Job desertification as a modified variable in the relationship between the cognitive biases of the leader and the organizational anomie

The study aims to improve employees’ understanding regards the modifying impact of job desertification on the relationship between cognitive biases and organizational anomie. Furthermore, the study also aims to examine a the direct relationship between each of the cognitive biases and the organizational anomie among the 305 employees working at Al-Hussein Teaching Hospital, Karbala region, Iraq. Outcomes confirmed the hypothesis that organizational anomie is favourably impacted by every of the cognitive biases pursued by the leader and dealt with, as a daily behavior, at work. The results also proved that the dimensions of cognitive biases have a positive impact on the organizational anomie. In addition to this, the nature of the connection between cognitive biases and organizational anomalies is affected by job desertification. Thus, the current study outcomes contribute towards the importance of understanding the job desertification behaviours exhibited by the employees in an organization. In general, Job desertification heavily deteriorates organizational performance, increases the mistrust between the leader and their subordinates and increases the moral deterioration of the employees in an organization.