Organizational Wrongdoing as Mediation for Workplace Scenarios on Organizational Ambidexterity

Abstract

Organizational burnout is a major psychological challenge that employees face in the workplace. This issue can lead to reduced performance, job satisfaction, and mental well-being. Various workplace scenarios, such as job stress, organizational culture, and interpersonal interactions, directly influence the occurrence of organizational burnout. In this context, organizational misconduct—including unfair practices, corruption, discrimination, and abuse of professional positions—can act as a mediating factor in this process.This study aims to examine the impact of workplace scenarios on organizational burnout, with organizational misconduct playing a mediating role. The research adopts a descriptive-survey methodology, and data were collected using standardized questionnaires distributed among 24 employees of Ibn Majid Company in Basra of Iraq. The findings indicate that organizational misconduct intensifies the negative effects of workplace scenarios on employee burnout. In other words, in environments with high levels of misconduct, job pressure and unfair interactions significantly contribute to increased burnout.The study suggests that organizations can mitigate burnout by fostering ethical practices, reducing misconduct, and creating a supportive work environment, ultimately enhancing employee mental health and performance.