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

BACKGROUND: This study was aimed to examine relationships among workplace bullying, organization culture and nursing performance in clinical nurses.METHODS: A cross-sectional questionnaire survey was conducted from October 16 to 26, 2018 with 168 nurses participating in RN-BSN and graduate programs in a university. Data was analyzed with SPSS 22.0 by t - test, ANOVA, Pearson's correlation coefficient and hierarchical multiple regression.RESULTS: Of nurses, 23.2% were found as victims of workplace bullying. Higher scores for workplace bullying positively correlated with rank-oriented culture (r=.19, p=.015), negatively correlated with relational-oriented culture (r=−.43, p<.001) and innovation-oriented culture (r=−.35, p<.001). After adjusting for other variables, better nursing performance was associated with lower scores for workplace bullying (β=−.18, p=.026) and innovation-oriented culture (β=.24, p=.023). However, there was no moderating effect of organizational culture in the relationship between workplace bullying and nursing performance.CONCLUSION: Efforts to creating innovative organizational culture and reducing workplace bullying can contribute to improving nursing performance.
Bullying ; Nursing ; Organizational Culture

organizational ; Medical ; Central

OBJECTIVE: To evaluate the comprehensive technical efficiency of the tertiary public hospitals in Beijing between 2006 and 2015 and explore its influencing factors, so as to propose corresponding policy suggestions. METHODS: The data envelopment analysis was employed to evaluate the comprehensive technical efficiency, pure technical efficiency and scale efficiency of the tertiary public hospitals in Beijing. Malmquist index model was used to analyze the changes of the above three dynamic efficiencies. Finally, randomeffect panel tobit model was utilized to analyze the influencing factors of the comprehensive technical efficiency. RESULTS: The average comprehensive technical efficiency and pure technical efficiency of the tertiary public hospitals in Beijing were relatively high, and they had respectively increased from 0.44 and 0.51 in 2006 to 0.62 and 0.68 in 2015, and the highest proportion of two kinds of efficiency values was between 0.5 and 0.8. Most of the scale efficiency values distributed between 0.8 and 1.0, and the majority of hospitals were in a state of decreasing returns to scale. The total factor productivity of hospitals had been increasing at an average rate of 5.78% per year due to the double progress of technical efficiency and technology at annual rates of 3.77% and 1.94% respectively, further decomposing technological efficiency change, and the pure technical efficiency change increased at the speed of 3.21% per year, and the annual average rate of progress in scale efficiency was only 0.53%. The comprehensive technical efficiency was positively correlated with the turnover rate of beds, annual visits per doctor, the ratio of doctors to nurses, and negatively correlated with the number of beds, the ratio of outpatients to inpatients, the proportion of medical technical personnel, and the proportion of drugs. CONCLUSION Future health policies should strictly control the scale of tertiary public hospitals, pay attention to the innovation and application of hospital technology, change the hospital internal management level and management model, promote refined management, and achieve sustainable development.
Efficiency, Organizational ; Hospitals, Public

Introduction: The National Unified Health Research Agenda is a major document whose creation by the Philippine National Health Research Systems is mandated by Philippine Law. Multiple frameworks, methods, and approaches for the development of a health research agenda exists. Available literature on research priority setting have mostly focused on its methods, results, or implementation. There are limited studies on the operations management of conducting a national health research priority-setting exercise. Objectives: This paper aims to describe the operational components utilized to develop the NUHRA 2017-2022 and provide lessons learned for future research priority setting endeavors. Methods: This paper identified and categorized the operational components to develop the NUHRA 2017-2022 using the Enabler Criterion of the European Foundation for Quality Management’s (EFQM) Excellence Model. Results: Operationalizing the development of a national health research agenda requires the harmonization of multiple components. Having region-based staff involved in the production of a regional situational analysis improved its context and accuracy. The workload for each cluster team must be considered and anticipated by the management. Stakeholder engagement requires political, diplomatic, advocacy, marketing, management, and technical skills. The process requires building relationships with various institutions. In a largescale project, management processes must be in place to effectively track and monitor its progress. Conclusion Operations and management are usually a neglected area in research and development projects. In a bottoms-up research priority-setting approach, iteration and flexibility is needed which requires a lot of management skills and insight. Duration of the project, planning, resources available, and quality of outputs have a strong interconnected relationship.
Health Priorities ; Organizational Innovation

PURPOSE: The purpose of this study was to investigate the relationship among work environment of nursing, nursing organizational culture, demands at work and the emotional labor in clinical nurses. METHODS: A convenience sample of 241 registered nurses was obtained from two hospitals. Data were collected by a self-administered questionnaire during December, 2014. Data were analyzed using descriptive statistics, t-test, one-way ANOVA, Pearson correlations and multiple regression with SPSS/WIN 21.0. RESULTS: The mean score for emotional labor was 3.36±0.48, for work environment of nursing, 2.44±0.36, and for innovational-orientation, 2.95±0.56: Relation-orientation, 3.34±0.62, Task-orientation, 2.95±0.53, and hierarchy-orientation, 3.41±0.49, The score for quantitative demands was 3.02±0.56, and for work pace, 3.76±0.76. In multivariate analysis, factors related to emotional labor were work environment of nursing, innovational-orientation and work pace. CONCLUSION: Findings from this study indicate the need to evaluate and improve the work environment for nurses to decrease emotional labor.
Multivariate Analysis ; Nursing ; Organizational Culture*

PURPOSE: This study was conducted to explore clinical nurses' experience of positive organizational culture in order to provide data for effective strategies of acquisition and retention of competent nurses. METHODS: In this qualitative study, interviews with four focus groups of four to six nurses, 19 in total, were held. Compositional factors in groups included clinical experience, age, work place, and position. Interviews proceeded until data were saturated. RESULTS: Fifteen sub-themes, categorized into six themes, emerged. Positive organizational culture themes included "Helping nurses to be organization members", "Allowing nurses to communicate with one another", "Helping nurses take an initiative to lead organization", "Having competent leader take charge of organization", "Enabling nurses to achieve organizational changes", and "Leading nurses to accomplish organizational performance." CONCLUSION: Results indicate that positive organizational culture is related to increases in occupational satisfaction and decreases in turnover through supportive organizational culture which makes it possible to reinvest expenses required for training new members to promoting quality growth in the organization and the prestige of professional nurses. In order to improve occupational satisfaction and sustained growth in nurses, it is necessary to provide nurses with positive work environments and require members to make active efforts leading to strategic changes.
Focus Groups ; Organizational Culture* ; Workplace

PURPOSE: This study was conducted to identify the influencing factors of job stress, self-efficacy, and organizational culture to presenteeism in clinical nurses. METHODS: A descriptive correlation research design was used for the this study. The subjects were 245 nurses working at the hospital in S, A and C City, from August 1st to October 30th 2014. Data were analyzed using t-test, ANOVA, Scheffe's test, stepwise multiple regression by SPSS 21.0 program. RESULTS: Job impairment indicated a significant positive relationship to job stress (p=.009), health problem (p<.001), and indicated significant negative relationship to self-efficacy (p<.001), innovative-oriented (p<.001), affiliative-oriented (p=.002), task-oriented (p=.026) in organizational culture. Significant factors of influencing to presenteeism were self-efficacy (p<.001, beta=-.363), culture of task-oriented (p<.001, beta=-.248) in organizational culture, and health problem (p=.002, beta=.187). CONCLUSION: Self-efficacy was defined as a variable to influence on presenteeism, and developing of strategies and program to strengthen self-efficacy and task-oriented of organizational culture in nursing is helpful to reduce the presenteeism of clinical nurses.
Nursing ; Organizational Culture ; Research Design

PURPOSE: This study aimed to investigate the relationship among nurses' workplace bullying experience, organizational culture, and organizational commitment. METHODS: Nurses who had worked for more than 6 months (N=299) were selected from 5 general hospitals. Data were collected from August to September 2014, using a self- reported questionnaire, and were analyzed using SPSS version 20.0. RESULTS: Among the participants, 17.7% reported having experienced workplace bullying. Those who had experienced workplace bullying reported significantly lower relation-oriented culture, innovation-oriented culture, and organizational commitment as compared to the other group (t=-2.50, p=.016; t=-2.60, p=.011; t=-2.91, p=.004, respectively). Rank-oriented culture was higher in those who had experienced workplace bullying as compared to those who had not (t=2.76, p=.007). CONCLUSION: Those who had experienced workplace bullying had higher scores on rank-oriented culture and lower scores on innovation-oriented culture, relation-oriented culture, and organizational commitment. To reduce workplace bullying among nurses, hospital managers should improve the relation-oriented organizational culture and alleviate the rank-oriented culture.
Bullying* ; Hospitals, General ; Organizational Culture*

Flightdeck behaviour and flight safety are influenced by the national, organizational, and professional cultures of crewmembers. National complexity of the operating environment ensure that error will be an inevitable occurrence. The influences of three cultures that are relevant to the cockpit are described; the professional culture of the pilots, organizational cultures, and the national cultures surrounding individuals and their organizations. This study review the cultural difference of crewmember in Korea based on Hofstede and Helmreich study. The study concludes with a suggestion of CRM in Korea as strategy necessary for a safety culture considering the multi-cultures cockpit.
Humans* ; Korea ; Organizational Culture ; Transportation*