Journal of Health Organization and Management最新文献

Purpose: The appropriate physical layout of hospital services can help resolve management problems by streamlining the work of medical teams, improving the flow of patients between specific areas and the medical support environment. Nevertheless, the academic literature lacks structured research into how the physical layout of hospitals might be improved. Our study aims to fill this research gap, providing information for researchers and professionals who intend to guide the hospital facility layout planning (HFLP) from the steps and prescribed approaches found in the literature.

Design/methodology/approach: This study analyzes the current literature status and concerning approaches that support HFLP and identifies their strengths and weaknesses. The literature was classified using the following criteria: approaches for layout generation, approaches for layout evaluation and healthcare facility layout outcomes.

Findings: The hospital facility layout outcomes achieved for each phase served as a basis for identifying a list of strengths and weaknesses for the hospital layout facility generation and evaluation approaches. Readers can refer to this paper to identify the approach that best fits the desired goal and the HFLP step.

Practical implications: This is a contribution to current studies into HFLP, and it provides guidelines for selecting the approach to be utilized based on the desired outcome.

Originality/value: The paper describes how to conduct an HFLP and lists the strengths and weaknesses of each approach. The research may be used as a strategy for determining which tool is most suited based on the practitioner's target purpose.

Purpose: The role of public health organizations during the COVID-19 pandemic was crucial. These groups acted to slow the spread of infection through the implementation of initiatives, policies, research and more. However, the rapidly changing and uncertain climate of the pandemic resulted in suboptimal processes and decision-making within these organizations. These already complex organizations and networks of people became even more nuanced. Thus, organizational decision-making processes must be improved upon based on previous experiences and lessons learnt. With minimal peer-reviewed literature available, resources for effective organizational decision-making in these organizations are scarce. This served as the impetus for this review.

Design/methodology/approach: To conduct this literature review, both peer-reviewed and grey literature were incorporated to better understand effective organizational decision-making practices for public health organizations. Recommendations found in the literature review were identified, coded and themed to provide a novel decision-making framework to be used by public health executives.

Findings: Nine key themes of effective organizational decision-making were identified, including utilize decision-making tools, define the problem and acknowledge an imminent decision, establish decision rights, outline a clear escalation path, create a supportive organizational culture, set decision objectives and goals, and evaluate decision alternatives. These findings in conjunction with existing decision-making models were used to create a seven-step effective decision-making framework for public health organizations.

Originality/value: The review and analysis of effective organizational decision-making practices is instructive. Public health executives and decision-makers should incorporate the themes identified and employ the proposed decision-making framework to encourage improved decision-making practices.

Purpose: The aim of this study was to conduct a scoping review of a global body of scholarly and industry (grey) literature for evidence of implemented and evaluated interventions to identify best practice workforce retention strategies for organisations providing health services in rural and remote areas.

Design/methodology/approach: A scoping review was conducted of the scholarly and grey literature by two independent researchers. This comprised a search of four scholarly databases, and a Google and website search for grey literature. Quality checks were conducted, and a total of 15 documents were included in the literature review. Using the World Health Organisation's categories of workforce intervention (regulatory, education, financial incentives, personal and professional support), the documents were analysed to identify effective workforce interventions.

Findings: The literature review found evidence of regulatory impacts as well as organisation-level evaluated workforce interventions for education-to-employment pathways (education), remuneration programs (financial incentives) and working and living conditions (personal and professional support) but seldom provided insight into how successful interventions were implemented or evaluated at the organisational level. Further, there was an absence of scholarship contributing to the development of empirical evidence to inform organisations about designing, implementing and evaluating workforce strategies to improve health workforce retention in rural and remote communities.

Originality/value: Few studies have focused on evidence-based organisation-level interventions to improve rural and remote workforce sustainability. This article offers insights to shape future intervention implementation and evaluation research for rural and remote health workforce sustainability.

Purpose: This study aims to assess the extent to which acute hospital trust mergers in England are associated with quality improvements.

Design/methodology/approach: We apply an event study design using difference-in-difference (DID) and coarsened exact matching to compare the before-and-after performance of eight mergers from 2011 to 2015.

Findings: We find little evidence that mergers contribute to quality improvements other than some limited increases in the proportion of patients waiting a maximum of 18 weeks from referral to treatment. We postulate that financial incentives and political influence could have biased management effort towards waiting time measures.

Research limitations/implications: Inherent sample size constraints may limit generalisability. Merger costs and complexity mean they are unlikely to offer an efficient strategy for helping to clear elective care backlogs. We recommend further research into causal mechanisms to help health systems maximise benefits from both mergers and emerging models of hospital provider collaboration.

Originality/value: This paper is the first to study the quality impact of a new wave of acute hospital mergers taking place in the English National Health Service from 2011 onwards, applying a group-time DID estimator to account for multiple treatment timings.

Purpose: The study investigates the serial mediation of psychological ownership and workplace innovation in the nexus between organizational leadership and employee performance among healthcare workers in Ghana.

Design/methodology/approach: Six hundred and thirty-seven samples were selected using convenience sampling technique. The data gathered using self-reported questionnaire were analyzed using SEM-PLS.

Findings: The findings reveal that organizational leadership directly improves healthcare employee's psychological ownership, workplace innovation and employee performance. Psychological ownership and workplace innovation separately and serially mediate the relationship between organizational leadership and healthcare employees' performance.

Practical implications: The study highlights the significant influence of organizational leadership, psychological ownership and workplace innovation on the performance of healthcare employees. Healthcare organizations ought to allocate resources toward leadership development strategies to foster a favorable work atmosphere that promotes innovation and enables employees to assume ownership of their tasks and contribute to continuing enhancement, ultimately leading to enhanced performance.

Originality/value: This research is a pioneering study on serial mediation of psychological ownership and workplace behavior in the association between organizational leadership and performance in healthcare settings in Ghana.

Purpose: This study mainly focused on the long-term effect of different risk exposure levels and prior anti-epidemic experience of healthcare workers in mitigating COVID-19 on their work stress in the post-COVID era.

Design/methodology/approach: The study sample included 359 physicians, 619 nurses, 229 technicians and 212 administrators, for a total of 1,419 healthcare workers working in the Lanzhou area during the investigation. Data were analyzed by multivariate regression models.

Findings: Our findings indicated that the interaction between pandemic effect mitigation experience and high-risk exposure significantly affected healthcare workers in the post-COVID era by increasing their work stress (p < 0.001) and reducing their rest time (p < 0.001). Healthcare workers may have experienced worse outcomes in the long term if they had higher levels of risk exposure and more experience in fighting epidemics. Furthermore, poor mental health (p < 0.001) and prior experience with SARS (p < 0.001) further amplified these adverse effects. However, surprisingly, we did not observe any effect of prior anti-epidemic experience or high-risk exposure on the mental health of healthcare workers in the post-COVID era (p > 0.1).

Research limitations/implications: The adverse impact of COVID-19 may have left long-lasting effects on Health professionals (HPs), particularly those with high Risk exposure (RE) and more mitigation experience. Poor Mental health (MH) and previous experience in mitigating previous similar outbreaks (such as SARS) are risk factors that should be considered. Support programs must be designed and promoted to help HPs respond and improve their performance.

Originality/value: Our study presents compelling evidence that the COVID-19 pandemic will have long-term detrimental effects on the work stress of healthcare workers.

Purpose: Customer value co-creation behavior is promising but undertheorized. To bridge this gap, this study examines the viability of a social cognitive theory positing that customers' value co-creation behavior is shaped by their co-creation experience, self-efficacy, and engagement.

Design/methodology/approach: Using healthcare as a case, a stratified random sample comprising 600 patients from 40 hospitals across eight metropolitan cities in an emerging economy was acquired and analyzed using co-variance-based structural equation modeling (CB-SEM).

Findings: Customers' co-creation experience has a positive impact on their co-creation self-efficacy, co-creation engagement, and value co-creation behavior. While co-creation self-efficacy and engagement have no direct influence on value co-creation behavior, they do serve as mediators between co-creation experience and value co-creation behavior, suggesting that when customers are provided with a co-creation experience, it enhances their co-creation self-efficacy and engagement, ultimately fostering value co-creation behavior.

Originality/value: A theory of customer value co-creation behavior is established.

Purpose: This narrative literature review examines intersectional employee voice inequalities in a non-Western, high power distance context to develop a multilevel conceptual framework.

Design/methodology/approach: The authors use Leininger's (1997, 2002) culture care model to explore multilevel influences on intersectional voice inequalities. The article applies insights from a review of 31 studies to the specific challenges of migrant palliative care (PC) nurses in Saudi Arabia.

Findings: The themes identified in the review indicate how better transcultural communications might mitigate voice inequalities that influence migrant employee wellbeing and intentions to quit which result from cultural incongruities.

Originality/value: The impact of national culture differences and intersectional inequalities on employee voice has largely been ignored in academic research. This paper offers unique insights drawing on culture care theory into intersectional voice challenges from a non-Western perspective in the underresearched setting of Saudi Arabia which is mid-way through a national transformation program. It starkly contrasts policy ambitions for advancing healthcare with discriminatory practices based on conservative attitudes which stifle migrant worker voices.

Purpose: This study is undertaken to explain how servant leadership affects employees' service performance through their felt obligation toward their leaders. Furthermore, the study explores how the relationship between felt obligation and service performance is moderated by performance pressure.

Design/methodology/approach: The data were collected from 312 manager-subordinate dyads working in private sector hospitals of Karachi. The data were analyzed through covariance-based structural equation modeling.

Findings: The study found that employees' performance is affected by servant leadership and felt obligation toward managers. Furthermore, the study found that felt obligation toward leader mediates the relationship between servant leadership and employees' performance. Finally, the study found that the relationship between felt obligation toward leader and employees' performance was not contingent upon perceived performance pressure.

Originality/value: The study confirms the mediating role of felt obligation toward leaders linking servant leadership to employees' service performance. The study also tests the moderating role of performance pressure influencing the relationship between relationship between felt obligation toward leaders and employees' service performance.

Purpose: Innovation is widely desired within healthcare organizations, yet the efficacy of programs aimed at fostering it remain largely unassessed, with little consideration given to their effects on employee experience. The Veterans Health Administration (VA) innovators network (iNET) was established to provide organizational support to improve and reimagine patient care and processes across the VA. We evaluated participant perspectives on how iNET impacted workplace experience and fostered innovation.

Design/methodology/approach: Semi-structured interviews were conducted using purposive sampling to maximize diversity for program roles and site characteristics, reviewed using a rapid matrixed approach, then analyzed using a hybrid inductive/deductive approach that applied a theoretical framework of innovation supportive domains.

Findings: 21 project investees, 16 innovation specialists and 13 leadership champions participated from 15 sites nationally. Most participants reported strongly positive impacts including feeling re-energized, appreciating new experiences and expanded opportunities for connecting with others, sense of renewed purpose, better relationships with leadership and personal recognition. Negative experiences included time constraints and logistical challenges. Participants' experiences mapped frequently onto theorized domains of supporting a curious culture, creating idea pathways and porous boundaries, fostering/supporting catalytic leadership and supporting (role) diverse teams. The program's delivery of ready resources was critically supportive though at times frustrating.

Originality/value: Participants' experiences support the conclusion that iNET fosters innovation and positively impacts participating employees. In the post-pandemic context of unprecedented challenges of healthcare worker burnout and stress, effective innovation training programs should be considered as a tool to improve worker experience and retention as well as patient care.