Predictors of the level of personal involvement in an organization

Savič, Brigita Skela; Pagon, Milan; Robida, Andrej

doi:10.1097/01.hmr.0000281628.22526.0a

Cited by 18 publications

(15 citation statements)

References 22 publications

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“…The passive role of employees in Slovenian hospitals was previously shown by Skela Savič et al [14], establishing that hierarchy in Slovenian hospitals has been accepted and internalized by the employees and that employees do not desire changes in the organizational culture. Consequently, the readiness of employees to accept responsibility for change could be questioned.…”

Section: Discussionmentioning

confidence: 94%

“…Previous research conducted in Slovenian hospitals has shown that health-care practices have not been managed, implemented or controlled adequately [12], and that they have been founded on a culture and tradition of hierarchical hospital leadership [13]. Conversely, successful change implementation in Slovenian hospitals is mostly the result of teamwork, a form of work not supported or encouraged by the existing hierarchical organizational culture [14,15]. Importantly for the development of middle management, the role and inclusion of middle-level employees has been found to be extremely poor, which represents a great challenge for the top and middle management: they must find a way to tap into the potential of each employee, to meet organizational goals [15].…”

Section: Introductionmentioning

confidence: 99%

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Capacity of middle management in health-care organizations for working with people—the case of Slovenian hospitals

Savič

Robida

2013

Hum Resour Health

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BackgroundEffective human resources management plays a vital role in the success of health-care sector reform. Leaders are selected for their clinical expertise and not their management skills, which is often the case at the middle-management level. The purpose of this study was to examine the situation in some fields that involve working with people in health-care organizations at middle-management level.MethodsThe study included eight state-owned hospitals in Slovenia. A cross-sectional study included 119 middle managers and 778 employees. Quota sampling was used for the subgroups. Structured survey questionnaires were administered to leaders and employees, each consisting of 24 statements in four content sets evaluated on a 5-point Likert-type scale. Respondents were also asked about the type and number of training or education programmes they had participated in over the last three years. Descriptive statistics, two-way analysis of variance, Pearson’s correlation coefficient and multiple linear regression were used. The study was conducted from March to December 2008.ResultsStatistically significant differences were established between leaders and employees in all content sets; no significant differences were found when comparing health-care providers and health-administration workers. Employment position was found to be a significant predictor for employee development (β = 0.273, P < 0.001), the leader–employee relationship (β = 0.291, P < 0.001) and organizational motivation (β = 0.258, P < 0.001). Area of work (β = 0.113, P = 0.010) and employment position (β = 0.389, P < 0.001) were significant predictors for personal involvement. Level of education correlated negatively with total scores for organizational motivation: respondents with a higher level of education were rated with a lower score (β = -0.117, P = 0.024). Health-care providers participate in management programmes less frequently than do health-administration workers.ConclusionEmployee participation in change-implementation processes was low, as was awareness of the importance of employee development. Education of employees in Slovenian hospitals for leadership roles is still not perceived as a necessary investment for improving work processes. Hospitals are state owned and a national strategy should be developed on how to improve leadership and management in Slovenian hospitals.

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Section: Discussionmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Capacity of middle management in health-care organizations for working with people—the case of Slovenian hospitals

Savič

Robida

2013

Hum Resour Health

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“…Another study (34) also obtained four factors (collegial workplace, behavior, relational atmosphere, and outcomes of conflict), which explained 68% of total job satisfaction variance. Ning et al (45), Al-Almeri (4), and Skela Savič et al (20) found that nurses who viewed the working environment as empowering were more likely to provide high quality care, because satisfied employees perform better and are more productive. Enhancing empowerment in a supportive environment would allow nurses to experience satisfaction with their job.…”

Section: Discussionmentioning

confidence: 99%

“…There was only some research about leadership style in health care institutions (17-19). Also organizational climate and organizational culture in nursing have been studied as well as job satisfaction in some institutions (20-24). Experts in Slovenia (17,18,25-27) point to the problem of lack of knowledge of leaders about leadership.…”

mentioning

confidence: 99%

Job satisfaction of nurses and identifying factors of job satisfaction in Slovenian Hospitals

2012

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AimTo determine the level of job satisfaction of nursing professionals in Slovenian hospitals and factors influencing job satisfaction in nursing.MethodsThe study included 4 hospitals selected from the hospital list comprising 26 hospitals in Slovenia. The employees of these hospitals represent 29.8% and 509 employees included in the study represent 6% of all employees in nursing in Slovenian hospitals. One structured survey questionnaire was administered to the leaders and the other to employees, both consisting 154 items evaluated on a 5 point Likert-type scale. We examined the correlation between independent variables (age, number of years of employment, behavior of leaders, personal characteristics of leaders, and managerial competencies of leaders) and the dependent variable (job satisfaction – satisfaction with the work, coworkers, management, pay, etc) by applying correlation analysis and multivariate regression analysis. In addition, factor analysis was used to establish characteristic components of the variables measured.ResultsWe found a medium level of job satisfaction in both leaders (3.49 ± 0.5) and employees (3.19 ± 0.6), however, there was a significant difference between their estimates (t = 3.237; P = <0.001). Job satisfaction was explained by age (P < 0.05; β = 0.091), years of employment (P < 0.05; β = 0.193), personal characteristics of leaders (P < 0.001; β = 0.158), and managerial competencies of leaders (P < 0.000; β = 0.634) in 46% of cases. The factor analysis yielded four factors explaining 64% of the total job satisfaction variance.ConclusionSatisfied employees play a crucial role in an organization’s success, so health care organizations must be aware of the importance of employees’ job satisfaction. It is recommended to monitor employees’ job satisfaction levels on an annual basis.

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“…2 It has been demonstrated that various culture types are related to such factors as quality implementation, 3,4 service quality, 5 -7 physician satisfaction, 8 professional growth of nurses, 9 group cohesion 10 and patient safety. 11 Organizational culture can be measured in different ways.…”

Section: Introductionmentioning

confidence: 99%

Relationships of hospital-based emergency department culture to work satisfaction and intent to leave of emergency physicians and nurses

Lin

Wan

Hsu

et al. 2012

Health Serv Manage Res

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Given the limited studies on emergency care management, this study aimed to explore the relationships of emergency department (ED) culture values to certain dimensions of ED physicians' and nurses' work satisfaction and intent to leave. Four hundred and forty-two emergency medical professionals completed the employee satisfaction questionnaire across 119 hospital-based EDs, which had culture value evaluations filed, were used as unit of analysis in this study. Adjusting the personal and employment backgrounds, and the surrounded EDs' unit characteristics and environmental factors, multiple regression analyses revealed that clan and market cultures were related to emergency physicians' work satisfaction and intent to leave. On the other hand, adhocracy, market and hierarchical cultures were related to emergency nurses' work satisfaction. There do exist different patterns among various culture types on various work satisfaction dimensions and intent to leave of emergency physicians and nurses. The findings could offer hospital and ED leaders insights for changes or for building a better atmosphere to enhance the work life of emergency physicians and nurses.

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Predictors of the level of personal involvement in an organization

Cited by 18 publications

References 22 publications

Capacity of middle management in health-care organizations for working with people—the case of Slovenian hospitals

Capacity of middle management in health-care organizations for working with people—the case of Slovenian hospitals

Job satisfaction of nurses and identifying factors of job satisfaction in Slovenian Hospitals

Relationships of hospital-based emergency department culture to work satisfaction and intent to leave of emergency physicians and nurses

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