Growth Culture and Public Hospital Performance: The Mediating Effect of Job Satisfaction and Person–Organization Fit

Abstract

This study investigates and interprets the role of growth organizational culture (GOC), person–organization fit (POF) and job satisfaction (JS) in predicting hospital performance (HP). This research adopted a quantitative methodology using data collected from 513 respondents in three cities across China. Smart-PLS 3 was used to evaluate the measurement model and structural model. Growth organizational culture has a significant positive impact on hospital performance (β = 0.191, p < 0.001). Person–organization fit (54.74%) and job satisfaction (29.26%) have partial mediating effects between growth culture and hospital performance. The research revealed that the GOC, POF, and JS play a substantial role in promoting HP. All the direct relationships were positive and significant. The findings suggest that establishing a growth culture environment for physicians is an effective strategy to improve physicians’ job satisfaction and person–organization fit. This strategy provides a new path to improve the hospitals performance through promoting organizational culture. Future studies should test the findings in an interventional design.

Utilization of the dimensions of learning organization for enhanced hospital performance

“…This is in view of the fact that hospital performance is by far a result of a concerted effort. Cultivating organizational performance is a continuous challenge as hospitals adopt positive strategies for it (Xiong et al, 2022).…”

The Relationship between Personality Traits, Work–Family Support and Job Satisfaction among Frontline Power Grid Workers

“…Törnroos [56] found different occupations have their own average level of personality traits, and the fitness of an individual's and their occupation's personality traits would have a significant effect on their JS. Some researchers [58,59] also agreed with it and emphasized the concept of person-organization fit, which describes the congruence between an individual and their organization. Zhai [57] conducted a survey on white-collar employees, whose work is basically non-manual, and for them, communication as well as relationships with others played a much more important role than for front-line workers.…”