PURPOSE: The purpose of the study was to examine mission statements and their elements and to investigate correlations between mission statements and organizational performance. METHODS: The current research was a descriptive study based on the examination of mission statements of 353 hospitals that posted mission statements on their webpage and 92 hospitals that made their income statements public. RESULTS: The most common mission element was 'identification of principal services', which accounted for 92.6%. Mission statements of hospitals included the average of 4.82 mission elements out of 9, and the objective of medical quality improvement was 0.81 among 6 objectives of IOM (Institute of Medicine). Net profit of hospitals with mission statements that have above average number of mission elements were significantly higher (t=2.71, p =.008) than those of other hospitals. Net profit was significantly correlated with mission statements (r=.26, p <.001), and mission elements (r=.29, p <.001). CONCLUSION: The results of the study empirically reveal that mission statements in the hospital affect organizational performance. That is, better organizational performance is shown for hospitals with better, more diversified, and more firmly stated mission statements which include identification of target customers, identification of principal services, contribution to society as a non-profit organization, and concern for employees.
*Hospitals ; Humans ; Organizational Culture ; *Organizational Objectives ; Organizational Policy ; Republic of Korea

No abstract available.
Societies, Medical ; Periodicals as Topic ; Organizational Objectives

No abstract available.
Societies, Medical ; Periodicals as Topic ; Organizational Objectives

PURPOSE: The purpose of this study was to identify factors that affect reality shock in new nurses. METHODS: Participants were 216 newly graduated nurses with less than 1 year experience in 5 university and 10 general hospitals in Busan, Ulsan and Gyeongnam, A self-report questionnaire was completed by the nurses between November 18 and December 25, 2013. Data were analyzed using t-test, ANOVA and hierarchial multiple regression analysis with the SPSS/WIN 21.0 Program. RESULTS: Average scores for work environment and environmental reality shock were 2.63+/-0.33 and 2.66+/-0.43 points respectively. Regression analysis showed that with the nurses' demographic and work characteristics controlled, work environment explained 4.2% of the reality shock. Factors significantly affecting reality shock included nurses' changing residence because of job (beta=.21, p=.001), whether they were able to work on the unit of their choice (beta=-.13, p=.031) and whether they had a choice in days off (beta=-.14, p=.038). CONCLUSION: When these factors are considered, reduction in nurses' reality shock requires improvement in work environment, placing new nurses in a department of their choice and allowing them a choice in off-duty days. These measures would also help achieve organizational goals and develop the new nurses as professional nurses.
Busan ; Hospitals, General ; Organizational Objectives ; Surveys and Questionnaires ; Shock* ; Ulsan

This study relates to the problems of organizational performance in the Christian hospitals. In this study, quality of working life (QOWL), which harmonizes individual as well as organizational goals, was used as an indicator of organizational performance from the open systems view. In order to identify the behavioral factors influencing QOWL in hospitals, self-administered questionnaires were distributed to 1,926 employees who were randomly selected from fifteen Christian hospitals from August 1 to August 30, 1986. The following results were obtained: 1) All correlation coefficients between QOWL and behavioral variables were statistically significant even though their magnitude varied according to hospital size. 2) Using factor analysis, 32 variables were parsimoniously grouped into four factors: individual conflicts, group behavior, organizational characteristics and situation, and job characteristics. The proportion of variance explained by these factors ranged from 33.5% to 38.6% according to hospital size. 3) The overall effects of the four factors in the multiple logistic models ranged from 0.85 to 3.12 according to hospital size. Among three hospital models, the model for small hospitals showed the best statistical fit. 4) The most influential factor was organizational characteristics and situation with an odds ratio ranging from 1.99 to 3.02. Again, the odds ratio was the highest for small hospitals. 5) For large hospitals, the two main factor effects were statistically significant: organizational characteristics and situation, and job characteristics. For medium hospitals, all main factor effects except job characteristics were statistically significant. For small hospitals, all main factor effects except group behavior were statistically significant. However, a factor interaction effect was shown only for large hospitals where it was statistically significant. 6) To examine whether the four factors influence financial performance, the four factor scores from the two financial performance groups were compared using Mann-Whitney test. The test results showed that the organizational characteristics and situation factor score was significantly different only for small hospitals.
Health Facility Size ; Logistic Models ; Odds Ratio ; Organizational Objectives ; Surveys and Questionnaires

PURPOSE: This study was conducted to identify factors that affect nursing performance; Those factors are personal characteristics, sub-categories of empowerment and job satisfaction of clinical nurses. METHODS: Data were collected from November 24, 2012 to March 11, 2013, and participants were 451 hospital nurses in 6 hospitals. Descriptive statistics, t-test, one-way ANOVA, Pearson correlation coefficient, and stepwise multiple regression were used for data analysis. RESULTS: Nurses who were older, married, highly educated, in the position of charge nurse, and with longer clinical careers showed relatively higher empowerment, higher job satisfaction, and higher nursing performance than others. Also, there were strong correlations between nursing performance and empowerment (r=.576)/job satisfaction (r=.617). Factors predicted nursing performance were relationship with coworkers (beta=.398), duty (beta=.181), promotion system (beta=.134), and turnover intention (beta=-.109). Factors predicting job satisfaction were competency of empowerment (beta=.249), and clinical career (beta=.151). These 6 factors explained 55.2% of the variance in nursing performance (F=93.37, <.001). CONCLUSION: Regarding human resource management, relationship with co-workers is a changeable factor. Therefore nursing organizations should apply these factors in human resource management to enhance nursing performance and achieve organizational goals.
Employee Performance Appraisal ; Humans ; Intention ; Job Satisfaction* ; Nursing* ; Nursing, Supervisory ; Organizational Objectives ; Power (Psychology)* ; Statistics as Topic

PURPOSE: This quantitative meta analysis sought to determine the effectiveness of SMIs. METHOD: Forty-six experimental studies with a randomized or nonequivalent control group pre-post test design were included in the analysis. The selected studies were classified according to the sample characteristics, the types and methods of the interventions, and the types of outcome variables. Six intervention types were distinguished: cognitive-behavioral intervention(CBT), relaxation techniques(RT), exercise(EX), multimodal programs 1 and 2(MT1, 2), and organizationfocused interventions(OTs). Effect sizes were calculated for the 4 outcome categories across intervention types: psycho-social outcome, behavioral-personal resources, physiologic, and organizational outcome. RESULTS: Individual worker-focused interventions(ITs) were more effective than OTs. A small but significant overall effect was found. A moderate effect was found for RT, and small effects were found for other ITs. The effect size for OTs was the smallest. The interventions involving CBT and RT appeared to be the preferred means of reducing worker's psycho-social and organizational outcomes. With regard to physiologic outcomes, RT appeared to be most effective. CBT appeared to be most effective in reducing psycho-social outcomes. The effects of OT were non-significant, except for the psycho-social outcomes. CONCLUSIONS: SMIs are effective. Interventions involving RT and CBT are more effective than other types.
Cognitive Therapy ; Combined Modality Therapy ; Exercise Therapy ; Humans ; Organizational Objectives ; Relaxation Therapy ; Stress, Psychological/*therapy

Editorial Policies ; Humans ; Internet ; Organizational Objectives ; Peer Review, Research ; Periodicals as Topic ; Singapore

Drug Repositioning ; Drug Resistance, Microbial ; Humans ; Organizational Objectives ; Tuberculosis ; drug therapy ; prevention & control ; World Health Organization

PURPOSE: This study was a secondary analysis to verify the mediating role of organizational citizenship behavior (OCB) between organizational justice (OJ) and organizational effectiveness (OE) in nursing organizations. METHODS: The RN-BSNs and their colleagues in Seoul and Busan were subjects. The data was collected for 20 days between September 13 and October 2, 2004. Two hundred eighty three data sets were used for the final analysis. The fitness of models were tested using AMOS 5. RESULTS: The fitness of hypothetical model was moderate. Procedural Justice (PJ), Interaction Justice (IJ) and Distributive Justice (DJ) had direct effects on Job Satisfaction (JS), Organizational Commitment (OC) and Turnover Intention (TI) in OE, and indirect effects on JS, OC and TI mediated by OCB. The modified model improved with ideal fitness showed the causal relations among OE. In modified model, PJ, IJ and DJ had direct positive effects on OCB and JS and OC in OE, and indirect effects on JS and OC mediated by OCB. JS and OC in OE had a direct negative effect on TI. CONCLUSION: OCB mediated the relationship between OJ and OE, so the nursing managers should enhance OCB of the nurses in order to improve OE.
Adult ; *Attitude of Health Personnel ; Efficiency, Organizational ; Female ; Humans ; Job Satisfaction ; Nursing Staff, Hospital/*organization & administration/*psychology ; Organizational Culture ; Organizational Objectives ; Questionnaires ; Social Justice ; Social Responsibility ; Young Adult