Empowerment model of hospital managers with productivity approach

Document Type : Management & Organization

Authors

1 Department of Management,Faculty of Management, South Tehran Branch, Islamic Azad University,Tehran, Iran.

2 PhD student in Public Administration, Qeshm Azad University

3 Assistant Professor, Department of Management, Islamic Azad University, Qeshm Branch, Iran

10.22080/jem.2023.22574.3668

Abstract

The aim of this study was to design a model for empowering hospital managers with a productivity approach. The statistical population of the study includes experts (with at least 10 years of management experience in Mazandaran University of Medical Sciences and affiliated hospitals) and university professors. The statistical sample was selected by a purposeful judgment method of 14 people. Data collection tools included library studies and semi-structured interviews with experts. The validity of the interview questions was confirmed by the content method and its reliability was confirmed by the retest method (0.87). The empowerment model of hospital managers was drawn with a productivity approach, and at the end, a theory based on 18 theorems was created. Based on the calculated model, causal conditions (including "organizational foresight", "agile organizational structure", "transformational leadership", and "organizational opportunity for empowerment"), central category (empowerment of hospital managers), contexts (including "access to resources") "Empowerment", "Establishing an active motivational system", "Justice-oriented in the organization", and "Modeling the role for managers"), contextual factors (including "internal factor of empowering managers" and "external factor of empowering managers"), strategies (including "holding courses "Empowering managers", "Establishing a succession system", "Delegating and delegating responsibilities", and "Job value creation for managers"), and the consequences (including "individual productivity of managers" and "organizational productivity of managers") are explained in a paradigm model. Finally, the relationships between them were drawn in the selected model. Finally, suggestions based on strategies for implementing the model of empowering managers with a productivity approach were presented.

Keywords

Main Subjects

References

 
Ayala Calvo, J. C., & García, G. M. (2018). Hardiness as moderator of the relationship between structural and psychological empowerment on burnout in middle managers. Journal of Occupational and Organizational psychology, 91(2), 362-384.
Azarinia, Taghvaei Yazdi, (2014) Presenting the Empowerment Model of the Managers of the Islamic Azad University of Mazandaran Province, Scientific-Research Quarterly, Volume 5, Number 18, pp. 180-159
Bagheri, Muslim, Abbas, Abbas, Khodai, Haniyeh. (2018). Designing a Model of Productivity Measurement in Public Organizational Universities (Case Study: Iran Telecommunication Factory Applied Scientific Center). Iranian Government Management Studies, 1(2), 12-195.[In Persian]
Bakotić, D. (2016). Relationship between job satisfaction and organisational performance. Economic research-Ekonomskaistraživanja, 29(1), 118-130.
Björkman, I., Ehrnrooth, M., Smale, A., & John, S. (2011). The determinants of line management internalisation of HRM practices in MNC subsidiaries. The International Journal of Human Resource Management, 22(8), 1654-1671.
Charkhabi M. (2015).Moving toward a Personalized Model of Empowerment forManagers and Executives: An Organizational Case Study. Applied Psychology, 13, 17-35.
Chaudhary, R., Rangnekar, S., & Barua, M. K. (2014). Organizational climate, climate strength and work engagement. Procedia-Social and Behavioral Sciences, 133, 291-303.
Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: how human resource management influences job attitudes and operational efficiency. Human resources for health, 14(1), 1-8.
Creswell, J. W., & Clark, V. L. P. (2004). Principles of qualitative research: Designing a qualitative study. Office of Qualitative & Mixed Methods Research, University of Nebraska, Lincoln.
Caligiuri, P. (2014), Many moving parts: Factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within MNCs. Journal of International Business Studies, 45(1), 63-72.
Dobrow Riza, S., Ganzach, Y., & Liu, Y. (2018). Time and job satisfaction: A longitudinal study of the differential roles of age and tenure. Journal of management, 44(7), 2558-2579.
El-Kot, G., Burke, R. J., & Wolpin, J. (2018). Supervisory Empowerment Behaviors, Psychological Empowerment and Work Outcomes among Egyptian Managers and Professionals: A Preliminary Study. Journal of Intercultural Management, 10(4), 85-108.
Ferreira, A. I., da Costa Ferreira, P., Cooper, C. L., & Oliveira, D. (2019). How daily negative affect and emotional exhaustion correlates with work engagement and presenteeism-constrained productivity. International Journal of Stress Management, 26(3), 261.
Fernandez, S., &Moldogaziev, T. (2013). Employee empowerment, employee attitudes, and performance: Testing a causal model. Public Administration Review, 73(3), 490-506.
Harper, E., Castrucci, B. C., Bharthapudi, K., & Sellers, K. (2015). Job satisfaction: a critical, understudied facet of workforce development in public health. Journal of Public Health Management and Practice, 21(Suppl 6), S46.
Hosseinpour, D; Ghorbani Paji, A. (2017), The Impact of Human Resource Development Strategies on Organizational Productivity with the Intermediate Role of Mutual Trust and Job Satisfaction in Mazandaran Province Youth and Sport Organization. Strategic Management Research, 23(65), 45-75.[In Persian]
Huang, Y. T., Liu, H., & Huang, L. (2020). How transformational and contingent reward leaderships influence university faculty's organizational commitment: the mediating effect of psychological empowerment. Studies in Higher Education, 1-18.
Iqbal, Q., Ahmad, N. H., Nasim, A., & Khan, S. A. R. (2020). A moderated-mediation analysis of psychological empowerment: Sustainable leadership and sustainable performance. Journal of Cleaner Production, 262, 121429.
John, S., & Björkman, I. (2015). In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals. Human Resource Management Journal, 25(4), 424-442.
Jiraro, S., Sujiva, S., &Wongwanich, S. (2014). An Application of Action Research for Teacher Empowerment to Develop Teachers’ Test Construction Competency Development Models. Procedia - Social and Behavioral Sciences, 116. doi: 10.1016/j.sbspro.2014.01.380
Jauhari, H., Singh, S., & Kumar, M. (2017). How does transformational leadership influence proactive customer service behavior of frontline service employees? Examining the mediating roles of psychological empowerment and affective commitment. Journal of Enterprise Information Management.
Jamshidi, S., Baqaei F., Abdolsamadi Hamidreza, Ferdmal J., Soltanian A., Ahmadian E. (2014), Assessment of Faculty Members 'Viewpoints on Students' Evaluation of Academic Staff in Hamadan University of Medical Sciences in Academic Year 4-7. Research in Medical Education, 2(1), 1-3.[In Persian]
Kien, B. T. (2012). Factors affecting the fluctuation of labour productivity in the construction projects.
Kordanij, Assadollah, Bakhshizadeh, Alireza, Fath Elahi, Mehdi (2015) Quarterly Journal of Organizational Behavior Studies, Volume 4, Number 3, pp. 120-97
Kim, P. B., Lee, G., & Jang, J. (2017). Employee empowerment and its contextual determinants andoutcome for service workers: A cross-national study. Management Decision, 55(5), pp 1022-1041.
Kundu, S. C., Kumar, S., &Gahlawat, N. (2019). Empoweringleadership and job performance: mediating role of psychologicalempowerment. Management Research Review, 42(5), 605-624.
Mear, F., & Werner, R. A. (2020). Subsidiarity as secret of success:“Hidden Champion” SMEs and subsidiarity as winning HRM configuration in interdisciplinary case studies. Employee Relations: The International Journal.
Mačiulytė-Šniukienė, A., &Matuzevičiūtė-Balčiūnienė, K. (2018). Impact of human capital development on productivity growth in EU member states. Business, management and education, 16(1), 1-12.
)Meyerson & Dewettinck,G. (2012). Effect of empowerment on employee’s performance Advanced Research in Economic and Management Sciences, 2, 40-46.
Ma, L., & Ye, R. (2019). Does daily commuting behavior matter to employee productivity?. Journal of Transport Geography, 76, 130-141.
Ma, L., & Ye, R. (2019). Does daily commuting behavior matter to employee productivity?. Journal of Transport Geography, 76, 130-141.
Ning S, Zhong H; Libo w;Qiujie L,(2009). The Impact of nurse Empowerment on Job Performance.Journal of Advanced (journal article- research, tables/charts) ISSN: 0309-2402 PMID
Pigeon, M., Montani, F., &Boudrias, J. S. (2017). How do empowering conditions lead to empoweredbehaviours? Test of a mediation model.Journal of Managerial Psychology,32(5), pp 357-372
Rimi, N. N., Yusliza, M. Y., Walters, T., & Basher Rubel, M. R. (2017). The role of devolution in HR‐line manager collaboration and HRM effectiveness relationship: A study of private commercial banks in Bangladesh. Global Business and Organizational Excellence, 36(4), 43-51.
Seyed Javadin, S. R., Farahi M. M., Farahi M. A. (2008), Human Resource Management, Employee Attitudes and Knowledge Management Development in Organization, Iranian Management Science Quarterly, 3(9), 43-72.[In Persian]
Şendoğdu, A. A., Kocabacak, A., & Güven, Ş. (2013). The relationship between human resource management practices and organizational commitment: A field study. Procedia-Social and Behavioral Sciences, 99, 818-827.
Sulochana, K., & Sajeewanie, T. (2017). The Impact of HRIS on HRM Effectiveness: A Study in Large Scale Group of Company in Sri Lanka. Human Resource Management Journal, 3(1).
Sylva, W., & Dan-Jumbo, C. T. (2017). Ethical culture, employee intention to stay and employee productivity in the rivers state civil service. Journal of International Business Research and Marketing, 2(5), 7-13.
Singh, A. (2019). Association between organizational norms and employee productivity in higher education. Journal of Applied Research in Higher Education. 12(2), 271-295
Shujahat, M., Sousa, M. J., Hussain, S., Nawaz, F., Wang, M., & Umer, M. (2019). Translating the impact of knowledge management processes into knowledge-based innovation: The neglected and mediating role of knowledge-worker productivity. Journal of Business Research, 94, 442-450.
Swiatczak, M., Morner, M., & Finkbeiner, N. (2015). How can performance measurement systems empower managers? An exploratory study in state-owned enterprises. International Journal of Public Sector Management.
Shahzad, I. A., Farrukh, M., Ahmed, N. O., Lin, L., & Kanwal, N. (2018). The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals. Journal of Chinese Human Resource Management.
Srivastava, A. P., & Dhar, R. L. (2016). Impact of leader member exchange, human resource management practices and psychological empowerment on extra role performances. International Journal of Productivity and Performance Management.
Trus, M., Doran, D., Martinkenas, A., Asikainen, P., & Suominen, T. (2018). Perception of work-related empowerment of nurse managers. Journal of Research in Nursing, 23(4), 317-330.
Vu, H. M. (2020). Employee empowerment and empowering leadership: A literature review.
West, M., & Dawson, J. (2012). Employee engagement and NHS performance. London: King's Fund.
Yezekyan, T., Marinello, F., Armentano, G., & Sartori, L. (2018). Analysis of cost and performances of agricultural machinery: Reference model for sprayers.
Zhou, X., Pedrycz, W., Kuang, Y., & Zhang, Z. (2016). Type-2 fuzzy multi-objective DEA model: An application to sustainable supplier evaluation. Applied Soft Computing, 46, 424-440.

Files

History

  • Receive Date: 20 November 2021
  • Revise Date: 31 July 2022
  • Accept Date: 25 March 2024

Share

How to cite

Statistics