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While the population in the United States ages and the life expectancy of individuals increases, the need to quality of health care is also increased. It is a strategic concern, however, the cost of health care needed in order to help maintain or increase health care services. In a way to help lower costs, many health care organization will reduce staffing levels while impacting the quality of health care services. In order to help achieve cost-containment strategies, research was conducted to investigate the collaboration between health resource management and facility design (Sadatsfavi, 2015). This is one of few studies in which look at the interaction between both. The study of human resource management focused on the changes and behaviors of employees and changes in attitudes (Sadatsfavi, 2015).

Framework

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            Studies of the health care environment further suggest designing a physical setting will increase effectiveness of those providing care while helping to improve job satisfaction. Furthermore, overall stress and “burn out” feeling felt by health care providers and employee was reduced in an improved health care environment decision (Sadatsfavi, 2015). When an organization pays attention to employee needs, the employees, in return, instill more care into the organization and increase motivation to achieve goals. To understand the relationship between employee attitudes and health care management, the following main hypothesis were established: perceived organizational support will help mediate the relationship between human resource practices and job attitudes in an organization (Sadatsfavi, 2015). Job satisfaction, anxiety related to the job, and overall organizational commitment are variables that are focused on in the study.

Methods

 

            Several various hospitals were examined, both nongovernment and nonprofit hospitals were included. Nearly 3,000 individuals were included and surveyed with those participating being mostly women. In terms of the human resource management, roughly 11 differences covered various staff engagement which included the following: communicating the mission and the vision of the organization, sharing of information, employees being involved in decision making, staff acquisition, development of employees, expensive training of staff, career development, frontline empowerment, further decentralizing decision making, employment safety, and selective hiring (Sadatsfavi, 2015).

            The study used a multivariable path analysis to further estimate the connection and relationships that occur between human resource and physical work environment as well as perceived organizational support as well as outcome variables. Research was conducted with a strict confirmatory approach due to the main objective of the overall analysis being focused around evaluating the potential of physical work environment and human resource and its influence outcome variables.

Findings

 

            During the preliminary analysis, researchers examined the distinctiveness of variables representing the employee evaluations of human resource practices from perceived organizational support, organizational commitment, employee job satisfaction, and job-related anxiety. A single-factor model was used to conduct a five-factor model to evaluate using a chi-square difference test (Sadatsfavi, 2015). The overall model measurement had an acceptable fit and was reliable. Collinearity between human resource and physical work environment was accounted for by use of direct modeling to understand the covariance in the path analysis.

In order to verify the indirect effects of human resource and physical work environment on the outcome of the variables through perceived organizational support are statistically significant, testing was conducted and found all indirect paths were significant statistically at p <.05 human resources overall had a more predictive capability. there is relationship between resource physical work environment and attitudes of health caregivers. it was also determined has larger indirect effect on all outcome variables except for the variable job-related anxiety. discussion with relatively new care reform workforce expected to expand grow. caregivers feelings have been shown play significant influence quality they deliver. management should regularly examine factors that providers in order help understand make plans necessary changes. study conducted focused underlying processes which will affect related employees job as well interaction facility design operation. finding synergy fixed those two helping improve satisfaction enhancing organizational commitment by perceived support helps mediate occurs participation decision making developmental experiences. positive affiliation support. evaluations submitted indicated their practices further importance an adequate trend increase employee satisfaction. this indicates operation both affiliated bringing greater improvement important consider providing information address safety concerns. preliminarily correlation well-designed working feeling benefits from regarding efforts. sense settings. one few designed investigate did successful at proving connection open up ideas future studies.>

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