Online first
Research paper
Published online: 2024-06-07

open access

Page views 46
Article views/downloads 20
Get Citation

Connect on Social Media

Connect on Social Media

Ethical predictability of human resources in Iranian hospitals

Roya Malekzadeh1, Arash Ziapour2, Ghasem Abedi3, Lukasz Szarpak456

Abstract

INTRODUCTION: The effective provision of health services is affected by human resources and this renders upholding ethical principles in hospitals more urgent than in any other organization. This study aimed to determine the ethical predictability of human resources in hospitals in 2022.

MATERIAL AND METHODS: This descriptive cross-sectional study was conducted in public, private, and “social security” hospitals in Mazandaran province in 2022. Data were collected through a researcher-made questionnaire designed based on Iranian national accreditation standards. The questionnaire consisted of 18 questions from 6 areas, including organizing manpower, employee evaluation, employee satisfaction and participation, employee empowerment, job promotion, and paying attention to employee motivation. The content validity was confirmed using experts’ views, and its reliability was confirmed by Cronbach’s alpha coefficient higher than 0.78. Data were analyzed by one-way ANOVA and Tukey’s post hoc tests.

RESULTS: There was a significant difference between the mentioned hospitals regarding the ethical predictability of human resources (p < 0.05), which was higher in social security hospitals (3.80 ± 0.00) compared to public hospitals (3.30 ± 0.00) and private hospitals (2.49 ± 0.00). The highest and the lowest mean ethical predictability of human resources in selected hospitals were reported for the areas of employee empowerment (3.89 ± 0.00) and employee evaluation (2.83 ± 0.00), respectively.

CONCLUSIONS: In addition to exerting an impact on enhancing the satisfaction and productivity of employees, identifying ethical predictability factors will help medical and health services managers identify the priorities of human resources and adopt solutions to improve them.

Article available in PDF format

View PDF Download PDF file

References

  1. Heidarian N, Vahdat S. The impact of implantation of Health Care reform plan in patients pay out of pocket in selected Public hospitals in Isfahan. J Med Counc Iran. 2015; 33(3): 187–194.
  2. Ghasemlo H, Safa N, Pour SB, et al. Patient satisfaction with emergency services; a systematic review study. Iranian J Emerg Med. 2021; 8(1): e19.
  3. Ranasinghe AW, Fernando B, Sumathipala A, et al. Medical ethics: knowledge, attitude and practice among doctors in three teaching hospitals in Sri Lanka. BMC Med Ethics. 2020; 21(1): 69.
  4. Hidarpoor P. Introduction to Clinical Governance. Tehran: The office of hospital management and clinical service excellence.Ministry of Health and Medical Education.
  5. Grant JB, Reed SM. Existential advocacy in nursing care: a concept analysis. Nursing Forum. 2024; 2024: 1–12.
  6. Ferry A, Sidin I, Wahyu A. An analysis of the effects of human resources management on healthcare innovation in hospital: a scoping review. J Asian Multicult Res Med Health Sci Stud. 2021; 2(2): 70–83.
  7. Najarian R, Hajinabi K, Nazarimanesh L. The rrelationship between human resource empowerment and organizational productivity of Imam Hossein (AS) Shahrood Hospital. J Healthcare Manag. 2022; 13(2): 7–15.
  8. Suprapto S, Lalla N, Mulat T, et al. Human resource development and job satisfaction among nurses. Int J Public Health. 2023; 12(3): 1056–1063.
  9. Zainal N, Din NN, Munusami C. Relationship between human resource management practices and employee’s job performance in selected private Health Care Sector, Selangor, Malaysia. Human Resour Manag Serv. 2023; 5(1): 3344.
  10. Cherif F. The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector. Intern J Sociol Social Policy. 2020; 40(7/8): 529–541.
  11. Atouba Y. How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction. Leadership Organization Develop J. 2021; 42(4): 580–592.
  12. Khosravi A, Iranban J, Seyedi M. Asian research consortium. Hum Resource Manag. 2014; 2(1): 73–84.
  13. Abolhoseini E, Mobaraki H, Kamali M, et al. Relationship between performance evaluation and therapists' job motivation of rehabilitation centers and public hospitals of Tehran based on Herzbergs´ two-factor model. Arch Rehabilit. 2018; 18(4): 316–327.
  14. Singh A, Rangnekar S. Enhancing proactivity among hospital employees: a serial mediation model. Intern J Business Excell. 2020; 21(1): 64–80.
  15. Karan A, Negandhi H, Hussain S, et al. Size, composition and distribution of health workforce in India: why, and where to invest? Hum Resour Health. 2021; 19(1): 39.
  16. Ayalew E, Workineh Y, Abate A, et al. Intrinsic motivation factors associated with job satisfaction of nurses in three selected public hospitals in Amhara regional state, 2018. Intern J Africa Nurs Sci. 2021; 15: 100340.
  17. Al-Sabi S, Al-Ababneh M, Masadeh M, et al. Enhancing innovation performance in the hotel industry: the role of employee empowerment and quality management practices. Admin Sci. 2023; 13(3): 66.
  18. Majidi S, Daneshkohan A, Zarei E, et al. Perspectives of health workers on annual performance appraisal: A study in primary health care. Intern J Health Manag. 2020; 14(4): 1190–1197.
  19. Ilbeigi A, Kazemi M, Peivandi MT. Relationship between official performance measurement scores and Relative efficiency in general hospitals. J Hospital. 2012; 11(2): 31–44.
  20. Murray W, Holmes M. Impacts of employee empowerment and organizational commitment on workforce sustainability. Sustainability. 2021; 13(6): 3163.
  21. Moura LN, Camponogara S, Santos JL, et al. Structural empowerment of nurses in the hospital setting. Rev Lat Am Enfermagem. 2020; 28: e3373.
  22. Spence Laschinger HK, Wong CA, Grau AL. The influence of authentic leadership on newly graduated nurses' experiences of workplace bullying, burnout and retention outcomes: a cross-sectional study. Int J Nurs Stud. 2012; 49(10): 1266–1276.
  23. Tabarsa A, Yazdani Zi, Raisi H, et al. Relationship between organizational structure and burnout among employees of Tehran's Shahid Beheshti University. Quart J Career Organiz Counsel. 2012; 3(9): 88–103.
  24. Sarcevic A, Marsic I, Waterhouse LJ, et al. Leadership structures in emergency care settings: a study of two trauma centers. Int J Med Inform. 2011; 80(4): 227–238.
  25. Nadi M, Sajjadian I. Path analysis of relationship between personality traits and internet addiction with quality of life of internet users in Isfahan city. J Res Behav Sci. 2010; 8(1): 34–45.
  26. Sundaray B, Sahoo CK, Tripathy SK. Employee relations initiatives and quality of work life: a study in power sector units. European J Busin Manag. 2011; 3(8): 53–59.
  27. Zahavi M, Sadre Momtaz N, Arpanahi Istadegi S. The study of nursing staff participation in strategic decision making in Tehran University of Medical Sciences Shariati Hospital. J Payavard Salamat. 2010; 3(3): 38–46.
  28. Shanker G, Dixit S, Tripathi A, et al. Brain exchange: bidirectional flux of medical personnel to ensure equitable distribution of resources between developed and developing countries. Indian J Behav Sci. 2022; 25(2): 147–149.
  29. Boniol M, Kunjumen T, Nair TS, et al. The global health workforce stock and distribution in 2020 and 2030: a threat to equity and 'universal' health coverage? BMJ Glob Health. 2022; 7(6): e009316.
  30. Niazi SH, Jahani MA. Evaluation of human resources in the hospitals affiliated to babol university of medical sciences and social security of qaemshahr city based on the standards of the Iranian ministry of health. J Babol Uni Med Sci. 2016; 18(2): 56–63.
  31. Shahabi M, Tofighi S, Maleki M. Distribution of specialized physicians and nurses per population and its relation to the number of beds in public hospitals in Iran. J Health Mana. 2010; 13(41): 7–14.
  32. Mirsaeid G, Javad S, Mirzaie M, et al. Human resources distribution among tehran university of medical sciences hospitals. J Payavard Salamat. 2014; 7(5): 432–446.
  33. Peters DH, Chakraborty S, Mahapatra P, et al. Job satisfaction and motivation of health workers in public and private sectors: cross-sectional analysis from two Indian states. Hum Resour Health. 2010; 8(1): 27.
  34. Alrawahi S, Sellgren SF, Altouby S, et al. The application of Herzberg's two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon. 2020; 6(9): e04829.
  35. Hoseyni SN, Mirzaei M, Faryabi R, et al. Effective factors in job motivation of faculty members in Shahid Sadoughi University of Medical Sciences: an application of Herzberg’s motivation theory. Iran J Med Educ. 2014; 13(12): 1040–1050.
  36. Wijoyo H, Prayudi A, Putra RS. The Influence of Work Motivation and Organizational Culture to Employee Performance. InProceedings of the 11th Annual International Conference on Industrial Engineering and Operations Management 2020 (Vol. 58, No. 3, pp. 4419-4425). IEOM Society International.
  37. Kitsios F, Kamariotou M. Job satisfaction behind motivation: an empirical study in public health workers. Heliyon. 2021; 7(4): e06857.
  38. Bimpong KA, Khan A, Slight R, et al. Relationship between labour force satisfaction, wages and retention within the UK National Health Service: a systematic review of the literature. BMJ Open. 2020; 10(7): e034919.
  39. Murphy KR. Performance evaluation will not die, but it should. Human Res Manag J. 2019; 30(1): 13–31.
  40. Ansari-Tabar A, Charkhchi A, Sarafraz Z, et al. Attitude of staff of Kashan University of Medical Sciences about how to evaluate annual performance. J Homaye Salamat. 2011; 8(4): 11–17.
  41. Ghamari Za, Purfarzad Z, Anoosheh M, et al. The correlation between quality of performance appraisal and job satisfaction of nurses. Quart J Nurs Manag. 2013; 1(4): 18–27.



Disaster and Emergency Medicine Journal