Relationship between Psychological Empowerment of Managers with Performance Accountability in Hospitals Affiliated to Tehran University of Medical Sciences, Tehran, Iran

The most important functions of the organization are accountability. The only sustainable competitive advantage in any organization, is its employee and their role in the success of the organization that it is possible through empowerment and job satisfaction. The aim of this study was to determine the relationship between psychological empowerment of managers with performance accountability in Hospitals at Tehran University of Medical Sciences. This cross-sectional analytic study was performed in 2014 among 110 top and middle managers in 12 hospitals at Tehran University of Medical Sciences. The sample size was calculated based on the formula for determining sample size in correlation studies. The data were collected via the psychological empowerment questionnaire and performance accountability checklist. The analysis was carried out with the SPSS 18 software and Statistical methods used are descriptive (frequency, mean, percent) and analytical statistics (Pearson correlation). In general, the condition of performance accountability of hospitals and managers' psychological empowerment was "good". The total mean on feeling of meaningful (4.33±0.72), competence (4.29±0.62) and impact of managers (3.81±0.78) was 'high' but on feeling of self determination (3.62±0.80) and trust (3.47±0.82) was average. There was no significant correlation between the psychological empowerment and performance accountability (P>0/05). In order to improve the conditions in health sectors, more attention to weaknesses in accountability should be a priority for managers to deal with the problems. Empowerment of managers can play an important role in implementation of tasks and thus reaching the level of the logical and appropriate accountability.