Journal of Health Organization and Management最新文献

Purpose: This study sought to examine the impact of human resource management (HRM) on the performance of healthcare employees in selected Jordanian healthcare centers. It explores how specific HRM practices, including leadership, communication, technology adoption, teamwork, decision-making, motivation and promotions, influence employee performance.

Design/methodology/approach: Data were collected using an online survey questionnaire from a randomized sample of 100 healthcare employees working in King Abdullah University Hospital and Jordanian University Hospital. The questionnaire was adapted from validated instruments used in previous research studies and tested for internal consistency of the items using Cronbach's reliability test. Pearson correlations, linear regression and descriptive statistics tools were conducted using SPSS version 25 and were used to analyze the data. A minimum sample size of 200 was initially calculated; however, only 100 completed responses were received, which may impact statistical power.

Findings: The healthcare employees scored an adequate level of job performance (M = 2.57; standard deviation = 0.43). The ability to remain active while performing work (2.64) and to complete specified work on time (2.61) and commitment and adherence to the regulations and hours of work (2.61) were the leading attributes of work performance. Moreover, healthcare employees' performance was influenced by leadership and communication patterns, technology, teamwork, decision-making, motivation and promotions. Overall, HRM also had a significant summative impact on the performance of healthcare employees (p < 0.05).

Research limitations/implications: The cross-sectional research design renders it unsuitable for establishing causal relationships between variables. A sample size of N = 100 limits the generalizability of the findings obtained. Researchers should use either longitudinal or mixed-methods research methodologies to examine temporal changes and get deeper insights on HRM effectiveness.

Practical implications: Enhancing healthcare HRM policies requires strengthening leadership frameworks and implementing modern communication systems, leading to improved worker performance and superior service quality.

Originality/value: The study offers valuable insights into HRM practices in the Jordanian healthcare sector, integrating HRM theories with healthcare management to offer actionable recommendations for hospital managers and policymakers.

Highlights:

Purpose: Unprofessional behaviour is highly prevalent among hospital staff and negatively impacts staff wellbeing and patient care. Little is known about the experiences of non-clinical staff. We aimed to examine the types and prevalence of unprofessional behaviour experienced by management/administration staff and non-clinical services staff and their self-reported speaking-up skills.

Design/methodology/approach: A survey was distributed to staff across seven hospitals. Staff were surveyed about their experiences of 21 incivility/bullying behaviours and 5 extreme unprofessional behaviours and about their speaking-up skills. Management/administration staff and non-clinical services staff responses were included in our analysis. We used multivariable logistic regression to examine the associations between unprofessional behaviour, respondent characteristics and speaking-up.

Findings: The response rate for management/administration staff was 48.2% (N = 804) and 19.0% for non-clinical services staff (N = 525). Approximately 89% (N = 712; 95% CI, 86.6-90.7%) of management/administration and 80% (N = 422; 95% CI, 77.1-83.6%) of non-clinical services' respondents experienced incivility/bullying at least once in the preceding 12 months. Management/administration respondents who reported having speaking-up skills experienced frequent incivility/bullying less often (odds ratio [OR], 0.63; 95% CI, 0.44-0.91). This relationship was not found for non-clinical services' respondents (OR, 0.82; 95% CI, 0.51-1.32). There were no differences in the experience of extreme unprofessional behaviour for respondents who reported having speaking-up skills versus those that did not.

Originality/value: Our results provide new evidence about the experiences of previously neglected groups of hospital staff about unprofessional behaviour, their confidence in speaking-up about it, and possible barriers and enablers for this, to inform practice.

Highlights:

Purpose: Understanding what drives turnover among nurses and how to address that is an important issue facing hospitals, society and organizational researchers. While turnover has many causes, the perception that organizations have failed to meet expected norms (a perceived psychological contract breach - PCB) is a salient cause. Due to dynamic changes in the workplace, PCBs increase in the workplace, and when PCBs are perceived, turnover intention (TI) increases. We investigate whether individual differences among nurses in the need to belong (NTB) determine exit or voice behavior when PCB is perceived.

Design/methodology/approach: Using survey methodology and a sample of nurses currently employed, we tested the moderating effects of individual differences in NTB on the PCB-TI link.

Findings: The strength of PCB leading to TI was significantly moderated by the level of NTB. After accounting for perceived job alternatives and the need for affiliation, the interaction between NTB and PCB was statistically significant ((Δ R2 = 0.02) in explaining TI.

Originality/value: There is limited research on the boundary conditions surrounding the PCB-TI relationship, and this study brings in a unique perspective by incorporating an individual difference on the PCB-TI relationship. The study has implications for the social exchange theory, refinement of the NTB construct and models of turnover, and its results highlight the importance of supervisors and managers honoring obligations and promises made to nurses.

Purpose: This study investigates the relationship between organizational blindness and organizational commitment among nurses, exploring how demographic and professional factors shape affective, normative and continuance commitment. By emphasizing workforce well-being, organizational transparency and sustainable healthcare management, the study supports the United Nations Sustainable Development Goals of Decent Work and Economic Growth.

Design/methodology/approach: A cross-sectional design was used with 269 nurses employed in a private hospital in Türkiye. Data were collected using a Demographic Information Form, the Organizational Commitment Scale and the Organizational Blindness Scale. Descriptive statistics, t-tests, ANOVA, Pearson correlation, linear regression and logistic regression were conducted. Assumptions of normality, homoscedasticity, autocorrelation, and outlier independence were confirmed.

Findings: Nurses reported moderate levels of organizational blindness and commitment. Blindness was significantly and negatively but low correlated with commitment (r = -0.266, p < 0.001), explaining 7.1% of the variance (R2 = 0.071). Being married (OR = 2.05, p = 0.031) and having longer professional experience (p = 0.045) predicted higher commitment, whereas male gender and rotating shifts were linked to greater blindness.

Research limitations/implications: The single-site, cross-sectional design limits causal inference and generalizability. Future multi-center and longitudinal studies are recommended.

Practical implications: Healthcare leaders should promote open communication, fair scheduling, mentorship and professional development to enhance commitment and reduce blindness.

Social implications: Addressing organizational blindness and strengthening commitment can improve nurse retention, organizational culture and patient care quality.

Originality/value: A focused literature search (PubMed, Scopus and Web of Science; 2000-2025) revealed no prior Turkish empirical study on this link.

Purpose: This study aims to explore the dual process model linking dispositional resistance to change with perceived benefits and change self-efficacy among healthcare professionals. It investigates how individual differences in resistance to change affect their perceptions and abilities during the early stages of organizational change.

Design/methodology/approach: A two-wave prospective study was conducted with 222 healthcare professionals in a Canadian healthcare setting, with a four-month time lag between waves. The model integrates two pathways: an affective pathway through uncertainty of change and a cognitive pathway through the legitimacy of change, to examine their mediation roles in the relationship between dispositional resistance and change outcomes.

Findings: The study yielded three key findings. First, dispositional resistance to change was not directly associated with change outcomes. Second, uncertainty of change, acting as an affective mediator, significantly influenced the relationship between dispositional resistance and perceived benefits and self-efficacy in change implementation. Third, legitimacy of change, as a cognitive mediator, also played a crucial role in this process.

Practical implications: These findings highlight the importance of addressing both emotional and cognitive factors in managing change in healthcare settings. Interventions that reduce uncertainty and enhance the perceived legitimacy of change may improve healthcare professionals' ability to perceive its benefits and integrate it effectively.

Originality/value: This study provides new insights into the mechanisms through which dispositional resistance affects individuals' responses to organizational change, particularly in the context of healthcare. It underscores the need for a dual-process approach in understanding and managing resistance to change.

Purpose: The purpose of this study was to adopt a time-lagged design to examine social capital as an effective predictor of actual turnover behaviors among employees and to explore the mediating role of intention to stay and the moderating roles of training and rewards.

Design/methodology/approach: Data were collected in two stages from the employees of a regional hospital located in Taiwan. In the first stage, 1,523 valid responses were collected from an online questionnaire. In the second stage, an employee turnover survey was conducted with the same respondents 1 year after the first survey.

Findings: The results demonstrated the effect of social capital on intention to stay. Specifically, intention to stay was significantly positively correlated with social capital but significantly negatively correlated with turnover. In addition, intention to stay mediated the relationship between social capital and turnover. Both training and rewards significantly moderated the relationship between social capital and intention to stay.

Originality/value: To strengthen employees' intention to stay and reduce their turnover, hospitals should provide reasonable employee rewards, reinforce employee training and formulate appropriate employee retention plans.

Purpose: This study examines the multilevel relationships between robotic quality (RQ), lean leadership (LL) and sustainable healthcare services (SHS), focusing on how LL moderates and serves as a necessary condition for aligning robotic technologies with sustainability goals in healthcare. The research is concerned with the special challenges of the integration of emerging technologies in the healthcare sector in resource-constrained environments, including Iraq.

Design/methodology/approach: A multilevel analytical approach was adopted, making use of multilevel modelling (MLM) and necessary condition analysis (NCA) to examine individual as well as organisational level interactions. Data were gathered from 858 healthcare professionals practising in public and private hospitals using a self-administered survey, distributed in three phases. Measurement models were validated with the help of confirmatory factor analysis (CFA), and multilevel relationships were tested with the help of regression and necessity analyses.

Findings: The findings depict that RQ has a positive influence on SHS at both personal and organisational levels. The latter is moderated by LL substantially, and weaker at the organisational level, where systemic leadership contributes to strategic alignment, optimisation of resources, and cultural change. The additional results of NCA confirm that LL is an obligatory requirement for sustainability, and it helps to eliminate systemic inefficiencies, develop lean practices, and combine robotic technologies and long-term sustainability objectives.

Originality/value: This article develops he theoretical understanding of multilevel leadership-technology-sustainability dynamics in healthcare. It offers empirical support that LL is not just a decisive element but a necessity that is vital to the delivery of sustainable results, especially in a resource-restricted setting. The results provide useful guidance to policymakers and hospital administrators on how to use leadership and RQ to develop long-lasting, effective and resilient healthcare systems.

Purpose: A new method known as Lionized Remora optimization based Recurrent Neural Network (LRObRNN) is recommended to enhance the safety of medical information stored on cloud servers to tackle these issues.

Design/methodology/approach: To safeguard patient data, healthcare organizations must thoughtfully choose reliable and compliant cloud service providers while implementing robust security measures. Storing patient information in cloud systems raises issues with illegal access and data breaches.

Findings: The LRObRNN generates a secret key using Lionized Remora optimization and employs cryptography to encrypt sensitive healthcare data. Continuous monitoring ensures the security of data transmission by identifying irregularities.

Originality/value: Leveraging Recurrent Neural Networks the system analyzes sequential data, enabling the detection of patterns and potential security breaches during data transmission. The performance evaluation includes metrics such as encryption and decryption time, confidentiality rate, processing time, resource usage and efficiency, which are compared with other existing models.

Purpose: This study evaluates the factors affecting successful implementation of management of change (MOC) in Saudi Arabian healthcare environments.

Design/methodology/approach: A literature review identified 23 factors impacting MOC implementation in healthcare environments. These were categorized into five groups: technical, functional, statutory requirements and communication. A questionnaire was designed, tested, and distributed to facilities managers, healthcare providers and administrative staff, to assess the factors' importance. Factor rankings were determined based on their relative importance index values. The Spearman's coefficient of rank correlation measured the ranking consistency.

Findings: The top-ranking factors were: "Availability of comprehensive project documentation", "Insufficient acquisition of new technology and equipment", "Non-compliance with accreditation standards", "Inadequate budget planning" and "Resistance to sharing information with stakeholders". High agreement in rankings was observed between facilities managers and both healthcare providers and administrative staff, as well as between healthcare providers and administrative staff. This was supported by a Spearman's coefficient of rank correlation of 0.89, 0.93 and 0.88, respectively.

Research limitations/implications: This study provides empirical evidence on stakeholder agreement levels, improving understanding of inter-professional perspectives in healthcare MOC.

Practical implications: Identifying MOC implementation factors in healthcare is essential for patient safety, operational continuity and staff efficiency.

Social implications: This study highlights communication and documentation issues that, if addressed, can strengthen collaboration among healthcare staff.

Originality/value: This research enriches the literature by integrating stakeholder perspectives in healthcare management and offers guidance for policymakers and administrators to address MOC challenges and ensure effective implementation.