جستجوی مقالات مرتبط با کلیدواژه "human resource" در نشریات گروه "پزشکی"

Human resource productivity serves as a crucial metric for evaluating organizational effectiveness, particularly in the healthcare sector where the quality of service directly impacts community well-being. This study aims to assess the human resource productivity as perceived by healthcare employees in Gorgan City, utilizing the Achieve Model framework.

This descriptive cross-sectional study involved 313 employees from various sectors of the Golestan Province health department, including urban and rural health service centers in Gorgan City. A stratified random sampling technique was employed to ensure representation across different groups. Data collection was facilitated through a validated questionnaire based on the Achieve Model of human resource productivity. Statistical analyses were conducted using SPSS-23, employing both descriptive and inferential statistics to draw meaningful insights from the data.

The analysis revealed an average productivity score of 79.81±15.09 among healthcare staff in Gorgan, indicating that overall productivity levels fell within an average range. Notably, the highest scores were attributed to the dimensions of ability, feedback, adaptability, understanding, and knowledge. Conversely, dimensions associated with organizational support and motivation scored the lowest, highlighting potential areas for improvement. Furthermore, significant relationships emerged between various demographic factors - such as education level (p=0.020), workplace setting (p<0.001), and occupational group (p=0.001) - with productivity in the ability dimension. Age (p=0.027) and work experience (p=0.007) also demonstrated significant correlations with the understanding and recognition dimension.

It is crucial to understand the factors that impact employee performance and productivity, considering their significant role in organizational productivity.

Organizational commitment has been considered as the objective and efficient achievement of the organization's goals and values, the achievement of the individual's role in relation to the goals and values, and the achievement of the organization for its own sake. This study was conducted to investigate the quality of work life and organizational commitment and their relationship with each other.

A descriptive-analytical cross-sectional study was conducted in 2022. 280 employees of the health service delivery levels of Gorgan City participated in the study in a random stratified method. The data were collected using valid and established questionnaires of Walton's quality of work life and Allen and Mayer's organizational commitment and were analyzed with descriptive methods and statistical tests in SPSS-23 software.

The average age of the participants was 40.11 ± 9.04 years. The majority of participants were female (69.3%) and the rest were male. In general, 18.9% of people had a low quality of work life (QWL), 66.8% had an average QWL, and 14.3% had a high quality of life. Also, 11.1 percent of people had low organizational commitment, 77.1 percent had medium organizational commitment, and 11.8 percent had high organizational commitment. There was a statistically significant relationship between the QWL and organizational commitment (P-Value = 0.001).

The QWL and organizational commitment of employees were evaluated at moderate levels, and with the increase in the QWL, organizational commitment also increases.

Department secretary position is one of the most important and practical jobs in the hospital, which is often neglected. The secretary of the nursing department is responsible for carrying out all office affairs of the department under the direct supervision of the supervisor; Therefore, proper planning for adequate supply of these forces in hospital departments is very important.

This was a descriptive-cross-sectional research. Data was gathered through actively observing the operational process within the service field; professional meetings with department officials, nurses and departmental secretaries; studying relevant laws and regulations, reviewing personnel information systems, examining activity registers and management information systems. At the end, Workload Indicator of Staffing Needs  (WISN) was used for analysis.

According to the results of the research, at the time of the study in Hazrat Zainab (S) Shiraz Hospital, 13 secretaries were working, and the required number of secretaries in the department was 12.94 based on the WISN; but, since a work measurement was done for each department separately, the result was different in each department.

Results revealed that, in general, there is no shortage of secretaries in hospital departments, and there is no need to recruit new staff; however, in terms of workload, there is no balance between different departments, so it is necessary to balance the workload in different departments through proper planning.

The purpose of this study was to investigate the effect of green human resource management on organizational sustainability with respect to the mediating role of motivation and service culture of employees of sports organizations in Fars Province, Iran.

This was an applied research in terms of purpose and a descriptive-survey of correlation type in terms of data collection method. The statistical population of the study included the employees of sports organizations in Fars Province (n = 4047). A statistical sample of 395 people was selected using Cochran's method by stratified sampling method. To conduct the research, the standard questionnaires of organizational resources management of Sakhavalkar and Tadani, organizational sustainability of Karkolian et al., Hackman and Oldham motivation, and Danaifar service culture were used. The face and content validity of the questionnaire designed for this study was confirmed by the professors of this field and the reliability was confirmed using Cronbach's alpha for the questionnaires of green resource management, organizational sustainability, motivation, and service culture with values of 0.86, 0.78, 0.85, and 0.96, respectively. Statistical analysis of data was performed using structural equation modeling (SEM).

Green human resource standards with a path coefficient of 0.364 had an effect on sustainability. Moreover, the variable of service culture with a path coefficient of 0.408 had a mediating role in the relationship between green human resources and sustainability, and the variable of motivation did not play a significant role.

According to the results, it can be said that the application of green human resource management in the sports sector can be implemented and serious attention should be paid to its various aspects such as service culture and employee motivation to strengthen sports organizations through sustainable development.

Today, many organizations are trying to become knowledge-based organizations (1-3). In this effort, the adaptation and implementation of knowledge management practices in any type of organization, both private and public, is considered useful and has the potential to play an important role in improving their performance (4,5). Evidence shows that effective and efficient knowledge management is considered a key success factor for organizations to gain a sustainable competitive advantage (8-10). Psychology is the foundation of knowledge management because knowledge management is all about people. The basic goal is to use all available knowledge to live a happier, healthier and more productive life. Knowledge management and psychology are similar because knowledge management can be used not only to improve people's lives. It can also help improve the communities we live in (11). What people share is their competencies, experiences, expertise, values, background information, and insights to create institutional frameworks for evaluating and combining new experiences and information (12,13).
In fact, knowledge is related to people and that human resource management disseminates it. Knowledge management is developed and strengthened under the cover of human resources management, therefore, in long-term knowledge-based organizations, success in competitive arenas can only be achieved through competent colleagues (15). In this regard, sports organizations also need to acquire, create, store and use knowledge, as one of the most important factors determining growth and development. So far, few researches have investigated the status of knowledge management and human resource management in sports organizations. In this regard, Zalaf et al. (2017) investigated the quality of sports human resource management in Padang using the sports development index and analyzing the availability of sports human resources. The results showed that the development of sports in Pandang depends on the quantitative and qualitative scale based on the human resource management index (16). Also, Huang and Zhang (2011) presented the management of sports events based on knowledge management, which is very important to improve the management skill of the event organization (19).
Despite the great research interest in knowledge sharing, there are still few studies that relate this behavior to human resource variables (training, growth, and performance). The influence of human variables on knowledge sharing has been widely neglected. According to the above, the current research intends to examine the question of whether knowledge management is related to education and development and human resources?

The research method was descriptive-correlation and practical in terms of purpose, and in terms of data collection, it is field-based. The statistical population of this research consists of the employees of Tehran Municipal Sports Organization (1600 employees), among whom 310 people were selected as a statistical sample by simple random and according to Morgan's table. In order to collect data, the field method and the standard human resources management questionnaire and the Knowledge Management (Lawson, 2003) were used. To check the relationship between the variables, Pearson's correlation test was performed using SPSS version 26 software.

The results showed that there is a significant positive relationship between knowledge management and human resource management in Tehran Municipality Sport Organization. There is a significant positive relationship between all knowledge management components (knowledge creation, knowledge sharing, knowledge application, knowledge storage) with all human resource management components (employee recruitment, training and development, performance evaluation, service compensation, working conditions). The highest correlation was obtained between knowledge storage and performance evaluation.

The findings of this research show that there is a significant positive relationship between knowledge management and education and development and human resources. The results of the present research are in line with the findings of Mohammadi et al. (2013) (18). Knowledge management should be analyzed as a factor that affects human resource management. Human resource management is a set of integrated human resource practices that support an organization's strategy, create a sustainable competitive advantage. Human capital (skills, knowledge, and behaviors) and organizational capital (routines, systems, tacit knowledge) are the most cited in the background of the resource-based view, which are acquired over time and make interpretation and imitation difficult for competitors (24). According to the results of Theriou and Chatzoglou (2014), organizations that follow the best human resource management practices, through the design of human resource practices that support knowledge management and, in turn, support the creation of organizational capabilities, achieve higher performance (26). Therefore, if human resource management is about the effective management of people and if the most valuable resource of people is knowledge, then human resource management and knowledge management are closely related to each other (27). Studies have long supported the claim that employees are the most important organizational asset, especially when it comes to achieving an effective knowledge management process (26-29). Employees are a vehicle for creating, sharing and implementing knowledge. Nilsson and Ellström (2012) emphasized that overall organizational success is increasingly related to identifying, recruiting, managing, and retaining high-performing or talented individuals to meet the current and future demands of an organization (28). Therefore, the main purpose of human resource performance is to develop, select and hire people, train and develop employees, evaluate their performance, reward them and create a learning culture to support and achieve the organization's strategy (30). Therefore, human resource management activities, such as recruitment and selection, training and education, performance management and reward systems, are necessary for the proper management of knowledge (31) and instrumentally help to improve the flow of knowledge, i.e., its acquisition, transfer and integration in the organization. they do. The results of our study show that there is a positive and significant relationship between knowledge management and the components of recruitment, training and development, performance evaluation, service compensation and working conditions in Tehran Municipal Sports Organization. The most valuable asset of any organization is its human force, and more importantly, the knowledge within the organization. In other words, spending money to improve knowledge or human capital is the most valuable and useful investment that any organization can make (32). There were also some limitations in the present research since the questionnaire only measures the attitude of the employees, therefore it is not considered an accurate tool to measure the reality. It is suggested to carry out this research in other situations and compare their results with each other.
In short, the results of the present research showed that there is a positive relationship between knowledge management, education and development and human resources in Tehran Municipal Sports Organization. Considering the positive relationship between knowledge management and training and development and human resources in Tehran Municipal Sports Organization, it is suggested that Tehran Municipal Sports Organization helps by establishing knowledge and training and development of staff.

The education process of Health and Medical Network Staff and its improvement provides human resources an ever-changing work environment compatibility. Education is a tool that aids managers in managing organizations in different ways. This research was done with the goal of presenting a model for enhancing the quality of education for health and medical network staff, using Structural Equations Modeling.

It is an exploratory study. Population in this research was 150 staff at Fars Province working in numerous health branches selected through random cluster sampling. The sample size (108 people) was determined using Cochran's formula. The completed questionnaire included demographic information and questions related to the research hypothesis. Confirmatory Factor Analysis was used to check the validity of the questionnaire and Structural Equation Modeling and Smart PLS 3 software were applied to analyze the data.

Out of 108 participants, 40.7 percent were males (44 in total) and 59.3 were females (64 in total). Out of 108 participants, 21.3 percent (23 in total) were single and 78.7 percent (85 in total) were married. All factor load ratios were more than 0.4, which show the use of proper modeling. Cronbach's alpha for all structures was 0.7, which indicates high reliability. All components and effective factors on the quality of education of Health and Medical Network staff were identified and validated.

The findings showed the mechanisms used to improve the education quality of health and medical network staff were adequate, and the current status of the quality of education for health and medical network staff is approximately medium to high. Education holds an undeniable place in the prosperity of an organization. Therefore, planning for staff education will result in better service and satisfaction of the clients.

Leaving service by employees has many direct and indirect consequences and costs for the health system, and it is important to study and recognize it. The tendency to leave service is the best predictor of actual service left. In this study, we aimed to determine the organizational factors related to the tendency of non-governmental health workers to leave the service in the suburbs of Mashhad.

This descriptive-analytical study was performed on 323 health workers in 2018-2019. Data collection was performed by a researcher-made questionnaire included demographic characteristics, three dimensions of work environment, job demand, and social support. Research data were analyzed using descriptive and inferential statistics

The tendency to leave the service was about 64%. The mean score of work environment, job demand, and social support of organizational dimensions related to the tendency to leave were 45.95, 39.92, and 38.49, respectively. The results of multivariate regression analysis showed that with one unit increase in the scores of work environment, labor demand, and social support, provided that other variables are constant, the chances of leaving the service were reduced 0.923, ,0.899 and 0.876, respectively. (P <0.001).

In conclusion, clear job descriptions, appropriate salar,y and benefits considering to the type of work and workload, reducing ambiguity and role conflict, increasing job diversity, increasing authority, opportunities for advancement, supportive leadership can lead to increased job satisfaction and consequently, increase the tendency to stay and reduce the tendency to leave service.

Today, the effectiveness of an organization is directly explained by the quality of its human resources. One of the most challenging issues that the healthcare sector faces is human resource management risks. The aim of this study was to present an interactive and process model and plot the structural relationships of human resource risks in the healthcare sector.

This research was a quantitative research based on the structural-interpretive modeling method. Participants included 19 managers and human resources experts of medical centers in Kashan and Aran-Bidgol, who were selected by purposive and snowball sampling. In this study, the structural-interpretive modeling method was used to structure and plot the interactive relationships of 14 critical risks of human resources in the healthcare sector.

The 14 main risks of human resources in the health sector were classified into four levels using structural-interpretive modeling. Thus, the risks of ‘perspective based on the non-strategic role of the human resources unit’, ‘perspective based on the inefficient performance of the human resources unit’ and ‘risk of selection and employment’ are in the fourth level, and ‘financial’ and ‘behavioral’ risks are in the first level.

According to the structural-interpretive modeling method, the risk of inappropriate attitude towards the role and performance of human resource management and the risk of hiring and using human resources, as key and critical risks, are the driving force behind other risks in the field of human resources in the health sector. Therefore, to manage and reduce other risks in the field of human resources, it is necessary that we manage them in the healthcare sector.

Human Resources in the health sector not only is the most crucial source in health providing but account for nearly three-quarters of the health sectorchr('39')s costs. The purpose of this study was to estimate the required Human Resources of the CT scan department of the Reza Radiotherapy-Oncology Center based on the workload indicator of staffing needs in 2019.

This cross-sectional descriptive study used human resources determination based on staffing needschr('39') workload indicators. The method of conducting expert meetings was used to determine the components of workload and standard time. Also, Interviews and rules, and personnel systems were used to determine the amount and factors related to available working time, and to determine the annual workload, the hospital management system and observation of activity logs were used. Excel and SPSS19 software were used to analyze the data for determining the required human resources and timing data, respectively.

 7 factors related to staff annually available work time were identified. The available work time for CT scans staff was 1113 hours per year. In this study, imaging and simulation were determined as the main activities of the CT scans ward. The results of the workload indicator calculations showed that the CT scan section lacked 3 Personnel.

This study showed that Reza Radiotherapy Oncology Center is experiencing a shortage of professional CT scan staff, and the work pressure is (0.4). Therefore, CT scans are a top priority to provide the human resource.

Today, training and improvement of human resources is one of the main strategies to achieve human capital and positive adaptation to changing conditions as two competitive advantages of organizations. In recent years, there have been significant and extensive changes in the field of education, which is called the change in the teaching-learning paradigm. One of the emphases of this paradigm shift is the use of different and combined methods in training and improving human resources. Therefore, this study was conducted to explain the paradigm shift in human resource training and improvement: focusing on the Individual Development Planning (IDP).

This is a  review-analytical research method with a review of theoretical literature in books written in the field of training and improvement of human resources and the use of published articles in the field of education and curriculum of personalized development, human resources and improvement was done in domestic and foreign magazines in the years 2010-2019, after explaining the importance and necessity of improving human resources to change the paradigm of training to learning in improving human resources, and emphasizing this paradigm to use combined methods and characteristics of new paradigms in human resource training and improvement and theoretical foundations were discussed; Among the most important models of human resource development, the Individualized Development Planning model (IDP) is extensively studied, including the definition, goals and characteristics of the individual development plan, the six-stage process of individual development planning, and finally summarizing and concluding.

The Individual Development Planning (IDP) is a model for human resource training and improvement that focuses on identifying the necessary experiences for the growth and improvement of each individual in order to achieve the common goals of professional development in organizational improvement and promotion.

One of the manifestations of employee empowerment is training. The Individual Development Planning (IDP) is a model for human resource improvement planning; The present results of the study showed that this model of planning can be considered in the form of a continuous and dynamic process for employee excellence and achieving organizational goals.

Human resources are the source of an organization's creativity and production. They play an important role in developing and increasing the productivity of organizations. The aim of the present study was to model the effective components of the human resource management system on the appointment of managers in Mazandaran higher education centers from the perspective of faculty members. In the qualitative section, using the method of "samples containing rich information" with 20 deputies of the Deputy of Management Development and Resources of Mazandaran Higher Education Centers, with Delphi method and using semi-structured questionnaires; interviewed. In the quantitative research section, a researcher-made questionnaire was distributed using a multi-stage relative stratified sampling method among 334 faculty members of Mazandaran Higher Education Centers and the data were analyzed by a factor of exploratory and software factor analysis. SPSS and AMOS software were analyzed. The results of the quantitative section showed that all aspects of the human resource management system and the appointment of qualified managers are approved. In the confirmatory factor analysis, the components of employment (standard coefficient of 0.59 and values ​​of T801 / 801), selection (0.42 and 6.436), training (0.55 and 5.850), development and improvement (78/7) 0 and 10/200), service reward (service compensation) (0.39 and 5.489), performance appraisal (0.82 and 11.799), participation (effective work communication) (0.4 and 6.439) And monitoring and monitoring of human resource management (0.78 and 11/256) were effective and significant in explaining the model of human resource management in higher education system.

Mega-trends are fundamental changes in the societies, technologies and political conditions, and create long-term changes in the community. The aim of this study was to formulate Human Resource strategies for the health system based on the mega-trends. Material and Methods This was a descriptive, analytical study. The research community was the high-level documents and experts. Sampling for documents was conducted by census method and non-probabilistic sampling was applied for experts. The method of collecting data was mixed method in a single study. The high-level documentation of the health system was investigated by using Delphi technique. The strategic positioning of human resource in the health system was determined by the method of Snow & Miles. Then, the mega-trends of health domain in the new millennium were identified through library and internet resources, and analyzed using Trend Analysis, macro to micro scanning, expert opinion, and aging human resource strategies were written. Based on the quantitative and qualitative analysis of the high-level documents of the health system by the experts and the use of the Snow & Miles method, the strategic position of the health system was "prospectors." Based on the principle of alignment and innovation in strategic human resource management, thirteen aggressive, defensive, conservative, and competitive strategies of HR for aging services were written for the maximum use of cross-sectional capacity of the health system and the provision of desirable old-age services in regard to the experts’ opinion. The aging HR strategies should be consistent with the needs of the elderly, high-level documents, strategic health status, and the mega-trends.