Promoting organizational vision integration among hospital employees

Background The concept of organizational vision has been little explored in the health-care services research literature. To address this knowledge gap in the literature, the present study examines the factors that may promote organizational vision integration (OVI), which refers to the employees’ use of organizational vision as a guiding framework in their work. The roles of organizational commitment (OC), leadership autonomy support (LAS), and organizational culture in relation to hospital employees’ OVI are examined. Methods Hospital employees were surveyed. Partial least-squares structural equation modeling was performed using SmartPLS 3 software to test the proposed hypotheses statistically. A bootstrapping test was used to identify the mediating effects. Results The main findings show that: (i) OC is the most powerful factor in promoting employees’ OVI (β = 0.26), while organizational culture (represented by the concept of internal market-oriented culture) and LAS showed significantly less and almost equal impact (β = 0.16 and β = 0.15, respectively). In total, OC, organizational culture and LAS explain 25% of the variance in the concept of OVI. (ii) LAS and organizational culture both significantly contribute to employees’ OC (β = 0.35 and β = 0.29, respectively) and in total explain nearly 40% (R2 = 0.38) of the variance in the concept of OC. (iii) The relationships between organizational culture, LAS, and OVI are mediated through OC, and (iv) LAS mediates the relationship between organizational culture and OVI, and that between organizational culture and OC. Conclusions To promote hospital employees’ OVI effectively, hospital managers should focus particularly on their employees’ OC. Specifically, they should strengthen their employees’ OC through building a strong employee-focused organizational culture and ensuring that leaders practice LAS. This contributes to promoting hospital employees’ OVI.

Connecting Reservoir, Wells, Facilities Management, HSEE to Accelerate Data Driven Value: Digital Fields Expansion

Oil & gas industry player have always been big investors in advancement of technology, especially in the direction of extracting additional petroleum to address the production decline. In the spirit of automation, PETRONAS has various automated technical workflows that tackles different types of challenges and purposes. The operational, technical and engineering aspects of increasing production and effectiveness of execution are built upon these processes related to automation of data sources as well as systems integration. With the recent challenge that forced the employees to work remotely, it is now more important than ever to ensure that the Digital Fields (DF) solution can cater for more information and to transform the way of working. Linking distant teams to work together on the same platform to resolve production related issues, centralized monitoring and diagnostics is key to this transformation. Workflows can enable organizational vision since having the right type of information available in a visualization environment that provides actionable insights to the right "persona" across different domains and teams accelerates production increases and decreases the production decline at brown fields. The success of this is linked with working together with the Reservoir, Wells and Facilities Management (RWFM) team to ensure the critical information are captured. The improved synergy between offshore and onshore staff due to the shared operations visualization supports further analysis and decision making irrespective of their location. Providing the "persona" with the relevant production and other related data in a modern analytical platform allows them to concentrate on production optimization rather than the data gathering aspect of the traditional method. PETRONAS has considerable experience in developing automated digital oilfield workflow solutions and extending Digital Fields capabilities with greater coverage of other systems such as Health, Safety, and Environment (HSE) and topside facility management is part of the current and future roadmap. In this paper, we will describe the journey taken by PETRONAS Upstream Digital in extending the Digital Fields capability, and how the effort in digital transformation has helped in unlocking greater value in the daily operation.

Changing the preschool setting to promote healthy energy balance-related behaviours of preschoolers: a qualitative and quantitative process evaluation of the SuperFIT approach

Background The Early Care and Education (ECE) setting plays an important role in the promotion of a healthy lifestyle in young children. SuperFIT is a comprehensive, integrated intervention approach designed to promote healthy energy balance-related behaviours in preschoolers. Insight in the process of implementation and the context in which SuperFIT was implemented supports the understanding of how the intervention works in practice. This process evaluation examined factors that influenced the implementation and maintenance, as well as the (perceived) changes in the ECE setting. Methods A mixed-methods study was conducted. SuperFIT was implemented at twelve preschools in the south of the Netherlands. The process evaluation was performed among preschool teachers, managers of the preschool organisation, and implementers. Semi-structured in-depth (group) interviews, quantitative process questionnaires, the Child-care Food and Activity Practices Questionnaire (CFAPQ) and the Environmental and Policy Assessment and Observation (EPAO) were used to evaluate the implementation and maintenance of SuperFIT and the changes in the preschool setting. The interviews were analysed using a theoretical framework based on the Implementation Framework of Fleuren and Damschröder’s Consolidated Framework for Implementation Research. Descriptive analyses were performed on the quantitative data. Results Various intervention activities were implemented in the preschool setting. Although the intention to maintain SuperFIT was present, this was hindered by time constraints and lack of financial resources. Important factors that influenced implementation and maintenance were incongruence with current practice, limited perceived capabilities to integrate SuperFIT in daily practice, group composition at the preschools, and the perceived top-down implementation. Organizational vision and societal attention regarding healthy behaviour in general were perceived to be supportive for implementation and maintenance. Predominantly, favourable changes were seen in the nutrition- and physical activity-related practices of preschool teachers and other aspects of the social preschool environment such as the use of play materials. Limited changes were observed in the physical preschool environment. Conclusions Several factors influenced the implementation and maintenance of SuperFIT in the preschool setting. Some factors evolved over time from hindering to facilitating, emphasising the importance of allowing sufficient time for intervention implementation. SuperFIT changed mainly the social preschool environment. Trial registration Clinicaltrials.gov, NCT03021980, date registered: January 16, 2017, prospectively registered

Public Service Performance in the Land Office of Pangkalpinang City

This research’s background was the assumptions that services in the land sector are still too difficult and convoluted. This study’s problems are how the performance of the Land Office of Pangkalpinang in providing service and the supporting and restraining factors. This research is a descriptive study with a qualitative approach. Collecting data through in-depth interviews, observation and documentation. The data were gathered from 15 employees who were the sample in this study. The results bring a conclusion that the performance of the Land Office of Pangkalpinang has generally been running well and fulfilling the public’s expectations. The indicators are (a) Effectiveness, (b) Responsiveness, in recognizing and knowing the public’s needs, and (c) Accountability, on doing their duties and functions that followed the organizational vision and mission. Internal and external factors that influence the performance are (a) The ability of employees, an internal factor, (b) Motivation, (c) Public participation, an external factor that is inadequate in supporting office performance; (d) Communication factors.

A Test of the Sustainability Vision Theory: Is It Practical?

Since little is theoretically and empirically known about the characteristics of organizational visions that support corporate sustainability, the present study attempts to answer the following questions: (1) What are the characteristics of an organizational vision that promotes sustainability performance? (2) How does such a vision lead to corporate sustainability? The present study examines a Sustainability Vision theory by simulating a retail store environment that comprises Sustainability Vision, Vision Communication, Empowerment of Staff, Motivation of Staff, and Staff Satisfaction variables. A model expressing the relationships among these variables was quantitatively tested by using data from a sample of retail stores in the Bangkok Metropolitan area. Results revealed that visions characterized by brevity, clarity, future orientation, stability, challenges, abstractness and an ability to inspire, and which contain imageries about improving sales, leadership, and customer and staff satisfaction indirectly and directly predict improved store sustainability prospects via Staff Satisfaction. The vision realization variables of Vision Communication, Empowerment of Staff and Motivation of Staff also enhance the vision effects. The present study is among the first few reported studies which identifies vision characteristics supportive of corporate sustainability. It also contributes to the theoretical literature by endorsing the Sustainability Vision theory and offering some directions for further theoretical development. In terms of its contribution to policy and practice, the present study offers some important managerial implications for retail store managers as to how they should espouse a vision that improves the prospect of store sustainability performance.

Higher Education Color Design Based on Organizational Vision

The vision of higher education organizations is needed to show the goals and how the higher education organizations work. With a vision, the activities of organizational members can be moved, directed and controlled to achieve organizational goals. In addition to being disseminated to members of the organization, the vision must also be introduced to stakeholders and the wider community as a way to create an institutional branding. One of the ways that a vision can be remembered easily is to use color symbols of the institution strategic elements. This article discusses how to design color concepts based on organizational vision and apply them to architectural elements of buildings. Vision always changes over time. On the other hand, buildings have a relatively longer life. The architect's task is to align the design age of higher education architecture so that it is always in line with its vision. Research location at Unhas Tamalanrea Campus Makassar with consideration of the level of organizational complexity. The research method uses a constructive paradigm. Data collection was carried out using the review of institutional documents, in-depth interviews, FGD, and transactional dialogue with the academic community. This research is conducted since the preparation of the Unhas Strategic Plan’s 2006-2010, 2011-2015, and 2016-2020. The results of the discussion are in the form of a concept recommendation for the vision color of the institution.

Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees

Background There seems to be a consensus that a vision for an organization is a valuable thing for organizations to have. However, research on organizational vision has predominantly been studied from a leadership perspective. In contrast to previous research, organizational vision in this paper takes an employee perspective. Specifically, the purpose is to examine factors associated with the integration of organizational vision among employees in hospital organizations. Consequently, it focuses on a relatively neglected domain within health services research. Methods A conceptual model, centred on the concept of organizational vision integration, was developed and tested on a sample (N = 1008) consisting of hospital employees. Partial least-squares structural equation modelling (PLS-SEM) was used to test the hypotheses, using SmartPLS 3 software. Furthermore, a bootstrapping test was used to inspect potential mediating effects. Specifically, the test assessed whether the proposed direct and indirect effects were statistically significant, and at the same time revealed the nature of the mediation effect. Results The results from the empirical study reveal three key findings: i) organizational vision integration among employees is directly and positively related to creative performance in their respective work role (β = 0.16). Organizational vision integration and employees’ psychological capital explains almost 40% (R2 = 0.36) in employees’ creative performance, ii) psychological capital and employees’ perception of organizational attractiveness are directly and positively related to employees’ organizational vision integration (β = 0.19 and β = 0.40, respectively) and explains about 30% (R2 = 0.29) of employees’ organizational vision integration, iii) employees’ organizational vision integration mediates the relationship between employees’ psychological capital, perception of organizational attractiveness and employees’ creative performance. Conclusions Taking an employee perspective, this study contributes to revealing whether and how organizational vision matters and its impact on hospital employees’ work performance. To achieve organizational vision integration among hospital employees successfully, this study shows that it is important for hospital leaders to be aware of the pattern of impact of both personal as well as environmental-related factors.

Familiarity with Mission and Vision: Impact on Organizational Commitment and Job Satisfaction

Background: The relationship between organizational mission and vision statements, organizational commitment, and job satisfaction has been discussed vastly in previous research, both in the domain of public sector organizations and in profit organizations. Objectives: The goal is to investigate if there are differences in organizational commitment and job satisfaction between employees who are familiar with the mission and vision of their organization, compared to those who are not familiar with them. Methods/Approach: A survey research has been conducted on a sample of 114 employees in private and public sector organizations in the Republic of Croatia. Data were analysed using a t-test to determine the differences between two groups of respondents, i.e. those who are familiar with the visions and mission of their organisation, and those who are not. Results: There are differences in job satisfaction levels between employees who are familiar with the mission and vision of the organization in which they are employed and those who are not. Furthermore, differences are particularly evident in the group of public sector employees. Conclusions: The presence of awareness of the organizational mission and vision among employees has a positive effect on their job satisfaction. This is possibly an indicator of the organization’s culture, which fosters positive values embedded in the organizational vision and mission.