‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﻋﻼﻗﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﺎﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‬

‫" ﺩﺭﺍﺴﺔ ﻤﻴﺩﺍﻨﻴﺔ ﺒﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﺎﻝﻌﺎﺼﻤﺔ "‬

‫ﺃ‪ /‬ﻓﻭﺯﻱ ﻤﻴﻬﻭﺒﻲ‬

‫ﺠﺎﻤﻌﺔ ﺴﻌﺩ ﺩﺤﻠﺏ ﺍﻝﺒﻠﻴﺩﺓ‬

‫‪The present study aims to‬‬

‫ﻫﺩﻓﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺘﺸﺨﻴﺹ ﻤﺴﺘﻭﻯ‬
‫‪diagnose‬‬ ‫‪psychological‬‬
‫‪burning among the nurses in‬‬ ‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫; ‪Algiers health institutions‬‬ ‫ﺒﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﺎﻝﺠﺯﺍﺌﺭ‬
‫‪also to see the relationships‬‬ ‫ﺍﻝﻌﺎﺼﻤﺔ‪ .‬ﻭﻜﺫﺍ ﻋﻼﻗﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬
‫‪between‬‬ ‫‪organizational‬‬
‫ﻫﺫﻩ‬ ‫ﻭﻝﺘﺤﻘﻴﻕ‬ ‫ﺍﻝﻨﻔﺴﻲ‪.‬‬ ‫ﺒﺎﻻﺤﺘﺭﺍﻕ‬
‫‪climate and psychological‬‬
‫‪burning. For this reason a‬‬ ‫ﻝﻠﻤﻨﺎﺥ‬ ‫ﻤﻘﻴﺎﺱ‬ ‫ﺼﻤﻤﻨﺎ‬ ‫ﺍﻷﻫﺩﺍﻑ‬
‫‪questionnaire was designed‬‬ ‫ﺨﺼﺎﺌﺼﻪ‬ ‫ﻤﻥ‬ ‫ﺘﺤﻘﻘﻨﺎ‬ ‫ﺍﻝﺘﻨﻅﻴﻤﻲ)‬
‫‪and Maslash MBI was also‬‬ ‫ﺍﻝﺴﻴﻜﻭﻤﺘﺭﻴﺔ ( ﻭﻁﺒﻘﻨﺎﻩ ﻤﻊ ﻤﻘﻴﺎﺱ‬
‫‪used and composed of 271‬‬
‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝـ ﻙ‪ .‬ﻤﺎﺴﻼﺵ‬
‫‪nurse of both sexes(138 male‬‬
‫‪and 133 female) distributed‬‬ ‫)‪ (MBI‬ﺒﻌﺩ ﺍﻝﺘﺤﻘﻕ ﻤﻥ ﺨﺼﺎﺌﺼﻪ‬
‫‪on 11 health institutions in‬‬ ‫ﺍﻝﺴﻴﻜﻭﻤﺘﺭﻴﺔ ﻜﺫﻝﻙ‪ .‬ﻋﻠﻰ ﻋﻴﻨﺔ ﻤﻥ‬
‫‪Algiers.‬‬ ‫‪ 271‬ﻤﻤﺭﺽ )‪138‬ﺫﻜﻭﺭ ﻭ‪133‬ﺇﻨﺎﺙ(‬
‫‪Results indicated that nurses‬‬
‫ﻭﺘﻤﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺒـ ‪ 11‬ﻤﺅﺴﺴﺔ ﺼﺤﻴﺔ‬
‫‪suffering‬‬ ‫‪highly‬‬ ‫‪from‬‬
‫‪psychological burning and‬‬ ‫ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻝﺠﺯﺍﺌﺭ ﺍﻝﻌﺎﺼﻤﺔ‪.‬‬
‫‪positive relationships between‬‬ ‫ﺃﺴﻔﺭﺕ ﻨﺘﺎﺌﺞ ﺍﻝﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺃﻥ‬
‫‪organizational climate and‬‬ ‫ﺍﻝﻤﻤﺭﻀﻴﻥ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﻤﺴﺘﻭﻯ ﻤﺭﺘﻔﻊ‬
‫‪psychological burning‬‬
‫ﻭﺩﺍل ﻤﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻭﻋﻠﻰ‬
‫ﺍﺭﺘﺒﺎﻁ ﻤﻭﺠﺏ ﻭﺩﺍل ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬

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‫ﻤﻘﺩﻤﺔ‪:‬‬
‫ﺒﺎﻝﺭﻏﻡ ﻤﻥ ﺘﻭﻝﻲ ﺍﻝﺩﻭﻝﺔ ﺍﻝﺠﺯﺍﺌﺭﻴﺔ ﻋﻠﻰ ﻏﺭﺍﺭ ﺍﻝﺩﻭل ﺍﻝﻤﺘﺤﻀﺭﺓ ﺍﻫﺘﻤﺎﻤﺎ ﻜﺒﻴﺭﺍ‬
‫ﺒﺎﻝﺨﺩﻤﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺘﺒﻘﻰ ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺩﻭﻥ ﻤﺴﺘﻭﻯ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻤﻭﺍﻁﻥ ﺍﻝﺠﺯﺍﺌﺭﻱ‪،‬‬
‫ﻭﺍﻝﺫﻱ ﻴﺭﻯ ﺒﺄﻨﻬﺎ ﺒﻌﻴﺩﺓ ﻜل ﺍﻝﺒﻌﺩ ﻋﻥ ﺍﻝﺨﺩﻤﺎﺕ ﺍﻹﻨﺴﺎﻨﻴﺔ ﺍﻝﻨﺒﻴﻠﺔ‪ .‬ﺤﻴﺙ ﺃﺼﺒﺤﺕ ﻋﺒﺎﺭﺓ ﺨﺩﻤﺎﺕ‬
‫ﺼﺤﻴﺔ "ﻻ ﺇﻨﺴﺎﻨﻴﺔ" ﻝﺼﻴﻘﺔ ﺒﺎﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪ ،‬ﻭﻗﺩ ﺘﻌﻭ‪‬ﺩ ﺍﻝﻤﻭﺍﻁﻥ ﻓﻲ ﺍﻝﺴﻨﻭﺍﺕ ﺍﻷﺨﻴﺭﺓ ﻋﻠﻰ‬
‫ﺒﻨﺩ "ﺃﻨﺴﻨﺔ ﺍﻝﻤﺴﺘﺸﻔﻴﺎﺕ"ﻭﺇﺼﻼﺤﻬﺎ ﻋﻠﻰ ﺭﺃﺱ ﺒﺭﻨﺎﻤﺞ ﻜل ﻭﺯﻴﺭ ﺼﺤﺔ ﺠﺩﻴﺩ ﺤﺘﻰ ﺃﺼﺒﺤﺕ‬
‫ﺍﻝﻭﺯﺍﺭﺓ ﺘﻠﻘﺏ ﺒﻭﺯﺍﺭﺓ ﺍﻝﺼﺤﺔ ﻭﺍﻝﺴﻜﺎﻥ ﻭﺇﺼﻼﺡ ﺍﻝﻤﺴﺘﺸﻔﻴﺎﺕ‪.‬‬
‫ﻭﻨﺴﻌﻰ ﻤﻥ ﺨﻼل ﻫﺫﺍ ﺍﻝﺒﺤﺙ ﺇﻝﻰ ﻓﻬﻡ ﻭﺘﻔﺴﻴﺭ ﺒﻌﺽ ﻤﺼﺎﺩﺭ ﻫﺫﻩ ﺍﻝﺴﻠﻭﻜﻴﺎﺕ‬
‫"ﺍﻝﻼﺇﻨﺴﺎﻨﻴﺔ"ﻓﻲ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪.‬‬
‫ﻴﺅﻜﺩ ﺍﻝﺒﺎﺤﺜﻭﻥ ﻭﺍﻝﺩﺍﺭﺴﻭﻥ ﺒﺄﻥ ﺍﻝﻤﻬﻥ ﺍﻝﺘﻲ ﺘﻌﻤل ﻋﻠﻰ ﻤﺴﺎﻋﺩﺓ ﺍﻵﺨﺭ ﻭﺍﻝﺘﻲ ﻴﻠﻘﺒﻭﻨﻬﺎ‬
‫"ﺒﻤﻬﻥ ﺍﻝﻤﺴﺎﻋﺩﺓ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ " ﺘﻭﻝﺩ ﻀﻐﻁﹰﺎ ﻤﺴﺘﻤﺭﹰﺍ ﻴﺼل ﺇﻝﻰ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ ،‬ﻨﺎﺘﺠﹰﺎ ﻋﻥ‬
‫ﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ‪.‬‬
‫ﻜﻤﺎ ﺃﻜﺩﺕ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺃﻥ ﻫﻨﺎﻙ ﻋﺎﻤل ﺁﺨﺭ ﻻ ﻴﻘل ﺃﻫﻤﻴﺔ ﻋﻥ ﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ ﻭﻫﻭ ﺒﺩﻭﺭﻩ‬
‫ﻴﻭﻝﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺃﻻ ﻭﻫﻭ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫ﺇﻥ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﺘﺤﺎﻭل ﺍﻝﻜﺸﻑ ﻋﻥ ﻤﺴﺘﻭﻯ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫ﺍﻝﺠﺯﺍﺌﺭﻴﻴﻥ ﻭﻭﺍﻗﻊ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪ .‬ﻭﻜﺫﺍ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻴﻬﻡ‪.‬‬
‫ﻜﻤﺎ ﺘﻡ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻝﻤﻌﺭﻓﺔ ﺃﺜﺭ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ ﻋﻠﻰ‬
‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻋﻥ ﻗﺼﺩ‪ ،‬ﻜﻭﻨﻬﻡ ﻓﺌﺔ ﺃﺴﺎﺴﻴﺔ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺔ ﺍﻝﻌﻼﺠﻴﺔ ﻭﺍﻝﺨﺩﻤﺎﺘﻴﺔ‪.‬‬
‫ﻜﺫﻝﻙ ﺘﺸﻴﺭ ﺍﻹﺤﺼﺎﺌﻴﺎﺕ ﺍﻝﻁﺒﻴﺔ ﺍﻝﺘﻲ ﻨﺸﺭﺘﻬﺎ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﻌﺎﻝﻤﻴﺔ ﻓﻲ ﺘﻘﺭﻴﺭﻫﺎ ﺍﻝﺴﻨﻭﻱ‬
‫ﺤﻭل ﺍﻝﻭﻀﻊ ﺍﻝﺼﺤﻲ ﻓﻲ ﺍﻝﻌﺎﻝﻡ‪ :‬ﺃﻥ ﺍﻻﻀﻁﺭﺍﺒﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﺘﻲ ﻝﻬﺎ ﺼﻠﺔ ﺒﺎﻝﻀﻐﻭﻁ ﻭﺍﻝﻅﺭﻭﻑ‬
‫ﺍﻝﺒﻴﺌﻴﺔ ﺍﻝﺴﻠﺒﻴﺔ ﺍﻷﺨﺭﻯ ﺘﻤﺜل ﻤﺎ ﺒﻴﻥ‪%50‬ﻭ‪ %80‬ﻤﻥ ﻜل ﺍﻷﻤﺭﺍﺽ ﺍﻝﻤﻌﺭﻭﻓﺔ )ﻴﺨﻠﻑ ‪(2001‬‬
‫ﻭ)ﺃﻴﺕ ﺤﻤﻭﺩﺓ ‪.( 2006‬‬
‫ﺃﻤﺎ ﻓﻲ ﺍﻝﺠﺯﺍﺌﺭ ﻓﻘﺩ ﺠﺎﺀ ﺍﻻﻫﺘﻤﺎﻡ ﺒﺎﻝﺼﺤﺔ ﺍﻝﻌﻘﻠﻴﺔ ﻝﻌﻤﺎل ﺍﻝﻘﻁﺎﻉ ﺍﻝﺼﺤﻲ ﻓﻲ ﺍﻝﺘﻌﻠﻴﻤﻴﺔ‬
‫ﺍﻝﻭﺯﺍﺭﻴﺔ ﺭﻗﻡ‪ 18‬ﺍﻝﻤﺅﺭﺨﺔ ﺒﺘﺎﺭﻴﺦ‪ 27‬ﺃﻜﺘﻭﺒﺭ ‪ 2002‬ﺍﻝﺘﻲ ﺠﺎﺀ ﻓﻴﻬﺎ‪......." :‬ﻏﺎﻝﺒﺎ ﻤﺎ ﻴﻭﺍﺠﻪ‬
‫ﻤﻬﻨﻲ ﺍﻝﺼﺤﺔ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﺼﺎﻝﺢ ﺍﻹﺴﺘﻌﺠﺎﻝﻴﺔ ﻭﺍﻝﻤﺼﺎﻝﺢ ﺍﻝﻌﻨﺎﻴﺔ ﺍﻝﻤﺭﻜﺯﺓ ﻭﻀﻌﻴﺎﺕ ﻗﺼﻭﻯ‬
‫ﻓﻲ ﻜﻔﺎﺤﻬﻡ ﺍﻝﺩﺍﺌﻡ ﻀﺩ ﻤﻌﺎﻨﺎﺓ ﺍﻝﻤﺭﻀﻰ ﺍﻝﺫﻴﻥ ﻴﺘﻜﻔﻠﻭﻥ ﺒﻬﻡ‪ ،‬ﻓﻬﻡ ﻴﺨﻀﻌﻭﻥ ﻝﻠﻌﺏﺀ ﺍﻝﻜﻤﻲ ﻝﻠﻤﻬﻨﺔ‬

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‫ﻝﻜﻥ ﺃﻴﻀﺎ ﻷﻋﺒﺎﺀ ﻓﻜﺭﻴﺔ ﻭﺍﻨﻔﻌﺎﻝﻴﺔ ﺘﺘﺯﺍﻴﺩ ﻓﻲ ﺍﻝﻤﺼﺎﻝﺢ ﺫﺍﺕ ﺍﻝﻨﺸﺎﻁ ﺍﻝﻤﻜﺜﻑ ﻨﻅﺭﺍ ﻝﻠﻀﻐﻭﻁ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻭﺍﻝﻌﻼﺌﻘﻴﺔ‪ ،‬ﺃﻭ ﺘﻠﻙ ﺍﻝﻤﺭﺘﺒﻁﺔ ﺒﻤﻌﺎﺸﻬﻡ ﺍﻝﻤﻬﻨﻲ ﺃﻴﻥ ﻴﻤﺘﺯﺝ ﻋﺩﻡ ﺍﻝﺭﻀﺎ‪ ،‬ﻨﻘﺹ‬
‫ﺍﻝﻤﺸﺎﺭﻜﺔ ﻓﻲ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ ‪ ....‬ﺍﻝﺦ‪ ،‬ﻭﻗﺩ ﻴﻨﺠﺭ ﻋﻥ ﻜل ﻫﺫﻩ ﺍﻹﺭﻏﺎﻤﺎﺕ ﻤﻌﺎﻨﺎﺕ ﻨﻔﺴﻴﺔ‬
‫ﺨﺼﻭﺼﺎ ﻝﻤﺎ ﺘﻜﻭﻥ ﺍﻝﻅﺭﻑ ﺍﻝﻌﻤل ﻏﻴﺭ ﻤﻼﺌﻤﺔ‪ ،‬ﻓﺘﺅﺩﻱ ﺇﻝﻰ ﻀﻐﻁ ﺍﻝﻤﻬﻨﺔ ﻭﺘﻅﺎﻫﺭﺍﺘﻪ‬
‫ﺍﻝﻘﺼﻭﻯ‪:‬ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ"‪.(Instruction Ministérielle2002 N°18)" burn out‬‬

‫ﺇﺸﻜﺎﻝﻴﺔ ﺍﻝﺒﺤﺙ‪:‬‬
‫ﻨﺴﻌﻰ ﻤﻥ ﺨﻼل ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﺍﺴﺘﻘﺼﺎﺀ ﻤﺴﺘﻭﻯ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫ﻓﻲ ﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﻋﻠﻰ ﻤﻘﻴﺎﺱ ﻤﺎﺴﻼﺵ‪ ،‬ﻭﻤﻌﺭﻓﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺩﺍﺨل‬
‫ﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﻓﻲ ﺍﻝﻌﺎﺼﻤﺔ‪ ،‬ﻜﺫﺍ ﻤﺤﺎﻭﻝﺔ ﺍﻝﻜﺸﻑ ﻭﺘﻔﺴﻴﺭ ﺒﻌﺽ ﻋﻭﺍﻤل ﺭﺩﺍﺀﺓ ﻭ"‬
‫ﻻ ﺇﻨﺴﺎﻨﻴﺔ " ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﺼﺤﻴﺔ‪ ،‬ﻭﻤﻌﺭﻓﺔ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻝﺼﺤﻴﺔ ﺒﺎﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ ،‬ﻭﻜﺫﺍ ﻝﻔﺕ ﺍﻷﻨﻅﺎﺭ ﻝﻨﻭﻋﻴﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻝﺼﺤﻴﺔ ﻭﺍﻝﺴﻌﻲ ﻋﻠﻰ ﺘﺩﻋﻴﻡ ﺍﻝﻌﻭﺍﻤل ﺍﻝﻤﻭﺠﺒﺔ ﻭﺘﻌﺩﻴل ﺍﻝﺴﺎﻝﺒﺔ ﻤﻨﻬﺎ‪.‬‬
‫ﻓﺤﺴﺏ )ﺃﺭﺴﺯ ‪ ( Arces1991‬ﻴﻌﺘﺒﺭ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻓﻲ ﺍﻝﺨﺩﻤﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻅﺎﻫﺭﺓ‬
‫ﻤﺭﻀﻴﺔ ﺘﺅﺜﺭ ﻋﻠﻰ ﻓﺎﻋﻠﻴﺔ ﺍﻝﻤﻤﺎﺭﺴﺔ ﺍﻝﻤﻬﻨﻴﺔ ﻭﺍﻝﻌﻤﻼﺀ ﺍﻝﻤﺴﺘﻔﻴﺩﻴﻥ ﻤﻥ ﺍﻝﺨﺩﻤﺔ ﻭﻋﻠﻰ ﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻝﺭﻋﺎﻴﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻨﺘﻴﺠﺔ ﺍﻝﺘﻭﺠﻪ ﺍﻝﺴﻠﺒﻲ ﻝﺩﻯ ﺍﻷﺨﺼﺎﺌﻴﻴﻥ ﺍﻝﻨﺎﺸﺊ ﻋﻥ ﺘﺄﺜﻴﺭ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‬
‫ﺍﻝﻤﺭﺘﺒﻁ ﺒﺎﻝﺘﻭﺘﺭ ﺍﻝﻨﺎﺘﺞ ﻋﻥ ﻁﺒﻴﻌﺔ ﺍﻝﻌﻤل )ﻓﻬﺩ ﺍﻝﺴﻴﻑ‪.(2000‬‬
‫ﻭﺘﻭﺼل ) ﺭﻭﺩﺍﺭﻱ ﻭﺁﺨﺭﻭﻥ ‪ ( Rodary et col 1993‬ﺃﻥ ‪ %20‬ﺇﻝﻰ ‪ % 40‬ﻤﻥ‬
‫ﺍﻝﻤﻌﺎﻝﺠﻴﻥ ﻫﻡ ﻓﻲ ﺤﺎﻝﺔ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻭ‪ %25‬ﻤﻥ ﻤﻤﺭﻀﺎﺕ ﺍﻝﻤﺴﺘﺸﻔﻴﺎﺕ ﺍﻝﻌﺎﻤﺔ ﺒﺎﺨﺘﻼﻑ‬
‫ﺍﻝﻤﺼﻠﺤﺎﺕ ﻴﻌﺎﻨﻴﻥ ﻓﻲ ﻋﻤﻠﻬﻥ‪ %56 ،‬ﻤﻨﻬﻥ ﺭﻏﺒﺕ ﻤﺅﺨﺭﺍ ﻓﻲ ﺍﻝﺘﺨﻠﻲ ﻋﻥ ﻤﻬﻨﺘﻬﺎ ‪ ،‬ﺭﻏﻡ ﺃﻥ‬
‫‪ %80‬ﻤﻨﻬﻥ ﻻ ﻴﺯﻝﻥ ﻤﺘﺤﻔﺯﺍﺕ ﺠﺩﺍ ﻝﻤﺎ ﻴﻘﻤﻥ ﺒﻪ)ﺤﺎﺘﻡ ‪ .(2005‬ﻭﺍﻨﺘﻬﺕ ﻨﺘﺎﺌﺞ ) ﻤﻭﺴﺎﻭﻱ‬
‫‪ (2001‬ﺃﻥ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﻀﻐﻁ ﻤﻬﻨﻲ‪.‬‬
‫ﻭﺒﻴ‪‬ﻥ)ﺃﻡ ﻭﻫﺎﺭﻴﺴﻭﻥ ‪) ( Um et Harrison1998‬ﻓﻬﺩ ﺍﻝﺴﻴﻑ‪ (2000‬ﺃﻥ ﻀﻐﻭﻁ‬
‫ﺍﻝﻤﻬﻨﻴﺔ‪ ،‬ﻭﺃﻋﺒﺎﺀ ﻭﻋﻼﻗﺔ‬ ‫ﺘﻨﺸﺄ ﻋﻥ ﺍﻝﻌﻼﻗﺔ‬ ‫ﺍﻝﻤﻤﺎﺭﺴﺔ ﺍﻝﻤﻬﻨﻴﺔ ﻓﻲ ﺍﻝﺨﺩﻤﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫ﺍﻝﻌﻤل‪،‬ﻭﺨﺼﺎﺌﺹ ﻤﺅﺴﺴﺎﺕ ﺍﻝﺨﺩﻤﺎﺕ ‪،‬ﺤﻴﺙ ﺃﻥ ﺍﻷﺨﺼﺎﺌﻲ ﺍﻻﺠﺘﻤﺎﻋﻲ ﻴﻘﻀﻲ ﻭﻗﺘﺎ ﻁﻭﻴﻼ‬
‫ﻤﺘﻭﺍﺼﻼ ﻓﻲ ﺍﻝﻌﻤل ﺍﻝﻤﺠﻬﺩ ﻤﻊ ﺍﻝﻌﻤﻼﺀ ﻨﺘﻴﺠﺔ ﻝﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ ﺍﻝﺘﻲ ﺘﺘﻁﻠﺏ ﺫﻝﻙ‪.‬ﻜﻤﺎ ﻜﺸﻔﺕ‬
‫ﺩﺭﺍﺴﺔ )ﺠﻠﻭﻝﻲ ‪ ( 2003‬ﺃﻥ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﺸﺩﺓ ﻤﺭﺘﻔﻌﺔ ﻤﻥ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻭﻤﻥ‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﺸﺩﺓ ﻤﺘﻭﺴﻁﺔ ﻤﻥ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻭﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ‪ .‬ﻭﺘﺸﻴﺭ ﺩﺭﺍﺴﺔ) ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪(2000‬‬
‫ﻝﺩﻯ ﺍﻷﺨﺼﺎﺌﻴﻴﻥ ﺍﻻﺠﺘﻤﺎﻋﻴﻴﻥ ﻓﻲ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺍﻝﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺍﻝﻘﻁﺎﻉ ﺍﻝﺼﺤﻲ‬
‫ﻭﺍﻝﺘﻌﻠﻴﻤﻲ ﺃﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺍﻝﻨﺎﺘﺞ ﻋﻥ ﻁﺒﻴﻌﺔ ﺍﻝﻭﻅﻴﻔﺔ ﻋﺎل ﻭﻫﻭ ﺭﺍﺠﻊ ﺇﻝﻰ ﻗﺼﺭ ﺍﻝﻤﺴﺎﺭ‬
‫ﺍﻝﻭﻅﻴﻔﻲ ﻭﻓﺭﺹ ﺍﻝﺘﺭﻗﻲ‪ ،‬ﻭﺍﻝﻨﺩﻡ ﻻﺨﺘﻴﺎﺭ ﻫﺫﺍ ﺍﻝﺘﺨﺼﺹ ﻭﺍﻝﺤﺎﺠﺔ ﻝﻠﻘﻴﺎﻡ ﺒﺄﻋﻤﺎل ﺃﺨﺭﻯ ﻝﺯﻴﺎﺩﺓ‬
‫ﺍﻝﺩﺨل‪ ،‬ﻭﺘﺸﻌﺏ ﺍﻝﻤﺴﺅﻭﻝﻴﺎﺕ ﺍﻝﻤﺴﺒﺒﺔ ﻝﻠﺘﻭﺘﺭ‪ ،‬ﺍﻹﻨﻬﺎﻙ ﻝﺯﻴﺎﺩﺓ ﺃﻋﺒﺎﺀ ﺍﻝﻌﻤل‪ ،‬ﺍﻝﺨﻭﻑ ﻤﻥ ﺍﻝﺘﻌﺭﺽ‬
‫ﻝﺒﻌﺽ ﺍﻷﻤﺭﺍﺽ‪،‬ﻁﻐﻴﺎﻥ ﺍﻝﻤﺴﺅﻭﻝﻴﺎﺕ ﺍﻝﻌﻤل ﻋﻠﻰ ﺍﻝﺤﻴﺎﺓ ﺍﻝﺨﺎﺼﺔ‪،‬ﺍﻹﺤﺒﺎﻁ ﻝﻀﺂﻝﺔ ﻓﺭﺹ ﺍﻝﻨﻤﻭ‬
‫ﺍﻝﻤﻬﻨﻲ‪،‬ﺍﻝﻐﺒﻥ ﻝﺘﻔﺎﻭﺕ ﺘﻘﺩﻴﺭ ﺍﻝﻤﻬﻨﺔ ﻤﻊ ﺍﻝﻤﻬﻥ ﺍﻷﺨﺭﻯ‪.‬‬
‫ﻭﺘﻅﻬﺭ ﻤﻥ ﺒﻴﻥ ﺍﻷﻋﺭﺍﺽ ﺍﻝﺨﺎﺼﺔ ﺒﺎﻝﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺘﺒﻨﻲ ﺴﻠﻭﻙ ﻭﺍﺘﺠﺎﻩ ﺩﻓﺎﻋﻲ ﻓﻲ‬
‫ﺍﻝﻌﻼﻗﺎﺕ ﻤﻊ ﺍﻵﺨﺭﻴﻥ ﺘﺘﻤﺜل ﻓﻲ ﻋﺩﻡ ﺍﻝﺜﻘﺔ ﻏﻴﺭ ﺍﻝﻤﺒﺭﺭ ﺒﺎﻵﺨﺭﻴﻥ‪ ،‬ﺘﺠﺎﻫل ﺍﻵﺨﺭﻴﻥ ﻭﺍﻝﺘﻔﺎﻋل‬
‫ﻤﻊ ﺍﻵﺨﺭﻴﻥ ﺒﺸﻜل ﺁﻝﻲ ﺃﻱ ﺘﻜﺘﻨﻔﻪ ﺍﻝﺒﺭﻭﺩﺓ ﻭﺼﻌﻭﺒﺎﺕ ﻓﻲ ﺍﻻﺘﺼﺎل)ﻋﻠﻲ ﻋﺴﻜﺭ ‪.(2003‬‬
‫ﺃﻤﺎ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻠﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪ ،‬ﻭﺍﻝﺫﻱ ﻴﻌﺭﻓﻪ )ﻋﺎﻤﺭﺍﻝﻜﺒﻴﺴﻲ‪ (2006‬ﺒﺄﻨﻪ " ﻴﻌﺩ ﺍﻝﺤﺼﻴﻠﺔ‬
‫ﻝﻜل ﺍﻝﻌﻭﺍﻤل ﺍﻝﺒﻴﺌﻴﺔ ﺍﻝﺩﺍﺨﻠﻴﺔ ﻜﻤﺎ ﻴﻔﺴﺭﻫﺎ ﻭﻴﺤﻠﻠﻬﺎ ﺍﻝﻌﺎﻤﻠﻭﻥ ﻓﻴﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﻅﻬﺭ ﺘﺄﺜﻴﺭﺍﺘﻬﺎ ﻋﻠﻰ‬
‫ﺴﻠﻭﻜﻬﻡ ﻭﻋﻠﻰ ﻤﻌﻨﻭﻴﺎﺘﻬﻡ ﻭﺒﺎﻝﺘﺎﻝﻲ ﻋﻠﻰ ﺃﺩﺍﺌﻬﻡ ﻭﺍﻨﺘﻤﺎﺌﻬﻡ ﻝﻠﻤﻨﻅﻤﺔ ﺍﻝﺘﻲ ﻴﻌﻤﻠﻭﻥ ﻓﻴﻬﺎ "‪ .‬ﻓﺩﺭﺍﺴﺔ‬
‫)ﺠﻭﺩﺍ‪) ( Gowda1997‬ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪ (2000‬ﺃﻅﻬﺭﺕ ﺃﻥ ﺍﻝﻌﻭﺍﻤل ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻤﺜل‪ :‬ﻀﻐﻁ‬
‫ﺍﻝﻌﻤل‪ ،‬ﻓﺭﺹ ﺍﻝﺘﺭﻗﻲ ﻭﺍﻝﺭﻭﺍﺘﺏ ﻫﻲ ﺃﻜﺜﺭ ﺘﺄﺜﻴﺭ ﻋﻠﻰ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻤﻥ ﺍﻝﻌﻤﻴل‪.‬‬
‫ﻜﻤﺎ ﺒﻴ‪‬ﻨﺕ ﺩﺭﺍﺴﺔ )ﺒﺎﺭﺒﺭ ﻭﺠﻭﺍﻱ ‪) ( Barber et Iwai1996‬ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪ (2000‬ﺃﻥ‬
‫ﺒﻴﺌﺔ ﺍﻝﻌﻤل ﺍﻝﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺍﻝﺼﺭﺍﻉ ﺍﻝﺩﻭﺭ ﺃﻜﺜﺭ ﺘﺄﺜﻴﺭ ﻓﻲ ﺇﺤﺩﺍﺙ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻋﻥ ﺴﻤﺎﺕ‬
‫ﺍﻝﺸﺨﺼﻴﺔ ﻭﻋﻥ ﻜﻤﻴﺔ ﺍﻻﺘﺼﺎل ﻭﻋﻥ ﻜﻤﻴﺔ ﺍﻝﺩﻋﻡ ﺍﻻﺠﺘﻤﺎﻋﻲ ﻭﺯﻤﻼﺀ ﺍﻝﻌﻤل‪ .‬ﻭﺍﻨﺘﻬﺕ ﻨﺘﺎﺌﺞ‬
‫ﺃﻁﺒﺎﺀ ﺍﻝﻌﻤل ﺒﻌﻨﺎﺒﺔ ﺇﻝﻰ ﻜﻭﻥ ﺍﻝﺒﻌﺩ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻥ ﺍﻝﻌﻭﺍﻤل ﺍﻝﻤﺴﺒﺒﺔ ﻝﻠﻀﻐﻁ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ)‬
‫ﺤﺎﺘﻡ ‪ .( 2005‬ﻭﺘﻭﺼل )ﻤﺴﻌﻭﺩﻱ ‪ ( 2003‬ﺃﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﺘﺴﺒﺏ ﻓﻲ ﻤﻌﺎﻨﺎﺓ ﺃﻁﺒﺎﺀ‬
‫ﻤﺼﻠﺤﺔ ﺍﻻﺴﺘﻌﺠﺎﻻﺕ ﻤﻥ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪ .‬ﻭﺃﻅﻬﺭﺕ ) ﻤﻭﺴﺎﻭﻱ ‪ (2001‬ﺃﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺩﺍﻝﺔ‬
‫ﺒﻴﻥ ﺒﻌﺽ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﻤﻬﻨﻴﺔ ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪ .‬ﻭﺘﻭﺼﻠﺕ ﺩﺭﺍﺴﺔ )ﻜﻭﻝﻴﻨﺞ ﻭﻤﻭﺭﺍﻱ ‪1996‬‬
‫‪ (Collings et Murray‬ﺇﻝﻰ ﺃﻥ ﺍﻝﻀﻐﻭﻁ ﺍﻝﻤﻨﺘﻅﻤﺔ ﻓﻲ ﺍﻝﺘﺨﻁﻴﻁ ﻝﺘﺤﻘﻴﻕ ﺃﻫﺩﺍﻑ ﺍﻝﻌﻤل‪ ،‬ﻋﺩﻡ‬
‫ﻭﺠﻭﺩ ﺇﺠﺎﺒﺎﺕ ﻝﻤﺸﺎﻜل ﻤﺤﺩﺩﺓ ﻝﻠﻌﻤﻼﺀ ﻭﺯﻴﺎﺩﺓ ﺃﻋﺒﺎﺀ ﺍﻝﻌﻤل ﻭﻋﺩﻡ ﺍﻝﺭﻀﺎ ﻋﻥ ﻨﻭﻋﻴﺔ ﺍﻹﺸﺭﺍﻑ‬
‫ﻜﺫﻝﻙ ﻤﺅﺸﺭﺍﺕ ﻝﻭﺠﻭﺩ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ)ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪ .(2000‬ﻭﺃﻜﺩﺕ ﺩﺭﺍﺴﺔ‬ ‫ﻓﻲ ﺍﻝﻌﻤل‬
‫)‪ (Malcolm Paterson 2004‬ﺃﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻭﺜﻤﺎﻨﻴﺔ ﺃﺒﻌﺎﺩ ﻤﻥ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ‪ .‬ﻜﻤﺎ ﻜﺸﻔﺕ ﺩﺭﺍﺴﺔ )ﺒﻭﻴﺩ ‪) (Boyd 1996‬ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪ (2000‬ﺍﻝﻌﻼﻗﺔ ﺍﻝﺠﻭﻫﺭﻴﺔ‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﺒﻴﻥ ﺼﺭﺍﻉ ﻭﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﻜل ﻤﻥ ﻫﻴﺌﺔ ﺍﻝﺘﻤﺭﻴﺽ ﻭﺍﻷﺨﺼﺎﺌﻴﻴﻥ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﻴﻥ ‪ .‬ﻜﻤﺎ ﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺩﺭﺍﺴﺎﺕ)ﻝﻴﺘﺭ ﻭﻤﺎﺴﻼﺵ ‪ ( Leiter et Maslash 1988‬ﺇﻝﻰ‬
‫ﺃﻥ ﺍﻷﺨﺼﺎﺌﻴﻴﻥ ﺍﻻﺠﺘﻤﺎﻋﻴﻥ ﺍﻝﺫﻴﻥ ﻴﻤﺭﻭﻥ ﺒﺘﺠﺎﺭﺏ ﻭﺨﺒﺭﺍﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻫﻡ ﺃﻜﺜﺭ ﺍﺤﺘﻤﺎﻝﻴﺔ‬
‫ﻝﻀﻐﻁ ﺍﻻﻝﺘﺯﺍﻡ ﻭﺍﻝﻭﻻﺀ ﻝﻤﺅﺴﺴﺎﺘﻬﻡ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺍﻝﺘﻲ ﻴﻌﻤﻠﻭﻥ ﺒﻬﺎ)ﻓﻬﺩ ﺍﻝﺴﻴﻑ ‪.(2000‬‬
‫ﻭﺘﻭﺼﻠﺕ ﺩﺭﺍﺴﺔ )ﺘﺭﻨﻴﺒﺴﻴﺩ ‪ (Turnipseed 1988،1994‬ﺃﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﻪ‬
‫ﻋﻼﻗﺔ ﺒﺎﻨﺨﻔﺎﺽ ﺍﻝﻨﺠﺎﻋﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻭﺍﻝﻤﺸﻜﻼﺕ ﺍﻝﻤﻬﻨﻴﺔ ﻜﺎﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل‪،‬ﺍﻝﺨﻤﻭل‪،‬ﺨﺩﻤﺎﺕ‬
‫ﺭﺩﻴﺌﺔ‪،‬ﻏﻴﺎﺒﺎﺕ ﻭﻤﺸﻜﻼﺕ ﻋﻼﺌﻘﻴﺔ‪ .‬ﻭﺘﻭﺼﻠﺕ ) ﺠﻠﻭﻝﻲ‪ (2003‬ﺇﻝﻰ ﺃﻥ ﺍﻝﻤﺤﻴﻁ ﺍﻻﺴﺘﺸﻔﺎﺌﻲ ﻴﻀﻡ‬
‫ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﻋﻭﺍﻤل ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺒﻌﻀﻬﺎ ﻤﺭﺘﺒﻁ ﺒﺘﻨﻅﻴﻡ ﺍﻝﻌﻤل ﻨﻔﺴﻪ ﻜﺎﻝﻌﺏﺀ ﺍﻝﻜﻤﻲ ﻭﺍﻝﻨﻭﻋﻲ‬
‫ﻝﻠﻤﻬﻤﺔ‪ ،‬ﻭﺒﻌﻀﻬﺎ ﻤﺭﺘﺒﻁ ﺒﺎﻝﻌﻼﻗﺎﺕ ﺍﻹﻨﺴﺎﻨﻴﺔ ﺍﻝﺘﻲ ﺘﺭﺒﻁ ﺍﻝﻤﻤﺭﺽ ﺒﺎﻝﻤﺭﻴﺽ ﻭﺒﻤﺨﺘﻠﻑ ﻋﻨﺎﺼﺭ‬
‫ﺍﻝﻔﺭﻴﻕ ﺍﻝﻁﺒﻲ‪ ،‬ﻭﺒﻌﻀﻬﺎ ﺍﻷﺨﺭ ﻤﺭﺘﺒﻁ ﺒﻁﺭﻴﻘﺔ ﺘﻨﻅﻴﻡ ﺍﻝﻌﻤل ﻜﻨﻅﻡ ﺍﻝﺘﺭﻗﻴﺔ ﻭﺍﻷﺠﻭﺭ ﻭﻤﻭﺍﻋﻴﺩ‬
‫ﺍﻝﻌﻤل ﻭﻭﺴﺎﺌﻠﻪ‪.‬‬
‫ﻭﺘﻌﺩﺩﺕ ﺍﻝﻤﻅﺎﻫﺭ ﺍﻝﻨﻔﺴﻴﺔ ﻝﻠﻀﻐﻭﻁ ﺍﻝﻌﻤل ﻭﺘﻅﻬﺭ ﻋﻠﻰ ﺸﻜل ﺃﻋﺭﺍﺽ ﻤﻥ ﺒﻴﻨﻬﺎ ﺍﻝﻜﺂﺒﺔ‪،‬‬
‫ﻓﻘﺩﺍﻥ ﺍﻻﻫﺘﻤﺎﻡ‪ ،‬ﻓﺭﻁ ﺍﻝﺘﻬﻴﺞ‪ ،‬ﻓﻘﺩﺍﻥ ﺍﻝﺼﺒﺭ‪ ،‬ﺍﻝﻐﻀﺏ‪ ،‬ﺍﻝﻤﻠل‪ ،‬ﺍﻝﺨﻤﻭل‪ ،‬ﺍﻝﺴﻠﺒﻴﺔ)ﻋﺒﺩ ﺍﷲ ‪(2001‬‬
‫ﻭﻤﻥ ﻫﻨﺎ ﻨﺴﺘﻁﻴﻊ ﺃﻥ ﻨﻘﻭل ﺒﺄﻥ ﺍﻝﺒﺤﻭﺙ ﻭﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺒﻤﻬﻨﺔ ﺍﻝﺘﻤﺭﻴﺽ ﻭﺒﺎﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬
‫ﺃﺜﺒﺘﺕ ﺃﻥ ﻜﻼﻫﻤﺎ ﻤﻤﻜﻥ ﺃﻥ ﻴﺴﺒﺏ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ)ﺁﻴﺕ ﺤﻤﻭﺩﺓ‪.(2006‬‬
‫ﻓﻤﻀﺎﻋﻔﺎﺕ ﻭﺃﺜﺭ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺘﺘﻤﺜل ﺃﻭﻻ ﻓﻲ ﺍﻝﺠﺎﻨﺏ ﺍﻝﺼﺤﻲ ﻝﻠﻤﻤﺭﻀﻴﻥ)ﻗﺎﻨﺴﺘﺭ‬
‫ﻭﺸﻭﺒﺭﻭﻙ‪) ( Ganter et Schaubroeck 1991‬ﺴﺘﻭﺭﺩﻭﺭ‪ ( Stordeur1999‬ﻜﺫﻝﻙ‬
‫ﺍﻝﺠﺎﻨﺏ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻓﻬﻭ ﻴﺨﻔﺽ ﻤﻥ ﺍﻝﺭﻀﺎ ﺍﻝﻤﻬﻨﻲ ﻭﻴﺯﻴﺩ ﻤﻥ ﺍﻻﻏﺘﺭﺍﺏ ﻭﻤﻥ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل‬
‫ﻭﺍﻝﻐﻴﺎﺏ ﻭﻴﻨﻘﺹ ﻜﺫﻝﻙ ﻤﻥ ﺍﻝﻨﺠﺎﻋﺔ ﻓﻲ ﺍﻝﻌﻤل )ﺩﻴﺠﻭﺭ ﻭﺁﺨﺭﻭﻥ ‪( Dugan et col1996‬‬
‫)ﻓﺭﺙ ﻜﻭﺯﻨﻲ ‪)( Firth Cozens1993‬ﻝﻲ ﻭﺃﺵ ﻓﻭﺭﺕ ‪) ( Lee et Ashforth1996‬ﻝﻴﺘﺭ‬
‫ﻭﻤﺎﺴﻼﺵ ‪) ( Leiter et Maslash1988‬ﻤﻭﺘﻭﻭﻴﺩﻝﻭ‪ ،‬ﺒﻜﺎﺭﻭﻤﺎﻨﻴﻥ ‪Motowidlo – 1986‬‬
‫‪ ) (Packarder et Maning‬ﺴﺘﻭﺭﺩﻭﺭ‪ .( Stordeur1999‬ﻜﻤﺎ ﻜﺸﻔﺕ ﻨﺘﺎﺌﺞ ) ﻋﺒﻴﺩ ﺍﷲ‬
‫ﺍﻝﻌﻤﺭﻱ ‪ ( 2004‬ﺃﻥ ﻀﻐﻭﻁ ﺍﻝﻌﻤل ﺘﺘﺤﺩﺩ ﺒﻜل ﻤﻥ‪ :‬ﺍﻝﻌﻤﺭ‪ ،‬ﺍﻝﺨﺩﻤﺔ‪ ،‬ﺍﻝﺭﺍﺘﺏ ﺍﻝﺸﻬﺭﻱ‪ ،‬ﺼﺭﺍﻉ‬
‫ﺍﻝﺩﻭﺭ‪ ،‬ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻭﺍﻝﻭﻻﺀ ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫ﻭﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻘﺩﻡ ﻴﻤﻜﻥ ﺼﻴﺎﻏﺔ ﻤﺸﻜﻠﺔ ﺍﻝﺩﺭﺍﺴﻴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻓﻲ ﺍﻝﺘﺴﺎﺅﻻﺕ ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
‫‪ -‬ﻫل ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﻓﻲ ﺩﺭﺠﺎﺕ ﺍﻹﺩﺭﺍﻙ ﻝﻠﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ؟‬

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‫‪ -‬ﻫل ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻝﺼﺤﻴﺔ؟‬
‫‪-‬ﻫل ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ؟‬
‫‪-‬ﻫل ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﻭﺍﻝﻐﻴﺎﺒﺎﺕ ﻝﺩﻯ‬
‫ﺍﻝﻤﻤﺭﻀﻴﻥ؟‬
‫‪-‬ﻫل ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻝﺩﻯ ﺍﻝﻤﻤﺭﺽ؟‬
‫‪ -‬ﻫل ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﻓﻲ ﺩﺭﺍﺠﺎﺕ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺭﺅﺴﺎﺀ ﺍﻝﻔﺭﻕ‬
‫ﻭﺍﻝﻤﺭﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﺍﻝﺭﺌﻴﺴﻴﻴﻥ ؟‬
‫‪ -‬ﻫل ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺒﻴﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺭﺅﺴﺎﺀ ﺍﻝﻔﺭﻕ‬
‫ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﺍﻝﺭﺌﻴﺴﻴﻴﻥ؟‬

‫ﺍﻝﻔﺭﻀﻴﺎﺕ‪:‬‬
‫‪ -1‬ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﺩﺭﺠﺎﺕ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫‪ -2‬ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫‪ -3‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍ ﺍﻝﺼﺤﻴﺔ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ‬
‫ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫‪ -4‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﻋﺩﺩ ﺍﻝﻐﻴﺎﺒﺎﺕ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺩﺭﺠﺎﺕ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫‪ -5‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫‪ -6‬ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﺩﺭﺍﺠﺎﺕ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫ﻭﺭﺅﺴﺎﺀ ﺍﻝﻔﺭﻕ ﻭﺍﻝﻤﺭﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﺍﻝﺭﺌﻴﺴﻴﻴﻥ‪.‬‬
‫‪ -7‬ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺒﻴﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺭﺅﺴﺎﺀ‬
‫ﺍﻝﻔﺭﻕ ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﻭﺍﻝﻤﺭﺍﻗﺒﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﺍﻝﺭﺌﻴﺴﻴﻴﻥ‪.‬‬

‫ﺃﻫﺩﺍﻑ ﺍﻝﺩﺭﺍﺴﺔ ‪:‬‬

‫‪ -‬ﺍﺴﺘﻘﺼﺎﺀ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺒﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﺎﻝﺠﺯﺍﺌﺭ‬
‫ﺍﻝﻌﺎﺼﻤﺔ ﻋﻠﻰ ﺃﺒﻌﺎﺩ ﻤﻘﻴﺎﺱ ﻤﺎﺴﻼﺵ ﻝﻼﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬

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‫– ﻤﻌﺭﻓﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﺎﻝﻌﺎﺼﻤﺔ ﺍﻝﺠﺯﺍﺌﺭﻴﺔ‪.‬‬

‫‪ -‬ﻤﻌﺭﻓﺔ ﻤﺎ ﺇﺫﺍ ﻜﺎﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫– ﻤﺤﺎﻭﻝﺔ ﺍﻝﻜﺸﻑ ﻭﺘﻔﺴﻴﺭ ﺒﻌﺽ ﻋﻭﺍﻤل ﺭﺩﺍﺀﺓ ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﺼﺤﻴﺔ ﻭﺍﻝﺴﻠﻭﻜﻴﺎﺕ ﺍﻝﻐﻴﺭ ﺇﻨﺴﺎﻨﻴﺔ ﻓﻲ‬
‫ﻤﺅﺴﺴﺎﺘﻨﺎ ﺍﻝﺼﺤﻴﺔ‪.‬‬

‫ﺍﻝﺩﺭﺍﺴﺎﺕ ﻭﺍﻝﺒﺤﻭﺙ ﺍﻝﺴﺎﺒﻘﺔ‪:‬‬

‫* ﺩﺭﺍﺴﺔ ﺃ‪.‬ﻤﻭﻨﻴﻜﺔ ﻫﻭﻤﻨﻘﻭﻱ ﻭﻜﺎﺭﻝﺔ ﺱ‪.‬ﺴﻤﻴﺙ ‪A. Hemingway and Carlo 1999‬‬
‫ﺘﺤﺕ ﻋﻨﻭﺍﻥ‪ " :‬ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﻀﻐﻭﻁ ﺍﻝﻌﻤل ﻜﻤﺅﺸﺭﺍﺕ ﻋﻠﻰ‬ ‫‪Monica S.Smith.‬‬
‫ﺴﻠﻭﻜﻴﺎﺕ ﺍﻻﻨﺴﺤﺎﺏ ﻭﺤﻭﺍﺩﺙ ﺍﻝﻌﻤل ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ "‬
‫ﺘﻭﺼﻠﺕ ﺇﻝﻰ ﺃﻥ ﺍﻻﺴﺘﻌﺩﺍﺩ ﻝﻠﺩﻭﺭﺍﻥ ﻴﺭﺘﻔﻊ ﻜﻠﻤﺎ ﺯﺍﺩ ﺼﺭﺍﻉ ﺍﻝﺩﻭﺭ ﻭﻫﺫﺍ ﻤﺎ ﻴﺘﻔﻕ ﻤﻊ ﻨﺘﺎﺌﺞ‬
‫)‪ (Gray-Toft et Anderson, 1981‬ﺍﻝﺫﻱ ﺃﺜﺒﺕ ﺒﺄﻥ ﻨﺴﺒﺔ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻴﻌﺘﺒﺭ ﻤﻥ ﺃﻫﻡ‬
‫ﻨﻭﺍﺘﺞ ﺍﻝﻀﻐﻁ ﻋﻨﺩ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫ـ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻝﻪ ﻋﻼﻗﺔ ﻗﻭﻴﺔ ﻤﻊ ﺍﻝﺼﺭﺍﻉ ﺍﻝﺩﻭﺭ ﻤﻘﺎﺭﻨﺔ ﻤﻊ )ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ‪ ،‬ﺍﻝﻭﻓﻴﺎﺕ‪،‬‬
‫ﻋﺒﺊ ﺍﻝﻌﻤل(‪.‬‬
‫ـ ﻋﻼﻗﺔ ﺍﻝﻐﻴﺎﺒﺎﺕ ﺒﻤﺼﺎﺩﺭ ﺍﻝﻀﻐﻁ ﺍﻝﻤﺘﻨﺎﻭﻝﺔ ﻓﻲ ﺍﻝﺩﺭﺍﺴﺔ ﻜﺎﻨﺕ ﻀﻌﻴﻔﺔ ‪r =0,05‬‬
‫ـ ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻝﻪ ﻋﻼﻗﺔ ﻗﻭﻴﺔ ﺒﺈﺼﺎﺒﺎﺕ ﺍﻝﻌﻤل‪.‬‬
‫ـ ﻋﺩﻡ ﺍﻝﺘﻌﺎﻭﻥ ﺒﻴﻥ ﺍﻝﺯﻤﻼﺀ ﻴﺅﺩﻱ ﺇﻝﻰ ﻀﻐﻁ ﺍﻝﻭﻓﻴﺎﺕ‪.‬‬
‫ـ ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻝﻪ ﻋﻼﻗﺔ ﺒﻀﻐﻁ ﺍﻝﻌﻤل‪.‬‬
‫ـ ﻋﺒﺊ ﺍﻝﻌﻤل ﻝﻪ ﻋﻼﻗﺔ ﺒﻨﻘﺹ ﺩﻋﻡ ﺍﻝﻤﺸﺭﻑ ﻭﻀﻐﻁ ﺍﻝﻌﻤل‪.‬‬
‫*ﺩﺭﺍﺴﺔ ﻜﻴﻠﻲ‪.‬ل‪.‬ﺯﻻﺱ‪ ،‬ﺒﺎﻤﻼ‪.‬ل‪.‬ﺒﻴﺭﻭﻯ‪ ،‬ﻭﺍﻴﻥ‪.‬ﺃ‪.‬ﻫﻭﺵ ﻭﺍﺭﺘﺭ)‪(1999‬‬
‫‪Kelly L.Zellars, Pamelal.Perrewé, Wayne A.Hochwarter‬‬
‫ﺘﺤﺕ ﻋﻨﻭﺍﻥ‪ " :‬ﺍﻝﺘﺨﻔﻴﻑ ﻤﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﻤﻭﻅﻔﻲ ﺍﻝﻌﻨﺎﻴﺔ ﺍﻝﺼﺤﻴﺔ ﺫﻭﻱ ﺍﻻﻨﻔﻌﺎﻻﺕ‬
‫ﺍﻝﺴﻠﺒﻴﺔ ﺍﻝﻤﺭﺘﻔﻌﺔ‪ .‬ﻤﺎ ﺫﺍ ﻴﻤﻜﻥ ﻝﻠﻤﻨﻅﻤﺎﺕ ﻓﻌﻠﻪ؟ "‬
‫ﻭﻗﺩ ﺘﻭﺼ‪‬ﻠﺕ ﺍﻝﻨﺘﺎﺌﺞ ﺃﻥ ﺇﺩﺭﺍﻙ ﺼﺭﺍﻉ ﺍﻝﺩﻭﺭﻱ ﻴﺯﺩﺍﺩ ﺤﺩ‪‬ﺓ‪ ،‬ﺒﻴﻨﻤﺎ ﺇﺩﺭﺍﻙ ﺍﻝﻔﻌﺎﻝﻴﺔ ﺍﻝﺠﻤﺎﻋﻴﺔ ﻴﺴﺎﻫﻡ‬
‫ﻓﻲ ﺘﺨﻔﻴﻑ ﺒﻌﺽ ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺫﻭﻱ ﺍﻻﻨﻔﻌﺎﻝﻴﺔ ﺍﻝﻌﺎﻝﻴﺔ‪.‬‬
‫ﻜﻤﺎ ﺘﻡ ﺍﻝﺘﻭﺼل ﻤﺅﺨﺭﺍ ﺒﺄﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﻋﻤﺎل ﺍﻝﻘﻁﺎﻋﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺘﺯﺩﺍﺩ ﺴﻭﺀﺍ‬
‫ﺨﻼل ﻤﺩ‪‬ﺓ ‪ 18‬ﺸﻬﺭﺍ ﻤﻥ ﺍﻝﻌﻤل ﻓﻲ ﻨﻔﺱ ﺍﻝﻅﺭﻭﻑ ﺍﻝﻤﺤﻴﻁﻴﺔ)‪.(Savicki et Cooly, 1994‬‬

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‫ﻏﻴﺭ ﺃﻥ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻴﺭﻭﻥ ﺒﺄﻨﻪ ﻤﻥ ﺍﻝﺼﻌﺏ ﺘﺤﺩﻴﺩ ﻅﺭﻭﻑ ﺍﻝﻌﻤل ﻤﻌﻴﻨﺔ ﻴﻤﻜﻥ ﺍﻋﺘﺒﺎﺭﻫﺎ ﻤﻬﻤ‪‬ﺔ‬
‫ﺒﺎﻝﻨﺴﺒﺔ ﻝﺒﻌﺩ ﻤﻌﻴﻥ ﻤﻥ ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬
‫*ﺩﺭﺍﺴﺔ ﺤﺴﻥ ﻋﺩﺍﺩ )‪ (2001‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ‬
‫ﺍﻝﻌﻤل ﻭﺍﻝﺘﻨﻅﻴﻡ ﺒﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‪ .‬ﺘﺤﺕ ﻋﻨﻭﺍﻥ "ﺍﻝﺠ ‪‬ﻭ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺒﺎﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‬
‫ﺍﻝﻌﻤﻭﻤﻴﺔ ﻭﻋﻼﻗﺘﻪ ﺒﺎﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ ﻋﻨﺩ ﺇﻁﺎﺭﺍﺕ ﺘﺴﻴﻴﺭ ﻫﺫﻩ ﺍﻝﻤﺅﺴﺴﺎﺕ"‬
‫ﺘﻭﺼل ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺃﻥ ﺘﺩﺭﻙ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺒﺎﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ ﺠﻭﺍ ﺘﻨﻅﻴﻤﻴﺎ ﺴﻠﺒﻴﺎ‪.‬‬
‫ـ ﺘﻌﺎﻨﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻤﻭﻅﻔﺔ ﺒﺎﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﻌﻤﻭﻤﻴﺔ ﻤﻥ ﻀﻐﻁ ﻤﻬﻨﻲ‪.‬‬
‫ـ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺇﺩﺭﺍﻙ ﺍﻝﺠﻭ ّﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺒﺎﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ‪ ،‬ﻭﺍﻝﻀﻐﻁ ﺍﻝﺫﻱ ﺘﻌﺎﻨﻲ‬
‫ﻤﻨﻪ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ‪.‬‬
‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﻓﻲ ﺇﺩﺭﺍﻙ ﺍﻝﺠﻭ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﺃﻨﻭﺍﻉ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﻌﻤﻭﻤﻴﺔ‬
‫ﺒﺎﻝﺠﺯﺍﺌﺭ ﺍﻝﻌﺎﺼﻤﺔ‪.‬‬
‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﺩﻴﺭﻴﻥ ﻭﺭﺅﺴﺎﺀ ﺍﻝﻤﻜﺎﺘﺏ ﻓﻲ ﺇﺩﺭﺍﻜﻬﻡ ﻝﻠﺠ ‪‬ﻭ ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫ـ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻹﻁﺎﺭﺍﺕ ﻤﻥ ﺤﻴﺙ ﺍﻝﺴﻥ ﻓﻲ ﻤﻌﺎﻨﺎﺘﻬﻡ‬
‫ـ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻹﻁﺎﺭﺍﺕ ﻤﻥ ﺤﻴﺙ ﺍﻝﺘﻜﻭﻴﻥ ﻓﻲ ﻤﻌﺎﻨﺎﺘﻬﻡ ﻤﻥ ﺍﻝﻀﻐﻁ‪.‬‬
‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻤﻥ ﺤﻴﺙ ﻤﺴﺘﻭﻯ ﺍﻝﻤﺴﺅﻭﻝﻴﺔ ﻓﻲ ﺍﻝﺸﻌﻭﺭ‬
‫ﺒﺎﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪.‬‬
‫ـ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻤﻥ ﺤﻴﺙ ﺴﻨﻭﺍﺕ ﺍﻷﻗﺩﻤﻴﺔ ﻓﻲ ﺍﻝﻤﻌﺎﻨﺎﺕ ﻤﻥ‬
‫ﺍﻝﻀﻐﻁ‪.‬‬
‫*ﺩﺭﺍﺴﺔ ﻝﻴﻨﺩﻩ ﻤﻭﺴﺎﻭﻱ )‪ :(2001‬ﺘﺤﺕ ﻋﻨﻭﺍﻥ‪ " :‬ﻋﻼﻗﺔ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ ﺒﺒﻌﺽ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ‬
‫ﺍﻝﻤﻬﻨﻴﺔ ﻭﺍﻝﻔﺭﺩﻴﺔ ﻋﻨﺩ ﺍﻝﻤﻤﺭﻀﻴﻥ " ﻭﻫﻲ ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﻭﺍﻝﺘﻨﻅﻴﻡ ﻏﻴﺭ‬
‫ﻤﻨﺸﻭﺭﺓ‪ :‬ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‪.‬‬
‫ﺘﻭﺼﻠﺕ ﺇﻝﻰ ﺃﻥ‪:‬‬
‫ـ ﻴﻌﺎﻨﻲ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻤﻥ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪.‬‬
‫ـ ﻋﻼﻗﺔ ﺒﻴﻥ ﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻤﺔ ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪.‬‬
‫ـ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻌﻼﻗﺎﺕ ﺩﺍﺨل ﺍﻝﻤﺴﺘﺸﻔﻰ ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‬
‫ـ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺒﻴﻥ ﺍﻷﺠﺭ ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪.‬‬
‫ـ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺘﺭﻓﻴﻪ ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪.‬‬

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‫ـ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺒﻴﻥ ﻭﺴﺎﺌل ﺍﻝﻌﻤل ﻭﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‬

‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﻓﺌﺎﺕ ﺍﻝﺴﻥ ﺍﻝﻤﺨﺘﻠﻔﺔ ﻓﻴﻤﺎ ﻴﺨﺹ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻝﻀﻐﻁ‪.‬‬
‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﺍﻝﺠﻨﺴﻴﻥ ﻤﻥ ﺤﻴﺙ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻝﻀﻐﻁ‪.‬‬
‫ـ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﺍﻝﺤﺎﻝﺔ ﺍﻝﻤﺩﻨﻴﺔ ) ﺃﻋﺯﺏ‪ ،‬ﻤﺘﺯﻭﺝ‪ ،‬ﺃﺭﻤل‪ ،‬ﻤﻁﻠﻕ ( ﻤﻥ ﺤﻴﺙ ﺸـﻌﻭﺭﻫﻡ‬
‫ﺒﺎﻝﻀﻐﻁ‪.‬‬
‫*ﺩﺭﺍﺴﺔ ﺠﻠﻭﻝﻲ ﺸﺘﻭﺤﻲ ﻨﺴﻴﻤﻪ)‪ :(2003‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻲ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﺒﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ ﺘﺤﺕ ﻋﻨﻭﺍﻥ‪ " :‬ﺍﻹﻨﻬﺎﻙ ﺍﻝﻤﻬﻨﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫ﻭﺍﺴﺘﺭﺍﺘﺠﻴﺎﺕ ﺍﻝﻤﻘﺎﻭﻤﺔ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ "‪.‬‬
‫ﺘﻭﺼﻠﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ‪ -:‬ﻴﻌﺎﻨﻲ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻤﻥ ﺸﺩﺓ ﻤﺭﺘﻔﻌﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ‬
‫ﺍﻻﻨﻔﻌﺎﻝﻲ‪ ،‬ﻭﻤﻥ ﺸﺩﺓ ﻤﺘﻭﺴﻁﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﻜل ﻤﻥ ﺒﻌﺩ ﻓﻘﺩﺍﻥ ﺍﻝﺸﻌﻭﺭ ﺍﻝﺘﻌﺎﻁﻔﻲ ﻭﺒﻌﺩ ﻨﻘﺹ‬
‫ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ‪.‬‬
‫‪ -‬ﻴﻤﻴل ﺍﻝﻤﻤﺭﻀﻭﻥ ﺇﻝﻰ ﺍﺴﺘﺨﺩﺍﻡ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻝﺘﺠﻨﺏ ﻜﺄﻭل ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻝﻠﺘﻘﻠﻴل ﻤﻥ ﺸﺩﺓ‬
‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬
‫‪ -‬ﻫﻨﺎﻙ ﻓﺭﻕ ﺒﻴﻥ ﻤﻤﺭﻀﻲ ﺍﻝﻤﺼﻠﺤﺎﺕ ﺍﻝﻁﺒﻴﺔ ﻭﺍﻝﻌﻨﺎﻴﺔ ﺍﻝﻤﺭﻜﺯﺓ ﻓﻲ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻭﺘﺒﻠﺩ‬
‫ﺍﻝﻤﺸﺎﻋﺭ‪.‬‬
‫‪ -‬ﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﻤﻤﺭﻀﻭ ﺍﻝﻤﺼﻠﺤﺎﺕ ﺍﻝﻁﺒﻴﺔ ﻭﺍﻝﻌﻨﺎﻴﺔ ﺍﻝﻤﺭﻜﺯﺓ ﻓﻲ ﺍﺴﺘﺨﺩﺍﻡ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ‬
‫ﺍﻝﻤﻘﺎﻭﻤﺔ‪.‬‬
‫‪ -‬ﻻ ﻴﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﺍﻹﻨﺎﺙ ﻭﺍﻝﺫﻜﻭﺭ ﻓﻲ ﻤﺴﺘﻭﻯ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬
‫‪ -‬ﻻ ﻴﻭﺠﺩ ﻓﺭﻭﻕ ﺒﻴﻥ ﺍﻹﻨﺎﺙ ﻭﺍﻝﺫﻜﻭﺭ ﻓﻲ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ ﺍﻝﻤﻘﺎﻭﻤﺔ‪.‬‬
‫‪ -‬ﻻ ﻴﻭﺠﺩ ﻓﺭﻭﻕ ﻓﻲ ﺸﺩﺓ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺒﻴﻥ ﺍﻝﻤﺠﻤﻭﻋﺎﺕ ﺤﺴﺏ ﺍﻷﻗﺩﻤﻴﺔ ﻓﻲ ﺍﻝﻌﻤل‪.‬‬
‫‪ -‬ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﻓﻲ ﺍﺴﺘﺨﺩﺍﻡ ﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ ﺍﻝﻤﻘﺎﻭﻤﺔ ﺤﺴﺏ ﺍﻷﻗﺩﻤﻴﺔ‪.‬‬

‫‪ -‬ﻤﻨﻬﺠﻴﺔ ﺍﻝﺒﺤﺙ‪:‬‬
‫ﺍﺴﺘﺨﺩﻤﻨﺎ ﻓﻲ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﻤﻨﻬﺞ ﺍﻝﻭﺼﻔﻲ ﺍﻝﺘﺤﻠﻴﻠﻲ ﻭﻫﺫﺍ ﻝﻼﺌﻤﺘﻪ ﻝﻁﺒﻴﻌﺔ ﻫﺫﻩ‬
‫ﺍﻝﺩﺭﺍﺴﺔ‪،‬ﺤﻴﺙ ﻴﻬﺘﻡ ﺒﺘﻭﻓﻴﺭ ﺃﻭﺼﺎﻑ ﺩﻗﻴﻘﺔ ﻝﻠﻅﺎﻫﺭﺓ ﺍﻝﻤﺭﺍﺩ ﺩﺭﺍﺴﺘﻬﺎ ﻋﻥ ﻁﺭﻴﻕ ﺍﻝﻨﺘﺎﺌﺞ ﻭﺘﻔﺴﻴﺭﻫﺎ‬
‫ﻓﻲ ﻋﺒﺎﺭﺍﺕ ﻭﺍﻀﺤﺔ‪ ،‬ﻭﻤﺤﺩﺩﺓ ﻝﻠﻭﺼﻭل ﺇﻝﻰ ﺤﻘﺎﺌﻕ ﺩﻗﻴﻘﺔ ﻋﻥ ﺍﻝﻭﻀﻊ ﺍﻝﻘﺎﺌﻡ ﻤﻥ ﺃﺠل ﺘﺤﺴﻴﻨﻪ‪.‬‬

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‫‪ -‬ﻤﻴﺩﺍﻥ ﺍﻝﺒﺤﺙ ﻭﺍﻝﺩﺭﺍﺴﺔ‪ :‬ﺃﺠﺭﻴﺕ ﺍﻝﺩﺭﺍﺴﺔ ﻓﻲ ﺒﻌﺽ ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﺎﻝﺠﺯﺍﺌﺭ‬

‫ﺍﻝﻌﺎﺼﻤﺔ‪.‬ﻭﻫﻲ ﻜﺎﻵﺘﻲ‪:‬‬
‫" ﺠﺩﻭل ﻴﻤﺜل ﻨﻭﻉ ﺍﻝﻤﺅﺴﺴﺔ ﻭﻋﺩﺩ ﺍﻝﻤﺸﺎﺭﻜﻴﻥ "‬
‫ﺍﻝﻨﺴﺒﺔ ﺍﻝﻤﺌﻭﻴﺔ‬ ‫ﻋﺩﺩﺍ ﻝﻤﺸﺎﺭﻜﻴﻥ‬ ‫ﻨﻭﻉ ﺍﻝﻤﺅﺴﺴﺔ‬ ‫ﺍﺴﻡ ﺍﻝﻤﺅﺴﺴﺔ‬
‫‪16.3‬‬ ‫‪44‬‬ ‫ﻤﺼﻁﻔﻰ ﺒﺎﺸﺎ‬
‫ﻤﺭﻜﺯ ﺍﺴﺘﺸﻔﺎﺌﻲ‬
‫‪11.4‬‬ ‫‪31‬‬ ‫ﺒﺎﺏ ﺍﻝﻭﺍﺩﻱ‬
‫ﺠﺎﻤﻌﻲ‬
‫‪7.7‬‬ ‫‪21‬‬ ‫ﺒﺎﺭﻨﻲ‬
‫‪3.0‬‬ ‫‪8‬‬ ‫ﺩ‪.‬ﻤﻌﻭﺵ ﺃﻤﺤﻨﺩ‬
‫‪11.8‬‬ ‫‪32‬‬ ‫ﺴﻠﻴﻡ ﺯﻤﺭﻝﻲ‬
‫‪3.7‬‬ ‫‪10‬‬ ‫ﺍﻝﺤﺭﻭﻕ)ﺒﺎﺴﺘﻭﺭ(‬ ‫ﻤﺅﺴﺴﺔ ﺍﺴﺘﺸﻔﺎﺌﻴﺔ‬
‫‪8.9‬‬ ‫‪24‬‬ ‫ﻋﻠﻲ ﺃﻴﺕ ﺇﻴﺩﻴﺭ‬ ‫ﻤﺘﺨﺼﺼﺔ‬

‫‪11.1‬‬ ‫‪30‬‬ ‫ﺍﻝﻬﺎﺩﻱ ﻓﻠﻴﺴﻲ‬

‫‪4.1‬‬ ‫‪11‬‬ ‫ﺇﺒﺭﺍﻫﻴﻡ ﻏﺭﺍﻓﺔ‬
‫‪9.6‬‬ ‫‪26‬‬ ‫ﺒﻭﻝﻭﻏﻴﻥ‬ ‫ﻗﻁﺎﻉ ﺼﺤﻲ‬
‫‪12.5‬‬ ‫‪34‬‬ ‫ﺍﻝﻘﺒﺔ‬
‫‪100‬‬ ‫‪271‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﻋﻴﻨﺔ ﺍﻝﺒﺤﺙ ﻭﻁﺭﻴﻘﺔ ﺍﺨﺘﻴﺎﺭﻫﺎ‪:‬ﻗﻤﻨﺎ ﺒﺎﺨﺘﻴﺎﺭ ﻋﻴﻨﺔ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺒﻠﻎ ﻋﺩﺩﻫﺎ ‪ 271‬ﻤﻤﺭﻀ‪‬ﺎ‪.‬‬ ‫‪-‬‬
‫ﻤﻥ ﺒﻴﻨﻬﻡ ‪ 138‬ﺫﻜﻭﺭ ﻭ‪133‬ﺇﻨﺎﺙ‪ .‬ﺃﻱ ‪ %50,9‬ﺫﻜﻭﺭ ﻭ‪ %49,1‬ﺇﻨﺎﺙ‪ .‬ﺘﻡ ﺍﺨﺘﻴﺎﺭﻫﻡ ﺒﺎﻝﻁﺭﻴﻘﺔ‬
‫ﺍﻝﻌﺸﻭﺍﺌﻴﺔ ﺍﻝﻐﻴﺭ ﺍﺤﺘﻤﺎﻝﻴﺔ ﺩﻭﻥ ﺘﻤﻴﻴﺯ ﺃﻭ ﻭﻀﻊ ﺸﺭﻭﻁ ﻤﺴﺒﻘﺔ‪.‬‬
‫‪ -‬ﺍﻝﻤﻬﻨﺔ‪:‬‬
‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﻌﺩﺩ‬ ‫ﺍﻝﻤﻬﻨﺔ‬
‫‪%74,5‬‬ ‫‪202‬‬ ‫ﻤﻤﺭﺽ‬
‫‪%8,1‬‬ ‫‪22‬‬ ‫ﺭﺌﻴﺱ ﻓﺭﻗﺔ‬
‫‪%13,7‬‬ ‫‪37‬‬ ‫ﻤﺭﺍﻗﺏ ﻁﺒﻲ‬
‫‪%3,7‬‬ ‫‪10‬‬ ‫ﻤﺭﺍﻗﺏ ﻁﺒﻲ ﺭﺌﻴﺴﻲ‬
‫‪%100‬‬ ‫‪271‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬
‫‪ -‬ﺃﺩﻭﺍﺕ ﺍﻝﺒﺤﺙ‪:‬‬
‫*ﻤﻘﻴﺎﺱ ﻤﺎﺴﻼﺵ‪:‬ﺍﺴﺘﺨﺩﻤﻨﺎ ﻓﻲ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻘﻴﺎﺱ ﻤﺎﺴﻼﺵ ﻝﻼﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ)‪(MBI‬‬
‫‪ Maslash burn out inventory‬ﺒﻌﺩ ﺃﻥ ﻗﻤﻨﺎ ﺒﺘﻌﺩﻴﻠﻪ‪.‬‬

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‫* ﻤﻘﻴﺎﺱ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪ :‬ﺘﻡ ﺒﻨﺎﺀ ﺍﻝﻤﻘﻴﺎﺱ ﺍﻋﺘﻤﺎﺩ‪‬ﺍ ﻋﻠﻰ ﺨﺼﺎﺌﺹ ﻤﻭﻀﻭﻉ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬

‫‪ -‬ﺃﺴﻠﻭﺏ ﺍﻝﺘﺤﻠﻴل ﻭﺍﻝﻤﻌﺎﻝﺠﺔ ﺍﻹﺤﺼﺎﺌﻴﺔ ﻝﻠﻨﺘﺎﺌﺞ‪:‬‬

‫ﺜﻡ ﺘﻔﺭﻴﻎ ﺒﻴﺎﻨﺎﺕ ﺃﺩﺍﺘﻲ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺼﺎﻝﺤﺔ ﻝﻐﺎﻴﺎﺕ ﺍﻝﺒﺤﺙ ﻭﺍﻝﻤﺴﺘﻭﻓﻴﺔ ﺍﻹﺠﺎﺒﺔ ﻓﻲ ﺍﻝﺤﺎﺴﺏ ﺍﻵﻝﻲ‬
‫ﺒﻐﺭﺽ ﺘﺤﻠﻴﻠﻬﺎ ﻭﻤﻌﺎﻝﺠﺘﻬﺎ ﻋﻥ ﻁﺭﻴﻕ ﻤﺠﻤﻭﻋﺔ ﺍﻝﺒﺭﺍﻤﺞ ﺍﻹﺤﺼﺎﺌﻴﺔ ﻝﻠﻌﻠﻭﻡ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫)‪ Statistical Package For Social Science( SPSS‬ﻭﺫﻝﻙ ﻹﻴﺠﺎﺩ ﺍﻝﺘﺤﻠﻴﻼﺕ‬
‫ﺍﻹﺤﺼﺎﺌﻴﺔ ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
‫‪ -‬ﺍﻝﺘﻜﺭﺍﺭﺍﺕ ﻭﺍﻝﻨﺴﺏ ﺍﻝﻤﺌﻭﻴﺔ ﻝﻭﺼﻑ ﺍﻝﺨﺼﺎﺌﺹ ﺍﻝﺸﺨﺼﻴﺔ ﻷﻓﺭﺍﺩ ﺍﻝﺩﺭﺍﺴﺔ ﻭﻜﺫﻝﻙ ﻝﻭﺼﻑ‬
‫ﺍﻝﺒﻴﺎﻨﺎﺕ‪.‬‬
‫‪ -‬ﺍﺴﺘﺨﺭﺍﺝ ﻤﻘﺎﻴﻴﺱ ﺍﻝﻨﺯﻋﺔ ﺍﻝﻤﺭﻜﺯﻴﺔ ﻭﺍﻝﺘﺸﺘﺕ ﺤﻴﺙ ﺘﻡ ﺤﺴﺎﺏ ﺍﻝﻤﺘﻭﺴﻁ ﺍﻝﺤﺴﺎﺒﻲ ﻝﻤﻌﺭﻓﺔ ﻤﺩﻯ‬
‫ﺍﻋﺘﺩﺍل ﺼﻔﺎﺕ ﺃﻓﺭﺍﺩ ﺍﻝﻌﻴﻨﺔ ﻭﻜﺫﺍ ﺤﺴﺎﺏ ﺍﻻﻨﺤﺭﺍﻑ ﺍﻝﻤﻌﻴﺎﺭﻱ ﻝﻤﻌﺭﻓﺔ ﻁﺒﻴﻌﺔ ﺘﻭﺯﻴﻊ ﺃﻓﺭﺍﺩ ﺍﻝﻌﻴﻨﺔ‬
‫ﻭﻤﺩﻯ ﺍﻨﺴﺠﺎﻤﻬﺎ‪.‬‬
‫‪ -‬ﺤﺴﺎﺏ ‪ X2‬ﻝﻤﻌﺭﻓﺔ ﺇﺫﺍ ﻤﺎ ﻜﺎﻨﺕ ﻫﻨﺎﻙ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺇﻤﻜﺎﻨﻴﺎﺕ‬
‫ﺍﻷﺠﻭﺒﺔ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻜل ﺒﻨﺩ ﻓﻲ ﺍﻷﺩﺍﺘﻴﻥ‪.‬‬
‫‪ -‬ﺍﺴﺘﻌﻤﺎل ﻤﻌﺎﻤل ﺍﻻﺭﺘﺒﺎﻁ ‪ Pearson‬ﻝﻤﻌﺭﻓﺔ ﺩﻻﻝﺔ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ‪.‬‬
‫‪ -‬ﺍﺴﺘﺨﺩﺍﻡ ﺘﺤﻠﻴل ﺍﻝﺘﺒﺎﻴﻥ‪ ،‬ﻭﺍﺴﺘﻌﻤﺎل ‪ F‬ﻝﻘﻴﺎﺱ ﺩﻻﻝﺔ ﺍﻝﻔﺭﻭﻕ ﺒﻴﻥ ﻤﺘﻭﺴﻁﺎﺕ ﻓﺌﺎﺕ ﻋﻴﻨﺔ‬
‫ﺍﻝﺩﺭﺍﺴﺔ‪.‬‬

‫ﻋﺭﺽ ﻨﺘﺎﺌﺞ ﺍﻝﺒﺤﺙ‬

‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻷﻭﻝﻰ‪:‬‬
‫ﺠﺩﻭل‪ :‬ﻴﺒﻴ‪‬ﻥ " ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻝﻠﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ‬
‫ﺍﻻﻨﺤﺭﺍﻑ ﺍﻝﻤﻌﻴﺎﺭﻱ‬ ‫ﺍﻝﻤﺘﻭﺴﻁ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺘﻜﺭﺍﺭ‬ ‫ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ‬
‫‪% 3,7‬‬ ‫‪10‬‬ ‫ﻤﻼﺌﻡ‬
‫‪0,56‬‬ ‫‪2,52‬‬ ‫‪% 40,2‬‬ ‫‪109‬‬ ‫ﻤﻌﺘﺩل‬
‫‪% 56,1‬‬ ‫‪152‬‬ ‫ﻏﻴﺭ ﻤﻼﺌﻡ‬

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‫ﻴﺘﻀﺢ ﻤﻥ ﺨﻼل ﺍﻝﺠﺩﻭل ﺃﻥ ﺃﻏﻠﺒﻴﺔ ﺃﻓﺭﺍﺩ ﺍﻝﻌﻴﻨﺔ )‪ ( %56,1‬ﻝﻬﻡ ﻗﻴﻤﺔ ﺘﻔﻭﻕ ‪133‬‬
‫ﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺇﺩﺭﺍﻙ ﺒﺄﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻏﻴﺭ ﻤﻼﺌﻡ‪ ،‬ﻭﺃﻥ ﺍﻷﻗﻠﻴﺔ )‪ (%3,7‬ﻝﻬﻡ ﻗﻴﻤﺔ ﺃﻗل ﻤﻥ ‪95‬‬
‫ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺇﺩﺭﺍﻙ ﺒﺄﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻼﺌﻡ‪ .‬ﺒﻴﻨﻤﺎ ﺘﻤﺜل ﻨﺴﺒﺔ )‪ ( %40,2‬ﻤﻥ ﻤﺠﻤﻭﻉ ﺃﻓﺭﺍﺩ‬
‫ﺍﻝﻌﻴﻨﺔ ﻝﻬﻡ ﻗﻴﻤﺔ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ ‪ 95‬ﻭ ‪ 133‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺒﺄﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻌﺘﺩل‪.‬‬

‫ﺍﻝﺠﺩﻭل ﻴﻤﺜل ﺍﻻﺨﺘﻼﻓﺎﺕ ﻓﻲ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬

‫ﺍﻝﺩﻻﻝﺔ‬ ‫ل=‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫‪X2‬‬
‫ﺩﺍل‬ ‫‪0,000‬‬ ‫‪2‬‬ ‫‪117,39‬‬ ‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬

‫ﻴﺘﻀﺢ ﻤﻥ ﺍﻝﺠﺩﻭل ﺒﺄﻥ ﺍﻻﺨﺘﻼﻓﺎﺕ ﻓﻲ ﺩﺭﺍﺠﺎﺕ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ ﺩﺍل‬
‫ﺇﺤﺼﺎﺌﻴﺎ ﺤﻴﺙ ﺠﺎﺀﺕ ﻗﻴﻤﺔ ‪ X2‬ﺍﻝﻤﺤﺴﻭﺒﺔ ﺘﺴﺎﻭﻱ )‪ (117,39‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺘﺤﻘﻘﺕ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻷﻭﻝﻰ‪.‬‬
‫ﺘﺘﻔﻕ ﻫﺫﻩ ﺍﻝﻨﺘﺎﺌﺞ ﻓﻲ ﺠﻭﻫﺭﻫﺎ ﻤﻊ ﻤﺎ ﺃﻗﺭﺘﻪ ﺩﺭﺍﺴﺔ ﺤﺴﻥ ﻋﺩﺍﺩ )‪ (2001‬ﺍﻝﺘﻲ ﺃﻅﻬﺭﺕ‬
‫ﺃﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺒﺎﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺘﺩﺭﻙ ﺒﺄﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ‬
‫ﺍﻝﺼﺤﻴﺔ ﻏﻴﺭ ﻤﻼﺌﻡ‪ .‬ﻓﻤﻥ ﺨﻼل ﻤﻼﺤﻅﺘﻨﺎ ﻝﻠﻤﻤﺭﻀﻴﻥ ﻭﻜﺫﻝﻙ ﺍﻝﻤﻘﺎﺒﻼﺕ ﺍﻝﺘﻲ ﺃﺠﺭﻴﻨﺎﻫﺎ ﻤﻌﻡ‬
‫ﺘﻭﺼﻠﻨﺎ ﺇﻝﻰ ﺃﻥ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻴﺩﺭﻜﻭﻥ ﺒﺄﻥ ﺍﻷﺩﻭﺍﺭ ﻏﻴﺭ ﻤﺤﺩﺩﺓ‪.‬ﻓﺤﺴﺏ ﺭﺒﺎﺤﻲ )‪ " (1995‬ﻓﺈﻥ‬
‫ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻭﺘﺸﺘﺕ ﻤﻬﺎﻡ ﻋﺎﻤﻼﺕ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻭﺘﻔﻜﻜﻬﺎ‪ ،‬ﻴﺨﻠﻕ ﻨﺯﺍﻋﺎﺕ ﺒﻴﻥ ﻋﻨﺎﺼﺭ ﻫﺫﻩ‬
‫ﺍﻝﻔﺌﺔ ﺤﻭل ﺘﻘﺴﻴﻡ ﺍﻝﻌﻤل‪ .‬ﻓﻲ ﺍﻝﻭﻗﺕ ﺍﻝﺫﻱ ﺘﻁﺎﻝﺏ ﺒﻌﻀﻬﻥ ﺒﻤﻬﺎﻡ ﻝﻴﺴﺕ ﻤﻥ ﻤﻬﺎﻤﻬﻥ "‪ .‬ﻭﻴﺭﻙ‬
‫ﺍﻝﻤﻤﺭﻀﻭﻥ ﺒﺄﻥ ﺍﻻﺘﺼﺎل ﻴﻜﺎﺩ ﻴﻨﻌﺩﻡ ﺒﻴﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻓﻴﻤﺎ ﺒﻴﻨﻬﻡ‪ ،‬ﻭﺒﻴﻨﻬﻡ ﻭﺒﻴﻥ ﺒﺎﻗﻲ ﺍﻷﺴﻼﻙ‬
‫ﺍﻝﻤﻬﻨﻴﺔ‪ .‬ﻭﺤﺴﺏ )‪ " ( Ph.Jeamet1996‬ﺃﻥ ﺘﺒﺎﺩل ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻻ ﻴﺤﺼل ﺇﻻ ﺇﺫﺍ ﻜﺎﻥ ﻜل‬
‫ﻭﺍﺤﺩ ﻴﺸﻌﺭ ﺒﺎﻻﺤﺘﺭﺍﻡ ﻭﺍﻝﺘﻘﺩﻴﺭ ﻓﻴﻤﺎ ﻴﺭﻴﺩ ﺃﻥ ﻴﻘﻭل ﻭﻜﺫﻝﻙ ﻴ‪‬ﻌﻁﻰ ﻝﻜﻼﻡ ﻜل ﻭﺍﺤﺩ ﻨﻔﺱ ﺩﺭﺠﺔ‬
‫ﺍﻻﻫﺘﻤﺎﻡ "‪ .‬ﻭﻜﺫﻝﻙ ﻻ ﻴﻭﺠﺩ ﺃﻱ ﻤﺴﺎﻋﺩﺓ ﻤﻥ ﻁﺭﻑ ﺍﻝﻤﺴﺌﻭﻝﻴﻥ ﻝﺘﻁﻭﻴﺭ ﺍﻝﻜﻔﺎﺀﺍﺕ‪ .‬ﻭﻴﺫﻜﺭ‬
‫)‪ " : (P.Breack1997‬ﺤﺎﺠﺔ ﺍﻝﻌﻤﺎل ﺇﻝﻰ ﺘﻜﻭﻴﻥ ﺤﻘﻴﻘﻴﺔ‪ ،‬ﻭﻤﻌﺭﻭﻓﺔ ﻝﺩﻯ ﺍﻝﻤﺸﺭﻓﻴﻥ ﻭﺍﻹﺩﺍﺭﺓ‬
‫ﻭﺍﻝﻤﻌﻨﻴﻴﻥ ﺍﻷﺴﺎﺴﻴﻴﻥ‪ .‬ﻭﺭﻏﻡ ﺫﻝﻙ ﻏﺎﻝﺒ‪‬ﺎ ﻻ ﺘﺴﺘﻌﻤل ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﻐﻼﻑ ﺍﻝﻤﺎﻝﻲ‬
‫ﺍﻝﻤﺨﺼﺹ ﻝﻠﺘﻜﻭﻴﻥ ﻭﺍﻝﺴﺒﺏ ﻫﻭ ﻤﺎ ﻴﺨﻠﻔﻪ ﻫﺫﺍ ﺍﻷﺨﻴﺭ‪ .‬ﻓﺫﻫﺎﺏ ﺃﺤﺩ ﺍﻝﻌﻤﺎل ﺇﻝﻰ ﺍﻝﺘﻜﻭﻴﻥ ﻴﺨﻠﻕ‬
‫ﺍﻀﻁﺭﺍﺏ ﺒﺴﺒﺏ ﺘﻐﻴﺒﻪ ﻴﻭﻝﺩ ﻋﺏﺀ ﻤﻬﻨﻲ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻠﺫﻴﻥ ﺒﻘﻭﺍ ﻓﻲ ﺍﻝﻤﺼﻠﺤﺔ "‪ .‬ﻨﺎﻫﻴﻙ ﻋﻥ ﻨﻅﺎﻡ‬
‫ﺍﻝﻤﻜﺎﻓﺂﺕ ﺍﻝﺫﻱ ﻴﺩﺭﻭﻨﻪ ﺍﻝﻤﻤﺭﻀﻭﻥ ﺒﺄﻨﻪ ﻏﻴﺭ ﻤﻨﺼﻑ‪ .‬ﺃﻤﺎ ﺍﻝﺘﺭﻗﻴﺔ ﻓﺤﺴﺏ ﺍﻝﻤﻤﺭﻀﻭﻥ‬
‫ﺍﻝﻤﺴﺘﺠﻭﺒﻭﻥ ﻓﻬﻲ ﻻ ﺘﺴﻨﺩ ﺇﻝﻰ ﻤﻌﺎﻴﻴﺭ ﺍﻝﻜﻔﺎﺀﺓ ﻭﺍﻻﻨﻀﺒﺎﻁ ﺒل ﺘﻌﺘﻤﺩ ﻋﻠﻰ ﺍﻝﻌﻼﻗﺎﺕ ﺍﻝﺸﺨﺼﻴﺔ‪.‬‬
‫ﻭﻜﺫﻝﻙ ﺘﻌﻭﻴﺽ ﺍﻷﻴﺎﻡ ‪ Les récupérations‬ﻭﺍﻝﻌﻁل ﺍﻝﺴﻨﻭﻴﺔ ﻓﻬﻲ ﻻ ﺘﻌﺘﻤﺩ ﻋﻠﻰ ﺭﺯﻨﺎﻤﺔ‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﻤ‪‬ﺤﻀﺭﺓ ﻤﺴﺒﻘﹰﺎ ﺒل ﺘﺨﻀﻊ ﻝﻠﻌﺸﻭﺍﺌﻴﺔ‪ .‬ﻭﻤﻥ ﻫﻨﺎ ﻨﺴﺘﻁﻴﻊ ﺃﻥ ﻨﺘﺼﻭﺭ ﻜﻴﻑ ﺴﻴﻜﻭﻥ ﺴﻠﻭﻙ ﺒل‬
‫ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﻤ‪‬ﻘﺩﻤﺔ ﻤﻥ ﻁﺭﻑ ﻋﻤﺎل ﻴﻌﻤﻠﻭﻥ ﻓﻲ ﻤﺅﺴﺴﺔ ﻴﺩﺭﻜﻭﻥ ﻤﻨﺎﺨﻬﺎ ﺒﻬﺫﺍ ﺍﻝﺸﻜل‪.‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺜﺎﻨﻴﺔ‪:‬‬
‫ﺠﺩﻭل " ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻝﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ"‬
‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺘﻜﺭﺍﺭ‬ ‫ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‬
‫‪7,7‬‬ ‫‪21‬‬ ‫ﻤﻨﺨﻔﺽ‬
‫‪39,1‬‬ ‫‪106‬‬ ‫ﻤﻌﺘﺩل‬
‫‪53,1‬‬ ‫‪144‬‬ ‫ﻤﺭﺘﻔﻊ‬

‫ﻴﺘﻀﺢ ﻤﻥ ﺨﻼل ﺍﻝﺠﺩﻭل ﺍﻝﺫﻱ ﻴﺒﻴﻥ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻝﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ .‬ﺃﻥ‬
‫ﺃﻏﻠﺒﻴﺔ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪ ( %53,1‬ﻜﺎﻨﺕ ﻝﻬﻡ ﺩﺭﺍﺠﺎﺕ ﺘﺴﺎﻭﻱ) ‪ 30‬ﻓﻤﺎ ﻓﻭﻕ ( ﻭ ﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ‬
‫ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﺭﺘﻔﻊ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ ﺍﻝﺒﻌﺩ ﻭﺃﻥ ﺃﻗﻠﻴﺔ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪ (%7,7‬ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﻤﺎ‬
‫ﺒﻴﻥ ) ‪ ( 17 – 0‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﻨﺨﻔﺽ‪ .‬ﺒﻴﻨﻤﺎ ﺘﻤﺜل ﻨﺴﺒﺔ )‪ (%39,1‬ﻤﻥ‬
‫ﻤﺠﻤﻭﻉ ﺘﻜﺭﺍﺭﺍﺕ ﺍﻝﻌﻴﻨﺔ ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ ) ‪ ( 29 – 18‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ‬
‫ﻤﻌﺘﺩل ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ ﺍﻝﺒﻌﺩ‪.‬‬
‫ﻭﻝﻘﺩ ﻜﺎﻥ ﺍﻻﺨﺘﻼﻑ ﻓﻲ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ ﺩﺍل ﺇﺤﺼﺎﺌﻴ‪‬ﺎ ﺤﻴﺙ ﺠﺎﺀﺕ ﻗﻴﻤﺔ ‪ X2‬ﺍﻝﻤﺤﺴﻭﺒﺔ‬
‫)‪.(87,81‬‬
‫ﺠﺩﻭل " ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻝﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‬
‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺘﻜﺭﺍﺭ‬ ‫ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‬
‫‪5,9‬‬ ‫‪16‬‬ ‫ﻤﻨﺨﻔﺽ‬
‫‪22,5‬‬ ‫‪61‬‬ ‫ﻤﻌﺘﺩل‬
‫‪71,6‬‬ ‫‪194‬‬ ‫ﻤﺭﺘﻔﻊ‬

‫ﻴﺘﻀﺢ ﻤﻥ ﺍﻝﺠﺩﻭل ﺍﻝﺫﻱ ﻴﺒﻴﻥ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻷﻓﺭﺍﺩ ﺍﻝﻌﻴﻨﺔ ﻝﺒﻌﺩ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‪ .‬ﺃﻥ‬
‫ﺃﻏﻠﺒﻴﺔ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪ ( %71,6‬ﻜﺎﻨﺕ ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺴﺎﻭﻱ )‪ 12‬ﻓﻤﺎ ﻓﻭﻕ ( ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ‬
‫ﻨﻔﺴﻲ ﻤﺭﺘﻔﻊ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ ﺍﻝﺒﻌﺩ ﻭﺃﻥ ﺃﻗﻠﻴﺔ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪ ( %5,9‬ﻝﻬﻡ ﺩﺭﺍﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ )‪5-0‬‬
‫( ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﻨﺨﻔﺽ‪ .‬ﺒﻴﻨﻤﺎ ﺘﻤﺜل ﻨﺴﺒﺔ )‪ ( %22,5‬ﻤﻥ ﻤﺠﻤﻭﻉ ﺘﻜﺭﺍﺭﺍﺕ‬
‫ﺍﻝﻌﻴﻨﺔ ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ )‪ (11-6‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﻌﺘﺩل ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ ﺍﻝﺒﻌﺩ‪.‬‬

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‫ﻭﻗﺩ ﻜﺎﻥ ﺍﻻﺨﺘﻼﻑ ﻓﻲ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺩﺍل ﺇﺤﺼﺎﺌﻴ‪‬ﺎ ﺤﻴﺙ ﺠﺎﺀﺕ ﻗﻴﻤﺔ ‪ X2‬ﺍﻝﻤﺤﺴﻭﺒﺔ‬
‫=)‪.(189,66‬‬
‫ﺍﻝﺠﺩﻭل " ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻝﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‬
‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺘﻜﺭﺍﺭ‬ ‫ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‬
‫‪23,2‬‬ ‫‪63‬‬ ‫ﻨﺨﻔﺽ‬
‫‪29,9‬‬ ‫‪81‬‬ ‫ﻤﻌﺘﺩل‬
‫‪46,9‬‬ ‫‪121‬‬ ‫ﻤﺭﺘﻔﻊ‬

‫ﻴﺘﻀﺢ ﻤﻥ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﺘﻜﺭﺍﺭﻱ ﻷﻓﺭﺍﺩ ﺍﻝﻌﻴﻨﺔ ﻝﺒﻌﺩ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ ‪.‬ﺃﻥ ﺃﻏﻠﺒﻴﺔ‬
‫ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪ ( %46,9‬ﻜﺎﻨﺕ ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ )‪ ( 33-0‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ‬
‫ﻤﺭﺘﻔﻊ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ ﺍﻝﺒﻌﺩ‪ ،‬ﻭﺃﻥ ﺃﻗﻠﻴﺔ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ )‪( %23,2‬ﻝﻬﻡ ﺩﺭﺠﺎﺕ ﺘﺴﺎﻭﻱ )‪ 40‬ﻓﻤﺎ ﻓﻭﻕ (‬
‫ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﻨﺨﻔﺽ‪ .‬ﺒﻴﻨﻤﺎ ﺘﻤﺜل ﻨﺴﺒﺔ )‪ ( %29,9‬ﻤﻥ ﻤﺠﻤﻭﻉ ﺍﻝﺘﻜﺭﺍﺭﺍﺕ‬
‫ﺍﻝﻌﻴﻨﺔ ﻝﻬﻡ ﺩﺭﺍﺠﺎﺕ ﺘﺘﺭﺍﻭﺡ ﺒﻴﻥ )‪ ( 39-34‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻬﻡ ﺍﺤﺘﺭﺍﻕ ﻨﻔﺴﻲ ﻤﻌﺘﺩل ﺒﺎﻝﻨﺴﺒﺔ ﻝﻬﺫﺍ‬
‫ﺍﻝﺒﻌﺩ‪.‬‬
‫‪2‬‬
‫ﻭﻗﺩ ﻜﺎﻥ ﺍﻻﺨﺘﻼﻑ ﻓﻲ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺩﺍل ﺇﺤﺼﺎﺌﻴﺎ ﺤﻴﺙ ﺠﺎﺀﺕ ﻗﻴﻤﺔ ‪ X‬ﺍﻝﻤﺤﺴﻭﺒﺔ =‬
‫)‪.(24,11‬‬
‫ﺠﺩﻭل " ﺍﻻﺨﺘﻼﻓﺎﺕ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‬
‫ل=‬ ‫ﺍﻝﺩﻻﻝﺔ‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫‪X2‬‬ ‫ﺍﻷﺒﻌﺎﺩ‬
‫ﺩﺍل‬ ‫‪2‬‬ ‫‪87,81‬‬ ‫ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‬
‫‪0,000‬‬ ‫ﺩﺍل‬ ‫‪2‬‬ ‫‪189,66‬‬ ‫ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‬
‫ﺩﺍل‬ ‫‪2‬‬ ‫‪24,11‬‬ ‫ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‬

‫ﻴﺘﻀﺢ ﻤﻥ ﺍﻝﺠﺩﻭل ﺒﺄﻥ ﺍﻻﺨﺘﻼﻓﺎﺕ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﺍﻝﺜﻼﺜﺔ‪:‬‬

‫ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ ،‬ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻭﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ ﻜﺎﻨﺕ ﺩﺍﻝﺔ ﻭﺒﺎﻝﺘﺎﻝﻲ ﺘﺤﻘﻘﺕ ﺍﻝﻔﺭﻀﻴﺔ‬
‫ﺍﻝﺜﺎﻨﻴﺔ‪.‬‬
‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﻤﺴﺘﻭﻴﺎﺕ ﺃﺒﻌﺎﺩ‬
‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ .‬ﻭﺘﺸﻴﺭ ﺍﻝﺘﺤﺎﻝﻴل ﺍﻹﺤﺼﺎﺌﻴﺔ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ ﻓﻲ ﺍﻝﺠﺩﻭل ﻋﻠﻰ ﻭﺠﻭﺩ ﻓﺭﻭﻕ‬
‫ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﻤﺴﺘﻭﻴﺎﺕ ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪:‬ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻭﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‬
‫ﻭﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‪ .‬ﻭﻫﺫﺍ ﻤﺎ ﻴﺘﻔﻕ ﻤﻊ ﺩﺭﺍﺴﺔ )‪ ( Chakali 2000‬ﺍﻝﺘﻲ ﺃﺴﻔﺭﺕ ﻨﺘﻴﺠﺘﻬﺎ‬
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‫ﺃﻥ ‪ %70‬ﻤﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺒﻤﺴﺘﺸﻔﻰ ﺍﻝﺒﻠﻴﺩﺓ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﺇﻨﻬﺎﻙ ﺍﻨﻔﻌﺎﻝﻲ‪ %30 ،‬ﻤﻥ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‪،‬‬
‫‪ %30‬ﻤﻥ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ )ﺤﺎﺘﻡ ‪ .(2005‬ﻭﺘﺘﻔﻕ ﻜﺫﻝﻙ ﻤﻊ ﺩﺭﺍﺴﺔ )ﺠﻠﻭﻝﻲ ‪(2003‬‬
‫ﺍﻝﺘﻲ ﺒﻴ‪‬ﻨﺕ ﺃﻥ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﻤﺴﺘﻭﻱ ﻤﺭﺘﻔﻊ ﻤﻥ ﺍﻹﻨﻬﺎﻙ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻭﻤﻥ ﻤﺴﺘﻭﻯ‬
‫ﻤﺘﻭﺴﻁ ﻓﻲ ﻜل ﻤﻥ ﺒﻌﺩ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻭ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‪ .‬ﻜﻤﺎ ﺒﻴ‪‬ﻨﺕ ﺩﺭﺍﺴﺔ‬
‫)‪ Rodary(1993‬ﺃﻥ ﻨﺤﻭ ‪ %20‬ﺇﻝﻰ ‪ %40‬ﻤﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺒﻤﺴﺘﺸﻔﻰ ‪ Bicêtre‬ﻓﻲ ﻤﺼﻠﺤﺔ‬
‫ﺍﻝﺴﺭﻁﺎﻥ ﻴﻌﺎﻨﻭﻥ ﻤﻥ ﺍﻹﻨﻬﺎﻙ ﺍﻝﻤﻬﻨﻲ‪ .‬ﻜﻤﺎ ﻭﺠﺩ )‪(Canoui1998‬ﺃﻥ ﻫﺫﻩ ﺍﻝﻨﺴﺒﺔ ﺘﺼل ﺇﻝﻰ‬
‫ﺃﻥ‬ ‫‪ %41‬ﻝﺩﻯ ﻤﻤﺭﻀﻲ ﻤﺼﻠﺤﺔ ﺇﻨﻌﺎﺵ ﺍﻷﻁﻔﺎل‪ .‬ﻤﻥ ﺠﻬﺘﻪ ﻭﺠﺩ)‪( Libouban1985‬‬
‫ﺍﻝﻤﻤﺭﻀﻴﻥ ﻓﻲ ﻭﺤﺩﺓ ﺍﻝﺤﺭﻭﻕ ﻴﻌﺎﻨﻭﻥ ﺃﻴﻀ‪‬ﺎ ﺇﻨﻬﺎﻜﹰﺎ ﻤﻬﻨﻴ‪‬ﺎ ﻤﺭﺘﻔﻌ‪‬ﺎ ‪(in Antoine Sylvie‬‬
‫)‪ .2000‬ﻭﻗﺩ ﺃﻗﺭﺕ ﺍﻝﻌﺩﻴﺩ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺘﻲ ﺃﺠﺭﻴﺕ ﻋﻠﻰ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﻤﻥ ﺒﻴﻨﻬﺎ ﺩﺭﺍﺴﺔ‬
‫‪Estryn‬‬ ‫)‪(1992Londau‬ﻓﻲ ﺃﻝﻤﺎﻨﻴﺎ‪ ،‬ﺩﺭﺍﺴﺔ )‪ (1992Saint Arnaud‬ﺒﻜﻨﺩﺍ‪ ،‬ﺩﺭﺍﺴﺔ‬
‫‪ (1990)Behar‬ﺒﻔﺭﻨﺴﺎ‪ ،‬ﺃﻥ ﻨﺤﻭ ‪ %20‬ﺇﻝﻰ ‪ %30‬ﻤﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻴﻌﺎﻨﻭﻥ ﺇﻨﻬﺎﻙ ﺍﻨﻔﻌﺎﻝﻲ‬
‫ﻤﺭﺘﻔﻊ‪ .‬ﻭﺘﻭﺼل )‪ (1989Grath‬ﺇﻝﻰ ﺃﻥ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻤﺭﺽ ﺍﻻﻨﻔﻌﺎﻝﻴﺔ ﺘﻌﺩ ﺍﻝﻤﺼﺩﺭ ﺍﻝﺭﺌﻴﺴﻲ‬
‫ﻝﻠﻀﻐﻁ ﻭ ﺍﻝﻌﻼﻗﺎﺕ ﺍﻝﻤﻬﻨﻴﺔ ﺒﺼﻔﺔ ﻋﺎﻤﺔ‪ .‬ﻓﺎﻝﻤﻤﺭﺽ ﻴﺨﻀﻊ ﺩﻭﻤ‪‬ﺎ ﻝﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻤﺭﺽ ﻭ ﺍﻝﺘﻲ‬
‫ﻏﺎﻝﺒ‪‬ﺎ ﻤﺎ ﺘﻔﻭﻕ ﻗﺩﺭﺍﺘﻪ ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﺒﺩﺃ ﺍﻝﺸﻌﻭﺭ ﺒﻌﺩﻡ ﺍﻝﻔﻌﺎﻝﻴﺔ ﻭﻗﻠﺔ ﻤﺭﺩﻭﺩﻩ‪ ،‬ﻓﻴﻔﻘﺩ ﻨﺘﻴﺠﺔ ﻝﺫﻝﻙ‬
‫ﺍﻝﺸﻌﻭﺭ ﺍﻝﺘﻌﺎﻁﻔﻲ ﺇﺯﺍﺀ ﺍﻵﺨﺭﻴﻥ‪ ،‬ﻭﻴﺼﺒﺢ ﺠﺎﻑ ﻓﻲ ﻤﻌﺎﻤﻼﺘﻪ ﻤﻊ ﺍﻝﻤﺭﻀﻰ ﻭﻤﻊ ﺯﻤﻼﺀ ﺍﻝﻌﻤل‪،‬‬
‫ﻭﻴﻘﹼﻴﻡ ﺍﻨﺠﺎﺯﺍﺘﻪ ﺍﻝﻤﻬﻨﻴﺔ ﺘﻘﻴ‪‬ﻴﻤ‪‬ﺎ ﺴﻠﺒﻴ‪‬ﺎ‪ .‬ﻭﺘﺭﻯ )‪ (1981Maslash‬ﺃﻥ ﻁﺒﻴﻌﺔ ﻋﻤل ﺍﻝﺘﻤﺭﻴﺽ ﻫﻲ‬
‫ﻓﻲ ﺤﺩ ﺫﺍﺘﻬﺎ ﻤﺼﺩﺭ‪‬ﺍ ﻝﻠﻀﻐﻁ ﻭ ﺍﻹﻨﻬﺎﻙ ﻨﻅﺭ‪‬ﺍ ﻝﻜﻭﻥ ﺍﻝﻤﻤﺭﺽ ﻋﺭﻀﺔ ﺒﺎﺴﺘﻤﺭﺍﺭ ﻝﻸﺨﻁﺎﺭ‬
‫ﺍﻝﻤﻬﺩﺩﺓ ﻝﺤﻴﻭﻴﺘﻪ‪ ،‬ﻜﻌﺏﺀ ﺍﻝﻌﻤل ﻭ ﺍﻝﻌﻭﺍﻤل ﺍﻻﻨﻔﻌﺎﻝﻴﺔ‪ ،‬ﻜﻤﻭﺍﺠﻬﺔ ﺍﻝﺤﺎﻻﺕ ﺍﻝﻤﺴﺘﻌﺠﻠﺔ ﻭ ﺍﻝﺨﻁﻴﺭﺓ‪،‬‬
‫ﻜﻤﺎ ﺃﻨﻪ ﻓﻲ ﺤﺎﻝﺔ ﺍﻝﻭﻓﺎﺓ ﻏﺎﻝﺒ‪‬ﺎ ﻤﺎ ﻴﺸﻌﺭ ﺒﺎﻝﻔﺸل ﻭﺘﺄﻨﻴﺏ ﺍﻝﺫﺍﺕ ﻭﻫﻭ ﻓﻲ ﻤﻭﺍﺠﻬﺔ ﻴﻭﻤﻴﺔ ﻤﻊ ﺍﻝﻤﻭﺕ‬
‫ﻭﻋﺫﺍﺏ ﺍﻝﻤﺭﻀﻰ ﻤﻤﺎ ﻴﺯﻴﺩ ﺃﻜﺜﺭ ﻓﺄﻜﺜﺭ ﺸﻌﻭﺭﻩ ﺒﺎﻝﻀﻐﻁ )ﺠﻠﻭﻝﻲ‪ .(2003‬ﺒﺎﻝﺭﻏﻡ ﻤﻥ ﺃﻫﻤﻴﺔ‬
‫ﺍﻝﺘﻤﺭﻴﺽ‪ ،‬ﺇﻻ ﺃﻨﻪ ﻝﻡ ﻴﺤﻀﻰ ﺒﻤﻜﺎﻨﺔ ﻋﺎﻝﻴﺔ ﻓﻲ ﻨﻅﺭ ﺍﻝﻤﺠﺘﻤﻊ ﺇﺫ ﻴﻨﻅﺭ ﺇﻝﻰ ﺍﻝﻤﻤﺭﺽ ﺃﻭ‬
‫ﺍﻝﻤﻤﺭﻀﺔ ﻋﻠﻰ ﺃﺴﺎﺱ ﺃﻨﻪ ﺨﺎﺩﻡ ﺃﻭ ﺨﺎﺩﻤﺔ ﻻ ﻏﻴﺭ‪ ،‬ﻷﻨﻬﻤﺎ ﻴﻘﺩﻤﺎﻥ ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﻤﺨﺘﻠﻔﺔ ﻝﻠﻤﺭﻀﻰ‪.‬‬
‫ﻓﺎﻝﻤﻜﺎﻨﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻝﻠﻤﻤﺭﺽ ﻓﻲ ﺍﻝﺠﺯﺍﺌﺭ ﻤﻨﺤﻁﺔ‪ ،‬ﺇﺫ ﻴﻌﺘﻘﺩ ﻋﺎﻤﺔ ﺍﻝﻨﺎﺱ ﺃﻨﻬﺎ ﻓﻲ ﻤﺘﻨﺎﻭل‬
‫ﺍﻝﺠﻤﻴﻊ ﻭﻻ ﺘﺘﻁﻠﺏ ﺃﻱ ﻗﺩﺭﺍﺕ ﺨﺎﺼﺔ ﺃﻭ ﺘﻜﻭﻴﻥ‪ .‬ﻓﺤﺴﺏ )‪ ":(A.Laraba2007‬ﻴﺼل‬
‫ﺍﻝﻤﻤﺭﺽ ﺇﻝﻰ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﺘﺩﺭﻴﺠﻴ‪‬ﺎ‪ ،‬ﻭﻫﻲ ﺃﺤﻴﺎﻨﹰﺎ ﻨﺘﻴﺠﺔ ﻝﻺﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ .‬ﻓﻬﻭ ﻨﻭﻉ ﻤﻥ ﺤﻔﻅ‬
‫ﺍﻝﺫﺍﺕ‪ .‬ﻫﺫﺍ ﺍﻝﺴﻠﻭﻙ ﻴﺤﺩﺙ ﺒﻁﺭﻴﻘﺔ ﻻﺸﻌﻭﺭﻴﺔ ﻋﻨﺩ ﺍﻝﻤﻤﺭﺽ‪ ،‬ﻭﺤﺘﻰ ﻝﻭ ﻝﻡ ﻴﻜﻥ ﺭﺍﺽ ﺒﺫﻝﻙ‪.‬‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﻓﻬﻭ ﻴﺸﻌﺭ ﺒﺄﻝﻡ ﻜﻭﻨﻪ ﻝﻡ ﻴﺼل ﺇﻝﻰ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ ﻭﺍﻝﺫﻱ ﻴﻅﻬﺭ ﻓﻲ ﺍﻝﺒﻌﺩ ﺍﻝﺜﺎﻝﺙ ﻭﻫﻭ ﺘﺩﻨﻲ‬
‫ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ‪.‬‬
‫ﻭﻤﺭﺠﻊ ﻫﺫﺍ ﺍﻝﻤﻭﻗﻑ ﺍﻝﺴﻠﺒﻲ ﺍﺘﺠﺎﻩ ﻫﺫﻩ ﺍﻝﻤﻬﻨﺔ ﺇﻝﻰ ﺍﻝﺨﻠﻔﻴﺔ ﺍﻝﺘﺎﺭﻴﺨﻴﺔ ﻝﻨﺸﺄﺓ ﺍﻝﺘﻤﺭﻴﺽ‬
‫ﻭﺍﻝﻰ ﺍﻝﻨﻭﻋﻴﺔ ﺍﻝﻤﺘﻭﺍﻀﻌﺔ ﺍﻷﻓﺭﺍﺩ ﺍﻝﺫﻴﻥ ﻋﻤﻠﻭﺍ ﻜﻤﻤﺭﻀﻴﻥ ﻓﻲ ﺍﻝﺒﺩﺍﻴﺔ‪ ،‬ﻫﺫﺍ ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﻨﻅﺭﺓ‬
‫ﺍﻻﺤﺘﻘﺎﺭ ﻤﻥ ﻗﺒل ﺍﻝﻜﺜﻴﺭﻴﻥ ﻝﻠﻤﻬﺎﻡ ﺍﻝﺘﻲ ﻴﻘﻭﻡ ﺒﻬﺎ‪ .‬ﻭﻤﻥ ﺘﻡ ﻋﻴﺵ ﺍﻝﻤﻤﺭﺽ ﻓﻲ ﺼﺭﺍﻉ ﺩﺍﺌﻡ ﻨﺘﻴﺠﺔ‬
‫ﻓﻘﺩﺍﻨﻪ ﻝﻠﻬﻭﻴﺔ ﻭﺍﻝﻘﻴﻤﺔ ﻭﺼﻌﻭﺒﺔ ﺘﺤﻘﻴﻘﻪ ﻝﺫﺍﺘﻪ ﻭﻝﻁﻤﻭﺤﺎﺘﻪ ﺍﻝﺫﺍﺘﻴﺔ ﺒﺎﻋﺘﺒﺎﺭﻩ ﺍﻤﺘﺩﺍﺩ ﻝﻠﻁﺒﻴﺏ ﻝﻴﺱ‬
‫ﺇﻻ‪.‬‬
‫ﻭﻴﺒﺩﺃ ﻫﺫﺍ ﺍﻝﺸﻌﻭﺭ ﻗﺒل ﺫﻝﻙ ﻓﻲ ﻤﺭﺍﻜﺯ ﺍﻝﺘﻜﻭﻴﻥ ﺍﻝﺸﺒﻪ ﺍﻝﻁﺒﻲ‪ ،‬ﺤﻴﺙ ﻴﻜﻭﻥ ﺍﻝﻤﻤﺭﺽ‬
‫ﺍﻝﻁﺎﻝﺏ ﻤﺠﺒﺭ‪‬ﺍ ﻋﻠﻰ ﺍﻝﺒﻘﺎﺀ ﻓﻴﻬﺎ ﻷﻨﻪ ﻝﻡ ﻴﺘﻤﻜﻥ ﻤﻥ ﺍﻝﺘﺴﺠﻴل ﻓﻲ ﺃﻤﺎﻜﻥ ﺃﺨﺭﻯ ﻜﺎﻝﺠﺎﻤﻌﺎﺕ‬
‫ﻭﺍﻝﻤﻌﺎﻫﺩ ﺍﻝﻌﻠﻴﺎ‪ .‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﻌﺘﺒﺭ ﻫﺫﺍ ﺍﻝﺘﻜﻭﻴﻥ ﻋﻤﻭﻤ‪‬ﺎ ﺍﺴﺘﺼﻐﺎﺭ ﻝﻘﻴﻤﺔ ﺍﻝﻔﺭﺩ ﺍﻝﺫﻱ ﻴﺴﻌﻰ ﺠﺎﻫﺩ‪‬ﺍ‬
‫ﻝﻜﺴﺏ ﺼﻭﺭﺓ ﺇﻴﺠﺎﺒﻴﺔ ﻭﺘﻘﺩﻴﺭ ﻋﻠﻲ ﻝﺫﺍﺘﻪ‪.‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺜﺎﻝﺜﺔ‪:‬‬
‫ﺠﺩﻭل " ﺍﻻﺭﺘﺒﺎﻁ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‬
‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬ ‫ﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‬
‫‪0,29** = r‬‬ ‫ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‬
‫‪0,21** = r‬‬ ‫ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‬
‫‪-0,17** = r‬‬ ‫ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‬
‫** ‪ :‬ﺩﺍل ﻋﻨﺩ ﻤﺴﺘﻭﻯ ﺍﻝﺩﻻﻝﺔ ‪0,01‬‬
‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﻋﻨﺩ ﻤﺴﺘﻭﻯ ﺍﻝﺩﻻﻝﺔ ‪ 0,01‬ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺃﺒﻌﺎﺩ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬
‫ﻭﺘﺠﺩﺭ ﺍﻹﺸﺎﺭﺓ ﺃﻥ ﺍﺭﺘﺒﺎﻁ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻜﺎﻨﺕ ) ‪،(0,29=r‬‬
‫ﻭﺘﻌﻨﻲ ﺃﻥ ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻝﻤﻨﺎﺥ ﻏﻴﺭ ﻤﻼﺌﻡ ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻤﺭﺘﻔﻊ‪ .‬ﻭﻫﻲ ﻋﻼﻗﺔ ﻤﻭﺠﺒﺔ‬
‫ﻭﺃﻗﻭﻯ ﻤﻥ ﻋﻼﻗﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺒﻌﺩ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻭﺍﻝﺘﻲ ﺘﺴﺎﻭﻯ )‪ ،(0,21 =r‬ﻭﺘﻌﻨﻲ ﺃﻥ‬
‫ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻝﻤﻨﺎﺥ ﻏﻴﺭ ﻤﻼﺌﻡ ﻜﻠﻤﺎ ﻜﺎﻥ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻤﺭﺘﻔﻊ‪ .‬ﺒﻴﻨﻤﺎ ﺍﺭﺘﺒﺎﻁ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺘﺩﻨﻲ‬
‫ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ ﻓﻜﺎﻥ ﺍﺭﺘﺒﺎﻁ ﺴﺎﻝﺏ) ‪ ،( 0,17- =r‬ﻭﺘﻌﻨﻲ ﺃﻥ ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻝﻤﻨﺎﺥ ﻏﻴﺭ ﻤﻼﺌﻡ‬
‫ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ ﻤﻨﺨﻔﺽ‪ .‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻨﻘﻭل ﺃﻥ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺜﺎﻝﺜﺔ ﻗﺩ ﺘﺤﻘﻘﺕ‪.‬‬

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‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺇﺤﺼﺎﺌﻴﺎ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ‬
‫ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‪ .‬ﻭﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻝﺘﺤﻠﻴل ﺍﻹﺤﺼﺎﺌﻲ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ ﻓﻲ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﺘﻭﺠﺩ‬
‫ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺇﺤﺼﺎﺌﻴﺎ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬ﻭﻫﺫﺍ ﻴﺘﻔﻕ‬
‫ﻤﻊ ﻤﺎ ﺃﻜﺩﻩ ‪ (1981) Brief et al‬ﻭﺭﺍﺸﺩ ﻤﺤﻤﺩ )‪ (1992‬ﻤﻥ ﺃﻥ ﺍﻝﺴﻴﺎﺴﺎﺕ ﻭﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻤﻥ ﺃﻫﻡ ﺍﻝﻌﻭﺍﻤل ﺍﻝﻤﺴﺒﺒﺔ ﻝﻠﻀﻐﻭﻁ)ﻤﺴﻌﻭﺩﻱ‪ .(2003‬ﻤﺎ ﺃﺘﺕ ﺒﻪ ﺩﺭﺍﺴﺔ‬
‫‪ (1994)Turnispeed‬ﻤﻥ ﺃﻥ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﻤﺤﻴﻁ )ﺘﻤﺎﺴﻙ ﺍﻝﺠﻤﺎﻋﺔ‪ ،‬ﻀﻐﻁ ﺍﻝﻌﻤل‪ ،‬ﺩﻋﻡ‬
‫ﺍﻝﻤﺸﺭﻑ‪ ،‬ﻭﻀﻭﺡ ﺍﻝﻤﻬﻤﺔ‪ ،‬ﺍﻻﺴﺘﻘﻼﻝﻴﺔ( ﺘﺭﺘﺒﻁ ﺒﺎﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ .‬ﻭﺘﻔﻕ ﻤﻊ ﺩﺭﺍﺴﺔ ‪Monica‬‬
‫)‪ (1999Hemingway‬ﺒﺄﻥ ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻝﻪ ﻋﻼﻗﺔ ﺒﻀﻐﻁ ﺍﻝﻌﻤل‪ ،‬ﻭﻋﺏﺀ ﺍﻝﻌﻤل ﻝﻪ ﻋﻼﻗﺔ‬
‫ﺒﻨﻘﺹ ﺩﻋﻡ ﺍﻝﻤﺸﺭﻑ ﻭﻀﻐﻁ ﺍﻝﻌﻤل‪ .‬ﻭﺘﻔﻕ ﻜﺫﻝﻙ ﻤﻊ ﻤﺎ ﺘﻭﺼل ﺇﻝﻴﻪ ﻓﻬﺩ ﺍﻝﺴﻴﻑ)‪ (2000‬ﻤﻥ ﺃﻥ‬
‫ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﺩﻯ ﺍﻷﺨﺼﺎﺌﻴﻴﻥ ﺍﻻﺠﺘﻤﺎﻋﻴﻴﻥ ﺍﻝﻨﺎﺘﺞ ﻋﻥ ﺍﻝﺒﻴﺌﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻜﺎﻥ ﻋﺎﻝﻴ‪‬ﺎ‪ .‬ﻭﻴﺘﻔﻕ‬
‫ﻤﻊ ﺩﺭﺍﺴﺔ ﻤﻭﺴﺎﻭﻱ)‪ (2001‬ﺒﺄﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺩﺍﻝﺔ ﺒﻴﻥ ﺒﻌﺽ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﻤﻬﻨﻴﺔ ﻭﺍﻝﻀﻐﻁ‬
‫ﺍﻝﻤﻬﻨﻲ‪ .‬ﻭﺘﺘﻔﻕ ﻤﻊ ﺩﺭﺍﺴﺔ ﻤﺴﻌﻭﺩﻱ)‪ (2003‬ﻤﻥ ﺃﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﺘﺴﺒﺏ ﻤﻌﺎﻨﺎﺓ ﺃﻁﺒﺎﺀ‬
‫ﻤﺼﻠﺤﺔ ﺍﻻﺴﺘﻌﺠﺎﻻﺕ ﻤﻥ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪ .‬ﻭﻗﺩ ﺫﻜﺭﺕ )ﺠﻠﻭﻝﻲ ‪ (2003‬ﺒﺄﻥ ﺍﻝﻤﺤﻴﻁ‬
‫ﺍﻻﺴﺘﺸﻔﺎﺌﻲ ﻀﻡ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﻌﻭﺍﻤل ﺍﻹﻨﻬﺎﻙ ﺒﻌﻀﻬﺎ ﻤﺭﺘﺒﻁ ﺒﻁﺭﻴﻘﺔ ﺘﻨﻅﻴﻡ ﺍﻝﻌﻤل‪ :‬ﻜﻨﻅﻡ ﺍﻝﺘﺭﻗﻴﺔ‬
‫ﻭﺍﻷﺠﻭﺭ ﻭﻤﻭﺍﻋﻴﺩ ﺍﻝﻌﻤل ﻭﻭﺴﺎﺌﻠﻪ‪ .‬ﻭﻜﺸﻔﺕ ﻨﺘﺎﺌﺞ ﺩﺭﺍﺴﺔ ﺍﻝﻌﻤﺭﻱ)‪ (2004‬ﺃﻥ ﻀﻐﻭﻁ ﺍﻝﻌﻤل‬
‫ﺘﺘﺤﺩﺩ ﺒﻜل ﻤﻥ) ﺍﻝﻌﻤﺭ‪،‬ﺍﻝﺨﺩﻤﺔ‪ ،‬ﺍﻝﺭﺍﺘﺏ ﺍﻝﺸﻬﺭﻱ‪ ،‬ﺼﺭﺍﻉ ﺍﻝﺩﻭﺭ‪ ،‬ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ ﻭﺍﻝﻭﻻﺀ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ(‪ .‬ﻜﻤﺎ ﺍﻨﺘﻬﺕ ﺩﺭﺍﺴﺔ ﺃﻁﺒﺎﺀ ﺍﻝﻌﻤل ﺒﻌﻨﺎﺒﻪ ﺇﻝﻰ ﻜﻭﻥ ﺍﻝﺒﻌﺩ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻥ ﺍﻝﻌﻭﺍﻤل ﺍﻝﻤﺴﺒﺒﺔ‬
‫ﻝﻠﻀﻐﻁ ﻭﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ)‪)(Gueroui et col 2004‬ﺤﺎﺘﻡ‪.(2005‬‬
‫ﻓﺎﻝﻤﻤﺭﺽ ﻴﺼﻁﺩﻡ ﺒﻭﺍﻗﻊ ﻴﺨﺎﻝﻑ ﺘﻤﺎﻤ‪‬ﺎ ﺍﻝﺼﻭﺭﺓ ﺍﻝﺘﻲ ﺭﺴﻤﻬﺎ ﻓﻲ ﺫﻫﻨﻪ ﻗﺒل ﺍﻝﺒﺩﺀ ﻓﻲ‬
‫ﻤﻤﺎﺭﺴﺔ ﻋﻤﻠﻪ‪ ،‬ﻓﺘﻜﻭﻥ ﻝﻪ ﺼﻭﺭﺓ ﻤﺜﺎﻝﻴﺔ ﻋﻥ ﻫﺫﻩ ﺍﻝﻤﻬﻨﺔ‪ ،‬ﻭﻝﻜﻥ ﺴﺭﻋﺎﻥ ﻤﺎ ﺘﺘﻜﺴﺭ ﺒﻤﺠﺭﺩ‬
‫ﻤﻼﻤﺴﺘﻪ ﻝﻠﺤﻘﻴﻘﺔ ﺍﻝﻤﻴﺩﺍﻨﻴﺔ‪ ،‬ﻓﻁﺭﻴﻘﺔ ﺍﻝﻌﻤل ﻭﺍﻝﻤﻌﺎﻤﻠﺔ ﻭﺍﻝﺘﻌﺎﻤل ﺩﺍﺨل ﺍﻝﻤﺴﺘﺸﻔﻰ ﺘﺨﺘﻠﻑ ﺍﺨﺘﻼﻓﹰﺎ‬
‫ﺴﻠﺒﻴ‪‬ﺎ ﻋﻥ ﺍﻝﺠﺎﻨﺏ ﺍﻝﻨﻅﺭﻱ ﺍﻝﺫﻱ ﺘﻠﻘﺎﻩ ﺃﺜﻨﺎﺀ ﻤﺭﺤﻠﺔ ﺘﻜﻭﻴﻨﻪ‪ ،‬ﻭﻫﺫﺍ ﻤﺎ ﻴﺅﺜﺭ ﺴﻠﺒ‪‬ﺎ ﻋﻠﻰ ﻤﻌﻨﻭﻴﺎﺕ‬
‫ﺍﻝﻤﻤﺭﺽ ﺍﻝﺸﺎﺏ ﻭﻋﻠﻰ ﺤﺎﻝﺘﻪ ﺍﻝﻨﻔﺴﻴﺔ‪ ،‬ﻤﻤﺎ ﻴﺩﻓﻌﻪ ﻝﻠﻬﺭﻭﺏ ﺒﺄﻱ ﻁﺭﻴﻘﺔ ﻤﻥ ﺍﻝﻭﻀﻌﻴﺔ ﺍﻝﻤﺭ‪‬ﺓ‪،‬‬
‫ﻓﻬﻨﺎﻙ ﻤﻥ ﻴﻠﺠﺄ ﻝﻁﺭﻗﺔ ﺍﻝﺘﻤﺎﺭﺽ ﺒﻐﻴﺔ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﻋﻁل ﻤﺭﻀﻴﺔ ﻤﻥ ﻓﺘﺭﺓ ﻷﺨﺭﻯ‪ ،‬ﺃﻭ‬
‫ﺍﻝﺘﻐﻴﺏ ﻋﻥ ﺍﻝﻌﻤل ﺒﺩﻭﻥ ﺴﺒﺏ‪ ،‬ﻭﻫﻨﺎﻙ ﻤﻥ ﻴﻐﻴﺭ ﺴﻠﻡ ﺤﻴﺎﺘﻪ ﺘﻤﺎﻤ‪‬ﺎ ﻓﻴﺨﺘﺎﺭ ﺘﻜﻭﻴﻥ ﺁﺨﺭ‪ ،‬ﺨﺎﺼﺔ‬
‫ﻤﻨﻬﻡ ﺍﻝﺤﺎﺼﻠﻭﻥ ﻋﻠﻰ ﺸﻬﺎﺩﺓ ﺍﻝﺒﻜﺎﻝﻭﺭﻴﺎ‪ ،‬ﻓﻨﺠﺩﻫﻡ ﺒﻤﻭﺍﺯﺍﺓ ﻤﻬﻨﺔ ﺍﻝﺘﻤﺭﻴﺽ‪ ،‬ﻴﺴﺠﻠﻭﻥ ﺃﻨﻔﺴﻬﻡ ﻓﻲ‬
‫ﺍﻝﻤﻌﺎﻫﺩ ﻭﺍﻝﺠﺎﻤﻌﺎﺕ ﺒﻐﻴﺕ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺸﻬﺎﺩﺍﺕ ﺘﻤﻜﻨﻬﻡ ﻤﻥ ﺍﺨﺘﻴﺎﺭ ﻤﻬﻥ ﺁﺨﺭﻱ ﺃﻗل ﺇﻨﻬﺎﻙ‬

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‫ﻝﻺﻨﺴﺎﻥ ﻭﺼﺤﺘﻪ‪ .‬ﻭﻫﻨﺎﻙ ﻓﺌﺔ ﺁﺨﺭﻱ ﺘﻠﺠﺊ ﻝﻸﻋﻤﺎل ﺍﻝﺤﺭﺓ ﻭﺍﻝﺘﺠﺎﺭﺓ‪ ،‬ﺃﻭ ﺃﻱ ﻋﻤل ﺁﺨﺭ ﻤﺎﺩﺍﻡ‬
‫ﻫﺫﺍ ﺍﻝﻌﻤل ﺴﻴﻤﻜﻨﻬﻡ ﻤﻥ ﺘﺭﻙ ﻫﺫﻩ ﺍﻝﻤﻬﻨﺔ ﺍﻝﻤﺘﻌﺒﺔ ﻭ ﺍﻝﺼﻌﺒﺔ) ﺸﺘﻭﺤﻲ ‪ .(2003‬ﻭﻝﻘﺩ ﺃﻜﺩ‬
‫)‪ (Christian Moreau 1990‬ﺃﻥ ﻋﺎﻤل ﺍﻷﺠﺭ ﻻ ﻴﺒﺩﻭ ﻤﺤﺩﺩ‪‬ﺍ ﻝﻨﻘﺹ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻓﻲ‬
‫ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪ .‬ﻓﻔﻲ ﺍﻝﻭﻻﻴﺎﺕ ﺍﻝﻤﺘﺤﺩﺓ ﺍﻷﻤﺭﻴﻜﻴﺔ ﻗﺩ ﺘﻀﺎﻋﻑ ﺃﺠﺭ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺜﻼﺙ ﻤﺭﺍﺕ‬
‫ﻓﻲ ﻤﺩﺓ ﻋﺸﺭ ﺴﻨﻭﺍﺕ‪ ،‬ﻭﺭﻏﻡ ﺫﻝﻙ ﺒﻘﻲ ﻤﺸﻜل ﻨﻘﺹ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻗﺎﺌﻡ‪ .‬ﻭﻫﺫﺍ ﺇﻥ ﺩل ﻋﻠﻰ ﺸﻲﺀ‬
‫ﺇﻨﺎ ﻴﺩل ﻋﻠﻰ ﺃﻥ ﻫﻨﺎﻙ ﻋﻭﺍﻤل ﺁﺨﺭﻱ ﺃﺩﺕ ﺇﻝﻰ ﺍﻝﻨﻔﻭﺭ ﻤﻥ ﻫﺎﺘﻪ ﺍﻝﻤﻬﻨﺔ‪ .‬ﻭﻫﺫﺍ ﻤﺎ ﺠﻌﻠﻨﺎ ﻨﻔﺴﺭ‬
‫ﺴﻠﻭﻜﻴﺎﺕ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺒﺎﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪،‬ﻭﻫﺫﺍ ﻴﺠﻌل ﺍﻝﻤﻤﺭﺽ ﻴﺸﻌﺭ ﺒﺄﻨﻪ ﻴﻌﻤل ﺃﻜﺜﺭ ﻓﻴﺤﺱ‬
‫ﺒﺎﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ .‬ﻭﺃﻥ ﻋﻤﻠﻪ ﺭﻏﻡ ﻨﺒﻠﻪ ﻓﻬﻭ ﻻ ﻴﻭﻓﺭ ﻝﻪ ﺍﻻﺤﺘﺭﺍﻡ ﻭﺍﻝﺘﻘﺩﻴﺭ ﻤﻥ ﻁﺭﻑ ﻜل ﺍﻝﻨﺎﺱ‬
‫ﺩﺍﺨل ﺃﻭ ﺨﺎﺭﺝ ﺍﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ‪ ،‬ﻓﺒﺎﻝﻨﺴﺒﺔ ﻝﻠﻜل ﺍﻝﻤﻤﺭﺽ ﻫﻭ ﺫﻝﻙ ﺍﻝﻌﺎﻤل ﺍﻝﺫﻱ ﻴﺤﺴﻥ‬
‫ﺍﺴﺘﻌﻤﺎل ﺍﻝﺤﻘﻨﺔ ﻓﻘﻁ‪ .‬ﻭﻫﺫﺍ ﻴﺼل ﺒﺎﻝﻤﻤﺭﺽ ﺇﻝﻲ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‪.‬‬
‫ﻭﻤﻥ ﻫﺫﺍ ﻭﺫﺍﻙ ﻴﺼل ﺍﻝﻤﻤﺭﺽ ﺇﻝﻰ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﺍﻝﺫﻱ ﻴﻅﻬﺭ ﻋﻠﻰ ﺸﻜل ﺴﻠﻭﻙ‬
‫" ﺍﻝﻼﺇﻨﺴﺎﻨﻴﺔ " ﻓﻲ ﺍﻝﺨﺩﻤﺎﺕ‬ ‫ﺍﻨﻔﻌﺎﻝﻲ‪ ،‬ﻋﺩﻡ ﺍﻝﺼﺒﺭ‪ ،‬ﻓﻘﺩﺍﻥ ﺍﻝﺘﻌﺎﻁﻑ ﻤﻊ ﺍﻵﺨﺭ‪ ،‬ﻭﻫﺫﺍ ﻤﺎ ﻴﻔﺴﺭ‬
‫ﺍﻝﺼﺤﻴﺔ‪.‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺭﺍﺒﻌﺔ‪:‬‬
‫ﺠﺩﻭل " ﺍﺭﺘﺒﺎﻁ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻝﻐﻴﺎﺒﺎﺕ‬
‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬
‫‪0,15 * =r‬‬ ‫ﺍﻝﻐﻴﺎﺒﺎﺕ‬
‫* ‪ :‬ﺩﺍل ﻋﻨﺩ ﻤﺴﺘﻭﻯ ﺍﻝﺩﻻﻝﺔ ‪0,05‬‬
‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭ ﺍﻝﻐﻴﺎﺒﺎﺕ ) ‪(0,15 =r‬‬
‫ﻋﻨﺩ ﻤﺴﺘﻭﻯ ﺍﻝﺩﻻﻝﺔ ‪ 0,05‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺘﺤﻘﻘﺕ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺭﺍﺒﻌﺔ ‪.‬‬
‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺇﺤﺼﺎﺌﻴ‪‬ﺎ ﺒﻴﻥ ﻋﺩﺩ ﺍﻝﻐﻴﺎﺒﺎﺕ‬
‫ﻭﺩﺭﺠﺎﺕ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪ .‬ﻭﺘﺸﻴﺭ ﺍﻝﺘﺤﺎﻝﻴل ﺍﻹﺤﺼﺎﺌﻴﺔ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ ﻓﻲ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﺘﻭﺠﺩ‬
‫ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺇﺤﺼﺎﺌﻴ‪‬ﺎ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﻋﺩﺩ ﺍﻝﻐﻴﺎﺒﺎﺕ‪ .‬ﻭﻫﺫﺍ ﻤﺎ ﺒﻴ‪‬ﻨﺘﻪ ﺩﺭﺍﺴﺔ‬
‫‪ (1999 )Monica‬ﺒﺄﻥ ﻤﺼﺎﺩﺭ ﺍﻝﻐﻴﺎﺒﺎﺕ ﺒﻤﺼﺎﺩﺭ ﺍﻝﻀﻐﻁ ﺍﻝﻤﺘﻨﺎﻭﻝﺔ ﻓﻲ‬ ‫‪Hemingway‬‬
‫ﺍﻝﺩﺭﺍﺴﺔ ﻜﺎﻨﺕ ﻀﻌﻴﻔﺔ‪ .‬ﻭﺤﺴﺏ ﻨﻅﺭﻴﺔ ﺍﻝﺘﺤﻠﻴل ﺍﻝﻨﻔﺴﻲ ﻴﻤﻜﻥ ﺍﻋﺘﺒﺎﺭ ﺍﻝﺘﻐﻴﺏ ﻋﻥ ﺍﻝﻌﻤل ﻝﺩﻯ‬
‫ﺍﻝﻌﻤﺎل ﻨﻭﻋ‪‬ﺎ ﻤﻥ ﺍﻝﻬﺭﻭﺏ ﻓﻘﺩ ﻴﺤﻤﻲ ﺍﻝﻌﺎﻤل ﻨﻔﺴﻪ ﻤﺅﻗﺘﹰﺎ ﻤﻥ ﺒﻴﺌﺔ ﻋﻤﻠﻪ ﺍﻝﺘﻲ ﺤﺎﻝﺕ ﺩﻭﻥ ﺇﺸﺒﺎﻉ‬
‫ﺩﻭﺍﻓﻌﻪ ﻭﺘﺤﻘﻴﻕ ﺘﻭﺍﺯﻨﻪ ﺍﻝﺸﺨﺼﻲ ﻋﻥ ﻁﺭﻕ ﺍﻝﻬﺭﻭﺏ ﻤﻥ ﻤﻭﻗﻑ ﺍﻝﻌﻤل ﺒﺩﻭﻥ ﻤﺒﺭﺭ ﻤﻭﻀﻭﻋﻲ‬

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‫ﻴﺫﻜﺭﻥ ﻭﻫﻭ ﻤﺎ ﻨﺴﻤﻴﻪ ﺒﺎﻝﺘﻐﻴﺏ ﺒﺩﻭﻥ ﻋﺫﺭ)ﻤﻨﺼﻭﺭﻱ ‪ .(1983‬ﻭﻗﺩ ﺃﺸﺎﺭﺕ ﻋﺩﺓ ﺩﺭﺍﺴﺎﺕ ﺃﻥ‬
‫ﺍﻹﻗﻼﻉ ﻋﻥ ﺍﻝﻌﻤل ﻗﺩ ﻴﺴﺎﻋﺩ ﺍﻝﻌﻤﺎل ﻋﻠﻰ ﻤﻭﺍﺠﻬﺔ ﻤﺨﺘﻠﻑ ﺃﻨﻭﺍﻉ ﺍﻝﻀﻐﻭﻁ ﻭﺒﺫﻝﻙ ﻓﺈﻨﻬﺎ ﺘﺴﻬﻡ ﻓﻲ‬
‫ﺩﺭﺍﺴﺔ‬ ‫ﻭﺒﻴ‪‬ﻨﺕ‬ ‫ﺍﻝﻌﻭﺩﺓ‪.‬‬ ‫ﺃﺜﻨﺎﺀ‬ ‫ﻝﻠﻨﺸﺎﻁ‬ ‫ﻤﺯﺍﻭﻝﺘﻬﻡ‬ ‫ﻋﻨﺩ‬ ‫ﺍﻝﻌﺎﻤﺔ‬ ‫ﺍﻝﻅﺭﻭﻑ‬ ‫ﺘﺤﺴﻴﻥ‬
‫‪ (1996)Rick.D.Hackett‬ﺃﻥ ﺍﻝﻐﻴﺎﺒﺎﺕ ﺍﻝﻌﺭﻀﻴﺔ )ﺍﻝﻤﻨﺎﺴﺒﺘﻴﺔ( ﻗﺩ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺇﺒﻘﺎﺀ ﺍﻝﺤﺎﻝﺔ‬
‫ﺍﻝﺠﺴﺩﻴﺔ ﻭ ﺍﻝﻨﻔﺴﻴﺔ ﻑ ﻤﺴﺘﻭﻯ ﻤﻘﺒﻭل ﺒﺎﻝﺭﻏﻡ ﻤﻥ ﺃﻥ ﻨﺘﺎﺌﺞ ﻫﺫﺍ ﺍﻝﻐﻴﺎﺏ ﻻ ﺘﺅﺩﻱ ﺇﻝﻰ ﺘﺤﺴﻴﻥ‬
‫ﻤﺒﺎﺸﺭ ﻴﻅﻬﺭ ﺒﻤﺠﺭ‪‬ﺩ ﻤﺯﺍﻭﻝﺔ ﺍﻝﻌﻤل‪ .‬ﻤﻤﺎ ﻴﺘﻌﺭﺽ ﺃﻭ ﻻ ﻴﺩﻋﻡ ﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﺘﻲ ﺘﺭﻯ ﺒﺄﻥ ﺍﻝﻐﻴﺎﺏ‬
‫ﻝﻠﻤﻤﺭﺽ‬ ‫ﺍﻝﻜﻠﻴﺔ‬ ‫ﺍﻝﻅﺭﻭﻑ‬ ‫ﻤﻥ‬ ‫ﻴﺤﺴﻥ‬ ‫ﺃﻥ‬ ‫ﻓﺘﺭﺽ‬ ‫ﻝﻠﻤﻭﺍﺠﻬﺔ‬ ‫ﻜﺈﺴﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫)‪ .(1996Rick.D.Hackett) (1984Goodman et Atkin‬ﻭﻗﺩ ﺫﻜﺭ ﻤﺯﻴﺎﻥ ﺃﻥ " ﻜﺜﻴﺭ ﻤﻥ‬
‫ﺍﻝﺩﺭﺍﺴﺎﺕ ﻨﺒﻬﺕ ﺇﻝﻰ ﻅﺎﻫﺭﺓ ﺃﺼﺒﺤﺕ ﻤﻌﻀﻠﺔ ﻓﻲ ﻤﺅﺴﺴﺎﺘﻨﺎ ﻭﻫﻲ ﺍﻻﻨﻀﺒﺎﻁ ﺒﻤﻭﺍﻗﻴﺕ ﺍﻝﻌﻤل‪.‬‬
‫ﻓﻤﺜﻼ ﻴﺸﻴﺭ ﻏﺭﺒﻲ ﻭﻨﺯﺍﺭ)‪ (2002‬ﺃﻥ ﻫﻨﺎﻙ ﺍﻝﻔﺌﺔ ﺍﻝﺘﻲ ﺘﺤﺘﺭﻡ ﻤﻭﺍﻋﻴﺩ ﺍﻝﻌﻤل ﻗﺩﺭﺕ ﺏ‬
‫‪ ،%31,15‬ﻭﻫﺫﻩ ﺍﻝﻨﺴﺒﺔ ﺘﺒﻴﻥ ﻤﺩﻯ ﺨﻁﻭﺭﺓ ﺍﻝﻅﺎﻫﺭﺓ‪ .‬ﻭﻴﻌﻠل ﺍﻝﺒﺎﺤﺜﺎﻥ ﺃﻥ ﺴﺒﺏ ﺫﻝﻙ ﻴﺭﺠﻊ ﺇﻝﻰ‬
‫ﺃﻥ ﺍﻝﻌﺎﻤل ﺍﻝﺠﺯﺍﺌﺭﻱ ﻗﺩ ﺍﻋﺘﺎﺩ ﺒﺄﻥ ﻻ ﻴﻜﺘﺭﺙ ﺒﺄﻫﻤﻴﺔ ﺍﻝﻌﻤل ﻭﺍﻝﻭﻗﺕ‪ ،‬ﻭﻋﻥ ﺍﻝﻤﺸﺭﻓﻴﻥ ﺍﻝﺫﻴﻥ ﺘﻡ‬
‫ﺍﻻﺴﺘﻔﺴﺎﺭ ﻤﻨﻬﻡ ﻗﻴﻤﻭﺍ ﻨﻔﺱ ﺍﻷﺴﺒﺎﺏ ﺘﻘﺭﻴﺒ‪‬ﺎ ﻓﻘﺩ ﺃﺭﺠﻌﻭﺍ ﺫﻝﻙ ﺇﻝﻰ ﺍﻝﻼﻤﺒﺎﻻﺓ ﺍﻝﺘﻲ ﺘﺭﺴﺨﺕ ﺒﻴﻥ‬
‫ﺍﻝﻌﻤﺎل‪ ،‬ﻭﺫﻝﻙ ﻝﺘﺩﻨﻲ ﺨﺩﻤﺎﺕ ﺍﻝﺭﻋﺎﻴﺔ ﻭﺍﻝﻌﻨﺎﻴﺔ ﺍﻝﻜﺎﻤﻠﺔ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ ﻭﻏﻴﺎﺏ ﺍﻝﻤﺎﺩﻴﺔ‬
‫ﻭﺍﻝﻤﻜﺎﻓﺂﺕ‪ ..‬ﺃﻀﻑ ﺇﻝﻰ ﺫﻝﻙ ﻋﺩﻡ ﻭﺠﻭﺩ ﺃﻴﺔ ﻤﺒﺎﺩﺭﺓ ﻤﻥ ﻁﺭﻑ ﺍﻹﺩﺍﺭﺓ ﻝﺘﺸﺠﻴﻊ ﺍﻝﻌﻤﺎل ﻻﺤﺘﺭﺍﻡ‬
‫ﺍﻝﻌﻤل ﻭﻤﻭﺍﻋﻴﺩﻩ "‪).‬ﻤﺯﻴﺎﻥ ‪(170 .2003‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺨﺎﻤﺴﺔ‪:‬‬
‫ﺠﺩﻭل" ﺍﺭﺘﺒﺎﻁ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻊ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل"‬
‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‬
‫‪0,071 =r‬‬ ‫ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل‬

‫ﻴﺒﻴ‪‬ﻥ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل‬
‫) ‪ .(0,071=r‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻝﻡ ﺘﺘﺤﻘﻕ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺨﺎﻤﺴﺔ ‪.‬‬
‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﺩﺍﻝﺔ ﺒﻴﻥ ﻋﺩﺩ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻭﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
‫ﻭﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻝﺘﺤﻠﻴل ﺍﻹﺤﺼﺎﺌﻲ ﺍﻝﻤﻭﻀﺢ ﻓﻲ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁﻴﻪ ﺫﺍﺕ‬
‫ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل‪.‬‬

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‫ﻭﺍﺨﺘﻠﻔﺕ ﻨﺘﺎﺝ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻊ ﻤﺎ ﺘﻭﺼﻠﺕ ﺇﻝﻴﻪ )‪ (1999Monica Hemingway‬ﺒﺄﻥ‬

‫ﺍﻻﺴﺘﻌﺩﺍﺩ ﻝﻠﺩﻭﺭﺍﻥ ﻴﺭﺘﻔﻊ ﻜﻠﻤﺎ ﺯﺍﺩ ﺼﺭﺍﻉ ﺍﻝﺩﻭﺭ ﻤﻘﺎﺭﻨﺔ ﻤﻊ ) ﻏﻤﻭﺽ ﺍﻝﺩﻭﺭ‪ ،‬ﺍﻝﻭﻓﻴﺎﺕ‪ ،‬ﻋﺏﺀ‬
‫ﺍﻝﻌﻤل(‪ .‬ﻭﻴﺨﺘﻠﻑ ﻤﻊ ﺩﺭﺍﺴﺔ ‪ (1981)Gray-Toft et Anderson‬ﺍﻝﺘﻲ ﺃﺜﺒﺘﺕ ﺃﻥ ﺍﻝﺩﻭﺭﺍﻥ ﻓﻲ‬
‫ﺍﻝﻌﻤل ﻴﻌﺘﺒﺭ ﻤﻥ ﺃﻫﻡ ﻨﻭﺍﺘﺞ ﺍﻝﻀﻐﻁ ﻋﻨﺩ ﺍﻝﻤﻤﺭﻀﻴﻥ‪ .‬ﻓﻠﻘﺩ ﻭﺠﺩﻨﺎ ﺩﻭﺭﺍﻥ ﻓﻲ ﺍﻝﻌﻤل ﻭﻝﻜﻥ ﺒﻨﺴﺒﺔ‬
‫ﺃﻗل ﻤﻘﺎﺭﻨﺔ ﺒﺎﻝﺴﻨﻭﺍﺕ ﺍﻝﺴﺎﺒﻘﺔ‪ .‬ﻭﻫﺫﺍ ﻝﻴﺱ ﻤﺭﺩﻩ ﻝﺤﺏ ﺍﻝﺒﻘﺎﺀ ﻓﻲ ﻨﻔﺱ ﺍﻝﻤﺼﻠﺤﺔ ﺃﻭ ﺍﻝﻤﺅﺴﺴﺔ ﻨﺎﺘﺞ‬
‫ﻋﻥ ﺍﻝﺭﻀﺎ ﺍﻝﻤﻬﻨﻲ‪ ،‬ﺒل ﻷﻥ ﻨﻘﺹ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺠﻌل ﻜل ﻤﻥ ﺍﻷﺴﺘﺎﺫ ﺭﺌﻴﺱ ﺍﻝﻤﺼﻠﺤﺔ ﻭﺍﻹﺩﺍﺭﺓ‬
‫ﻴﻔﺭﻀﻭﻥ ﻋﻠﻰ ﻜل ﻤﻤﺭﺽ ﻴﺭﻴﺩ ﺃﻥ ﻴﻐﻴ‪‬ﺭ ﻤﻜﺎﻥ ﻋﻤﻠﻪ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ )ﺩﻭﺭﺍﻥ ﺩﺍﺨﻠﻲ ( ﺃﻭ‬
‫ﺨﺎﺭﺠﻬﺎ ) ﺩﻭﺭﺍﻥ ﺨﺎﺭﺠﻲ ( ﺃﻥ ﻴﺄﺘﻲ ﺒﻤﻤﺭﺽ ﺒ‪‬ﺩﻝﹸﻪ‪ ،‬ﻭﻫﻨﺎ ﻨﻘﺹ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻴﺤﻭل ﺩﻭﻥ ﺘﺤﻘﻴﻕ‬
‫ﺫﻝﻙ‪.‬‬
‫ﻜﻤﺎ ﺃﻥ ﻜﺜﻴﺭ ﻤﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻻ ﻴﺭﻏﺒﻭﻥ ﻓﻲ ﺘﻐﻴﻴﺭ ﻤﻜﺎﻥ ﺍﻝﻌﻤل ﺭﺍﺠﻊ ﺇﻝﻰ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺍﻝﻤﺴﺘﻘﺎﺓ ﻤﻥ ﺍﺤﺘﻜﺎﻜﻬﻡ ﺒﺯﻤﻼﺌﻬﻡ ﺇﻥ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ ﺃﻭ ﺨﺎﺭﺠﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ ﻤﻔﺎﺩﻫﺎ ﺒﺄﻥ ﺘﻘﺭﻴﺏ ﻨﻔﺱ‬
‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺫﻱ ﻴﺴﻭﺩ ﻓﻲ ﻤﻌﻅﻡ ﺍﻝﻤﺼﻠﺤﺎﺕ ﻭﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪.‬ﻝﺫﺍ ﻴﻘﺭﺭ ﺍﻝﻤﻤﺭﺽ ﻋﺩﻡ ﺍﻝﺘﻐﻴﻴﺭ‬
‫ﻤﺴﺘﻨﺩ‪‬ﺍ ﻝﻤﻘﻭﻝﺔ " ﺍﻝﺫﻱ ﺘﻌﺭﻓﻪ ﺨﻴ‪‬ﺭ ﻤﻥ ﺍﻝﺫﻱ ﻻ ﺘﻌﺭﻓﻪ "‪.‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺴﺎﺩﺴﺔ‪:‬‬
‫ﺠﺩﻭل " ﺍﻝﻔﺭﻭﻕ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻔﺌﺎﺕ ﻓﻲ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ "‬
‫ﺍﻝﺩﻻﻝﺔ ل‬ ‫ﻗﻴﻤﺔ ‪F‬‬ ‫ﻤﻌﺩل ﺍﻝﻤﺭﺒﻌﺎﺕ‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫ﻤﺠﻤﻭﻉ ﺍﻝﻤﺭﺒﻌﺎﺕ‬
‫‪87,04‬‬ ‫‪3‬‬ ‫‪261,48‬‬ ‫ﺒﻴﻥ ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪0,86‬‬ ‫‪0,24‬‬ ‫‪360,81‬‬ ‫‪267‬‬ ‫‪96337,59‬‬ ‫ﺩﺍﺨل ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪270‬‬ ‫‪96598,74‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﻋﺩﻡ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻤﻥ ﺤﻴﺙ ﺇﺩﺭﺍﻙ‬
‫ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ‪ ،‬ﺤﻴﺙ ﻜﺎﻨﺕ ‪ 0,24= F‬ﻭ ل =‪ 0,86‬ﻭ ﺒﺎﻝﺘﺎﻝﻲ ﻝﻡ‬
‫ﺘﺘﺤﻘﻕ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺴﺎﺩﺴﺔ‪.‬‬
‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﺩﺭﺠﺎﺕ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ‪ .‬ﻭﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻝﺘﺤﻠﻴل ﺍﻹﺤﺼﺎﺌﻲ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ‬
‫ﻓﻲ ﺍﻝﺠﺩﻭل ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﻓﻲ ﺩﺭﺠﺎﺕ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺴﻠﻙ‬
‫ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻭﺘﺘﻔﻕ ﻫﺫﻩ ﺍﻝﻨﺘﻴﺠﺔ ﻤﻊ ﻤﺎ ﺘﻭﺼل ﺇﻝﻴﻪ )ﻋﺩﺍﺩ ‪ (2001‬ﺤﻴﺙ ﻭﺠﺩ ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ‬
‫ﺩﺍﻝﺔ ﺒﻴﻥ ﺍﻝﻤﺩﺭﻴﻥ ﻭﺭﺅﺴﺎﺀ ﺍﻝﻤﻜﺎﺘﺏ ﻓﻲ ﺇﺩﺭﺍﻜﻬﻡ ﻝﻠﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪.‬‬
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‫ﻭﺘﺨﺘﻠﻑ ﺩﺭﺍﺴﺘﻨﺎ ﻤﻊ ﺩﺭﺍﺴﺔ )‪ (M. patterson2004‬ﺍﻝﺘﻲ ﺘﻭﺼﻠﺕ ﺇﻝﻰ ﺃﻥ ﺘﻘﺩﻴﺭ‬

‫ﺍﻝﻤﺩﻴﺭﻴﻥ ﻷﻏﻠﺏ ﻤﻅﺎﻫﺭ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺴﺎﺌﺩ ﻓﻲ ﻤﺅﺴﺴﺎﺘﻬﻡ ﻜﺎﻨﺕ ﺃﻜﺜﺭ ﺍﻴﺠﺎﺒﻴﺔ ﺒﺎﻝﻤﻘﺎﺭﻨﺔ ﻤﻊ ﻏﻴﺭ‬
‫ﺍﻝﻤﺩﻴﺭﻴﻥ‪ .‬ﻭﺘﺨﺘﻠﻑ ﻤﻊ ﻨﺘﺎﺌﺞ ﺩﺭﺍﺴﺔ ﺸﻨﺎ ﻴﺩﺭ ﻭﺒﺎﺘﻠﻴﺕ)‪ (1975‬ﺍﻝﺘﻲ ﺒﻴ‪‬ﻨﺕ ﺃﻥ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﻴﺨﺘﻠﻑ ﻤﺎﺒﻴﻥ ﺍﻝﻤﺩﻴﺭﻴﻥ ﻭ ﻤﺴﺎﻋﺩﻱ ﺍﻝﻤﺩﻴﺭﻴﻥ‪ .‬ﻭﻴﺨﺘﻠﻑ ﺃﻴﻀ‪‬ﺎ ﻤﻊ ﺩﺭﺍﺴﺔ )ﻫﺎل ﻭﻻﻭﻝﺭ‬
‫‪ ،(1969‬ﺤﻴﺙ ﻻﺤﻅﺎ ﺍﺨﺘﻼﻑ ﻓﻲ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﺍﻝﺘﻘﻨﻴﻴﻥ ﻭﺍﻹﺩﺍﺭﻴﻴﻥ‪ ،‬ﻭﻴﺭﻯ‬
‫ﻫﺅﻻﺀ ﺍﻝﺒﺎﺤﺜﻭﻥ ﺃﻥ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻴﺘﻨﻭﻉ ﻝﺩﻯ ﺍﻝﻤﻭﻅﻔﻴﻥ ﺤﺴﺏ ﺍﻝﺴﻠﻡ ﺍﻹﺩﺍﺭﻱ )ﻋﺩﺍﺩ‬
‫‪ .(2001‬ﻭﻫﺫﺍ ﻴﺯﻴﺩ ﻓﻲ ﺍﻝﺘﺄﻜﻴﺩ ﻋﻠﻰ ﻋﺩﻡ ﻤﻼﺌﻤﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ‪ .‬ﻓﺭﻏﻡ ﺘﺭﻗﻴﺔ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺇﻝﻰ‬
‫ﺭﺘﺏ ﻭﻤﻬﻥ ﺃﻋﻠﻰ ﺇﻻ ﺃﻥ ﻤﻌﺎﻤﻠﺘﻬﻡ ﻤﻥ ﻁﺭﻑ ﺍﻝﺠﻤﻴﻊ‪ ،‬ﺍﻷﻁﺒﺎﺀ ﺨﺎﺼﺔ ﺍﻷﺴﺘﺎﺫ ﺭﺌﻴﺱ ﺍﻝﻤﺼﻠﺤﺔ‪،‬‬
‫ﻭﺍﻝﻤﺴﻴﺭﻴﻥ ﺨﺎﺼﺔ ﺍﻝﻤﺩﻴﺭ ﺍﻝﻌﺎﻡ‪ ،‬ﻻ ﺘﺨﺘﻠﻑ ﻜﺜﻴﺭ‪‬ﺍ ﻋﻥ ﺴﺎﺌﺭ ﺍﻝﻤﻤﺭﻀﻴﻥ‪ ،‬ﻭﻴ‪‬ﻨﻅﺭ ﺇﻝﻴﻬﻡ ﺒﺄﻥ‬
‫ﻤﺭﺘﺒﺘﻬﻡ ﻻ ﺘﻌﻭﺩ ﻝﻜﻔﺎﺀﺘﻬﻡ ﺒل ﻝﺘﻌﻴﻴﻥ ﻤﻥ ﻁﺭﻑ ﺍﻷﺴﺘﺎﺫ ﺭﺌﻴﺱ ﺍﻝﻤﺼﻠﺤﺔ ﺃﻭ ﺃﺤﺩ ﻤﺴﻴﺭﻱ‬
‫ﺍﻝﻤﺅﺴﺴﺔ‪ .‬ﻭﻴﺼل ﺍﻝﺤﺎل ﺒﺎﻝﻤﺴﺌﻭل ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﺃﻥ ﻴﺅﺩﻱ ﻤﻬﺎﻡ ﻭﻭﻅﺎﺌﻑ ﺍﻝﻤﻤﺭﺽ ﻝﻨﻘﺹ‬
‫ﺍﻝﻤﻤﺭﻀﻴﻥ‪ ،‬ﻭﺃﻜﺜﺭ ﻤﻥ ﺫﻝﻙ ﻓﻘﺩ ﻴﻘﻭﻡ ﺒﻤﻬﺎﻡ ﺍﻝﻌﺎﻤل ﺍﻝﻜﺎﺩﺡ ‪ .L’Homme De Peine‬ﻓﻌﺩﻡ‬
‫ﻭﺠﻭﺩ ﺍﺨﺘﻼﻑ ﻓﻲ ﺇﺩﺭﺍﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺸﺒﻪ ﻁﺒﻴﺔ ﻤﺭﺩﻩ ﻜﻭﻥ ﺍﻝﺘﺭﻗﻴﺔ ﻓﻲ‬
‫ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻝﻡ ﺘﺭﺘﻘﻲ ﺒﻌﺩ ﻝﺘﺼﺒﺢ ﺘﻭﻓﺭ ﻝﺼﺎﺤﺒﻬﺎ ﻤﻜﺎﻨﺔ ﺍﺠﺘﻤﺎﻋﻴﺔ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ‪.‬‬
‫ﻓﺎﻝﺘﺭﻗﻴﺔ ﻻ ﻴﻘﺎﺒﻠﻬﺎ ﺃﻱ ﺘﻐﻴ‪‬ﺭ ﻓﻘﻨﻭﺍﺕ ﺍﻻﺘﺼﺎل ﻻ ﺘﺘﻐﻴﺭ ﻻ ﻓﻲ ﺍﻝﻨﻭﻉ ﻭﻻ ﻓﻲ ﺍﻝﻜﻴﻑ‪ .‬ﻭﺍﻝﺘﺭﻗﻴﺔ ﻻ‬
‫ﻴﻘﺎﺒﻠﻬﺎ ﺃﻱ ﺍﺤﺘﺭﺍﻡ ﺃﻭ ﺘﻘﺩﻴﺭ ﺃﻭ ﺍﻋﺘﺭﺍﻑ ﻤﻥ ﺒﺩﺀ‪‬ﺍ ﺒﺎﻝﺯﻤﻼﺀ ﺇﻝﻰ ﺍﻝﺴﻠﻙ ﺍﻝﻁﺒﻲ ﻭﺍﻹﺩﺍﺭﻱ‪.‬‬
‫ﻋﺭﺽ ﻭﻤﻨﺎﻗﺸﺔ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺴﺎﺒﻌﺔ‪:‬‬
‫ﺠﺩﻭل " ﺍﻝﻔﺭﻭﻕ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻔﺌﺎﺕ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻺﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ "‬
‫ﺍﻝﺩﻻﻝﺔ ل‬ ‫ﻗﻴﻤﺔ ‪F‬‬ ‫ﻤﻌﺩل ﺍﻝﻤﺭﺒﻌﺎﺕ‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫ﻤﺠﻤﻭﻉ‬
‫ﺍﻝﻤﺭﺒﻌﺎﺕ‬
‫‪16,49‬‬ ‫‪3‬‬ ‫‪49,48‬‬ ‫ﺒﻴﻥ ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪0,64‬‬ ‫‪0,56‬‬ ‫‪29,49‬‬ ‫‪267‬‬ ‫‪7870,05‬‬ ‫ﺩﺍﺨل ﺍﻝﻤﺠﻭﻋﺎﺕ‬
‫‪270‬‬ ‫‪7919,54‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﻋﺩﻡ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻤﻥ ﺤﻴﺙ ﺒﻌﺩ‬
‫ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ ،‬ﺤﻴﺙ ﻜﺎﻨﺕ ‪ 1,58= F‬ﻭ ل =‪0,19‬‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﺠﺩﻭل " ﺍﻝﻔﺭﻭﻕ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻔﺌﺎﺕ ﺒﺎﻝﻨﺴﺒﺔ ﻝﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ "‬
‫ﺍﻝﺩﻻﻝﺔ ل‬ ‫ﻗﻴﻤﺔ ‪F‬‬ ‫ﻤﻌﺩل ﺍﻝﻤﺭﺒﻌﺎﺕ‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫ﻤﺠﻤﻭﻉ ﺍﻝﻤﺭﺒﻌﺎﺕ‬
‫‪16,49‬‬ ‫‪3‬‬ ‫‪49,48‬‬ ‫ﺒﻴﻥ ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪29,47‬‬ ‫‪267‬‬ ‫‪7870,05‬‬ ‫ﺩﺍﺨل ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪0,64‬‬ ‫‪0,56‬‬ ‫‪270‬‬ ‫‪7919‬ﻭ‪54‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﻋﺩﻡ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻤﻥ ﺤﻴﺙ‬
‫ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ‪ ،‬ﺤﻴﺙ ﻜﺎﻨﺕ ‪ 0,56= F‬ﻭ ل =‪0,64‬‬
‫ﺠﺩﻭل " ﺍﻝﻔﺭﻭﻕ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻔﺌﺎﺕ ﺒﺎﻝﻨﺴﺒﺔ ﻝﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ "‬
‫ﺍﻝﺩﻻﻝﺔ ل‬ ‫ﻗﻴﻤﺔ ‪F‬‬ ‫ﻤﻌﺩل ﺍﻝﻤﺭﺒﻌﺎﺕ‬ ‫ﺩﺭﺠﺔ ﺍﻝﺤﺭﻴﺔ‬ ‫ﻤﺠﻤﻭﻉ ﺍﻝﻤﺭﺒﻌﺎﺕ‬

‫‪58,33‬‬ ‫‪3‬‬ ‫‪175,01‬‬ ‫ﺒﻴﻥ ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬

‫‪58,48‬‬ ‫‪267‬‬ ‫‪15614,77‬‬ ‫ﺩﺍﺨل ﺍﻝﻤﺠﻤﻭﻋﺎﺕ‬
‫‪0,39‬‬ ‫‪0,99‬‬ ‫‪270‬‬ ‫‪915789,79‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﻋﺩﻡ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻤﻥ ﺤﻴﺙ ﺒﻌﺩ‬
‫ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‪ ،‬ﺤﻴﺙ ﻜﺎﻨﺕ ‪ 0,99= F‬ﻭ ل =‪0,39‬‬
‫ﻭﻤﻥ ﺍﻝﺠﺩﺍﻭل ﺍﻝﺜﻼﺜﺔ ﺍﻷﺨﻴﺭﺓ ﻭﺍﻝﺘﻲ ﺘﻤﺜل ﻋﻠﻰ ﺍﻝﺘﻭﺍﻝﻲ ﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ‪ ،‬ﺒﻌﺩ ﺘﺒﻠﺩ‬
‫ﺍﻝﻤﺸﺎﻋﺭ ﻭﺒﻌﺩ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻹﻨﺠﺎﺯ‪ .‬ﻴﺘﻀﺢ ﻋﺩﻡ ﻭﺠﻭﺩ ﺍﻝﻔﺭﻭﻕ ﺩﺍﻝﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ‬
‫ﻁﺒﻲ ﻤﻥ ﺤﻴﺙ ﺒﻌﺩ ﺍﻹﺠﻬﺎﺩ ﺍﻻﻨﻔﻌﺎﻝﻲ ﻭﺒﻌﺩ ﺘﺒﻠﺩ ﺍﻝﻤﺸﺎﻋﺭ ﻭﺒﻌﺩ ﺘﺩﻨﻲ ﺍﻝﺸﻌﻭﺭ ﺒﺎﻻﻨﺠﺎﺯ‪ .‬ﻭﺒﻬﺫﺍ‬
‫ﻴﺘﻀﺢ ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﻓﻲ‬
‫ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ .‬ﻭ ﺒﺎﻝﺘﺎﻝﻲ ﻝﻡ ﺘﺘﺤﻘﻕ ﺍﻝﻔﺭﻀﻴﺔ ﺍﻝﺴﺎﺒﻌﺔ‪.‬‬
‫ﺍﻓﺘﺭﻀﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻭﺠﻭﺩ ﻓﺭﻭﻕ ﺫﺍﺕ ﺩﻻﻝﺔ ﺇﺤﺼﺎﺌﻴﺔ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ‬
‫ﺍﻝﻨﻔﺴﻲ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﻓﺌﺎﺕ ﺍﻝﺴﻠﻙ ﺍﻝﺸﺒﻪ ﻁﺒﻲ‪ .‬ﻭﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻝﺘﺤﻠﻴل ﺍﻹﺤﺼﺎﺌﻲ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ‬
‫ﻓﻲ ﺍﻝﺠﺩﺍﻭل ﺍﻝﺜﻼﺜﺔ ﺍﻷﺨﻴﺭﺓ ﺃﻨﻪ ﻻ ﺘﻭﺠﺩ ﻓﺭﻭﻕ ﻓﻲ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪ .‬ﻓﻜل ﺍﻝﻔﺌﺎﺕ‬
‫ﺍﻝﺸﺒﻪ ﻁﺒﻴﺔ ﺘﻌﺎﻨﻲ ﻤﻥ ﻨﻔﺱ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻭﺫﻝﻙ ﻤﺭﺩﻩ ﺇﻝﻰ ﺃﻥ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺍﻝﺫﻴﻥ‬
‫ﻝﻬﻡ ﻤﻨﺎﺼﺏ ﺃﻋﻠﻰ ﻴﺘﻠﻘﻭﻥ ﻨﻔﺱ ﺍﻝﻤﻌﺎﻤﻠﺔ ﻤﻥ ﻁﺭﻑ ﺍﻝﻤﺴﺌﻭﻝﻴﻥ ﺍﻝﻁﺒﻴﻴﻥ ﻭﺍﻹﺩﺍﺭﻴﻴﻥ‪ .‬ﻓﻬﻡ ﻓﻲ ﻨﻅﺭ‬
‫ﺍﻝﻤﺴﺌﻭﻝﻴﻥ ﻤﻤﺭﻀﻭﻥ ﻋﺎﺩﻴﻭﻥ‪ .‬ﻭﻤﺎ ﺯﺍﺩ ﻓﻲ ﺘﻔﺎﻗﻡ ﺍﻷﻤﺭ ﺃﻥ ﺍﻝﺘﺭﻗﻴﺔ ﻻ ﻴﺴﺒﻘﻬﺎ ﺃﻱ ﺘﻜﻭﻴﻥ ﻓﻲ‬

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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫ﻤﺠﺎل ﺍﻝﺘﺴﻴﻴﺭ ﺍﻝﺼﺤﻲ ﻭﻻ ﺘﺭﺘﻜﺯ ﻋﻠﻰ ﺃﺩﻨﻰ ﻤﻌﺎﻴﻴﺭ ﺍﻝﻜﻔﺎﺀﺓ‪ .‬ﻓﺘﺭﻗﻴﺔ ﻤﻤﺭﺽ ﺇﻝﻰ ﻤﺭﻜﺯ ﺃﻋﻠﻰ‬
‫ﻤﻌﻴﺎﺭﻫﺎ ﺍﻝﻭﺤﻴﺩ ﺍﻝﻌﻼﻗﺎﺕ ﺍﻝﺸﺨﺼﻴﺔ‪ .‬ﻭﻫﺫﺍ ﻤﺭﺩﻩ ﻝﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺴﺎﺌﺩ‬
‫ﺍﻝﺫﻱ ﻻ ﻴﻔﺭﻕ ﺒﻴﻥ ﻤﻤﺭﺽ ﻭﺍﻝﻤﺴﺌﻭل ﺍﻝﺸﺒﻪ ﻁﺒﻲ‪ .‬ﻓﺭﻏﻡ ﺘﺭﻗﻴﺔ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺇﻝﻰ ﺭﺘﺏ ﻭﻤﻬﻥ‬
‫ﺃﻋﻠﻰ ﺇﻻ ﺃﻥ ﻤﻌﺎﻤﻠﺘﻬﻡ ﻤﻥ ﻁﺭﻑ ﺍﻝﺠﻤﻴﻊ‪ ،‬ﺍﻷﻁﺒﺎﺀ ﺨﺎﺼﺔ ﺍﻷﺴﺘﺎﺫ ﺭﺌﻴﺱ ﺍﻝﻤﺼﻠﺤﺔ‪ ،‬ﻭﺍﻝﻤﺴﻴﺭﻴﻥ‬
‫ﺨﺎﺼﺔ ﺍﻝﻤﺩﻴﺭ ﺍﻝﻌﺎﻡ‪ ،‬ﻻ ﺘﺨﺘﻠﻑ ﻜﺜﻴﺭ‪‬ﺍ ﻋﻥ ﺴﺎﺌﺭ ﺍﻝﻤﻤﺭﻀﻴﻥ‪ ،‬ﻭﻴ‪‬ﻨﻅﺭ ﺇﻝﻴﻬﻡ ﺒﺄﻥ ﻤﺭﺘﺒﺘﻬﻡ ﻻ ﺘﻌﻭﺩ‬
‫ﻝﻜﻔﺎﺀﺘﻬﻡ ﺒل ﻝﻠﺘﻌﻴﻴﻥ ﻤﻥ ﻁﺭﻑ ﺍﻷﺴﺘﺎﺫ ﺭﺌﻴﺱ ﺍﻝﻤﺼﻠﺤﺔ ﺃﻭ ﺃﺤﺩ ﻤﺴﻴﺭﻱ ﺍﻝﻤﺅﺴﺴﺔ‪ .‬ﻭﻴﺼل‬
‫ﺍﻝﺤﺎل ﺒﺎﻝﻤﺴﺌﻭل ﺍﻝﺸﺒﻪ ﻁﺒﻲ ﺃﻥ ﻴﺅﺩﻱ ﻤﻬﺎﻡ ﻭﻭﻅﺎﺌﻑ ﺍﻝﻤﻤﺭﺽ ﻝﻨﻘﺹ ﺍﻝﻤﻤﺭﻀﻴﻥ‪ ،‬ﻭﺃﻜﺜﺭ ﻤﻥ‬
‫ﺫﻝﻙ ﻓﻘﺩ ﻴﻘﻭﻡ ﺒﻤﻬﺎﻡ ﺍﻝﻌﺎﻤل ﺍﻝﻜﺎﺩﺡ ﻭﻫﺫﺍ ﻴﻭﻝﺩ ﻀﻐﻁ ﻤﺴﺘﻤﺭ ﻴﺼل ﺇﻝﻰ ﺩﺭﺠﺔ ﺍﺤﺘﺭﺍﻕ ﺒﻤﺴﺘﻭﻯ‬
‫ﻋﺎل‪ .‬ﻭﺒﻬﺫﺍ ﻓﺈﻥ ﺍﻝﻤﻤﺭﻀﻭﻥ ﻴﻌﻴﺸﻭﻥ ﻀﻐﻁ ﻤﺴﺘﻤﺭ ﻝﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ ﻭﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻤﻥ ﺠﻬﺔ‬
‫ﻭﻤﻥ ﺠﻬﺔ ﺁﺨﺭﻱ ﺍﻝﺨﻁﺄ ﻭﺍﻝﻨﺴﻴﺎﻥ ﻓﻲ ﻤﻬﻨﺘﻪ ﻻ ﻴﻐﺘﻔﺭ ﺤﺘﻰ ﻤﻥ ﺃﻗﺭﺏ ﺍﻝﻨﺎﺱ ﺇﻝﻴﻪ‪ .‬ﻓﺄﻗﺭﺏ ﺍﻝﻨﺎﺱ‬
‫ﺇﻝﻴﻪ ﻴﻠﻭﻤﻪ ﻋﻥ ﺇﻫﻤﺎﻝﻪ ﻝﻠﻤﺭﻴﺽ ﻤﻬﻤﺎ ﻜﺎﻥ ﺍﻝﻌﺫﺭ‪ .‬ﻜﺫﻝﻙ ﻴﺯﻴﺩ ﻤﻥ ﺍﻻﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ ﻝﻠﻤﻤﺭﺽ‬
‫ﻫﻭ ﺍﻝﻀﻐﻁ ﺍﻝﻤﺴﺘﻤﺭ ﻴﻭﻤ ًَُ‪‬ﻴًﺎ ﻜﻭﻥ ﺍﻝﻤﻤﺭﺽ ﻴﻠﺘﺤﻕ ﻴﻭﻤﻴ‪‬ﺎ ﺒﻤﺅﺴﺴﺔ ﺒﻬﺎ ﺃﻨﺎﺱ ﻴﺘﺄﻝﻤﻭﻥ ﻭﻴﺘﻭﺠﻌﻭﻥ‬
‫ﻓﻬﻭ ﺩﺍﺌﻤ‪‬ﺎ ﻓﻲ ﺼﺭﺍﻉ ﻤﻊ ﻫﺎﺘﻪ ﺍﻷﻭﺠﺎﻉ ﻭﻤﺎ ﻴﺯﻴﺩ ﺍﻝﻀﻐﻁ ﻋﻠﻴﻪ ﻫﻭ ﻨﻘﺹ ﺍﻝﻭﺴﺎﺌل ﻭﺴﻭﺀ‬
‫ﺍﻝﺘﺴﻴﻴﺭ ﻓﻴﺼﺒﺢ ﻴﻠﻭﻡ ﻨﻔﺴﻪ ﺸﻌﻭﺭﻴ‪‬ﺎ ﻭﻻ ﺸﻌﻭﺭﻴ‪‬ﺎ‪ .‬ﻭﻴﻠﻭﻤﻭﻨﻪ ﺍﻝﻤﺭﻀﻰ ﻭﺤﺘﻰ ﺍﻝﺯﻭﺍﺭ‪ .‬ﻜﻤﺎ ﺃﻥ‬
‫ﺍﻝﺘﺭﻗﻴﺔ ﺩﻭﻥ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻝﻜﻔﺎﺀﺓ ﺃﻭ ﺃﻱ ﺘﻜﻭﻴﻥ‪ ،‬ﻓﻌﻭﺽ ﺃﻥ ﺘﺯﻴﺩ ﻤﻥ ﺍﻝﺭﻀﺎ ﺍﻝﻤﻬﻨﻲ ﻓﻬﻲ ﺘﺯﻴﺩ‬
‫ﻤﻥ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‪ .‬ﻓﺯﻴﺎﺩﺓ ﻋﻠﻰ ﻀﻐﻁ ﺍﻝﻤﻬﻨﺔ ﻭﺍﻝﻤﻨﺎﺥ ﻫﻨﺎﻙ ﻀﻐﻁ ﺍﻝﺨﻭﻑ ﻤﻥ ﺍﻝﺘﻨﺤﻴﺔ‪.‬‬
‫ﻓﺎﻝﺤﺼﻭل ﻋﻠﻰ ﺘﺭﻗﻴﺔ ﻗﺎﺒﻠﺔ ﻝﻠﻨﺯﻉ ﻤﻥ ﺃﺠل ﻜل ﺸﻲﺀ ﻭﺃﻱ ﺸﻲﺀ‪ .‬ﺃﻤﺭ ﺁﺨﺭ ﻫﻭ ﻜﻭﻥ ﺍﻝﺘﺭﻗﻴﺔ‬
‫ﺘﺘﻁﻠﺏ ﺘﻜﻭﻥ ﻓﻲ ﺘﺴﻴﻴﺭ ﺍﻝﻤﺼﻠﺤﺎﺕ‪ ،‬ﻓﺎﻝﺤﺼﻭل ﻋﻠﻰ ﺘﺭﻗﻴﺔ ﺒﺩﻭﻥ ﺘﻜﻭﻴﻥ ﻓﻲ ﺃﺩﻨﻰ ﻤﺒﺎﺩﺉ‬
‫ﺍﻝﺘﺴﻴﻴﺭ ﻫﻭ ﻋﺎﻤل ﻀﻐﻁ‪ .‬ﻓﺈﺫﺍ ﻴﻌﻴﺵ ﺍﻝﻨﺎﺠﻡ ﺃﻜﺜﺭ ﻤﻥ ﻁﺒﻴﻌﺔ ﺍﻝﻤﻬﻨﺔ‪ ،‬ﻓﺈﻥ ﺍﻝﻤﺭﺍﻗﺏ ﺍﻝﻁﺒﻲ ﻴﻌﻴﺵ‬
‫ﻀﻐﻁ ﺍﻝﺘﻭﻗﻌﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺍﻝﻁﺒﻴﺔ ﻭﺍﻝﺸﺒﻪ ﻁﺒﻴﺔ‪.‬ﻤﻥ ﺘﻠﺒﻴﺔ ﺘﻁﻠﻌﺎﺕ ﻫﺅﻻﺀ‪ .‬ﻓﺈﺫﺍ ﻜﺎﻥ ﺍﻝﻤﻤﺭﺽ‬
‫ﻴﺨﺸﻰ ﺍﻝﻔﺸل ﻓﻲ ﺍﻝﻌﻼﺝ‪ ،‬ﻓﺎﻝﻤﺭﺍﻗﺏ ﻴﺨﺸﻰ ﺍﻝﻔﺸل ﻓﻲ ﺤﺴﻥ ﺍﻝﺘﺩﺒﻴﺭ ﻭﺍﻝﺘﺴﻴﻴﺭ‬

‫ﺍﻻﻗﺘﺭﺍﺤﺎﺕ ‪:‬‬
‫‪ - 1‬ﺇﺠﺭﺍﺀ ﺍﻝﻤﺯﻴﺩ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﻝﻠﺘﻌﺭﻑ ﻋﻠﻰ ﻋﻭﺍﻤل ﺃﺨﺭﻯ ﻝﻼﺤﺘﺭﺍﻕ ﺍﻝﻨﻔﺴﻲ‪.‬‬
‫‪ -2‬ﺇﺠﺭﺍﺀ ﺍﻝﻤﺯﻴﺩ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺘﻲ ﺘﺘﻨﺎﻭل ﺒﻴﺌﺔ ﺍﻝﻌﻤل ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺔ ﺍﻝﺼﺤﻴﺔ‪.‬‬
‫‪ -3‬ﺘﻬﻴﺌﺔ ﺍﻝﻤﻨﺎﺥ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﻤﻼﺌﻡ ﻝﻠﻤﻤﺭﺽ ﺤﺘﻰ ﻴﺘﺴﻨﻰ ﻝﻪ ﺘﻘﺩﻴﻡ ﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺒﻤﺯﻴﺩ ﻤﻥ‬
‫ﺍﻹﻨﺴﺎﻨﻴﺔ‪.‬‬
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 ‫ﻋـﺩﺩ ‪ / 10‬ﺠﻭﺍﻥ‪2013‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‪ ،‬ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬

‫‪ -4‬ﻀﺭﻭﺭﺓ ﻗﻴﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺒﺘﺸﺠﻴﻊ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻋﻠﻰ ﺨﺩﻤﺎﺘﻬﻡ ﻭﺍﻹﺸﺎﺩﺓ ﺒﻬﺎ ﺒﺼﻭﺭﺓ ﻤﺴﺘﻤﺭﺓ ﻤﻤﺎ‬
‫ﻴﺴﺎﻫﻡ ﻓﻲ ﺨﻠﻕ ﺍﻻﻨﻁﺒﺎﻉ ﺍﻝﺠﻴﺩ ﻝﺩﻯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﺤﻭل ﺍﻝﻤﺅﺴﺴﺔ ﺍﻝﺘﻲ ﻴﻌﻤﻠﻭﻥ ﺒﻬﺎ‪.‬‬
‫‪ -5‬ﻀﺭﻭﺭﺓ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺃﺴﺱ ﻭﻤﻌﺎﻴﻴﺭ ﻋﻠﻤﻴﺔ ﺴﻠﻴﻤﺔ ﻓﻲ ﺘﺭﻗﻴﺔ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫‪ -6‬ﻀﺭﻭﺭﺓ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺴﻴﺎﺴﺔ ﻤﻨﺼﻔﺔ ﻝﻠﻤﻜﺎﻓﺂﺕ‪.‬‬
‫‪ -7‬ﺘﺸﺠﻴﻊ ﺍﻷﻓﻜﺎﺭ ﺍﻝﺠﻴﺩﺓ ﻭﺍﻝﺭﺅﻯ ﻭﺍﻝﻤﺒﺎﺩﺭﺍﺕ ﺍﻝﻔﺭﺩﻴﺔ ﻭﺍﻝﺠﻤﺎﻋﻴﺔ ﺒﻤﺎ ﻴﺨﺩﻡ ﺍﻝﻤﺅﺴﺴﺔ‪.‬‬
‫‪ -8‬ﺘﺸﺠﻴﻊ ﻭﺘﺤﻔﻴﺯ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﻋﺩﻡ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻝﺘﻭﺒﻴﺦ ﻭﺍﻝﺘﻘﻠﻴل ﻤﻥ ﻗﻴﻤﺔ ﺨﺩﻤﺎﺕ ﺍﻝﻤﻤﺭﻀﻴﻥ‪.‬‬
‫‪ -9‬ﺨﻠﻕ ﺤﻴﺎﺓ ﻭﺭﻭﺍﺒﻁ ﺍﺠﺘﻤﺎﻋﻴﺔ ﺠﻴﺩﺓ ﺒﻴﻥ ﺍﻝﻌﺎﻤﻠﻴﻥ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻘﻠﻴل ﺍﻝﺼﺭﺍﻉ ﺒﻴﻥ ﺍﻝﻔﺭﻴﻕ‬
‫ﺍﻝﻤﻌﺎﻝﺞ‪.‬‬

‫ﺍﻝﻤﺭﺍﺠﻊ‪:‬‬
‫‪ 1‬ـ ﺤﺴﻥ ﻋﺩﺍﺩ )‪ :(2001‬ﺍﻝﺠ ‪‬ﻭ ﺍﻝﺘﻨﻅﻴﻤﻲ ﺩﺍﺨل ﺍﻝﻤﺅﺴﺴﺎﺕ ﺍﻝﺼﺤﻴﺔ ﺍﻝﻌﻤﻭﻤﻴﺔ ﻭﻋﻼﻗﺘﻪ‬
‫ﺒﺎﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ ﻋﻨﺩ ﺇﻁﺎﺭﺍﺕ ﺘﺴﻴﻴﺭ ﻫﺫﻩ ﺍﻝﻤﺅﺴﺴﺎﺕ‪ .‬ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ‬
‫ﺍﻝﻨﻔﺱ ﺍﻝﻌﻤل ﻭﺍﻝﺘﻨﻅﻴﻡ‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‪.‬‬
‫‪ 2‬ـ ﺤﻜﻴﻤﺔ ﺃﻴﺕ ﺤﻤﻭﺩﺓ )‪ :(2006‬ﺩﻭﺭ ﺴﻤﺎﺕ ﺍﻝﺸﺨﺼﻴﺔ ﻭﺍﺴﺘﺭﺍﺘﺠﻴﺎﺕ ﺍﻝﻤﻭﺍﺠﻬﺔ ﻓﻲ ﺘﻌﺩﻴل‬
‫ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻀﻐﻭﻁ ﺍﻝﻨﻔﺴﻴﺔ ﻭﺍﻝﺼﺤﺔ ﺍﻝﺠﺴﺩﻴﺔ ﻭ ﺍﻝﻨﻔﺴﻴﺔ‪ ،‬ﺃﻁﺭﻭﺤﺔ ﺩﻜﺘﻭﺭﺍﻩ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ‪ .‬ﻓﻲ‬
‫ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﺍﻝﻌﻴﺎﺩﻱ‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‪.‬‬
‫‪ 3‬ـ ﺭﻀﺎ ﻤﺴﻌﻭﺩﻱ )‪ :(2003‬ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ ﻝﺩﻯ ﺃﻁﺒﺎﺀ ﻤﺼﻠﺤﺔ ﺍﻻﺴﺘﻌﺠﺎﻻﺕ‪ ،‬ﻤﺼﺎﺩﺭﻩ‬
‫ﻭﻤﺅﺸﺭﺍﺘﻪ‪ ،‬ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﺍﻝﻌﻤل ﻭﺍﻝﺘﻨﻅﻴﻡ‪ .‬ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‪.‬‬
‫‪ 4‬ـ ﻋﺎﻤﺭ ﺍﻝﻜﺒﻴﺴﻲ )‪ :(2006‬ﺍﻝﺘﻁﻭﻴﺭ ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﻗﻀﺎﻴﺎ ﻤﻌﺎﺼﺭﺓ‪ .‬ﺍﻝﻁﺒﻌﺔ ﺍﻷﻭﻝﻰ‪ .‬ﺩﺍﺭ‬
‫ﺍﻝﺭﻀﺎ ﻝﻠﻨﺸﺭ‪ .‬ﺴﻭﺭﻴﺔ‬
‫‪ 5‬ـ ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ ﻓﻬﺩ ﺴﻴﻑ )‪ :(2000‬ﻤﺤﺩﺩﺍﺕ ﺍﻹﻋﻴﺎﺀ ﺍﻝﻤﻬﻨﻲ ﺒﻴﻥ ﺍﻝﺠﻨﺴﻴﻥ‪ .‬ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﺎﻤﺔ‪،‬‬
‫ﺍﻝﻤﺠﻠﺩ ‪ 39‬ﺍﻝﻌﺩﺩ‪ 675) .4‬ـ‪(718‬‬
‫‪ 6‬ـ ﻋﺒﻴﺩ ﺒﻥ ﻋﺒﺩ ﺍﷲ ﺍﻝﻌﻤﺭﻱ )‪ :(2004‬ﺒﻨﺎﺀ ﻨﻤﻭﺫﺝ ﺴﺒﺒﻲ ﻝﺩﺭﺍﺴﺔ ﺘﺄﺜﻴﺭ ﻜل ﻤﻥ ﺍﻝﻭﻻﺀ‬
‫ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﺍﻝﺭﻀﺎ ﺍﻝﻭﻅﻴﻔﻲ ﻭﻀﻐﻭﻁ ﺍﻝﻌﻤل ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻝﻭﻅﻴﻔﻲ ﻭﺍﻝﻔﻌﺎﻝﻴﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ‪.‬‬
‫ﻤﺠﻠﺔ ﺠﺎﻤﻌﺔ ﺃﻡ ﺍﻝﻘﺭﻯ ﻝﻠﻌﻠﻭﻡ ﺍﻝﺘﺭﺒﻭﻴﺔ ﻭﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻹﻨﺴﺎﻨﻴﺔ‪ .‬ﺍﻝﻤﺠﻠﺩ ﺍﻝﺴﺎﺩﺱ ﻋﺸﺭ ـ ﺍﻝﻌﺩﺩ‬
‫ﺍﻷﻭل ـ ‪.2004‬‬

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 2013‫ ﺠﻭﺍﻥ‬/ 10 ‫ﻋـﺩﺩ‬ ‫ ﻣﺨﺒﺮ ﺗﻄﻮﻳﺮ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭ ﺍﻟﺘﺮﺑﻮﻳﺔ‬،‫ﺩﺭﺍﺳﺎﺕ ﻧﻔﺴﻴﺔ ﻭ ﺗﺮﺑﻮﻳﺔ‬

‫ﺩﺍﺭ ﺍﻝﻜﺘﺎﺏ‬.‫ ﻀﻐﻭﻁ ﺍﻝﺤﻴﺎﺓ ﻭﺃﺴﺎﻝﻴﺏ ﻤﻭﺠﻬﺘﻬﺎ ﺍﻝﻁﺒﻌﺔ ﺍﻝﺜﺎﻝﺜﺔ‬:(2003) ‫ ـ ﻋﻠﻲ ﻋﺴﻜﺭ‬7
.‫ﺍﻝﺤﺩﻴﺙ‬
‫ ﺒﺒﻌﺽ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﻤﻬﻨﻴﺔ ﻭﺍﻝﻔﺭﺩﻴﺔ ﻋﻨﺩ‬.‫ ﻋﻼﻗﺔ ﺍﻝﻀﻐﻁ ﺍﻝﻤﻬﻨﻲ‬:(2001) ‫ ـ ﻝﻴﻨﺩﺍ ﻤﻭﺴﺎﻭﻱ‬8
.‫ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‬.‫ ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﺍﻝﻌﻤل ﻭﺍﻝﺘﻨﻅﻴﻡ‬.‫ﺍﻝﻤﻤﺭﻀﻴﻥ‬
‫ ﺍﻹﻨﻬﺎﻙ ﺍﻝﻤﻬﻨﻲ ﻋﻨﺩ ﺍﻝﻤﻤﺭﻀﻴﻥ ﻭﺍﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ‬:(2003) ‫ ـ ﻨﺴﻴﻤﻪ ﺸﺘﻭﺤﻲ ﺠﻠﻭﻝﻲ‬9
.‫ ﻤﺫﻜﺭﺓ ﻝﻨﻴل ﺸﻬﺎﺩﺓ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﺍﻻﺠﺘﻤﺎﻋﻲ‬.‫ﺍﻝﻤﻘﺎﻭﻤﺔ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ‬
.‫ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‬
‫ ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ‬.‫ ﺍﻹﻨﻬﺎﻙ ﺍﻝﻤﻬﻨﻲ ﻝﺩﻯ ﺃﻁﺒﺎﺀ ﺍﻻﺴﺘﻌﺠﺎﻻﺕ‬:(2005) ‫ ـ ﻭﻫﻴﺒﺔ ﺤﺎﺘﻡ‬10
.‫ ﺠﺎﻤﻌﺔ ﺍﻝﺠﺯﺍﺌﺭ‬.‫ﻤﻨﺸﻭﺭﺓ ﻓﻲ ﻋﻠﻡ ﺍﻝﻨﻔﺱ ﺍﻝﻌﻴﺎﺩﻱ‬
11- A.Laraba (2007) : La Gestion Du Stress Le Syndrome D’épuisement. Institut
National Pédagogique De La formation Paramédicale, Hussein Dey .Alger
12 - David L.Turnipseed (1994): An Analysis of the influence of work environment
variables and moderators on the burn out syndrome. Journal of applied social psychology,
24,9,pp782-800.
13 - Monica.A.Hemingway and Carlla S.Smith (1999): Organisational Climate and
occupational stressors as predictors of willdrawal Behaviours and injuries in nurses
journal of occupational Psychology, 72,285-299
14 -M.Petterson, P.Warr and M.West (2004): Organizational climate and company
productivity: the role of employee affect and employee level. Journal of occupational and
organizational psychology.77, 193-216. The British psychological society.
15 - Ph.Jeammet, M.Reynaud, S.M.Consoli (1996): Psychologie Médicale. Ed. Masson.
2émé éd.
16 - S. Stordeur, C.Vanderberghe, W.D'hoore (1999): predicteurs de L'épuisement
professionnel des infirmiers. Une étude dans un hôpital universitaire. Recherche en soins
infirmiers N° 59.

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