Relationship of Depression and Organizational Conflicts with Job Performance in Professors and Staff of Larestan University of Medical Sciences

Abstract

Introduction: Considering the importance of maintaining the energy and health of the staff and faculty members as human beings, organizational conflict can have a significant impact on public health, performance, and the rate of depression in these individuals. The aim of this study was to investigate the relationship between job performance and depression with organizational conflicts in professors and staff of Larestan University of Medical Sciences.
 Methods: This descriptive-analytical cross-sectional study was conducted in 2016 on 82 professors and staff of Larestan University of Medical Sciences selected by census sampling method. In order to collect information in the present study, three questionnaires (organizational conflict, job performance, and Goldberg depression) were used.
 Results: The mean of depression was 58.20 with a standard deviation of 17.16, the mean of job performance was 30.55 with a standard deviation of 27.5, and the mean of organizational conflict was 93.20 with a standard deviation of 42.5. Conflict with subordinate had a higher mean score and conflict with peers had a lower mean score. The frequency distribution of depression among the participants showed that healthy individuals had the highest frequency (27.7%) and individuals with severe depression had the lowest frequency (4.8%).
 Conclusion: The findings showed an inverse relationship between depression and job performance, but a direct relationship was observed between depression and organizational conflict. By identifying and modifying the causes of stress in the workplace, we can see the improvement of performance and the creation of desirable and efficient feelings in medical personnel