INFLUENCE OF ORGANIZATIONAL STRUCTURE, WORK DESIGN AND COMPETENCY TOWARD NURSES PERFORMANCE SATISFACTION
DOI:
https://doi.org/10.46827/ejmms.v6i2.1014Palavras-chave:
organizational structure, work design, competency, job satisfactionResumo
A critical institution in a society is the hospital as a centre for medical services. There are physicians and nurses in the hospital. Nurses are also expected to enhance nursing performance as the largest health care team. The organisational structure here can only strengthen the perception of some dimensions of job satisfaction, such as the attainment of value. Ali and Zia-ur-Rehman (2014) found a strong link between work design and the performance of employees and job satisfaction that had a positive effect on the performance of employees. The topic of this study is formulated in the title on the basis of the review of the following problems: The influence of organisational structure, work design and competence on the performance satisfaction of nurses at Jakarta Seaport Hospital and Omni Hospital Pulomas. The method of this study is quantitative descriptive research, namely research on data gathered and expressed in the form of numbers. In this report, the target population was as many as 200 nurses at the Jakarta Seaport Hospital and as many as 200 nurses at the Omni Pulomas Jakarta Hospital. Result: Organizational structure (X1) on the satisfaction of the performance of nurses at Omni Hospital Pulomas has a higher impact value than Jakarta Seaport Hospital, while Jakarta Seaport Hospital has a higher impact value for Work Design (X2) on Nurse's Performance Satisfaction (Y) than the Omni Hospital Pulomas in Jakarta, and for the Jakarta Seaport Hospital Competency Variable (X3) (Y). In comparison, Omni Hospital has the effect of competence on the performance satisfaction of nurses (Y). Nurses need to further strengthen their performance and competence and pay more attention to patients' concerns. JEL: L20; M10; I10
Article visualizations:
Referências
Afsar, B., & Umrani, W. A. (2019). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402–428. https://doi.org/10.1108/EJIM-12-2018-0257
Alaaraj, S., Mohamed, Z. A., & Ahmad Bustamam, U. S. (2018). External growth strategies and organizational performance in emerging markets: The mediating role of inter-organizational trust. Review of International Business and Strategy, 28(2), 206–222. https://doi.org/10.1108/RIBS-09-2017-0079
Alferaih, A., Sarwar, S., & Eid, A. (2018). Talent turnover and retention research: The case of tourism sector organisations in Saudi Arabia. Evidence-Based HRM, 6(2), 166–186. https://doi.org/10.1108/EBHRM-06-2017-0035
Arar, K., & Abu Nasra, M. (2019). Leadership style, occupational perception and organizational citizenship behavior in the Arab education system in Israel. Journal of Educational Administration, 57(1), 101–116. https://doi.org/10.1108/JEA-08-2017-0094
Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment. Industrial and Commercial Training, 51(3), 174–183. https://doi.org/10.1108/ICT-10-2018-0086
Ashraf, M. A. (2019). Influences of working condition and faculty retention on quality education in private universities in Bangladesh: An analysis using SEM. International Journal of Educational Management, 33(1), 149–165. https://doi.org/10.1108/IJEM-03-2018-0121
Buers, C., Karpinska, K., & Schippers, J. (2018). Managers’ retention decisions regarding young intermediate-level educated employees. International Journal of Manpower, 39(2), 254–268. https://doi.org/10.1108/IJM-05-2016-0114
Campos-García, I., & Zúñiga-Vicente, J. Á. (2019). The impact of a leader’s demographic and professional characteristics on employee motivation: Do they really matter? Employee Relations, 41(1), 119–141. https://doi.org/10.1108/ER-10-2017-0253
Chakraborty, D., & Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm. Journal of Asia Business Studies, 14(1), 62–90. https://doi.org/10.1108/JABS-01-2019-0025
Chaudhuri, S., Arora, R., & Roy, P. (2020). Work–Life balance policies and organisational outcomes – a review of literature from the Indian context. Industrial and Commercial Training, 52(3), 155–170. https://doi.org/10.1108/ICT-01-2019-0003
Che Ahmat, N. H., Arendt, S. W., & Russell, D. W. (2019). Examining work factors after Malaysia’s minimum wage implementation. International Journal of Contemporary Hospitality Management, 31(12), 4462–4481. https://doi.org/10.1108/IJCHM-10-2018-0827
Dhanpat, N., Manakana, T., Mbacaza, J., Mokone, D., & Mtongana, B. (2019). Exploring retention factors and job security of nurses in Gauteng public hospitals in South Africa. African Journal of Economic and Management Studies, 10(1), 57–71. https://doi.org/10.1108/AJEMS-10-2018-0311
Ghosh, D., Sekiguchi, T., & Fujimoto, Y. (2020). Psychological detachment: A creativity perspective on the link between intrinsic motivation and employee engagement. Personnel Review, 49(9), 1789–1804. https://doi.org/10.1108/PR-12-2018-0480
Gupta, V. (2019). Talent management dimensions and its relationship with Generation Y employee’s intention to quit: an Indian hotel perspective. International Journal of Tourism Cities, 6(3), 583–600. https://doi.org/10.1108/IJTC-02-2019-0018
Kichuk, A., Brown, L., & Ladkin, A. (2019). Talent pool exclusion: the hotel employee perspective. International Journal of Contemporary Hospitality Management, 31(10), 3970–3991. https://doi.org/10.1108/IJCHM-10-2018-0814
Lee, J. W., & Song, Y. (2019). Promoting employee job crafting at work: the roles of motivation and team context. Personnel Review, 49(3), 689–708. https://doi.org/10.1108/PR-07-2018-0261
Liewendahl, H. E., & Heinonen, K. (2020). Frontline employees’ motivation to align with value propositions. Journal of Business and Industrial Marketing, 35(3), 420–436. https://doi.org/10.1108/JBIM-02-2019-0084
Ma, Q. K., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! How organizations can develop employee embeddedness to increase employee retention. Development and Learning in Organizations, 32(4), 5–9. https://doi.org/10.1108/DLO-11-2017-0094
Marinakou, E., & Giousmpasoglou, C. (2019). Talent management and retention strategies in luxury hotels: evidence from four countries. International Journal of Contemporary Hospitality Management, 31(10), 3855–3878. https://doi.org/10.1108/IJCHM-10-2018-0862
Meskelis, S., & Whittington, J. L. (2020). Driving employee engagement: how personality trait and leadership style impact the process. Journal of Business and Industrial Marketing, January. https://doi.org/10.1108/JBIM-11-2019-0477
Mishra, M., & Pandey, A. (2019). The impact of leadership styles on knowledge-sharing behavior: a review of literature. Development and Learning in Organizations, 33(1), 16–19. https://doi.org/10.1108/DLO-06-2018-0067
Morkevičiūtė, M., & Endriulaitienė, A. (2020). Explaining work motivation through perceived transformational leadership: what to expect in a sample of female employees? Gender in Management, 35(6), 585–599. https://doi.org/10.1108/GM-01-2020-0004
Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, and quitting intentions in public organizations: Does employee motivation play a role? Leadership and Organization Development Journal, 41(2), 257–279. https://doi.org/10.1108/LODJ-05-2019-0206
Pandita, D., & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185–199. https://doi.org/10.1108/ICT-09-2017-0073
Rombaut, E., & Guerry, M. A. (2020). The effectiveness of employee retention through an uplift modeling approach. International Journal of Manpower, 41(8), 1199–1220. https://doi.org/10.1108/IJM-04-2019-0184
Shanker, M. (2019). Recruitment process and its impact on retention of commercial pilots in Indian aviation industry. Business Process Management Journal, 26(3), 736–751. https://doi.org/10.1108/BPMJ-12-2018-0376
Shymko, V. (2018). Object field of organizational culture: methodological conceptualization. International Journal of Organizational Analysis, 26(4), 602–613. https://doi.org/10.1108/IJOA-03-2017-1135
Steil, A. V., de Cuffa, D., Iwaya, G. H., & Pacheco, R. C. dos S. (2020). Perceived learning opportunities, behavioral intentions and employee retention in technology organizations. Journal of Workplace Learning, 32(2), 147–159. https://doi.org/10.1108/JWL-04-2019-0045
Van Jaarsveld, L., Mentz, P. J. (Kobus., & Ellis, S. (2019). Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context: Results from a large-scale quantitative study. International Journal of Educational Management, 33(4), 604–613. https://doi.org/10.1108/IJEM-02-2018-0041
Wiblen, S., & Marler, J. H. (2019). The Human–Technology Interface in Talent Management and the Implications for HRM. 23, 99–116. https://doi.org/10.1108/s1877-636120190000023009
Williams, R., Raffo, D. M., & Clark, L. A. (2018). Charisma as an attribute of transformational leaders: what about credibility? Journal of Management Development, 37(6), 512–524. https://doi.org/10.1108/JMD-03-2018-0088
Zainee, I. A., & Puteh, F. (2020). Corporate social responsibility impact on talent retention among Generation Y. Revista de Gestão, 27(4), 369–392. https://doi.org/10.1108/rege-06-2019-0070.
