The

evaluation of personal achievement plays a role in

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increasing the feeling of workers in the organization

with high creative self-efficacy that they are more

able to perform their job through their self-judgment

on their achievements, and it is one of the four

factors represented in personal achievement,

supervisory support, self-efficacy, and verbal

persuasion in raising the creative efficiency of

workers, [20].

2.6 Organizational Silence

The concept of organizational silence:

The concept of organizational silence was

introduced by, [21], who defined organizational

silence as a personal or group effort to call on top

management to force managers to make changes,

[22]. Then, between the years (1790-2000), many

researchers studied the issue of organizational

silence, as Pinder & Harlos explain organizational

silence is a collective phenomenon based on which

employees withhold their opinions and concerns

about potential organizational problems, [23].

Organizational silence in recent years has attracted

the attention of many researchers in the

organizational context. [24], indicates that

organizational silence is an undesirable

phenomenon in organizations, and if there is any

organizational silence in the organization, it may

have negative effects on employee motivation and

attitudes organizational silence may affect the

Overall performance and commitment of staff.

Organizational silence is defined by (Cetin, 2020: 2)

as the avoidance of employees from consciously

sharing their concerns and thoughts about

organizational problems with management and

keeping the ideas to themselves. In a related context,

organizational silence is attributed to the reason for

limiting organizational change and development, as

because of organizational silence, organizations

cannot be aware of the innovative ideas of their

employees and thus miss an important opportunity

for development, especially in organizations that do

not have the privacy of feedback, [25].

Organizational silence also weakens work attitudes

and limits the organization's ability to exploit

available opportunities, and thus lowers workers'

perceptions of psychological safety, [26]. The

researcher refers to organizational silence as the

situation in which employees maintain awareness of

their actions, ideas, knowledge, and ideas in relation

to their organizational development.

2.6.1 Dimensions of Organizational Silence

1. Acquiescent Silence

According to, [27]. Silence of acquiescence is a

paradoxical phenomenon where individuals within a

group tend to collectively accept certain ideas or

decisions, even when these ideas run contrary to

their individual beliefs or opinions. [28], indicate

that silence of acquiescence means refraining from

sharing knowledge, feelings, and opinions about the

current situation due to the fear of being left out of

individuals. These individuals usually become

uninterested or unconnected with the current

situation of the organization. Silence of submission

is also referred to as the refusal to provide relevant

ideas, information, or opinions based on submission

to any condition, [29]. He also looks at the silence

of acquiescence in accredited silence, that is, silence

deliberately and consciously. The silence of

acquiescence also refers to the evasion of

individuals from speaking based on a prevailing

belief that the idea of speech is meaningless and will

not make a difference, [30].

Hence, the researcher posits that this particular

form of silence can be perceived as a manifestation

of passivity. It tends to carry a predominantly

negative connotation since individuals opting for it

tend to adapt to their current environment without a

willingness to exert themselves in expressing their

opinions or making efforts to instigate change for

the benefit of the organization.

2. Defensive silence

Defensive silence suggests that individuals possess

full awareness of available alternatives, yet they opt

to refrain from sharing their ideas, information, and

opinions. This choice is driven by their desire to

safeguard their psychological well-being, rather than

a conscious decision, [31]. Defensive silence refers

to the act of concealing information, ideas, and

opinions due to fear and a need for self-

preservation. Employees may resort to this behavior

when they have experienced unfair treatment or

discouragement from unsupportive supervisors.

Such negative experiences lead individuals to

conclude that speaking up for change within the

organization is futile. As a result, they opt for

silence as a defensive strategy when dealing with

such supervisors, [32]. Although employees are

aware of the alternatives, they withhold information

communication to maintain psychological integrity.

Defensive silence is harmful from an individual as

well as an organizational perspective. It also affects

the employee's faith, confidence, and motivation,

and ultimately leads to a decline in employee

creativity, [33].

3. silence social positive

Social silence refers to a conscious and deliberate

behavior in which individuals choose to withhold

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work-related information and ideas, primarily for

collaborative reasons rather than out of fear of

adverse personal consequences that may arise from

speaking out, [2]. [27], this form of silence, referred

to as social silence, distinguishes itself from

defensive silence. It is marked by a consideration

for others' welfare rather than a fear of potential

negative personal consequences associated with

voicing one's thoughts and opinions. In social

silence, priority is given to the benefit of others and

self-sacrifice for others, and the dimension of social

silence is a positive type of silence that contrasts

with applied silence and defensive silence, [34].

2.7 Relationship between Job Burnout and

Organizational Silence

Management in any organization plays a huge role

in creating spaces for expression and, at the same

time, creating cultures of silence within the

workplace. For example, organizations can

deliberately silence employees by setting the agenda

and arranging organizational structures, [35].

From an individual perspective, organizational

silence negatively affects employee confidence,

morale, and motivation and ultimately leads to

emotional burnout, [36]. Many studies have shown

that job burnout not only generates organizational

silence, but also leads to diminished organizational

commitment, psychological well-being, and work-

life satisfaction, and generates harmful behaviors at

the personal and organizational levels, [37].

[38], indicates that employee burnout behaviors

and organizational silence are related to the

adequacy of the organization, and it is expected that

the level of job burnout will rise and in turn, lead to

a higher level of organizational silence among

individuals, so senior management and stakeholders

in the organization must promote organizational

values to raise the level of Job satisfaction and

organizational commitment that reduce both burnout

and organizational silence.

3 Practical Pleurisy

3.1 Conformance Quality Test

The quality conformity test serves as the

measurement instrument for any research, preceding

the essential statistical analysis to assess the

prevalence of variables. The following section

provides a detailed explanation of this test.

1. The sincerity of the construction

To validate the construction of scales for the

research variables and assess the alignment of scale

items with their theoretical foundations, structural

equation modeling, specifically confirmatory factor

analysis, was employed. The evaluation of scale

items' conformity with the scale variables relies on

specific measurement criteria, as outlined in Table

Table 1. Indicators of good conformity to the

variable under study

Pointer

General Rule or

Standard

Goodness of Fit Indicators

Values X2

---

Degree of Freedom (df)

---

Ratio between X2 and (df)

Less than 5

Approximate Root Mean

Square Error (RMSEA) Index

Between 0.05 – 0.08

Comparative Fit Index (CFI)

Greater than 0.90

Tucker Lewis Index (TLI)

Greater than 0.90

A. Confirmative factor analysis of the burnout

variable

Figure 2 presents the results of the confirmatory

factor analysis for the burnout model, encompassing

three core dimensions, each comprising (15) items,

as illustrated in Figure 2.

Fig. 2: Job burnout model

We note from the above results that:

1. The value of (TLI = 0.780) indicates a weak fit,

falling short of the desired range, which should be

greater than 0.90 to demonstrate model identity.

2. The value of (CFI = 0.817) is also weak and

should ideally exceed 0.900 to signify model

conformity.

3. The (RMSEA) value of 0.127 is not favorable.

The preferred range is between 0.05-0.08, indicating

model compatibility. When it is less than 0.05, the

model is deemed suitable and matches better.

To enhance the model, adjustments are needed

based on recommendations from the Modification

Indices. Researchers typically formulate a model

based on existing literature or research theory and

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then test its fit with empirical data. If the fit is

insufficient, the common practice involves

modifying the model by either removing paragraphs

with the highest covariance or adjusting them by

introducing links between errors exhibiting high

covariance. Following these adjustments, the final

modified model is presented in Figure 3.

Fig. 3: Job burnout model after modification

Furthermore, the RMSEA value, which is

(0.072), serves as strong evidence of the model's

fitness.

3.2 Confirmative Factor Analysis of the

Organizational Silence Variable

In Figure 4, you can see the confirmatory factor

analysis of the organizational silence variable,

which includes a set of indicators and the degree of

correlation for each item. Here is the revised content

for this section:

Fig. 4: The organizational silence model

We note from the above results that :

1. The value of (TLI = 0.920) is a good value,

which indicates that the model matches.

2. The values of (CFI = 0.938) are good, and this

indicates that the model matches.

3. Additionally, the RMSEA value of 0.078 is

within an acceptable range, indicating model

compatibility. Typically, when RMSEA is less

than 0.05, it suggests an even better fit.

Thus, the model appears to be compatible and

reasonably aligns with the research data.

This is evidence of a good fit of the model of

organizational silence.

3.3 Scale Stability

To ensure the internal consistency of the scale

items, Cronbach's Alpha was employed. It helps

assess the stability and reliability of each item

within the scale. The results of the internal

consistency test for the research variables are

presented in Table 2.

Table 2. Cronbach Alpha test for research variables

Variants

Dimensions

Paragraphs

Cronbach

Alpha

Job

burnout

Emotional

exhaustion

0.795

Depersonalization

0.526

Personal

achievement

0.755

Organizati

onal

silence

Acquiescent

silence

0.812

Defensive silence

0.743

Silence social

positive

0.723

Source: prepared by the researcher based on the results

of the SPSS V26 program

The results presented in the Table 2 above

demonstrate that Cronbach's Alpha coefficient for

the research variables exceeds 0.70. This indicates

the presence of strong internal consistency among

the research items and variables, validating their

suitability for statistical analysis.

3.4 The Descriptive Analysis of the Research

Variables

To assess the level of the dimensions within the

Ministry under study, responses from the

participants were analyzed and interpreted through a

series of questions related to these dimensions.

Table 3 provides the mean values, standard

deviations, and the strength of response to the

paragraphs. The following observations can be

made:

1. Emotional exhaustion: In this sub-dimension, five

questions were asked to the respondents. Table 4

shows the arithmetic means, standard deviations,

coefficient of variation, response intensity, and the

relative importance of the reflection items. It is

noted in this table that the arithmetic mean of all the

paragraphs was uneven, as paragraph (2) got the

highest arithmetic average, reaching (2.26), the

response intensity was (45.2%), with a standard

deviation (0.94), and a coefficient of difference

(0.42), while paragraph (3) got The lowest

arithmetic mean was (2.91), and the response

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intensity was (58.2%), with a standard deviation of

(1.01). As for the general rate of emotional

exhaustion, it amounted to (2.09), the intensity of

the response was (41.8%), with a general standard

deviation of (1.02), and a coefficient of difference

(0.49), which indicates the weak suffering of

workers in the Ministry of Labor from remote job

burnout. About their job, self-confidence, high

morale, and willingness to work with vigor and

activity. The researcher believes that this result

reflects the interest of the Ministry's administration

in providing a work environment based on

cooperation and good communication between it

and the workers, and the exchange of opinions and

ideas among them during the preparation of plans to

confront potential problems at work, as well as

providing emotional and social support to workers

and providing an atmosphere of interest, mutual

respect, and good treatment, which helped workers

overcome stress, work pressure and emotional

exhaustion.

2. Personal Achievement: In this sub-dimension,

five questions were asked to the respondents. Table

4 shows the arithmetic mean, standard deviations,

coefficient of difference, intensity of responses, and

relative importance of items of personal

achievement. It is noted in this table that the

arithmetic mean of all items was uneven, as item (

9) has the highest arithmetic mean, as it reached

(2.95), and the response intensity was (59.0%), with

a general standard deviation of (0.94), and the

coefficient of difference (0.32), while paragraph (6)

got the lowest arithmetic average, amounting to

(2.03), and the response intensity was (40.6%). With

a standard deviation of (0.88) and a coefficient of

difference (0.43), the general rate of personal

achievement was (2.95), and this indicates that

workers in the Ministry of Labor suffer from

burnout after personal achievement, and this

indicates a clear positive feeling among workers of

efficiency and high achievement. And comfort at

work and that they give work their best because the

job tasks are clear and understood by the workers

and do not constitute a heavy burden on them to the

extent that they feel tired with it, and their

evaluation is positive for their performance,

capabilities and capabilities, and the researcher

believes that the more they are The work

environment is good and comfortable, in which

harmony, integration and team spirit prevail,

whenever this is an incentive for workers towards

creativity and motivation to exert more effort at

work and attach to it, which is positively reflected

on the success and development of the Ministry.

3. Depersonalization: In this sub-dimension, five

questions were asked to the respondents. Table 3

shows the arithmetic means, standard deviations,

coefficient of difference, intensity of responses, and

relative importance of the depersonalization

paragraphs, it is noted in this table that the

arithmetic mean of all the paragraphs was uneven,

as paragraph (14) got the highest arithmetic average,

reaching (2.85) and the intensity of the response

(57.0). %) with a standard deviation of (0.91), while

paragraph (13) obtained the lowest arithmetic mean

of (2.52), an answer intensity of (50.4%), a standard

deviation of (1.07), and a coefficient of difference

(0.42). As for the general rate of depersonalization,

it reached (2.11), the response intensity was

(42.2%), with a general standard deviation of (0.98),

and a coefficient of difference (0.46). For their work

in the ministry, the ministry also works to create a

comfortable and appropriate atmosphere to perform

their work to the fullest.

4. Acquiescent Silence Dimension: This dimension

attained an arithmetic mean of 2.10, which is below

the hypothetical mean of 3. The standard deviation

for this dimension is 0.75. The importance of this

dimension was 42%, and these results indicate that

employees are ready to make any positive

suggestions because they are engaged Work as well

as employees put forward ideas on how to improve

the work environment because they would like to

participate in the Ministry's activities.

5. Defensive Silence: The general arithmetic mean

for this dimension was (3.96), which is higher than

the hypothetical arithmetic mean of (3), with a

dispersion coefficient of (0.71). The importance of

this dimension was 79.2%, and this is evidence that

employees ignore the relevant facts to protect

themselves. In addition, some employees avoid

discussions with others to protect themselves from

accountability.

6. Regarding the dimension of Positive Social

Silence, it obtained an arithmetic mean of 3.08,

which is higher than the hypothetical mean of 3,

with a standard deviation of 0.67. The significance

of this dimension was 61.6%. These results indicate

that employees tend to withhold information that

could potentially harm the Ministry's reputation and

are willing to endure external pressure as a result of

keeping work-related secrets.

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Table 3. the descriptive analysis of the research

variables

Relative

importance

standard

deviation

Arithmetic

mean

Dimensions

41.8%

1.02

2.09

Emotional

exhaustion

59%

1.12

2.95

depersonalization

42.2%

0.98

2.11

personal

achievement

42%

0.75

2.10

Acquiescent

Silence

79.2%

0.71

3.96

Defensive silence

61.6%

0.67

3.08

silence social

positive

Source: prepared by the researcher based on the outputs

of the SPSS V26 program

3.5 Testing Research Hypotheses

1- The first main hypothesis

This hypothesis was confirmed through a correlation

test, which aimed to examine the relationships

between the main variables by assessing the

correlations among the sub-variables of the research

constructs. The results are presented in Table 4:

Table 4. Correlations

Job

burnout

organization

al silence

Job

burnout

Pearson

Correlation

.867**

Sig. (2-tailed)

.000

organizatio

nal silence

Pearson

Correlation

.867**

Sig. (2-tailed)

.000

**. Correlation is significant at the 0.01 level (2-tailed).

Source: prepared by the researcher based on the outputs

of the SPSS V26 program

The analysis in Table 5 reveals a statistically

significant positive correlation at a significance

level of 0.01, indicating a strong relationship

between the research variables. Based on this

outcome, the first primary hypothesis is accepted,

which posits that there is a statistically significant

positive correlation between burnout and

organizational silence.

 Testing the sub-hypotheses of the first main

hypothesis

The data presented in Table 5 reveal that all the

correlations between the sub-dimensions of the

burnout variable (emotional exhaustion, personal

achievement, depersonalization) and the sub-

dimensions of the organizational silence variable

(acquiescent silence, defensive silence, positive

social silence) were found to be statistically

significant. Therefore, all the sub-hypotheses

derived from the first primary hypothesis, which

posits that there is a statistically significant positive

correlation between the dimensions of job burnout

and the dimensions of organizational silence, have

been supported, resulting in an overall success rate

of 100%.

Table 5. Correlations between the sub-

dimensions

Emotional

exhaustion

personal

achievement

depersonalization

Acquiescen

t Silence

Pearson

Correlatio

.748**

.701**

.925**

Sig. (2-

tailed)

.000

Defensive

silence

Pearson

Correlatio

.799**

.847**

.740**

Sig. (2-

tailed)

.000

silence

social

positive

Pearson

Correlatio

.781**

.868**

.657**

Sig. (2-

tailed)

.000

Source: Prepared by the researcher based on the outputs

of the SPSS V26 program.

** Correlation is significant at the 0.01 level (2-tailed).

2- Test the second main hypothesis

To validate the research hypotheses related to the

nature of the relationship between job burnout and

organizational silence, a model was developed. The

main second hypothesis posits that there is a

statistically significant effect between job burnout

and organizational silence. The following test form

in Figure 5 outlines the hypotheses for examination.

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Fig. 5: Standard estimates of the simple regression

model

The model presented above displays the

standard estimates of a simple regression model. In

this model, the independent variable is job burnout

(X), and the dependent variable is organizational

silence (Y). The Squared Multiple Correlations

value is 0.94, signifying that 94% of the variance in

the dependent variable (organizational silence) can

be attributed to the influence of the independent

variable (job burnout). The remaining 6% of the

variance is likely explained by other external factors

and causes. Furthermore, the correlation coefficient

between these variables is 0.867, indicating a strong

and direct correlation.

As for the non-standard estimates, they are

shown in the form Figure 6 below.

Fig. 6: Nonparametric estimates of the simple linear

regression model

This model shows the non-parametric estimates

of the simple linear regression model, where (0.98)

represents the value of the marginal slope, while the

value of the fixed limit was (0.45) and the error

value (0.03). This is evidence of the significance of

the model and the regression equation is as follows:

organizational silence = 0.45+0.98 job burnout

 Testing the sub-hypotheses of the second

main hypothesis

The above model was constructed to validate the

research hypotheses regarding the nature of the

relationship, specifically the sub-hypotheses of the

second main hypothesis, which posits that there is a

statistically significant effect between the combined

dimensions of job burnout and organizational

silence. The test form presented in Figure 7

illustrates how these hypotheses can be evaluated.

Fig. 7: Standard estimates of the simple regression

model

The model provided above displays the standard

estimates of a simple regression model. In this

model, the dimensions of job burnout (X3, X2, X1)

correspond to the independent variables, with each

dimension representing emotional exhaustion,

personal achievement, and depersonalization,

respectively. The dependent variable in this model is

organizational silence (Y).

The standard estimated values for these variables

are as follows:

Emotional Exhaustion (X3): Beta = -0.05

Personal Achievement (X2): Beta = 0.51

Depersonalization (X1): Beta = 0.33

The model also provides the value of Squared

Multiple Correlations, which amounts to 0.51. This

percentage explains 51% of the variance in the

dependent variable (organizational silence) due to

the influence of the independent variables

(emotional exhaustion, personal achievement, and

depersonalization). The remaining 49% of the

variance can be attributed to external factors and

causes.

This is evidence of the significance of the model

and the regression equation is as follows:

Organizational silence = -0.05 emotional exhaustion

+ 0.51 personal achievement + 0.33

depersonalization.

4 Conclusions

1. It became clear from the results that the workers

in the Ministry of Labor and Social Affairs feel

satisfied with their jobs, self-confidence, high

morale, and willingness to work with vigor and

activity.

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2. There was a clear positive feeling among the

employees of efficiency, high achievement, and

comfort at work, and that they give the work their

best since the job tasks are clear and understood by

the employees and do not constitute a heavy burden

on them to the extent that they feel tired.

3. The Ministry grants its employees appreciation

books for their outstanding performance, and thus

this leads to employees feeling happy and satisfied

while performing their work in the Ministry.

4. The employees are ready to make any positive

suggestions because they are engaged in the work,

and the employees are also putting forward ideas on

how to improve the work environment because they

would like to participate in the activities of the

Ministry.

5. The employees ignore the relevant facts to protect

themselves, in addition to that there are employees

who avoid discussion with others to protect

themselves from accountability.

6. The employees of the Ministry of Labor, Social

Affairs, and Social Affairs do not disclose

information that may harm the reputation of the

Ministry, and they bear pressure from others as a

result of keeping secrets pertaining to work.

5 Recommendations

1. The ministry in question should continue on the

same path of interest in providing a work

environment based on cooperation and good

communication between it and the employees,

through:

a. Exchange opinions and ideas between themselves

and the workers while preparing plans to confront

potential problems at work.

b. Provide emotional and social support to workers

and provide an atmosphere of interest, mutual

respect, and good treatment.

2. The ministry should take into account the work

environment and its compatibility with the internal

and external requirements of the ministry because

this motivates the workers towards creativity and

motivation to exert more effort in work and

attachment to it, which reflects positively on the

success and development of the ministry.

3. The researcher recommends to the ministry the

need to create a comfortable and appropriate

atmosphere to perform their work to the fullest

extent, in addition to that, it must work continuously

to enhance the personality of its employees and

make them feel confident continuously through

letters of thanks and praise and financial and moral

rewards.

4. The Ministry must have the necessary flexibility

to accept any suggestions or opinions from the

employees and consider these suggestions to break

the barrier of fear between employees and

supervisors.

5. The Ministry should strive to break the defensive

silence between employees, through:

a. Conducting discussion sessions between

employees and supervisors.

b. Reducing punishment procedures for employees

who make mistakes without intention, because the

goal is not to punish the wrongdoer with severe

penalties, but to urge him not to repeat the mistake.

c. Enhancing social ties such as friendship and

cooperation between employees and supervisors by

conducting recreational activities to break the

barrier of fear among employees.

6. The researcher recommends the Ministry of

Labor to reduce the levels of pressure on workers by

granting them leaves according to actual need,

especially those with decision-making in the upper,

middle, and lower administrative levels, since these

pressures may reduce levels of job satisfaction, and

thus make them disclose information that harms the

reputation of the Ministry.

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Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

The author contributed in the present research, at all

stages from the formulation of the problem to the

final findings and solution.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The author has no conflicts of interest to declare.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

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