Showing 2 results for Structural Equation Modeling
Omid Mazlumi, Mehraban Parsamehr, Akbar Zare-Shahabadi,
Volume 22, Issue 1 (5-2023)
Abstract
Background: Cancer is often stigmatized in many societies and this has unfortunate consequences for sufferers. The aim of this research was to know the factors related to the social stigma of cancer.
Materials and Methods: The research method was correlation-analytical, and the sampling method was multi-stage cluster. Data were collected using CSI and CAM standard questionnaires.The statistical population included three categories of ordinary citizens, medical staff, and companions of patients in Tehran; Using Cochran's formula, the sample size was 384, 201, 384 people, respectively. In order to fit the model and measure the relationships between the variables, the method of structural equation modeling was used in the form of AMOS software.
Findings: Goodness of fit indices (chi-square/df=2.851, Rmsea=0.08, Cfi=0.945) all indicated the appropriate fit of the model. Except for the variable of inequality in treatment, other independent variables had a significant relationship with stigma. The r2 explanatory coefficient showed that the variables of habitus, optimism, cancer awareness, religiosity, social support, and social capital together predicted 48% of stigma changes. Habitus and social support with standard coefficients (beta) of 0.48 and -0.28 had the highest and lowest contribution in explaining stigma, respectively. Based on the mean difference test, the amount of stigma among ordinary people was more than the other two groups.
Conclusion: Awareness of different aspects of cancer disease (such as symptoms, causative factors), removing false stereotypes about cancer (such as cancer means death), constant communication with cancer patients, and receiving the necessary social support from various sources, were the most important tools necessary to reduce the stigma of cancer.
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.
