Background: The present study aimed to determine the prerequisites and requirements for retention of human resources during the Covid-19 disaster. It was tried in this study to systematically review the challenges and prerequisites, strategies, and measures related to the retention of health workers during the disaster.Methods: This is a systematic review and meta-synthesis of all the articles related to the factors affecting the retention of human resources during the Covid-19 disaster. The articles were searched using the keywords Retention, Human resource, and COVID-19 in the following databases without a time limit: PubMed, Scopus, and Web of science. To select the studies, the titles, abstracts, and full texts that complied with the inclusion criteria of the present systematic review were examined, and the 226 preliminary results and abstract were screened. Finally, 23 full texts were obtained, and regarding the type and nature of the materials extracted from the studies, a meta-synthesis was used to analyze and aggregate the results of the systematic review.Results: The 23 articles included in the systematic review and meta-synthesis were reviewed, and the effects of the Covid-19 disaster on the healthcare staff and the retention strategies were considered as the main themes of the study. In this regard, stigma and violence against the staff, burnout and stress, increased staff workload, acquisition of communication skills, employees' mental and physical health, employee safety during disaster, staff mobilization to assist the current forces, expansion of cyberspace infrastructures, and motivational-health incentives were selected as codes.Conclusion: Retention or non-retention of the personnel during or after a disaster can be caused by the multifaceted effects of the crisis on people. Thus, a combination of several appropriate strategies should be used to respond to it in order to reduce the adverse effects of the disaster. Also, aligning the personnel can help using their synergistic power to face and respond to the challenges ahead.

Background: Hospital organizational environment influences nurses' behaviors, attitudes and work quality. Organizational justice and trust are important organizational factors which have significant effects on the organizational and individual work outcomes. Objectives: The aim of this study was to investigate perceived organizational justice and organizational trust and their relationship in nurses of public and private hospitals in north of Iran and to compare these two groups of nurses. Methods: The study population included 322 nurses working in six public and private hospitals selected though stratified and simple random sampling. Perceived organizational justice was assessed through Niehoff and Moorman questionnaire and Elonenet et. al questionnaire was used to assess the perceived institutional trust.

At present time, the competition in the health care market intensifies, and health care institutions have tried to improve the efficiency and competitive advantages of their institutions by improving the cost-effectiveness and quality of care. Here, we aimed to determine the relationship between the levels of ISO 2008 -9001 quality management system with change of indictors of quality effectiveness from the provision of staff in hospitals of Rasht. This cross-sectional study was performed in three ISO-certified hospitals of Rasht, 352 people were considered in current study, during2014.The data of this research was collected through self-regulation questionnaire, by measuring its criterion related validity and content validity. In addition, Cronbach coefficient alpha was applied to confirm the reliability of the given data. Data of quality effectiveness indictors were compared by using T-test before and after the implementations. Furthermore, analysis was follow out by Pearson correlation coefficient. There was a significant relationship between the implementations and some indicators of quality effectiveness (r= %58, p<0.05). No significant differences were observed between the length of stay of patients in hospitals before and after the deployment (p>0.05, t=0.08). We found that 72.4% of the staff disagrees with the impact of implementations on bed occupancy, while 83.8% of the staff disagrees with average length of patients stay. Using an integrated quality management model which can offer a program for the continuous improvement of quality in addition to being able to identify the exact quality needs in medical and healthcare fields would impact on medical indicators of the quality effectiveness in hospitals.