Journal of

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Background: New manegerial approachfor hospital administration as one of the health system reforms with several goals including increased staff motivation were enforced. However, motivation and job satisfaction are two very important factors for survival of organisation. The purpose of this study was to investigate the relation between paying the fee for service, motivation and job satisfaction using the expectancy theory of Victor Vroom. Method: The descriptive-analytic research conducted in a public hospital of Tehran city in 2013. The sample size was estimated 209 caseswhich selected by using Stratified sampling method.Information Through a three-part questionnaire containing personal informationwith 6 questions, expectations standard questionnaire with 25 questionsand job satisfaction standard questionnaire with 13 questions were collected. SPSS18 software was used for data analysis. ResultsIn all occupational groups other than physicians, direct significant relationship was observed between the Fee for service and job motivation. In all occupational groups except paraclinic, directly significant relationship between motivation and job satisfaction was observed. Among all occupational groups only in the Administration– Finance Group Direct significant relationship was observed between the Fee for service and job satisfaction. Conclusion: In this study, hospital staff had Above-average job satisfaction and job motivation lower than average. improving skills through training opportunities, Codification of appropriate Politics and Policies of reward–function and situating favorable bonus from view of the employee (According to motivational differences) are Examples of strategies to improve motivation

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Background: Staffs’ Job motivation is one of the most important factors in goals achievement in organization. As a result, considering effective factors of staffs’ motivation is one of the main tasks of organization managers. The aim of current study is to assess the relation between organization climate and job nature with staffs’ job motivation in Isfahan hospitals.

Materials and Methods: this study was a descriptive and correlation one. The study population included all staff of total Hospitals in Isfahan city. The Sample size was estimated to 141based on Cochrane. Three questionnaires including organization climate, Job nature and job motivation were used. Data analysis was performed by SPSS software version16 using Pearson correlation coefficient test, linear regression, one- way ANOVA and LSD tests.

Result: the study result revealed a significant positive correlation relation between organizational climate and job motivation (0.42), and Job nature and job motivation (0.36) (P<0.01). Furthermore, organizational climate (0.18) and Job nature (0.13) are predictors of f job motivation. One-way ANOVA test indicated there were significant statistical differences between job motivation and employment.

Conclusion: With regard to the impact of organizational climate and Job Nature in job motivation, managers should pay more attention to these two valuable factors.

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Background: Beside qualified and capable nursing personnel, nursing care development requires motivated nurses to work in an appropriate environment. This study aimed  at determining the relationship between organizational climate and nurses' job motivation in selected Army hospitals of Tehran city in 2015.

Materials and Methods: In this study was a descriptive -analytical and cross sectional one. The sample size consisted of 340 employed nurses in hospitals with at least one year work experience which were stratified randomly selected based on work experience among four army hospitals in Tehran. Data were collected using two questionnaires including job motivation and organizational climate. In order to data .analysis, descriptive and analytical tests such as Pearson correlation coefficient were utilized.

Results: One hundred and eighty nine of participants (55.4%) were female. Mean age of nurses’ average was 32.22 ±9.8 years. More than half of nurses had evaluated group spirit as high level and hindrance, engagement, intimacy, consideration, spacing, thrust and production emphasis as moderate level. There was a direct significant relationship between all components of job motivation and engagement, intimacy, consideration, spacing, thrust and production emphasis (P<0.05). Furthermore, mental and official components of job motivation had an inverse significant relationship with hindrance component respectively (P=0.014, P=0.019).

Conclusion: Regarding the relationship between all components of the organizational climate with job motivation, attempt to improve these components will have significant impact on motivation improvement, reducing absenteeism and job dissatisfaction.