The Impact of Top Management Turnover on Quality Management Implementation

Mosadeghrad, Ali Mohammad; Ferdosi, Masoud; Afshar, Hamid; Hosseini-Nejhad, Sayed Mohsen

doi:10.5455/medarh.2013.67.134-140

Cited by 17 publications

(16 citation statements)

References 21 publications

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“…Hence, a "top-led" and "bottom-fed" TQM initiative provides better sustainable outcomes. Organisational change is more effective when brought about by volunteer participants, supported fully by top managers who should be committed to and involved in TQM (Mosadeghrad et al, 2013). However, numerous barriers, including manager turnover, weak knowledge about TQM and inadequate resources made management efforts to improve quality difficult (Mosadeghrad, 2012b).…”

Section: Discussionmentioning

confidence: 99%

Why TQM does not work in Iranian healthcare organisations

Mosadeghrad

2014

International Journal of Health Care Quality Assurance

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Section: Discussionmentioning

confidence: 99%

Why TQM does not work in Iranian healthcare organisations

Mosadeghrad

2014

International Journal of Health Care Quality Assurance

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“…According to Mosadeghrad and Malek pour (2004), 75% of Isfahan university hospitals had mechanistic and bureaucratic structures. Hospital managers should consider the structure and culture of the organization in choosing the appropriate leadership style (37, 38, 39, 40, 41). …”

Section: Discussionmentioning

confidence: 99%

Leadership, Job Satisfaction and Organizational Commitment in Healthcare Sector: Proposing and Testing a Model

Mosadeghrad¹,

Ferdosi²

2013

Mat Soc Med

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Conflict of interest: none declared.IntroductionEmployees’ job satisfaction and commitment depends upon the leadership style of managers. This study clarifies further the relationships between leadership behaviors of managers and two employees’ work-related attitudes-job satisfaction and organizational at public hospitals in Iran. A better understanding of these issues and their relationships can pinpoint better strategies for recruiting, promotion, and training of future hospital managers and employees, particularly in Iran but perhaps in other societies as well.MethodsThis cross-sectional study was conducted using self-administered questionnaires distributed among 814 hospital employees and managers through a stratified random sampling.Results and discussionThe dominant leadership style of hospital managers was participative style. Hospital employees were moderately satisfied with their jobs and committed to their organization. Salaries, benefits, promotion, contingent rewards, interpersonal relationships and working conditions were the best predictors of job satisfaction among hospitals employees. Leadership, job satisfaction and commitment were closely interrelated. The leadership behavior of managers explained 28% and 20% of the variations in job satisfaction and organizational commitment respectively.ConclusionThis study clarifies the causal relations of job satisfaction and commitment, and highlights the crucial role of leadership in employees’ job satisfaction and commitment. Nevertheless, participative management is not always a good leadership style. Managers should select the best leadership style according to the organizational culture and employees’ organizational maturity.

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“…Healthcare organisations should also establish a patient relations department to provide patient advice and liaison service. The success or failure of quality management is first of all in the hands of leaders (59). Leadership capital is the leader's ability to direct an organisation forward in a positive direction.…”

Section: Social Capitalmentioning

confidence: 99%