{"title":"Perceptions of organizational culture among non-patient-facing health system employees.","authors":"Teray Johnson, Mark Newman, Sameh Shamroukh","doi":"10.1108/JHOM-05-2024-0197","DOIUrl":null,"url":null,"abstract":"<p><strong>Purpose: </strong>The significance of organizational culture (OC) pervades all workplaces, extending even to health systems. While numerous studies have examined the perceptions of OC among nurses and physicians, there is a notable gap in understanding the perspectives of non-patient-facing health system employees. This study aims to fill this void by investigating the perceptions and drivers of OC among non-patient-facing personnel within health systems.</p><p><strong>Design/methodology/approach: </strong>This study employed a mixed-methods approach, starting with a 31-question survey disseminated to health system employees through trade organizations to capture diverse perspectives on OC. Subsequently, employees were invited to participate in semi-structured interviews. A total of 23 interviews were conducted to explore the underlying factors shaping employees' perceptions of OC.</p><p><strong>Findings: </strong>A total of 67 surveys were completed, with 61 used in the analysis. The results revealed a predominantly positive outlook, highlighting the significance of supportive leadership and involvement in decision-making processes. The qualitative analysis identified four key themes: effective communication and transparency, coordinated teamwork, supportive leadership and the impact of external factors like the coronavirus disease 2019 (COVID-19) pandemic.</p><p><strong>Practical implications: </strong>Effective leadership should prioritize open communication, employee autonomy and involvement in decision-making. These strategies foster a culture of trust, accountability and engagement, enhancing employee morale and job satisfaction while promoting a collaborative and innovative work environment conducive to long-term success and growth.</p><p><strong>Originality/value: </strong>This research examines the often-overlooked perspectives of non-patient-facing health system staff, providing valuable insights and strategies for leaders to improve OC and create a more positive, inclusive and supportive work environment.</p>","PeriodicalId":47447,"journal":{"name":"Journal of Health Organization and Management","volume":"39 9","pages":"96-123"},"PeriodicalIF":1.7000,"publicationDate":"2025-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Health Organization and Management","FirstCategoryId":"3","ListUrlMain":"https://doi.org/10.1108/JHOM-05-2024-0197","RegionNum":4,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"HEALTH POLICY & SERVICES","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose: The significance of organizational culture (OC) pervades all workplaces, extending even to health systems. While numerous studies have examined the perceptions of OC among nurses and physicians, there is a notable gap in understanding the perspectives of non-patient-facing health system employees. This study aims to fill this void by investigating the perceptions and drivers of OC among non-patient-facing personnel within health systems.
Design/methodology/approach: This study employed a mixed-methods approach, starting with a 31-question survey disseminated to health system employees through trade organizations to capture diverse perspectives on OC. Subsequently, employees were invited to participate in semi-structured interviews. A total of 23 interviews were conducted to explore the underlying factors shaping employees' perceptions of OC.
Findings: A total of 67 surveys were completed, with 61 used in the analysis. The results revealed a predominantly positive outlook, highlighting the significance of supportive leadership and involvement in decision-making processes. The qualitative analysis identified four key themes: effective communication and transparency, coordinated teamwork, supportive leadership and the impact of external factors like the coronavirus disease 2019 (COVID-19) pandemic.
Practical implications: Effective leadership should prioritize open communication, employee autonomy and involvement in decision-making. These strategies foster a culture of trust, accountability and engagement, enhancing employee morale and job satisfaction while promoting a collaborative and innovative work environment conducive to long-term success and growth.
Originality/value: This research examines the often-overlooked perspectives of non-patient-facing health system staff, providing valuable insights and strategies for leaders to improve OC and create a more positive, inclusive and supportive work environment.
期刊介绍：
■International health and international organizations ■Organisational behaviour, governance, management and leadership ■The inter-relationship of health and public sector services ■Theories and practices of management and leadership in health and related organizations ■Emotion in health care organizations ■Management education and training ■Industrial relations and human resource theory and management. As the demands on the health care industry both polarize and intensify, effective management of financial and human resources, the restructuring of organizations and the handling of market forces are increasingly important areas for the industry to address.
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