scholarly journals THE RELATIONSHIP BETWEEN CONFLICT MANAGEMENT AND MEDICAL DOCTORS JOB PERFORMANCE IN TANZANIAN PUBLIC HOSPITALS

2020 ◽  
Vol 03 (06) ◽  
pp. 45-53
Author(s):  
Ngirwa C ◽  
Jaensson J-E. ◽  
Barongo F.
Keyword(s):  
Job Performance ◽  
Conflict Management ◽  
Public Hospitals ◽  
Medical Doctors ◽  
The Relationship

scholarly journals Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

2020 ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Filip ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Rank Correlation ◽  
Public Hospitals ◽  
World Health ◽  
Healthcare Sector ◽  
Medical Doctors ◽  
Motivation Factors ◽  
Spearman’S Rank Correlation ◽  
The Relationship

Abstract Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals .Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model . A survey was conducted among physicians (n=249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test.Results: The survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Institutional stress and job performance among hospital employees

2019 ◽  
Vol 28 (2) ◽  
pp. 365-382
Author(s):  
Gunhild Bjaalid ◽  
Espen Olsen ◽  
Kjersti Melberg ◽  
Aslaug Mikkelsen
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Work Motivation ◽  
Competence Development ◽  
Unintended Consequences ◽  
Public Hospitals ◽  
Content Type ◽  
Hospital Employees ◽  
Motivational Resources ◽  
The Relationship

Purpose The purpose of this study was to investigate if institutional stress is related to job performance among hospital employees, and if institutional stress is fully or partly mediated by motivational resources with regards to the relation with job performance. Design/methodology/approach A self-completion survey was distributed to four public hospitals in Norway, and had a response rate of 40% (N = 9,162). Structural equation modelling was conducted on two groups of hospital employees with (N = 795) and without (N = 8,367) managerial responsibilities. Findings Institutional stress was negatively related to job performance for hospital employees without managerial responsibilities. The motivational resources autonomy, competence development and social support partly mediated the relationship between institutional stress and job performance in the group of employees without managerial responsibilities. In the leader group, the motivational resources fully mediated the relationship between institutional stress and job performance. Social support from leaders had a non-significant influence on job performance in both groups. Research limitations/implications The main limitation with this study is its cross-sectional design. Originality/value The study enables us to extend how work-related stress is related to job performance and the mediating role of the job resources autonomy, competence development and social support. The focus on productivity, and top management’s wish to improve hospital performance, may have unintended consequences, leading to a gap between managerial and clinical worldviews and understanding of goals, policies, values and prioritizing. This can lead to institutional stress. The findings of this study suggest that institutional stress has negative effects on hospital employees’ work motivation and job performance.

scholarly journals Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

2020 ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Filip ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Rank Correlation ◽  
Public Hospitals ◽  
World Health ◽  
Healthcare Sector ◽  
Medical Doctors ◽  
Motivation Factors ◽  
Spearman’S Rank Correlation ◽  
The Relationship

Abstract Background This paper explores the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals and selected motivation factors that affect the attitude to work among medical doctors at public hospitals. Methods This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the levels of organizational performance of hospitals using the McKinsey model in the social aspect. A survey was conducted among physicians (n=249) with either surgical or nonsurgical specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the examined factors of job motivation and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were computed. The independent samples t-test was used to confirm any statistically significant differences between the independent groups. Normality was tested by the Kolmogorov–Smirnov test. Results The survey revealed that motivation factors related to “quality and style of supervision” have the greatest effect on the hospital’s organizational performance (Spearman’s rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” was rated as the lowest to affect organizational performance among the surveyed healthcare professionals (54% of physicians). Conclusion The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a possible role model) in order to establish specific rules on how to share performance feedback with among individual physicians. The present study contributes to literature on human resource management in the healthcare sector, highlighting the importance of social nonfinancial aspects in improving organizational performance in a hospital setting.

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