Job satisfaction is an evaluation indicator that explains an individual's general situation, work environment, and attitude toward their professional experience (Saputra & Mahaputra, 2022). Job satisfaction is also an emotional attitude that clarifies the working environment in which an individual performs their profession, their attitude toward the work, their morale while serving the profession, their professional success, and professional discipline (Kulbaş & Kara, 2021). Apart from these definitions, job satisfaction is discussed in different dimensions. For example, Hackman Oldham (1975) classified job satisfaction as a two-dimensional structure. These are material satisfaction and professional satisfaction. According to another classification, job satisfaction has five components: salary, promotion, appreciation, working arrangement, and colleagues (Saputra & Mahaputra, 2022).
Organizational commitment is a concept that expresses the desire of the individual to believe in organizational goals, accept these goals, and stay in the organization (Castellano et al., 2021). According to another definition, organizational commitment is a behavioral dimension that can be used to evaluate an individual's tendency to remain a part of the organization. This behavioral dimension includes the individual's desire to maintain organizational membership and achieve organizational goals (Ivens et al., 2016). In addition, organizational commitment is designed as a structure consisting of three components. These dimensions are normative commitment, affective commitment, and continuance commitment (Meyer et al., 1993).
Career adaptability is defined as the ability of an individual to cope with the changes and transitions in the career development process, from preparation for career and profession to career termination (Savickas, 2002). According to another definition, career adaptability is essential in an individual's problem-solving strategy and coping behaviors. It is a self-regulation process that can help them adapt to their contextual and social environment (Parola & Marcionetti, 2022). In addition, career adaptability was conceptualized by Savickas and Profeli (2012) as a four-dimensional construct: confidence, curiosity, control, and concern.
Loneliness at work is expressed as a negative emotion experienced in the workplace, which makes it increasingly difficult for the individual to establish genuine social relationships due to increasing competition or various complicated relationships at work (Jung et al., 2021). In another definition, loneliness at work is when the individual has difficulties establishing social connections and feels isolated and lonely only in the workplace (Doğan et al., 2009). Furthermore, loneliness at work has been classified as a concept that includes dimensions such as social companionship and emotional deprivation (Wright et al., 2006).
Burnout is not a personal problem that may be a subject for self-help but an individual reaction to job stress that occurs as a result of specific characteristics of work activity and can eventually become chronic and cause mental, emotional, and physical complications (Edu-Valsania et al., 2022). According to another definition, it is the individual's mental, emotional, and physical exhaustion due to excessive and long-term job stress (Abubakar et al., 2022). Additionally, burnout was conceptualized by Pines and Aronson (1988) as a three-dimensional structure: emotional exhaustion, mental exhaustion, and physical exhaustion.
Theoretical Framework
Relationships between organizational commitment and job satisfaction
Studies in the literature examine the relationship between organizational commitment and job satisfaction. For example, a survey conducted by Loan (2020) found that organizational commitment is a variable that predicts job satisfaction. In another study, it was seen that organizational commitment significantly positively impacts job satisfaction (Amin, 2022). In another study conducted by Azeem (2014), it was determined that employees with high organizational commitment have higher job satisfaction. In summary, based on the studies mentioned above, it has been accepted in the present study that organizational commitment is a variable that predicts job satisfaction.
Relationships between career adaptability and job satisfaction
Reviewing the literature, studies deal with the relationship between career adaptability and job satisfaction. For example, in the survey conducted by Fiori et al. (2015), it was seen that career adaptability positively and significantly predicted job satisfaction. In the study conducted by Zacher and Griffin (2015), the relationship between career adaptability and job satisfaction of young and elderly employees was examined. According to the study's findings, it was observed that career adaptability predicted job satisfaction affirmatively in both groups, while career adaptability increased job satisfaction more among young employees. In a study conducted by Han and Rojewski (2015) with the structural equation model, the effect of career adaptability on job satisfaction was investigated. According to the analysis results, it has been concluded that career adaptability, which is improved with social support, also positively affects job satisfaction and increases it. In conclusion, based on the studies mentioned above, the hypothesis that career adaptability predicts job satisfaction has been established in the present study.
Relationships between loneliness at work and job satisfaction
In the literature, studies evaluate the relationship between loneliness in business life and job satisfaction. To articulate perceptibly, a survey conducted by Krug et al. (2021) revealed that the more employees perceive further social identity continuity, the less lonely they feel. Thus, they are more satisfied with their jobs. Moreover, according to Yener and Schermer (2020), loneliness at work causes lower job satisfaction and deterioration of employees' health. According to them, if the managers exchange ideas and communicate more frequently with the employees, it will facilitate a reduction in the loneliness observed at work and an increase in job satisfaction, together with an enhancement of the self-confidence of the employees. According to the findings of the research conducted by Tabancalı (2016) on teachers, emotional deprivation and professional association, which are the dimensions of loneliness at work, significantly affect internal satisfaction. In addition, a professional association is an essential predictor of inner happiness. It was determined that emotional deprivation and professional association had a significant relationship with extrinsic satisfaction, and only professional association significantly predicted extrinsic satisfaction. In summary, based on the studies mentioned above, it was assumed in the current research that loneliness at work predicts job satisfaction.
Relationships between burnout and job satisfaction
In the literature, studies address the relationship between burnout and job satisfaction. In a survey conducted by Tourigny et al. (2010), it is seen that burnout and job satisfaction are correlated variables. It was found that as the negative behaviors of the employees caused by burnout in the workplace decreased, their job satisfaction increased. In a study conducted by Ali and Ali (2014), a negative relationship was found between burnout and job satisfaction, and it is revealed that as burnout increases, job satisfaction decreases. The study by Gharakhani and Zaferanchi (2019) determined that as the burnout experienced by individuals increased, their job satisfaction decreased. As a result, based on the studies mentioned above, it was accepted that burnout is a variable that predicts job satisfaction in the current study.
Relationships between organizational commitment and loneliness at work
Studies examine the relationships between organizational commitment and loneliness at work. For example, in a survey conducted by Wahyuni and Muaf (2021), the relationship between organizational commitment and loneliness at work was examined. According to the findings of the study carried out with the structural equation model, it was revealed that there is a negative relationship between organizational commitment and loneliness at work; as the perceived organizational commitment increases, loneliness at work decreases, and correspondingly, the intention to quit yield decreases. A study by Stoica and Brate (2019) investigated organizational commitment and loneliness at work. In the related research, it was demonstrated that organizational commitment predicted loneliness at work. In addition, in the study, the loneliness scores of the employees who received support from their managers were significantly lower than those who did not receive support from their superiors. In summary, based on the studies mentioned above, it was assumed in the present study that organizational commitment predicts loneliness at work.
Relationships between organizational commitment and burnout
Some studies deal with the relationships between organizational commitment and burnout when the literature is examined. For example, according to Allen and Meyer (1990), it is emphasized that organizational commitment is an important concept that affects burnout. In a study conducted by Chuo (2003), it was determined that as the individual's organizational commitment increases, their burnout decreases. The study conducted by Tan and Akhtar (1998) determined that organizational commitment predicted burnout. As a result, based on the studies mentioned above, the hypothesis that organizational commitment predicts burnout was developed in the current study.
Relationships between career adaptability and loneliness at work
Once the literature is reviewed, the research evaluating the relationships between career adaptability and loneliness at work is limited. To articulate perceptibly, in the study conducted by Eryılmaz and Kara (2021), it was determined that there is a significant and negative relationship between teachers' career adaptability and their loneliness at work. On the other hand, other studies indirectly address the issue as well. For example, Maggori et al. (2013) found that career adaptability is related to variables such as tension in the workplace and job insecurity due to precarity. According to the research conducted by Fiori et al. (2015), career adaptability predicts pressure in the workplace negatively and significantly. As a result, based on the studies mentioned above, it was accepted in the current research that career adaptability is a variable that predicts loneliness at work.
Relationships between career adaptability and burnout
When the literature is examined, studies address the relationships between career adaptability and burnout. For example, in the research by Zhao et al. (2022), career adaptability was significantly and negatively related to entrepreneurial burnout. In the study conducted by Eryılmaz and Kara (2021), a significant and negative relationship emerged between teachers' career adaptability and burnout. In the survey conducted by Doğanülkü and Kırdök (2021), it was determined that career adaptability is an important variable that negatively predicts burnout. As a result, based on the studies mentioned above, the hypothesis that career adaptability predicts burnout was developed in the current study.
The mediating roles of loneliness at work and burnout in the relationship between career adaptability, organizational commitment, and job satisfaction
The structural model constructed in this study is based on the two-factor theory (Herzberg et al., 1959), which is one of the theories that explain job satisfaction. This theory classifies the factors that increase and decrease employees' job satisfaction into two groups. Accordingly, gains such as taking responsibility, advancement, and success of the employee in business life are expressed as the requirements of the job, and these are conceptualized as factors that increase job satisfaction (Herzberg et al., 1959). In this direction, organizational commitment and career adaptability increase job satisfaction in this study.
On the other hand, factors such as toxic relationships with coworkers, low wages, unfavorable working conditions, and job insecurity are defined as work environment and environment and cause dissatisfaction (Herzberg et al., 1959). In this context, this study evaluated loneliness and burnout in work life as factors that reduce job satisfaction. In addition to these, the two-factor theory states the factors that increase and decrease job satisfaction, but the relationships between these factors must be clearly explained. Since this research is a structural model that reveals these relationships in the context of causality, it will significantly contribute to the literature gap.
The current research is precious because it focuses on the factors that both increase and decrease the job satisfaction of employees. It is important to note that job satisfaction has essential effects on employees. In other words, incidental to the increase in job satisfaction of individuals, their job performance (Loan, 2020), organizational commitment (Aboramadan et al., 2020) and life satisfaction (Lambert et al., 2021) increase, while their level of job stress (Dodanwala et al., 2022), burnout (Wu et al., 2021) and intention to quit work (De Simone et al.,) decrease.
This research was carried out with the participation of special education teachers and psychological counselors. Special education teachers and counselors must balance various roles (e.g., case management, individualized teaching, co-teaching), which demands high mental and physical energy. Overtime and relevant markets can lead to chronic and persistent work-related stress, negatively affecting involved teachers' health, well-being, motivation, job performance, and student outcomes (Ansley et al., 2016; Maslach, 2003; Shen et al., 2015). In deference to this adverse situation, professional development, especially for special education teachers and psychological counselors, should be compatible with program objectives and offer new evidence-based strategies to alleviate classroom problems. For this purpose, special education teachers and psychological counselors must know their career development processes and psycho-social structures. At this point, in the present study, it is expected that special education teachers and psychological counselors can get satisfaction from their jobs by improving their career adaptability and organizational commitment, and by reducing their feelings of loneliness and burnout at work, by making them feel good both in their psycho-social development and in professional life.
On the other hand, previous studies have found several factors that can affect the level of job satisfaction experienced by teachers, such as the overall school environment, access to resources, and the manageability of workload. In addition, the level of school support perceived by a teacher directly affects job satisfaction (Mastropieri, 2001; Prather-Jones, 2011). As can be seen, previous studies generally emphasize the effect of classroom management and school climate on job satisfaction. However, having low job satisfaction is seen as one of the leading indicators of teachers leaving their workplaces (Emery & Vandenberg, 2010; Paquette & Rieg, 2016). Besides, since special education teachers and psychological counselors are much more engaged in case management and individualized teaching with their students, their burden is higher than in other teaching fields. At this point, considering the factors that both increase and decrease the job satisfaction of private teachers and psychological counselors in the context of causality can make it easier for them to stay committed in their field, feel good at work, and provide more qualified education to their students. At this point, it is contemplated that the current research will contribute to the literature in terms of revealing the factors that both reduce and increase the job satisfaction of both special education teachers and psychological counselors with a structural model based on a cause-effect relationship holistically and comprehensively. In addition to all these, although there are studies dealing with the relationships between the variables in the structural model, no structural model research has been found in which these five variables are together. As a result, this research examines the mediating roles of loneliness at work and burnout in the relationship between career adaptability, organizational commitment, and job satisfaction.
H1: More positive organizational commitment will predict lower loneliness at work.
H2: Higher career adaptability levels will predict lower loneliness at work.
H3: More positive organizational commitment will predict lower levels of burnout.
H4: Higher levels of career adaptability will predict lower levels of burnout.
H5: More positive organizational commitment will predict higher levels of job satisfaction.
H6: More positive career adaptability will predict higher levels of job satisfaction.
H7: More positive loneliness at work will predict lower levels of job satisfaction.
H8: More positive burnout will predict lower levels of job satisfaction.
H9: The mediating effects of loneliness at work and burnout are significant between organizational commitment and job satisfaction.
H10: The mediating effects of loneliness at work and burnout are significant between career adaptability and job satisfaction.