Journal of

Background and Aim: Since managers' efficiency depends on their communication skills suitable for their employees, this study was conducted to determine such skills among Shiraz University of Medical Sciences (SUMS) managers.

Materials and Methods: In this cross-sectional study, 298 SUMS employees working at different departments were selected through simple random sampling technique. The data-collection device was a 21-item questionnaire having 3 parts: verbal skill, effective listening, and feedback communication skills. The data were analyzed using SPSS software. Statistical tests employed included Pearson correlation, T-Test and ANOVA, and the level of significance was determined at 0.05.

Results: The respondents' mean age was 32.7 years. Most of them were female, had a bachelor's degree, and worked in logistics department. According to their judgment, their managers had good verbal and effective listening skills, but were average in their feedback. The highest score for communication skills was reported for the students' department and the lowest score for the research department. Older and more experienced employees evaluated their manager's feedback skill (p= 0.001) at a lower level. The statistical test indicated a significant relationship between feedback and level of education (p= 0.001).

Conclusion: It seems that the intermediate level of effective listening and feedback skills are due to the managers' lack of sufficient scientific and practical attention to the issue of communication. Therefore, it is recommended that educational workshops be held for managers to make them familiar with the importance of effective communication skills.

Background and Aim: Employees suggestion plan (ESP) is designed to encourage and improve employees’ participation in developmental planning. The establishment of this system needs cultural, individual and structural preparedness. This study is aimed to determine organizational preparedness in Tehran University of Medical Sciences (TUMS).

Materials and Methods: This research was a cross-sectional, descriptive and analytical study conducted in TUMS headquarters in Tehran, Iran. The heterogeneous sample of this study consisted of 155 employees. They were asked to fill out a researcher-made questionnaire to assess their attitude towards organizational preparedness for ESP establishment. The validity and reliability of the questionnaire were confirmed. The data were analyzed by SPSS, and descriptive results were presented. The data were also analyzed by Friedman and ANOVA statistical methods.

Results: Most of the employees had a positive attitude towards the existence of individual and cultural preparedness for ESP establishment in TUMS. However, they believed the desired structural preparedness for this process did not exist.

Conclusion : The desired organizational preparedness for ESP establishment exists in TUMS, although structural preparedness is not desirable. Therefore, it is suggested that necessary modifications should be made in TUMS organizational structure for effective ESP implementation.

 Background and Aim: Since employees satisfaction have important effects on achieving the goals of organizations and also organizational justice is a key factor in employees satisfaction, The aim of this study was to determine the relationship between organizational justice and organizational citizenship behavior in selected hospitals of Tehran University of Medical Sciences.

 Materials and Methods: This study was a descriptive and cross-sectional analysis. The study sample was composed of 312 employees from selected hospitals of Tehran University of Medical Sciences by cluster Stratified Random sampling. Data collected by using two questionnaires: Moorman& Niehoff Organizational Justice and Yaghoobi Organizational Citizenship Bahavior. The questionnaires reliability was supported and based on Cronbach s Alfa (OJ=94%, OCB=93%) and questionnaire validity was confirmed by specialist point of view. Data was analyzed by SPSS 18 software.

 Results: The result of analysis revealed that Hasheminejad hospital had the highest score of organizational citizenship behavior in all dimensions except for altruismin dimension. The score in each of the dimensions for organizational justice except for interactional justice in Hasheminejad hospital were the highest There was significant relationship between organizational justice and organizational citizenship behavior in the following dimensions: Altruism, Conscientiousness, Courtesy, Sportsmanship (p=0/0001). 

 Conclusion: As shown, there was a relationship between organizational justice and all aspect of organizational citizenship behavior in selected hospitals and also there was a positive relationship between involving staffs in organizationl activities with facilitating achievement of organizational goals and improvement of hospital performance, Therefore, strategies should be adopted in line with organizational justice to increase citizenship behavior.

Background and Aim: Nearly a decade has passed since the use of computers to record patients' medical records in Iran. Despite the advantages of computer systems, healthcare providers are reluctant to use them therefore, parts of computerized records will be incomplete, which lead to information gaps. The purpose of the present study is to investigate the completion of electronic reports and its reasons from employees' viewpoint.

Materials and Methods: In this descriptive study, 2499998 electronic reports were evaluated using a checklist that examined types of identity and clinical data meanwhile, staff’s attitudes were investigated by a researcher-made questionnaire. The validity of the questionnaire was confirmed by experts and its reliability was estimated through test-retest method.

Results: The results showed that 100% of some clinical and identity data were not recorded. Some 58.7% of staff members reported the absence of clear regulations and 54.7% reported inappropriate electronic forms as the reasons. Some 24.1% of staff members suggested the codification of clear guidelines and 15.6% offered surveillance programs as solutions to completing electronic reports.

Conclusion: The staff reported human and organizational factors as the most important elements influencing the quality of electronic reports. It seems that the following are among the solutions which can remove many defects of electronic reports: investment in education, management support for the codification of relevant policies, health information technology professionals' participation in designing electronic forms, and the use of high technologies to record data for busy employees.

Background and Aim: Scientific and technological developments have promoted the status of organizational learning as a reasonable way to deal with the present changing circumstances. The development of organizational learning improves the performance of employees, and makes them feel satisfied. The aim of this study is to investigate the relationship between job satisfaction and organizational learning capabilities among the employees of Tehran hospitals.

Materials and Methods This descriptive, analytical study was conducted among 290 employees in 2014 in Tehran hospitals. For data collection, a three-part questionnaire (including demographic characteristics, Gomez`s Organizational Learning Capability Questionnaire and Minnesota Job Satisfaction Questionnaire) was given to 290 employees. Data were analyzed using the SPSS-20 software with Spearman test.

Results: Mean scores of organizational learning capability and job satisfaction were (3.03± 0.61) and (2.8± 0.61), respectively. Among the dimensions of organizational learning capability, the highest score pertained to systematic perspective (3.29± 0.78); regarding job satisfaction, the highest score was related to organizational climate (3.23± 0.1). The results showed that there was a significant correlation between the dimensions of organizational learning capability and job satisfaction. Also, a significant correlation was observed between organizational learning capabilities and job satisfaction.

Conclusion: Organizational learning improves the performance of employees and is positively correlated with their satisfaction. Also, employee satisfaction is one of the factors affecting their performance. Therefore, managers can make employees satisfied and develop their organization through improving organizational learning.

Background and Aim: Employees are an organization's greatest assets and organizational performance is dependent to employee’s performance. Presence of inefficient employees can make other employees to be less productive. To improve inefficient employees to high performance level, it is necessary to analyze the performance of employees. This study aims to identify and determine poor performance dimensions and cluster inefficient staffs.

Materials and Methods: This study was an analytical and descriptive research. The research made questionnaire developed for data collection and Principal Component Analysis (PCA) and Cluster Analysis (CA) techniques in SPSS used to analyze the research data.

Results: The PCA results showed that six poor performance dimensions were behavioral problems, low results, lack of self-efficacy and creativity, sabotage, postponing, and individualism. The CA results declared that poor performers can be classified to five clusters include poor behavior, lazy, jobber, poor ability, marginal, managers believed that root of employees’ in inefficiency attributed jobber, poor ability, and lazy employees to internal causes, and attributed bad behavior and marginal employees to external causes.

Conclusion: The type of inefficiency and its dimensions should be identified in order to make effective decisions for inefficient employees. Employees clustering propose a new attitude toward inefficiency differentiation comparing to literature,  and this five group clustering based on empirical data expected to be more applicable in practice.

Background and Aim: Employees’ silence is common in organizations, and is mostly neglected. Employees are indifferent towards their supervisors, work quality and organization. Organizational justice is a factor that can diminish employees' silence. The aim of this study was to determine the relationship between organizational justice and headquarters employees' silence in Kerman University of Medical Sciences (KMU).
Materials and Methods: This study was a descriptive-correlational and cross-sectional research. The population included all 400 employees at KMU headquarters, among whom 147 members were selected as the sample using Cochran’s formula. In this study, two questionnaires were used: organizational justice questionnaire with a reliability of 0.91 and employees’ silence questionnaire with a reliability of 0.92. For data analysis, Pearson and Spearman correlation, regression testing, by SPSS software were used.
Results: The findings showed that there was an inverse relationship between organizational, distributive, procedural, and interactional justice with employees' silence in Kerman University of Medical Sciences. The regression findings showed that the variable “distributive justice” had the strongest negative effect on employees' silence.  
Conclusion: Encouraging employees to provide positive ideas, identify the existing problems, and reduce undesirable behavior like employees' silence can make employees operate more efficiently. Organizational justice is based on fair treatment, and it determines the employees’ reaction to organizational decisions. Therefore, it can partly remove problems and lead to the decline of employees' silence.