Junior Civil Servants Self-efficacy, Perceived Organizational Support And Study The Relationship Between Occupational Burnout

Junior civil servants always maintain close contact with the broad masses of the people, then their working ability and attitude is directly related to the quality of government agencies serving the people. Exploration of the junior civil servants career mental status and behavior is one of the applications of psychology in our life and society. Based on the comprehensive related literature review, this study was conducted with a certain proportion of junior civil servants in the county-level city inform of questionnaire survey. We chose two factors that may result in Job Burnout, career self-efficacy and perceived organizational support, and explored junior civil servants’ self-efficacy, perceived organizational support and job burnout status quo by analysis of variance and t-test, and explored the intrinsic link between these three variables by correlation analysis, regression analysis as well.The result indicated that:1.The overall self-efficacy value was3.95, which indicated high self-efficacy of junior civil servants; the overall perceived organizational support value was3.75, showing high perceived organizational support; the value of job burnout was1.90, which Means low level of job burnout.2.In terms of demographic variables, there was a significant Interaction of the self-efficacy and job burnout between sex and marital status. Besides, it was a significant interaction between the sex and work seniority of job burnout as well.3.The significant correlation was found among self-efficacy, perceived organizational support and job burnout. More specifically:(1) Self-efficacy and job burnout were negative correlated significantly.(2) Perceived organizational support and job burnout were negative correlated significantly.(3) Self-efficacy and perceived organizational support were positively correlated significantly.4.Relationship efficacy and body efficacy, two of self-efficacy factors, and perceived organizational support significantly predicted job burnout negatively.5.Self-efficacy played an intermediary role in the effect of perceived organizational support to job burnout.