Fatemeh Dehghani, Adel Eftekhari,
Volume 23, Issue 1 (5-2024)
Abstract
Nursing is one of the most sensitive and important jobs in the health system, which in recent years has led to dissatisfaction and strikes among nurses due to the increasing demand for services, shortage of nursing staff, and forced overtime. This study aimed to look at the causes and consequences of forced overtime among nurses.
Fatemeh Sadat Vahabzadeh Moghadam, Ahmad Vedadi, Karam Allah Daneshfard,
Volume 23, Issue 3 (11-2024)
Abstract
Background and purpose: A fearless organization fosters psychological safety, ensuring that every member feels secure to express concerns, ask questions, or share mistakes without fear of humiliation, ridicule, or punishment. This research aims to introduce the Fearless Organization Model in Iran's healthcare sector, with a focus on the Ta’amin Ejtemaie hospitals.
Methods: This research employs a mixed-methods approach. In the qualitative phase, methods such as meta-synthesis, expert Delphi, and Shannon’s entropy were used to identify the components of a fearless organization. The quantitative phase involved structural equation modeling (using surveys distributed among the staff of Ta’amin Ejtemaie hospitals in Tehran) to validate the research model.
Results: The Fearless Organization Model consists of two main dimensions: “Behavioral” and “Structural.” The behavioral dimension includes "managers' behavioral components" and "employees' behavioral components." The structural dimension includes "organizational components," "human resource components," and "environmental components." Key characteristics of a fearless organization include: creating psychological security, openness, transparency, accountability, humble listening, quick employee feedback, learning from mistakes, encouraging knowledge sharing, avoiding silence, and promoting open communication. Effective response systems and coherent organizational structures for extracting ideas and concerns, as well as fostering a supportive culture, are essential.
Conclusion: The findings of this study emphasize the importance of addressing both behavioral and structural dimensions in creating a fearless organization. However, the behavioral dimension plays a more significant role than the structural one. Within the behavioral dimensions, "employee behavior" is the most crucial factor. Managers should focus on cultivating behaviors that promote security and openness within the organization. This research can serve as a foundation for further studies on the drivers and barriers to establishing fearless organizations in different contexts.
Niloufar Amiri Ghale Rashidi, Farin Razaghi Kashani, Ramin Rahimnia, Ebrahim Jaafari Pooyan, Alireza Arab Yarmohammadi, Hadi Mokhtare, Masoud Rafati, Zohreh Jabari Moghadam,
Volume 23, Issue 4 (2-2025)
Abstract
Background and purpose: In Iran’s health system, the lack of a systematic process for selecting managers based on the specific competencies required in medical universities and the health sector has long been a challenge. To address this gap, Tehran University of Medical Sciences took the lead as the first institution to design a competency mapping framework for frontline and middle managers, aiming to align managerial selection with the strategic goals of the health system.
Methods: Firstly, a succession planning committee was formed in the university’s Vice-Chancellor for Management Development and Resource Planning. Following an extensive review of relevant models and strategies by several expert panels, this committee proposed guidelines for selecting selecting managers based on merit and developed a competency mapping process.
Results: The competency mapping process was structured into eight steps, including: candidate eligibility screening, assessment of general and technical competencies, 360-degree performance evaluation, review of prior experience, and participation in a mentoring-based empowerment program.
Conclusion: Using this merit-based selection model, top-performing candidates could be successfully appointed to managerial roles. A key achievement of this process is fostering a culture of meritocracy and advancing the organizational maturity of the university. Competency and talent mapping can serve as a robust framework for succession planning and managerial development in medical universities and the broader health system. This approach might significantly contribute to optimizing the selection and development of future leaders for critical positions via identifying skill gaps, assessing development needs, evaluating performance, and enhancing talent identification.
Golnoosh Babaei, Hossein Dargahi, Hojjat Rahmani,
Volume 23, Issue 4 (2-2025)
Abstract
Background and purpose: The migration of healthcare workers from developing countries to more developed nations is a long-standing and ongoing trend. The loss of personnel due to migration can negatively impact healthcare systems. Therefore, this study aimed to identify the causes of the tendency to migrate and strategies to reduce it among paramedics at Tehran University of Medical Sciences.
Methods: The present study is an applied research conducted using a mixed-methods approach in three phases: literature review, Delphi method, and expert panel. It was carried out at Tehran University of Medical Sciences in 2024. Based on the literature review, a questionnaire on the causes of and solutions for reducing paramedical staff migration was developed. After confirming its validity and reliability, the questionnaire was distributed among students. The most important strategies for reducing migration were identified through the expert panel. Quantitative data were analyzed using SPSS version 22, while qualitative content analysis was used for the literature review and expert panel data.
Results: The main causes of paramedics’ migration included contextual factors, work-related factors, health system-related factors, individual-related factors, and factors related to the destination countries. According to the findings, increasing salaries and benefits, improving welfare facilities, and enhancing economic conditions were the most important strategies for reducing migration from the perspective of students and experts.
Conclusion: Although some actions, such as raising awareness about the hardships of migration, may influence individuals’ decisions, more fundamental measures—such as improving economic conditions, reforming the healthcare system structure, creating equal job opportunities, and enhancing the social status of paramedics—are essential to control and reduce the migration trend.
Yousef Hamidzadeh Arbabi, Mohammad Panahi Tosanloo, Rohqayeh Farrokhi, Amin Ahmadi,
Volume 24, Issue 2 (9-2025)
Abstract
Background and purpose: Workplace Violence (WPV) is a significant occupational hazard and is increasingly recognized as a critical crisis within the healthcare sector. Due to the inherent nature of their services, healthcare organizations are more susceptible to this phenomenon than other sectors. This study aimed to investigate the prevalence of workplace violence and its role in predicting the job satisfaction of healthcare workers in Ardabil.
Methods: This descriptive-analytical cross-sectional study was conducted in 2024. A total of 300 employees working under the auspices of the Ardabil Health Center were selected using stratified random sampling. Data collection utilized two standardized instruments: the Minnesota Satisfaction Questionnaire (MSQ) and the Workplace Violence in the Health Sector Questionnaire. Data were analyzed using SPSS software (version 20) via descriptive statistics, t-test, ANOVA, Pearson correlation coefficient, and linear regression analysis.
Results: The overall job satisfaction rate was calculated at 58.75%. In terms of prevalence, 63.8% of the participants reported experiencing workplace violence at least once during the past year. The mean score of experienced violence was 27.35%. Psychological violence was the most frequent form (51.5%), while physical violence was the least frequent (9.4%). Significant statistical relationships were observed between demographic characteristics, workplace violence, and job satisfaction (P<0.05). Linear regression analysis identified workplace violence (β = 0.181) as the third most influential predictor of job satisfaction, following the payment system (β = 0.482) and advancement opportunities (β = 0.312).
Conclusion: The findings suggest that healthcare workers may have normalized workplace violence as an inherent part of their professional environment. Consequently, their job satisfaction appears to be more heavily influenced by economic factors—specifically the compensation and payment system—than by the adverse effects of occupational violence.
