护士工作价值观与组织承诺的相关性探讨

[目的]探讨护士工作价值观与组织承诺的相互关系,为提高护理服务质量提供参考。[方法]采用偶遇抽样法对汉川市12所医院的206名注册护士进行问卷调查,内容包括一般人口学特征、工作价值观、组织承诺3个方面。[结果]护士总体工作价值观平均得分(122.89±12.82),各维度得分由高至低依次为情感型价值观、物质型价值观、认知型价值观;护士总体组织承诺平均得分(63.59±10.04),各维度水平由高至低依次为规范承诺、理想承诺、感情承诺、经济承诺和机会承诺;认知型价值观与组织承诺呈正相关(P<0.01),物质型价值观与组织承诺呈负相关(P<0.05)。[结论]护士工作价值观影响其组织承诺水平,护理管理者应引导护士树立正确的工作价值观,制定激励措施,激发护士高层次的追求,进而提高护理服务质量。     

医院绩效管理对员工行为影响的实证分析

为了研究医院绩效管理与员工行为之间关系,本次问卷选取了9所国有医院,3所民营医院进行调查.通过对回收的334份有效问卷数据的分析发现:不同类型、不同等级的医院在绩效管理的目标明确、工作反馈、工作支持、绩效工资和绩效奖励方面差异显著,绩效管理对组织承诺和员工满意度有显著的影响作用.最后,根据分析的结果提出了医院绩效管理的建议.     

家长式领导对公立医院员工创新行为影响的实证研究

目的：探讨家长式领导对公立医院员工创新行为影响的作用机制。方法：采取整群随机抽样方法,对北京市5所三级甲等医院的325名员工应用家长式领导量表、组织承诺量表、医院员工创新行为量表进行横断面问卷调查。结果：（1）仁慈领导与德行领导对医院员工创新行为有显著正向影响;（2）威权领导对医院员工创新行为具有显著负向影响;（3）仁慈领导与德行领导对医院员工创新行为具有显著的正向交互作用;（4）组织承诺在仁慈领导、德行领导、威权领导对员工创新行为的影响中发挥部分中介效应。结论：医院管理者应采取或借鉴仁慈领导行为和德行领导行为,提高员工的组织承诺水平,为员工创新行为提供必要的支持。     

医院员工心理契约与离职倾向关系的实证研究

目的了解医院员工心理契约与离职倾向的现状,比较不同个体特征的员工在心理契约与离职倾向上的差异,探讨员工心理契约与离职倾向的关系。方法以广州市某三甲医院在职员工为研究对象,进行心理契约与离职倾向问卷调查。结果医院员工的个体特征在心理契约与离职倾向上有显著差异,心理契约与离职倾向存在显著负相关,心理契约对离职倾向具有显著的预测力。结论医院管理者要通过公平报酬、增进员工间情感联系、发挥员工所长、增强员工成就感等途径来提升员工与医院的心理契约,降低离职倾向。     

医院人力资源的培训与开发

医院要使员工适应新形势的发展要求，提高医院的经营管理效益，就必须重视对医院员工的培训和人力资源的开发，这是关系到医院生存和发展的一项根本性战略任务。医院职工培训是指医院为改变职工的价值观、工作态度和工作行为，使他们能在自己现在或未来工作岗位上的工作表现达到组织的要求而进行的一切有计划、有组织的努力。     

住院医师职业素养与组织承诺相关性研究

目的研究职业素养与组织承诺之间的关联程度及因素,提供建设性意见和改进措施。方法针对医院2012—2013届住院医师150名学员进行职业素养及其相关因素调查,回收完整填写量表149份,回收率99.3%。运用多元线性回归分析住院医师职业素养与组织承诺的关联性及影响。结果医院住院医师职业素养总体处于中等水平,领导力、逆商、工作环境维度自我评估较低。组织承诺处于中等偏下水平,且与组织承诺关联程度从强到弱依次是人际关系、工作环境、逆商、核心价值观。结论医院住院医师职业素养总体尚可,但组织承诺总体状况持较不乐观态度,建议改进"住院医师规培"工作,同时建立预警机制防止优秀住院医师流失。     

组织承诺对ICU低年资护士工作幸福感的影响

目的 探讨组织承诺对重症监护室(ICU)低年资护士工作幸福感的影响。方法 抽取4所综合医院116名ICU低年资护士作为调查对象，采用一般人口学资料问卷、中国职工组织承诺问卷、员工工作幸福感问卷进行调查。用Pearson线性相关性分析工作幸福感与组织承诺评分的相关性。结果 116名ICU低年资护士的组织承诺和工作幸福感评分分别为(2.79±0.61)和(4.09±0.95)分，得分率分别为55.80%和58.43%,处于中等水平。ICU低年资护士的组织承诺与工作幸福感之间呈明显正相关性(r=0.413,P<0.05)。结论 护士的组织承诺与工作幸福感处于中等水平，组织承诺对工作幸福感具有正性影响。管理者可针对组织承诺因子制定有效的管理策略，以提高组织承诺水平，改善护士的工作幸福感，稳定护理队伍。     

医师组织承诺现状分析

目的：从人口统计学变量的角度对我国医师组织承诺的现状进行探讨。方法：用组织承诺量表对218名医师进行测查,然后对医师的组织承诺现状进行差异分析。结果：在性别上,男医师的机会承诺显著低于女性;在年龄上,医师的规范承诺、机会承诺和感情承诺存在显著性差异;在职称上,医师的感情承诺、经济承诺和机会承诺存在显著性差异;在学历方面,医师的理想承诺和机会承诺存在显著性差异。结论：我国医师组织承诺的现状在人口统计学变量上存在着一定差异。     

不同类型员工对公立医院价值观倾向的感知与启示

运用一般混合线性模型的方法,分析了包括性别、年龄和学历等九个方面的员工个人特征对医院价值观倾向感知的差异.结果显示,员工对13对公立医院价值观倾向的评分中,总体状况偏向良好;相对而言,甘肃省医院员工评分较高,医师评分普遍较低,工龄不少于3年者评分较低,而管理者与非管理者对医院价值观倾向评价一致性较好.     

试论医院文化力

医院文化力是柔性的精神生产力。它能够全面提升团队素质和全员思想境界,将文化内容贯透到组织结构的各个层面,确保员工按质按量完成工作任务;促使人们对医院总体目标产生认同感、使命感和自豪感,提高个人和组织的主动性和积极性,从制度上和思想上实现自我控制、自我管理;创造员工终身学习的环境,提高员工的创新意识、创新能力和医院创新体系,使医院核心价值观产生持久的精神支撑力;促使患者联想到医院与众不同的服务形象,创立独具特色的服务文化,增强患者对医院的信任度。     

Influence of job characteristics and organizational commitment on job satisfaction of hospital foodservice employees

The purpose of this study was to determine the relationships among job characteristics, organizational commitment, job satisfaction, and demographic variables for hospital foodservice employees. Questionnaires including 30 items on job characteristics, 15 items on organizational commitment, 6 items related to job satisfaction, and 7 demographic items were administered to 45 supervisory and 172 nonsupervisory employees of 11 randomly selected hospitals. The reliability for the total instruments, using Cronbach's alpha, was 0.87 and 0.89, respectively, for the supervisory and nonsupervisory employee questionnaires. Organizational commitment and job satisfaction were related positively, with an r2 of 0.38. For supervisors, job characteristics related positively (p = .019) to organizational commitment, with variety being the only significant individual characteristic. For nonsupervisory employees, the model was also significant (p = .0001), with variety and feedback being the only significant individual characteristics. For all employees, there was a positive relationship between job characteristics and job satisfaction, with variety and feedback being the significant individual characteristics. Age was the only demographic variable related to organizational commitment; older employees had higher commitment scores. Demographic variables were not related to job satisfaction. Supervisors had higher perceived variety, autonomy, feedback, dealing with others, and friendship opportunities scores and higher commitment and satisfaction scores than did nonsupervisory employees. The findings indicate that dietitians and foodservice managers may increase organizational commitment and job satisfaction by increasing the variety and feedback in employees' jobs.     

The relationship between hospital unit culture and nurses' quality of work life

Turnover rates for hospital nurses have been increasing in recent years, which is partially a result of increasing pressure on nurses from higher productivity expectations in a managed care environment. Improving nurse retention is a difficult challenge to managers since the bureaucratic cultural norm of hospitals, with its hierarchical structures, rules, and regulations, and heavy emphasis on measurement of outcomes and costs, may not be the culture most conducive to enhancing nurses' job satisfaction and commitment. Accordingly, this study investigates the relationships between unit organizational culture and several important job-related variables for nurse retention in the labor and delivery units of seven hospitals. Data analysis shows that unit organizational culture does affect nurses' quality of work life factors and that human relations cultural values are positively related to organizational commitment, job involvement, empowerment, and job satisfaction, and negatively related to intent to turnover. These findings suggest that although increasing recruitment of nurses and improved compensation and benefits strategies may offset hospital nurse shortages in the short term, improving quality of work life may be a more practical and long-term approach to improving hospital nurse retention.     

The relationship of work satisfaction and organizational commitment to retirement intention

The relationship between attitudes, job satisfaction, and organizational commitment has been shown to influence turnover/retirement. This relationship is important because of changing demographic patterns in the U.S. that are contributing to present and future foodservice labor shortages. The labor shortage has potential for retarding the long-term growth of the foodservice industry. However, recruitment and retention of older workers could be a factor in controlling the problem. Therefore, the major purpose of this research was to obtain information from current older foodservice employees to permit the determination of how various aspects of their jobs affect job satisfaction and organizational commitment and, thus, intention to remain on the job by delaying retirement. Non-management-level hospital and college/university foodservice workers aged 55 years and older (no. = 243) were surveyed. Hospital employees were selected from corporate rosters provided by a major contract foodservice company. College and university employees were selected from the roster of the National Association of College and University Food Services (NACUFS). No statistically meaningful relationship (r greater than or equal to .30) between work satisfaction (measured by the Minnesota Satisfaction Questionnaire) and organizational commitment (measured by the Organizational Commitment Questionnaire), as correlated with retirement intention, was found. Although not considered meaningful, a slight statistical relationship was found (r = .15, p less than .02) between intrinsic satisfaction and the desire to delay retirement (work intention).     

An analysis of relationships among transformational leadership,job satisfaction,organizational commitment and organizational trust in two Turkish hospitals

The purpose of this study was to investigate the relationships among employee organizational commitment, organizational trust, job satisfaction and employees' perceptions of their immediate supervisors' transformational leadership behaviors in Turkey. First, this study examined the relationships among organizational commitment, organizational trust, job satisfaction and transformational leadership in two Turkish public hospitals. Second, this investigation examined how job satisfaction, organizational trust and transformational leadership affect organizational commitment. Moreover, it was aimed to investigate how organizational commitment, job satisfaction and transformational leadership affect organizational trust. A quantitative, cross‐sectional method, self‐administered questionnaire was used for this study. Eight hundred four employees from two public hospitals in Turkey were recruited for collecting data. The overall response rate was 38.14%. The measurement instruments of survey were the Job Satisfaction Survey (developed by P. Spector), the Organizational Commitment Questionnaire (developed by J. Meyer and N. Allen), the Organizational Trust Inventory‐short form (developed by L. Cummings and P. Bromiley) and the Transformational Leadership Inventory (TLI) (developed by P. M. Podsakoff). Five‐point Likert scales were used in these measurement instruments. Correlation test (the Pearson's rank test) was used to examine relationships between variables. Also, multiple regression analysis was used to determine the regressors for organizational commitment and organizational trust. There were significant relationships among overall job satisfaction, overall transformational leadership and organizational trust. Regression analyses showed that organizational trust and two job satisfaction dimensions (contingent rewards and communication) were significant predictors for organizational commitment. It was found that one transformational leadership dimension (articulating a vision), two job satisfaction dimensions (pay and supervision) and two organizational commitment dimensions (affective commitment and normative commitment) were significant regressors for organizational trust. There is a lack of research in the health organizations regarding organizational commitment, organizational trust, job satisfaction and transformational leadership. The investigator of the proposed study intends to add to the literature and intends to prove that the proposed study would be important for healthcare organizations. A number of specific measures should be undertaken to reduce factors that negatively affect organizational commitment, organizational trust and job satisfaction of hospital personnel and to improve transformational leadership behaviors of hospital administrators. Copyright © 2012 John Wiley & Sons, Ltd.     

Organizational culture: does it affect employee and organizational outcomes?

This study determined the type of organizational culture (bureaucratic, innovative, or supportive), and determined the relationships among organizational commitment, and behavioural outcomes (turnover, absenteeism, and productivity) in hospital foodservice departments. The sample included 423 foodservice employees from nine hospitals in eastern Canada and nine hospitals in East Tennessee. Two research instruments were used for data collection. The historical data instrument, completed by the department director, obtained data to calculate productivity, turnover, and absenteeism rates. The four-part employee instrument included the 24-item Organizational Culture Index, the 15-item Organizational Commitment Questionnaire, five questions to determine perceptions of job satisfaction, and demographic items. Multiple linear regression analysis tested relationships among variables. The predominant culture was bureaucratic (14.9 +/- 4.3 of a possible 24). Means were lower for innovative (13.2 +/- 4.3) and supportive (12.7 +/- 5.0) cultures. Supportive and innovative cultures had positive relationships with both job satisfaction and organizational commitment. Organizational culture was not related to turnover, absenteeism, or productivity. Mean productivity was 3.8 +/- 3.2 meals per labour hour, ranging from 0.8 to 15.1. Employees rated satisfaction with co-workers highest, and satisfaction with pay lowest. These findings will help hospital foodservice managers understand the relationship of culture to organizational and employee outcomes; changing culture may improve desired outcomes.     

工作嵌入、组织承诺对儿科医务人员工作绩效影响的路径分析

目的:探讨儿科医务人员工作嵌入、组织承诺与工作绩效的关系,为医院管理者提高儿科医务人员的工作绩效提供参考。方法:采用分层随机抽样的方法,对某市三级甲等儿童医院194名医务人员进行问卷调查。结果:儿科医务人员的工作绩效得分为(141.38±13.77)分,路径分析结果显示组织承诺对工作绩效有直接正向影响,工作嵌入对工作绩效既有直接又有间接正向影响。结论:医院管理者应“以人为本”,给予儿科医务人员充分的组织支持,使儿科医务人员保持稳定且较高的工作绩效水平。     

The behavioural outcomes of quality improvement teams: the role of team success and team identification.

This study investigates the relationship between hospital quality improvement (QI) team success and changes in empowerment, 'organizational commitment, organizational citizenship behaviour' (OCB) and job behaviour related to QI. Data were collected from administrative staff, healthcare professionals and support staff from four community hospitals. The study involved a field investigation with two data collection points. Structured questionnaires and interviews with hospital management were used to collect data on the study variables. High scores were observed for organizational commitment, OCB and job behaviour related to QI when individuals identified with teams that were successful. Low scores were observed when individuals identified with teams that were unsuccessful. Empowerment was positively related to job behaviour associated with QI. It is concluded that participation on QI teams can lead to organizational learning, resulting in the inculcation of positive 'extra-role' and 'in-role' job behaviour.     

Explaining turnover intention in Korean public community hospitals: occupational differences

OBJECTIVES: Personnel in public hospitals had relatively low job satisfaction despite of tenure employment. High turnover rates degrade hospital image and incur additional costs related to recruitment and training. The purposes of this study were to describe the occupational differences and to identify factors affecting turnover intention among public hospital personnel. METHOD: A questionnaire survey was conducted as part of Administrative Services Quality Evaluation Program by Seoul metropolitan municipality from 1 November to 1 December in 2003. The subjects were 1251 entire hospital personnel in four hospitals. The questionnaire was designed to measure job satisfaction, organizational commitment, turnover intention, and demographic characteristics. Logistic regression analysis was performed to determine factors influencing turnover intention. RESULTS: There were significant differences in job satisfaction, organizational commitment, and turnover intention according to the occupations. The turnover intention rates were highest among physicians, followed by paramedicals and nursing staffs and then administrators. The significant factors affecting turnover intention were involvement and loyalty among physicians, hospital type, satisfaction with systems and loyalty among nursing staffs, satisfaction with relationship and loyalty among administrators, and loyalty among paramedicals. CONCLUSION: There were different moderators that influence turnover intentions of hospital personnel. Loyalty had the most important effect upon turnover intention in all occupations.     

湖北省汉川市护士离职意愿影响因素调查分析

目的探讨护士离职意愿的影响因素,为提高护理质量和优化护理人力资本提供参考。方法采用偶遇抽样法对汉川市12所医院的206名注册护士进行问卷调查,内容包括一般人口学特征、离职意愿、工作满意度、组织承诺4个方面。结果护士总体离职意愿较高,平均得分(15.69±2.93)分,影响离职意愿因素有组织承诺(β=-0.308)、工作满意度(β=-0.250)、职称(β=-0.165)。结论卫生主管部门及医院管理者应改善护理人员物资待遇,注重精神激励,科学配置人员等,从而有效降低护士的离职意愿。     

Employees' views of their work experience in private hospitals.

Employees in 10 private for-profit hospitals responded to questionnaires regarding their work experiences, hospital facilities, and employer. Replicated results identified themes of employee opinions, including: Supervision, The Employer, Role Significance, Hospital Image, Competitiveness, Benefits, Cohesiveness, and Work Load. Only scores on the Role Significance scale differed between clinical and non-clinical respondents, with the former scoring higher. Survey methodology can be used to define an organization's culture from the employee's viewpoint. Their perception of this culture helps determine their behavior at work and their conveying the image of their facility in the community. The recent emphasis on quality improvement and 'bottom-up' management presents a particularly well-suited opportunity for the effective use of surveys. Quality improvement efforts involve employee groups which empower workers as active diagnosticians, internal consultants, and decision markers. Survey defined 'action levers' portray avenues along which such constructive efforts might be directed. Also, surveys identify themes through which management can evaluate organizational performance overall and department by department, building in means by which those responsible for units of the hospital can be accountable for achieving measurable results.