Assessment of Organizational Commitment Among Nurses in a Major Public Hospital in Saudi Arabia

Improving Organizational Commitment among Healthcare Employees in Angola: The Role of Psychological Capital and Perceived Transformational Leadership

While previous studies conducted in sub-Saharan African countries have focused on verifying standards of clinical care and assessing challenges faced by healthcare professionals, the present study fills a gap in the literature in that it explores the factors that may drive the organizational commitment of healthcare professionals in Angola. This study aimed to analyze the relationship between psychological capital and organizational commitment through perceived transformational leadership. Therefore, using the quantitative methodology, a self-report questionnaire was applied to 342 healthcare professionals (174 male, 168 female) from different public and private hospitals located in three large cities in Angola. The results confirmed that psychological capital is positively related to affective commitment and that perceived transformational leadership is a mediating variable of this relationship. Therefore, this study highlights the role of psychological capital and perceived transformational leadership in improving affective commitment in challenging environments.

Organizational commitment and associated factors among health professionals working in public hospitals of southwestern Oromia, Ethiopia

INTRODUCTION

Organizational commitment refers to the extent to which employees identify with and are involved with a given organization. It is an important variable for healthcare organizations to consider since it acts as a predictor of job satisfaction, organizational efficiency and effectiveness, health professionals' absenteeism, and turnover. However, there is a knowledge gap in the health sector about workplace factors that are associated with healthcare provider commitment to their organization. Thus, this study aimed to assess organizational commitment and associated factors among health professionals working in public hospitals in the southwestern Oromia region, Ethiopia.

METHODS

A facility-based analytical cross-sectional study was conducted from March 30 to April 30, 2021. A multistage sampling technique was employed to select 545 health professionals from public health facilities. Data were collected using a structured self-administered questionnaire. simple and multiple linear regression analyses were employed to assess the association between organizational commitment and explanatory variables after checking the assumptions of factor analysis and linear regression. The statistical significance was declared at a p-value of < 0.05 and Adjusted Odds Ratio (AOR) with a 95% Confidence Interval (CI).

RESULTS

Health professionals' organizational commitment percentage mean score was 48.8% (95% CI: 47.39, 50.24). A higher level of organizational commitment was associated to satisfaction with recognition, work climate, supervisor support, and workload. Besides, good practice of transformational and transactional leadership styles and employee empowerment are significantly associated with high organizational commitment.

CONCLUSION

The overall level of organizational commitment is a bit low. To improve the organizational commitment of health professionals, hospital managers, and healthcare policy-makers need to develop and institutionalize evidence-based satisfaction strategies, practice good leadership styles and empower healthcare providers on the job.

Organizational commitment of health professionals and associated factors in primary healthcare facilities of Addis Ababa, Ethiopia: A multi-center cross-sectional study

Background

Organizational commitment has a positive impact on an organization's ability to provide professional services. Committed human power pushes an organization to achieve its goals, but non-commitment can lead to increased medical errors, prolonged inpatient admissions, and repeated hospitalizations leading to low quality of healthcare provision. However, to the best knowledge of researchers, there are no studies examining organizational commitment in the healthcare setting of Addis Ababa, Ethiopia.

Objective

The aim of this study was to assess the level of organizational commitment and associated factors among health professionals working in the primary health facility of Addis Ababa, Ethiopia.

Methods

A facility-based cross-sectional study was conducted among 459 healthcare professionals selected by simple random sampling from 12 health centers. Data were collected by three data collectors and one supervisor using a pretested questionnaire. Data were checked for completeness, cleaned, and entered into Epi-Data version 3.1.and exported into SPSS version 25 for analysis. In binary logistic regression statistical analysis, variables with p < 0.2 were entered in multivariate binary logistic regression analyses; then, the regression result was presented using COR, AOR with 95% CI, and a p-value < 0.05 as a level of significance.

Result

The respondent's percent mean score of organizational commitment was 48.4%. Age group above 30 years (AOR = 1.52, 95% CI, 1.01, 2.30), those who were satisfied with their job (AOR 2.02, 95% CI 1.30, 3.13), and those who perceive good transformational leadership behavior (AOR: 1.85, 95% C.I, 1.18, 2.90) were significant factors of organizational commitment among health professionals.

Conclusion and recommendation

Organizational commitment was lower in magnitude in the study setting. Age, job satisfaction, and transformational leadership behavior were significant predictors of organizational commitment.

Nurses’ professional values and organizational commitment

Objectives

Both professional values and organizational commitment are strongly affected by variations among individuals. Identifying personal differences and their effects on professional values and organizational commitment is crucial for every hospital setting. Therefore, the aim of this study was to examine how differences in demographic characteristics are reflected in professional values and organizational commitment among nurses.

Methods

The study used a cross-sectional descriptive correlational design. Nursing professional values and organizational commitment scales were used to collect the data. The sample consisted of 412 staff nurses recruited through a convenience sampling technique.

Results

Nurses' professional values differed according to demographic factors such as experience, department, career choice and having taken an ethics course, whereas no differences associated with education or gender were observed. Nurses’ levels of commitment differed according to their experience, their religion and whether they had taken an ethics course.

Conclusion

Deeper knowledge regarding the factors affecting nurses’ values and commitment may contribute to redesigning clinical ethics education for nurses and the development of non-traditional retention plans.

Leadership Style, Work Engagement and Organizational Commitment Among Nurses in Saudi Arabian Hospitals

Purpose

The purpose of this paper is to examine how nurse managers’ leadership styles, work engagement, and nurses’ organizational commitment are related in Saudi Arabia.

Methods

This study used a cross-sectional design using an online survey instrument targeted at nurse managers and nurses working in Saudi Arabian hospitals. Multi-factor leadership questionnaire (MLQ), organizational commitment questionnaire (OCQ), and Utrecht Work Engagement Scale (UWES) were used in the Questionnaire. The survey link is forwarded to HR administrators of 71 hospitals, which includes public, private, and public–private partnership hospitals. The survey link was active from 27th November 2021 to 18th December 2021, and at the end of the survey, 394 responses were received. After removing the incomplete responses, 390 participant responses are considered for data analysis. t-tests and correlation analysis are used to analyze the data.

Results

Among the participants, 84.4% of the participants were nurses and 15.6% were nurse managers. Significant difference (p < 0.05) of opinions is observed among nurse managers in relation to transformational and transactional leadership styles and engagement. Transformational and transactional leaderships are positively correlated with organizational commitment and nurses’ engagement.

Conclusion

Differences in leadership style perceptions among nurses and nurse managers reflected issues in nursing management, which have to be addressed in light of rapid infrastructural changes owing to Saudi vision 2030.

Factors predicting organizational commitment of nurses in general hospitals: A descriptive-predictive study

This descriptive-predictive, cross-sectional study aimed to explore organizational commitment and to determine the predictability of years of experience, level of education, position, perceived organizational support, and work-life balance on each component of organizational commitment. The participants included 234 nurses who were randomly selected from four general hospitals in the Republic of the Union of Myanmar. The research instruments included a demographic data form, the Organizational Commitment Scale, the Survey of Perceived Organizational Support, and the Work-Life Balance Scale. The data were analyzed using descriptive statistics and stepwise multiple regression. The results revealed that the nurses perceived the three components of organizational commitment at a moderate level. Years of experience, position, perceived organizational support, and work-life balance explained 38.0% of the total variance for affective commitment, 28.3% for continuance commitment, and 35.9% for normative commitment. The findings of this study can inform administrators and policymakers regarding the development of strategies to improve organizational commitment among nurses based on four predictors.

Correlations between performance and shift work in the nursing activities: a pilot approach

BACKGROUND AND AIM OF THE WORK

Performance assessment is a key administrative function and an essential component of organizational quality programs, by quantifying it in relation to set goals, standards, expectations and guides to improvement initiatives. The present study aimed to correlate the nursing performance levels perceived by the nurses themselves with the levels of organizational well-being.  Methods. An on-line questionnaire was administered to Italian nurses in order to assess nursing performance, thanks to the Six-Dimension on Nursing performance questionnaire and also the wll-being of nursing organization was explored thanks to the Questionnaire on nursing organization- brief form questionnaire (QISO brief form).

RESULTS

Significant correlations were assessed between the nursing performance sub dimensions on frequency sub scale and each sub-dimensions of the well-being questionnaire (p<.001). Also in Teaching/Collaboration sub-dimension of the quality nursing performance sub scale, positive correlations were recorded with the QISO brief form.

CONCLUSIONS

Findings were in agreement with the little current literature on this topic, as: the nursing sector might implement reforms and instill an organizational culture in which staff feel they own their profession and will be intimately involved in the vision and mission of their organizations. To help achieve this and improve health services, nurses' organizational engagement enhancement policies should be implemented as an organizational issue requiring the development of strategies for recruiting, attracting and retaining engaged nurses.

A multisite survey of managerial competence and organizational commitment among nurses working at public hospitals in Saudi Arabia

AIMS

The purpose of this study was to determine the relationship between managerial competence level and organizational commitment among nurses in Saudi Arabia.

BACKGROUND

Nurse managers who have a high degree of managerial competency and/or organizational commitment are seen as role models by their employees and can affect employees' sense of belonging to the organization.

METHODS

A cross-sectional, multisite study was conducted with 226 eligible nurses working at six public hospitals in Saudi Arabia. Data were collected from March through June 2021 through an online self-administered survey. Multivariate regression was used to determine the relationship between managerial competence and organizational commitment while controlling for demographic variables.

RESULTS

Both managerial competence (M = 152.9, SD = 48.41, range: 54-216) and organizational commitment (M = 49.4, SD = 22.15, range: 18-121) were reported to be slightly moderate among the sample. A significant positive association also existed between managerial competence and organizational commitment variables (r = .510, p < .05).

CONCLUSIONS

Future studies addressing potential issues for improving managerial competence and organizational commitment in clinical environments are recommended.

IMPLICATIONS FOR NURSING MANAGEMENT

Nurse administrations should use highly standard guidelines to improve nurses' managerial competence and organizational commitment.

Model of Organizational Commitment Applied to Health Management Systems

In this paper, we try to build on the problems surrounding the management of human resources in health care organizations worldwide. After the analysis of the reviewed literature, we detected that the scientific community considers several recurring themes that need attention: stress, burnout, and turnover intention. Based on this, we developed a model of organizational commitment that aims to achieve performance and health quality, its main result the establishment of the appropriate management policies in order to avoid the abandonment of the organization through the search for commitment and job satisfaction. Amongst our main conclusions, we highlight the need to implement a human resources model for hospital administrators based on the relationships with "patients" not "clients" through the maintenance of a positive and strong atmosphere of staff participation. It is important to develop innovative practices related to clear job design that eliminate reasons for ambiguity and stress in executing the tasks of the healthcare system. Finally, we urge training programs in transformational leadership to promote the well-being and organizational commitment of employees.