The world society is experiencing one of the most critical undesirable health conditions in recent decades due to the COVID-19 pandemic and its consequences, including the infection of millions and the death of hundreds of thousands. On March 11, 2020, the World Health Organization declared the outbreak of the COVID-19 pandemic (Spector  PE.  Industrial  and  organizational psychology. Research and, 2008, John of Wiley and Soons, Inc P205-213, ). Hence, early detection, quarantine، supportive therapies, and management of this disease are essential (Gholi pour, Salami, & Einian, 2009). This disease has challenged the capabilities of the health care system (Ghanbari et al., 2021). In general, during the COVID-19 pandemic, the mental health of medical staff, especially nurses involved in the disease, are decreased, and the fear of getting sick threatens their quality of work life. Therefore, psychological interventions should be fast, continuous, and timely (Mosakhani, Naebi, & Bakhshi, 2007). On the other hand, one of the reasons for these psychological disorders is that they cannot communicate with their family members and loved ones, because health care personnel may experience fear and extreme anxiety about spreading and transmitting the virus to their family members (Deniz, Noyan, & Ertosun, 2015). In the research of Moradzadeh et al. Entitled "Nurse experience COVID-19 unit of moral distress during organizational duty", discouragement and leaving the organization were reported as one of the negative consequences of people working in the COVID-19 unit". Despite the important position of skilled manpower in organizations, it is sometimes seen that people do not want to stay in the organization and tend to leave their jobs and professions under various conditions and reasons. The leave job tendency means to separate oneself from the organization in which one works and indicates the possibility of leaving in the near future. Today, leaving a job tendency is one of the most important challenges in all organizations, regardless of the organization type. Due to this reason, organizations that can understand the reasons and factors affecting the willingness of employees to leave the organization will be able to apply effective policies and methods to maintain experienced human resources before leaving the organization(McNabb, 2009). Organizational atmosphere refers to the members' perceptions of the organization's fundamental elements (Armstrong, 2006). Because the atmosphere is based on individual perspectives, it has rapid variability, while also influencing people's behavior. The organizational atmosphere is related to factors such as the degree of conflict, quality of employees’ life, organizational commitment of employees, behavioral effectiveness of the manager, managers, and employees’ honest behavior which affects the organizations' performance (Armstrong, 2006). A mentally and physically appropriate work environment should be created for employees (McNabb, 2009). Nowadays, the effective role and high position of employees as human capital and the potential factor of creating a sustainable competitive advantage for organizations are  increasingly noticed by managers (Safarkhanlou & Nezhad Ismail Azizi, 2019). Therefore, due to the daily spread of coronavirus disease and excessive fatigue in the health system and to reduce the factors affecting the tendency to leave the job of health personnel during the outbreak of COVID-19, the present study aims to investigate the relationship between the organizational atmosphere and tendency to leave jobs and fear of covid-19 in health team members of health centers in 2021.

Methods

This is a descriptive-analytical study on 120 N Personnel working in the headquarters of the health network and health centers of Koohrang city Chaharmahal and Bakhtiari province in the first half of 2021. Samples were included in the study by the census. Thus, society statistics were composed of all personnel working in the headquarters of the health network and health centers of Koohrang city.

Ethical approval for this study has been obtained by the ethics committee affiliated with Shahrekord Branch, Islamic Azad University, Shahrekord, Iran, IR.IAU.SHK.REC.1400.030. Written informed consent was obtained from all participants. Following the principles of Helsinki, the participants were assured that their information will remain confidential and there is no need to mention their names. Also, if they wish, the results will be provided to them.

Results

In this study, 120 people participated which 46 people (38.3%) were men, and 74 people (61.7%) were women. Other demographic characteristics of the participants in this study are given in Table 1.

Regarding other demographic variables gender, education, and age group there were no significant differences between average organization scores, fear of COVID-19infection and tendency to quit the job (P > 0.05).

Discussion

The present study aims to investigate the relationship between the organizational atmosphere and the tendency to leave jobs and fear of covid-19 in health team members of health centers in 2021.

The results of the present study also show that there is a significant difference in COVID-19 fear between those with more than ten years of experience, with less than two years of experience, and between 2 and 5 years. People with less than two years of work experience had the lowest tendency to quit and the highest score of COVID-19 fear. People with less experience seem to be more afraid of COVID-19. However, they have just been hired and their enthusiasm for employment and fear of losing their jobs have made them less inclined to leave their jobs.

Conclusion

The results of this study show a favorable organizational atmosphere in Koohrang health care providers. But the tendency to leave the job is high among them and the fear of COVID-19 does not play a mediating role in this desire, and the cause must be sought in other factors. Considering the significant relationship that was observed between the organizational atmosphere and the fear of COVID-19 in the study population, maybe the appropriate organizational atmosphere created in this area has eliminated the fear of COVID-19 infection despite the epidemic.
Due to the willingness of the studied personnel to leave the job, leaving the job has costs and problems for the organization, such as, selection cost, recruitment, guidance and training of new staff, pressure on remaining staff and loss of social capital, wasting managerial measures and demoralization, the lake of other employees motivation, loss of experienced, skilled, and trained personnel, a valuable human of the organization, back-stay brings with it; managers and policymakers in the field of health care must identify the influential factors and causes of this phenomenon and take action to improve the situation before this tendency becomes an act to leave the job.

Acknowledgements

The present article is taken from the master's thesis and the authors would like to thank Islamic Azad University, Shahrekord Branch, for supporting this research.

Conflict interests

The authors declare no conflict of interest.

Authors’ contribution

Conceptualization, Z. K.; Methodology, Z. K and A. S.; Data collection, A.S.; Writing an original draft, Z. K.; Data analysis, Z. K and A. S.; Supervision, Z. K. All authors read and approved the final manuscript and are responsible for any questions related to the article.

References

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Alian ghiasi, M., Baseri, M., Safaeizadeh, K., & Kaveh, M. (2015). The relationship between job stress and job performance among teachers. https://civilica.com/doc/628520. [Persian]