Showing 53 results for Organization
Najmeh Abbasi , Minoo Najafi, Nazila Zarghi , Maryam Karbasi Motlagh, Fourouzan Khatami Doost , Mandana Shirazi ,
Volume 11, Issue 6 (3-2018)
Abstract
Background and Aim: World Health Organization (WHO) has prioritized cultural competence to provide high-quality healthcare and patient-centered services. Therefore, it is necessary to develop them for all organizational levels. The present study aimed to determine the validity and reliability of the Persian version of OHCC (Ontario Healthy Communities Coalition) organizational cultural competence (2005) instrument in Tehran University of Medical Sciences (TUMS).
Material and Methods: In order to confirm reliability, 143 staff members (nurses and physicians) in different administrative positions working in Imam Khomeini educational Hospital, completed the questionnaire. Modified HSR toolkit for translating and adapting instrument, was used for contextualizing the questionnaire: first, two medical education experts who were proficient in English translated it. Then, the content validity of Persian version was confirmed using Lawshe method (CVR and CVI = 0.79); its internal consistency was calculated by Cronbach's alpha coefficient (0.91). It was backward translated to compare with the original copy and was sent to experts for their approval. Construct validity was calculated by LISREL software and the result showed that the questions were fit to the domains. The KMO, calculated for this instrument, was 0.75 and α was less than 0.05.
Results: Content validity was confirmed by deleting two items from the original 22-item questionnaire. Cronbach's alpha was calculated as 0.95 following the removal of two items.
Conclusion: The organizational cultural competence instrument was confirmed to be valid and reliable with 20 items in Iranian context.
Mahdi Sabokro, Reza Ebrahimzadeh Pezeshki, Negar Barahimi, Alie Haghbin,
Volume 12, Issue 2 (7-2018)
Abstract
Background and Aim: Loafing as one of the negative points of group activity in difficult jobs like medical emergency has two disadvantages. Regarding the importance of organizational injustice in creating frustration and individual procrastination, the present study was conducted to investigate the effect of perceived organizational justice on creating or intensifying the phenomenon of social loafing in emergency medical service of Yazd.
Materials and Methods: This is an analytical study and the research community included all nurses working in medical emergency service of Yazd in the second half of the year 2016. Data were collected through a census, and tools used in this study consisted of two questionnaires of perceived organizational justice and social loafing. To measure the reliability of the questionnaires, Cronbach's alpha was used and was at an authentic level with the values of 0.862 and 0.913. Also, the content validity of the questionnaires was evaluated. Finally, the data were analyzed by using Spearman correlation coefficient, student’s t-test and partial least squares method in SmartPLS software.
Results: Based on the results of the study, distributive justice, interactional justice and information justice have a significant inverse correlation with loafing with values of -0.169, -0.241 and -0.490; and overall, the status of loafing was an undesirable inference in this study with a significant amount 0.043 and average of 2.171.
Conclusion: The managers of organizations can play a major role in reducing social loafing by redefining the concept of justice and ways of its realization, especially in the field of interactional justice.
Mohammad Arab, Ebrahim Jaafari Pooyan, Abbas Rahimi Forushani, Azam Sadat Rivandi,
Volume 12, Issue 2 (7-2018)
Abstract
Background and Aim: The quality of healthcare services is determinant in patients’ improvement process, upgrading their satisfaction, ranking healthcare centers, and preventing patients’ repeated referrals leading to more costs for healthcare centers and insurance companies. The purpose of this study was to evaluate the quality of services -- from the perspective of patients -- given by the laboratories having contract with Iran Health Insurance Organization (IHIO).
Materials and Methods: In this cross-sectional study, the opinions of 302 patients having referred to the laboratories in contract with IHIO in Tehran were surveyed with a researcher-developed questionnaire. Descriptive and inferential statistical tests were used to analyze and report the results.
Results: The sample included 43.5% males and 56.5% females. Most of the participants were married (71/3%). Based on the results, the patients' perception of the quality of laboratory services was 78%. Their expectation of services was 85%. The gap between perception and expectation of clients in all dimensions was statistically significant (p<0/001).
Conclusion: The gap between clients’ perception and expectation in all dimensions suggests that there is some room for improving the quality of laboratory services. The results of this assessment can surely affect the way IHIO treats with laboratories in terms of extending contracts and strategic purchase of services from these centers. In addition, patients' opinions will be important in improving the quality of services.
Mahdi Zirak, Seyed Saeed Tabatabaee, Fatemeh Hoseini Dolatabadi,
Volume 12, Issue 5 (1-2019)
Abstract
Background and Aim: If organizational culture leads to stimulating organizational creativity, it will bring effectiveness and success to the organization. Therefore, the aim of this study was to determine the relationship between organizational culture and creativity of employees, taking into account the role of mediation of social capital in the development deputy of Mashhad university of medical sciences.
Materials and Methods: This descriptive - analytical study was conducted in 183 employees of management development and resources department of Mashhad university of medical sciences that were randomly selected. The data collection tool was a standard organizational culture questionnaire (56 questions), employee creativity (60 questions), and social capital (28 questions). Data were analyzed using Structural Equation Modeling Method and with the help of the software Pls smart version two.
Results: There was a direct correlation between organizational culture and social capital (r=0.752) and between organizational culture and creativity of staff (r=0.464). Also, the social capital of the relationship between organizational culture and creativity of staff played the role of mediation.
Conclusion: Organizations can help to increase creativity by agreeing on the values and beliefs in the organization and aligning individual and organizational goals, and planners cannot plan the criteria for increasing creativity of individuals regardless of organizational culture. If managers act to strengthen social capital, they can strengthen organizational culture in their organizations and create a suitable platform for creating a commonality.
Zohreh Barkand, Mina Jamshidi , Hossein Dargahi , Saeed Sayad Shirkesh ,
Volume 12, Issue 5 (1-2019)
Abstract
Background and Aim: In today's challenging world, the ethical issues of work as a requirement in organizations have always been discussed and its relevance to organizational citizenship behavior as a kind of antitrust behavior has always been raised. The aim of this study was to determine the relationship between organizational citizenship behavior and work ethic among the staffs of the faculties of Tehran university of medical sciences in 2016-2017.
Materials and Methods: The present research was descriptive-analytic and the statistical population of the study was 426 employees of colleges. They were selected according to the Cochran formula as proportional sample and selected by random sampling. Organizational citizenship behavior inventory (1988) and Grigory, et al, Patty (1990) questionnaire, whose validity was assessed by the experts. The cronbach's alpha coefficient, organizational citizenship behavior inventory (0.793), and job ethics (0.764), represent the internal consistency of the questionnaire. For analysis of variables, descriptive statistics and spearman correlation test were used and kolmogorov-smirnov test was used to normalize the data.
Results: Most male respondents, aged between 20-30 years; in terms of graduate degrees, were in a professional contract with a record of 5-10 years. Results showed that there was a positive and significant relationship between organizational citizenship behavior and work ethics (p=0.783).
Conclusions: Higher organizational citizenship behavior leads to higher levels of work ethics. Therefore, by training and strengthening organizational citizenship behavior, the level of work ethics among employees can be improved.
Fatemeh Sadat Zaribaf , Fatemeh Sheikhshoaei , Seyed Javad Ghazimirsaid Ghazimirsaeed,
Volume 13, Issue 3 (9-2019)
Abstract
Background and Aim: Considering the effect of organizational climate on work motivation, not using the librarians who have a satisfactory feeling about their job can cause irreversible damages to the library. Therefore, the aim of this study is to determine the effect of organizational climate of college and hospital libraries on the burnout of librarians working there.
Materials and Methods: This is an applied research and a descriptive-analytical survey. One hundred seventy-seven librarians from faculties and hospital libraries affiliated to Tehran, Iran and Shahid Beheshti Universities of Medical Sciences were surveyed by census method in 2019. Data collection instruments were Halpin and Croft's organizational climate and Maslach and Jackson job burnout questionnaires. The validity was confirmed by 3 experts and the reliability by Cronbach's alpha coefficient. For data analysis, SPSS software, and descriptive and analytical statistics were used.
Results: The findings showed that the mean of organizational climate was at a desirable level (3.4) and the average of job burnout was 1.7; therefore, the job burnout status of librarians is desirable because it is a negative variable. Also, the components of organizational climate predict 41% of job burnout variable. Among demographic characteristics, job burnout variable varies only in terms of field of study, and organizational climate only in terms of the type of library.
Conclusion: In general, the organizational climate status and job burnout status of the studied libraries are desirable; also, organizational climate components affect job burnout.
Ahmad Rastegar, Mohammad Hasan Seif, Zahra Firoozi Ardekani, Marzieh Tajvaran,
Volume 13, Issue 4 (11-2019)
Abstract
Background and Aim: Workplace bullying around the world is a work-injury factor, a mental health alarm and a global disaster. The aim of the present study was to investigate the relationship between transformational leadership and workplace bullying among employees at Shiraz University of Medical Sciences taking into account the mediating role of organizational health.
Materials and Methods: The research method was descriptive - survey. Research instruments chosen for the purpose of this study included The multifactor leadership questionnaire as the standard instrument for measuring transformational leadership behavior Bass & Avolio with(0.79) reliability, Graham Lowe’s standard questionnaire of organizational health questionnaire with(0.79) reliability and for organizational bullying a researcher-made questionnaire with(0/83) reliability was used. The statistical population of the study consisted of 265 university staff who were selected by simple sampling method. The research hypotheses were analyzed using SPSS and Lisrel 8.8 softwares and descriptive statistics and path analysis.
Results: The results showed that the components of transformational leadership affected workplace bullying indirectly and negatively through the mediation of organizational health. In addition, among the components of transformational leadership, idealized influence had the highest indirect effect(-0/19) on workplace bullying. Among the components of organizational health, vibrant workplace had the highest level of direct effect(-0/27) on workplace bullying.
Conclusion: A good leadership style creates a healthy organization and reduces workplace bullying. Therefore, organizations need to develop organizational health and provide training, especially to managers of organizations.
Hossein Samadi-Miarkolaei, Hamzeh Samadi-Miarkolaei,
Volume 13, Issue 5 (1-2020)
Abstract
Background and Aim: Nowadays, the application of Information and Communication Technology is becoming increasingly prevalent in our daily lives, and especially in organizations. One of these phenomena is employees' use of the organization's Internet for personal purposes during work hours, which is referred to as cyberloafing. One of the important organizational variables that can strongly be influenced by this technology is the level of entrepreneurship in the organization. Therefore, this study seeks to investigate the relationship between cyberloafing and organizational entrepreneurship(OE) in Babolsar Healthcare and Treatment Network(HTN).
Materials and Methods: The present research is an applied study. The statistical population of the study includes all employees of Babolsar HTN. Using simple random sampling, 165 employees were selected as sample. In this study, standard questionnaires were used to measure cyberloafing and OE. Finally, the data were analyzed by using SPSS and LISREL softwares.
Results: The findings of this study showed that there was a significant and inverse relationship between OE and cyberloafing(P<0/001). There was also a significant inverse correlation between organizational entrepreneurship and cyberloafing in structural equation modeling test. On the other hand, the values of the fit indices were RMSEA=0.022, NFI=0.96, GFI=0.97 and χ2/df=1.07, that all indicate the suitability of the model.
Conclusion: The results of this study indicated that cyberloafing phenomenon in Babolsar HTN had an adverse effect on OE. Based on these results, it is suggested that HTN managers teach their employees how to use cyperloafing effectively.
Miss Shima Khosravi, Dr Malikeh Beheshti Far, Amin Nikpoor,
Volume 15, Issue 1 (3-2021)
Abstract
Background and Aim: The presence of a competent and capable human resource management is one of the preconditions for the success of the organization. Factors such as the emphasis on the need to establish knowledge-based companies, the activities of third-generation universities and technology, and the challenges of financing the health sector, the scientific and technological attractiveness of developed countries and the consequent withdrawal of active and specialized forces from the field of health, importance. Attention to the organization of human capital is more prominent and due to the fact that the modern development process of the organization is based on the paradigm of innovation, the interest in ways to guide the human resource management of the entrepreneur is increasing. Therefore, the purpose of this study is to predict the human resource management model based on a comprehensive organizational entrepreneurship system in the third generation of medical universities.
Materials and Methods: In the present study, with exploratory interviews, the proposed model for human resource management based on organizational
entrepreneurship was predicted and analyzed using content analysis method. The research population consists of basic and middle managers in the field of health, from which 20 people were selected as a sample by non-probability judgment sampling and snowball sampling.
Results: The results showed that in the field of organizational entrepreneurship (at all organizational levels in the field of health, including queuing and headquarters) 4 main and effective categories on soft and hard skills of human resource management can be classified. The three categories, including structural, behavioral and environmental branches in all government agencies and even in the field of industry have relatively similar concepts, codes and essentially functions. However, regarding the fourth category, namely excellence in the field of health, especially in medical universities, health centers and affiliated hospitals, it is quite noticeable.
Concolusion: Organizational strategies and decisions at the macro level have an undisputed and effective role in laying the groundwork for organizational
entrepreneurship and, ultimately, strengthening processes and feedback from human resource management at the level of health organizations.
Tahereh Abolghasem, Maryam Nakhoda, Dr Sepideh Fahimifar, Dr Mohammad Khandan,
Volume 15, Issue 6 (3-2022)
Abstract
Background and Aim: Knowledge management and employee engagement are the key factors for organizations to achieve competitive advantage, increase productivity and improve performance. The purpose of this study was to identify the relation of effective factors on employee engagement and healthcare knowledge management in the organization.
Materials and Methods: This research was applied in terms of systematic review and was done by meta-analysis-quantitative method. The statistical population included external research. Data collection tools are researcher-made checklist and EBL critical appraisal checklist (Glynn). For this purpose, comprehensive meta-analysis software version 2.0 was used.
Results: Findings showed that at 95% confidence level, employee engagement has a significant relation on healthcare knowledge management and was able to explain 37% of knowledge management. Leadership (0.349), Reward (0.616), Organizational Culture (0.655), Job Satisfaction (0.674), Innovation (0.493), productivity (0.411), organizational performance (0.775) and organizational learning (0.548) are factors that was affecting employee engagement and healthcare knowledge management. The results of heterogeneity tests showed that the studies were heterogeneous and therefore the random effect size was used. The funnel diagram shows high standard error and high bias. In other words, the distribution of research was not normal and random.
Conclusion: Managers can increase the level of engagement and management of organizational knowledge by focusing on the identified factors and its implementation in the organization and increase the level of desire and participation of employees in knowledge management processes.
Seyed Amir Reza Nejat, Mahmoud Bigler, Seyedeh Bahareh Kashian,
Volume 16, Issue 1 (3-2022)
Abstract
Background and Aim: Intellectual capital, with its basic knowledge nature, is an intangible, strategic, unique and competitive advantage resource. The purpose of this study is to investigate the current state of intellectual capital maturity in the field of management and planning of Tehran university of medical sciences.
Materials and Methods: This research was applied in terms of purpose and with a quantitative approach in 1400 and a questionnaire was used to collect information. The statistical population is the middle and basic managers of the Vice Chancellor for Resource Management Development and Planning. Using Morgan table, 57 people were randomly selected and analyzed by t-test and non-parametric statistical tests using SPSS software. Has been. The content validity of the questionnaire was obtained by examining the research background and obtaining the opinions of experts, and the Cronbach’s alpha coefficient was used to assess the reliability, the value of which was 0.874.
Results: Statistical tests show that the five levels of intellectual capital management maturity follow a nonlinear pattern and the level of realization of the initial level characteristics, ie lack of intellectual capital structure, is higher than acceptable, but the statistical test of other levels of maturity Included; Managed, defined, quantified and optimal management is not significant at the significance level of 0.05.
Conclusion: The current situation of intellectual capital in the study population indicates that management is unaware of the importance of intellectual capital and no action has been taken to implement the knowledge capital management process. Although there is a lot of necessary infrastructure in the Vice Chancellor, however, insufficient understanding of the capabilities of intellectual capital management as a strategic resource is evident in this research. To reach the defined level and the next levels, the organization needs to identify, activate and direct the intangible source and then quantify, standardize and manage quantitatively and analyze the strengths and weaknesses and finally the continuous improvement of processes and Focus on innovation.
Ali Mohammad Mosadeghrad, Mahdiyeh Heydari, Mahya Abbasi, Mahdi Abbasi,
Volume 18, Issue 2 (5-2024)
Abstract
Background and Aim: Health insurance organizations play an important role in increasing people’s access to health services and protecting them financially against catastrophic health costs. Iran Health Insurance Organization (IHIO) is one of the largest public health insurance organizations in Iran, which faces many challenges. The purpose of this research is the strategic analysis of health financing performance of IHIO.
Materials and Methods: This qualitative research was conducted using interpretive phenomenology method through using semi-structured interviews with 25 managers and employees of IHIO. In addition, relevant documents and archival data of IHIO were collected and analyzed. Thematic analysis method was used to analyze the data.
Results: Overall, 19 strengths, 24 weaknesses, 14 opportunities, 37 threats and 43 solutions were identified for the health financing system of IHIO. Increasing the coverage of health services, correcting the information databases of the insured and electronic prescribing were the most important strengths, and inappropriate pooling of financial resources, incomplete risk pooling, high administrative costs, and inefficient control were the most important weaknesses of IHIO. The most important opportunities for IHIO include the government’s support for universal health coverage and emphasis on primary health care, legal support for consolidating health insurance funds and improving the health technology assessment system in the country. The main threats to IHIO include political and economic unstability, low health insurance premiums, decisions without scientific support and insufficient enforcement of laws. Finally, solutions such as modernizing the tax system, increasing the health literacy of the community, reducing bureaucracy, increasing transparency and accountability, and reforming the monitoring and evaluation system were identified to strengthen the performance of the financing system of IHIO.
Conclusion: Iran’s health insurance organization is facing numerous structural, contexual and process challenges that have reduced its productivity. Decrease in revenues, increase in costs and decrease in efficiency have caused problems in the financing performance of this organization. Recognizing the weaknesses and challenges of financing performance and applying corrective interventions is the first step in strengthening the sustainability of health financing of IHIO.
Manizheh Mohammadi, Leila Nazarimanesh, Mozhgan Karimi,
Volume 19, Issue 4 (11-2025)
Abstract
Background and Aim: Today, structural empowerment has been considered as one of the key factors in improving the performance of organizations, especially in the field of health and treatment. This study was conducted with the aim of investigating the relationship between structural empowerment and entrepreneurial organizational culture of employees in health and treatment centers of Shahr Salem Company.
Materials and Methods: This study is a descriptive-analytical study with an applied purpose, which is positivist in terms of research philosophy, with a deductive and quantitative approach, correlational in terms of research purpose, and cross-sectional in terms of time, and the data were collected using a survey method. The sample size was determined using the Cochran formula to be 263 people and was selected using a stratified, simple, and questioning random method. Standard Kanter structural empowerment questionnaires and Cornwall and Baron entrepreneurial organizational culture questionnaires were used to collect data. The data were analyzed with SPSS and Smart PLS 3 software.
Results: The findings showed that structural empowerment has a significant relationship with entrepreneurial organizational culture (rs=0.606 and P=0.000). Also, empowerment dimensions including opportunity (rs=0.505), information (rs=0.484), resources (rs=0.552) and support (rs=0.509) have a positive effect on entrepreneurial organizational culture. Statistical results showed that the greatest effect was related to the resource dimension. The opportunity dimension also plays a significant role in increasing employee motivation, which can pave the way for promoting entrepreneurial culture. In addition, in the first hypothesis, the relationship between entrepreneurial organizational culture and opportunity has been examined, which indicates the existence of a positive and significant relationship between these two variables. Also, P-value is 0.000, which is less than the significance level of 0.05, making this relationship statistically significant. In the second hypothesis, the relationship between information and entrepreneurial organizational culture has been confirmed with rs=0.484. The P-value less than 0.05, indicating the P-value is 0.009 which is significance of this relationship. the relationship between support and entrepreneurial organizational culture has been tested, indicating that this relationship is also positive and significant. The P-value is 0.008, which is less than 0.05, indicating the significance of this relationship. In the relationship between resources and entrepreneurial organizational culture, the P-value is 0.004, which is less than 0.05, this relationship is confirmed.
Conclusion: The findings of this study showed that structural empowerment, especially in the dimensions of access to resources, information, opportunities, and organizational support, has a positive and significant effect on strengthening the entrepreneurial organizational culture in health centers. Creating supportive infrastructures and providing opportunities for growth and improvement of employees’ skills can increase their motivation, creativity, and innovation. Making decision-making processes transparent and designing reward systems based on innovation promotes employee participation and responsibility. In addition, facilitating the free flow of information and knowledge, supporting innovative ideas, and developing creative skills pave the way for creating a sustainable entrepreneurial culture and improving the overall performance of the organization, and strengthening organizational capacities.
