Awareness of Hospital Environment and Organizational Commitment

Purpose Physicians work increasingly in larger organizations across different health care delivery systems. This systematic review examines the published empirical literature on organizational commitment among physicians within an international context. Design A systematic, PRISMA-guided review examining studies of organizational commitment among physicians published over time. Four article databases and a combination of appropriate search terms aided in identifying relevant articles. Findings Key findings include: (a) physicians, regardless of country, personal characteristics, type of job, or place of employment generally have lower levels of organizational commitment than other health care workers; (b) work- and job-related variables, particular age and job satisfaction, shape physicians’ organizational commitment; and (c) organizational commitment and the factors that shape it are similar across physicians working in different health systems. Review implications: Organizational commitment should remain central for researchers to study in most health systems internationally. Larger samples, longitudinal research, and greater use of theory are design improvements that will strengthen the extant research. The findings imply that if healthcare organizations create workplaces that make physicians feel in control, do not overwhelm them with work, provide a supportive culture, enhance their ability to give input, and keep them job satisfied, they may gain enhanced organizational commitment. Originality and value: To our knowledge, this is the first review of research examining organizational commitment among physicians. It is a resource for researchers and managers interested in learning more about aligning physician thinking and behavior with health care organizations.

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“…Physician sample sizes ranged from 18 to 2,635, with a third of studies having sample sizes under 100 physicians. 15,16…”

Section: Resultsmentioning

confidence: 99%

“…Instead, it found that awareness of the external environment predicts organizational commitment among physicians whereas awareness of the internal (to the organization) environment predicts the OC of nurses. 16…”

Section: Resultsmentioning

confidence: 99%

Organizational commitment among physicians: A systematic literature review

Hoff

Lee

Prout

2020

Health Serv Manage Res

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“…This type of commitment is defined by Allen and Meyer (1990) as affective commitment and is deemed more positive for performance than normative commitment, which occurs when an individual stays out of obligation, or continuance commitment, which occurs when the cost of leaving out‐ways the cost of staying. Commitment foci can also vary; for example, the work environment (Roy and Ghose, 1997), supervisors (Benkhoff, 1997), occupation or profession (Pearson and Duffy, 1999; Meyer et al , 1993), career or work ethic (Cohen, 1996). The conclusion is that regardless of foci, affective commitment in any form, will direct an individual's effort toward achieving organizational goals (Becker et al , 1996; Meyer and Smith, 2000).…”

Section: Support For Participation In Decision Makingmentioning

confidence: 99%

Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment

Scott‐Ladd

Travaglione

Marshall

2006

Leadership &Amp; Organization Development Journal

144

105

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PurposeRegulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time.Design/methodology/approachStructural equation modeling was used to examine longitudinal, matched sample data for causal inferences.FindingsThe paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation.Research limitations/implicationsThe use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred.Practical implicationsAlthough participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety.Originality/valueThe paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.

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“…enjoy a com pet i tive advan tage based on the increased loy alty, com mit ment, and produc tiv ity that such pos i tive dis po si tions may engen der (Dutta Roy & Ghose, 1997;Mowday, Por ter, & Steers, 1982). What deter mines such pos i tive per cep tions of advance ment oppor tu ni ties among employ ees becomes a sig nif i cant ques tion for all orga ni za tional par tic i pants.…”

mentioning

confidence: 99%

Perceived Promotional Opportunities in Veterans Affairs Hospitals

Lichtenstein¹,

Alexander

2000

The Journal of Applied Behavioral Science

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Pre vi ous stud ies using rela tional demog ra phy the ory have hypoth e sized that being demograph i cally dis sim i lar has a neg a tive impact on indi vid ual per cep tions of advance ment oppor tu ni ties. The authors inves ti gate whether an orga ni za tion's social con text, lead ers' char ac ter is tics, and geo graphic loca tion off set, or even reverse, the neg a tive effects of being dis sim i lar. Data were col lected through two sur veys: a 1995 sur vey of 2,252 employ ees from 139 treat ment units in 38 Depart ment of Vet erans Affairs (VA) psy chi atric hos pi tals, and a 1999 sur vey of the 38 VA hos pi tals' admin is tra tive offices. The authors used nested lin ear regres sion anal y sis to test the hypoth e ses. Unlike pre vi ous stud ies, the results indi cate that the more dis sim i lar an indi vid ual is with regard to age and race, the more pos i tive his or her per cep tions of advance ment oppor tu ni ties. They conclude that the equal employ ment oppor tu nity pol i cies pur sued by pub lic sec tor orga ni zations, such as the VA, may alter the rela tion ship between demo graphic dis sim i lar ity and per cep tions of advance ment oppor tu ni ties.As orga ni za tions have been merged, acquired, reengineered, down sized, outsourced, and relo cated to for eign coun tries, the link between an orga ni za tion and its employ ees has become more ten u ous than it was in the past. In this envi ron ment, orga ni za tions whose mem bers feel that their posi tions offer steady advance ment oppor tu ni ties may 269 This work was sup ported

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Awareness of Hospital Environment and Organizational Commitment

Cited by 8 publications

References 5 publications

Organizational commitment among physicians: A systematic literature review

Organizational commitment among physicians: A systematic literature review

Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment

Perceived Promotional Opportunities in Veterans Affairs Hospitals

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