Effect on Penetrating the Organizational Climate of Staff Training on Collective Goals in a Hospital Organization
10.2185/jjrm.66.1
- VernacularTitle:職員と組織が同じ目標を共有する職員研修が組織文化の浸透に及ぼす効果
- Author:
Chizuru MITSUI
;
Takanori MIURA
;
Noriko ODAKE
;
Kenichi YAMADA
;
Ayaka HASHI
;
Mika OHBA
;
Hideaki TOYOSHIMA
;
Shiro URATA
- From:Journal of the Japanese Association of Rural Medicine
2017;66(1):1-8
- CountryJapan
- Language:Japanese
-
Abstract:
This study sought to examine the impact of the approaches being taken to deal with current problems between the hospital and staff from the viewpoint of organizational identity. First, we devised educational strategies that allowed staff to speak directly to the hospital director. Next, the director spoke to staff about the background and history, the basic philosophy, and the vision of the hospital, as well as their place and mission in the community. We also conducted a 7-item questionnaire survey (1-5 graded Likert scale) of 894 staff from November 2012 to September 2013. Collection and response rates were 80.3% each. Regarding the direct communication between our hospital director with staff, response to the items “background and history of our hospital”, “espoused the basic philosophy of our hospital”, “had a collective vision our hospital”, and “understood one's place and mission in the community” were significantly increased after the on-the-job training compared with before receiving the training. We confirmed that about 90% of staff understood the items “background and history of our hospital”, “espoused the basic philosophy of our hospital”, “had a collective vision our hospital”, and “understood their place and mission in the community”. Also, two factors, “organizational identity” and “a sense of distance from the hospital organization”, were extracted from the 7 questions for factor analysis. The reliability of this scale was high and showed high internal consistency (Cronbach's α coefficient＝0.837 and 0.670, respectively). The results of these tests for validity of the scale indicate its high content validity. Together, these results suggest that direct communication between our hospital director and staff was extremely useful for penetrating the organizational environment and enhancing staff's organizational identity.
