• 간호행정학회지
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• 제16권3호
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• pp.250-258
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• 2010

Purpose: The purpose of this study is to examine the effective factors of organizational commitment among hospital nurses. Method: The subjects were 250 registered nurses working in 3 hospitals in Busan. Data were obtained by self-reported questionnaires from the 10th of June to 30th of June, 2009. Data were analyzed by frequency and percentage, t-test, ANOVA and Sheffe's test and stepwise multiple regression. Result: Mean of job satisfaction was $60.56{\pm}9.25$ (range of scale: 20-100), internal marketing was 69.49 (range of scale: 25-125), job stress obtained $100.60{\pm}17.93$ (range of scale: 45-180), and organizational commitment got $47.78{\pm}6.84$ (range of scale: 15-75). The extent of the organizational commitment had differences according to the age (F=3.300, p=.039), educational level (F=3.21, p=.042), religion (F=3.30, p=.021), position (F=5.837, p=.003), and career length (F=2.642, p=.035). The influencing factors in organizational commitment of hospital nurses were job satisfaction, internal marketing, and age. $R^2$=.503. The job satisfaction has the highest significant predictor of organizational commitment. Conclusion: The influencing factors on organizational commitment were job satisfaction, internal marketing and age. Thus it is needed to improve the job satisfaction and internal marketing of hospitals' nurses and to provide care and support to younger nurses.

• 간호행정학회지
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• 제5권1호
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• pp.99-111
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• 1999

The purpose of this study was to investigate the relationship between public health nurse's decentralization, participation of decision-making and organizational commitment and to provide basic data for the improvement of public health nurse's organizational effectiveness. Data were collected from Aug. 1 to Aug. 30, 1998 (collection rate-96%) through questionnaires by 163 public health nurses working in Taejon and Chungnam. The instruments were used Van de Ven and Ferry's Job Authority scale, Hage and Aiken's Hierarchy of Authority scale. Participation of Decision-making scale. and Mowday's Organizational Commitment Questionnaires. Collected data were analyzed by SPSS PC+. The results were as follows 1. There were significant differences of age(P<.05), career, spending time for major study, and experience who called expert(P<.01) to decentralization. 2. There were significant differences of career (P<.05), educational level, and spending time for major study(P<'OOl) to participation of decision-making. 3. There were significant differences of career. spending time for D1ajor study, self-evaluation to specialty(P<.01) and experience who called expert (P<.001) to organizational commitment. 4. 1) A significant correlation was found between decentralization and self-evaluation to specialty (P<.05), age, career, spending time for major study, and experience who called expert (P<.01.). 2) A significant correlation was found between participation of decision-making and self-eval-uation to specialty(P<.05), age, career, spending time for major study, experience to call expert, and decentralization (P<.01). 3) A significant correlation was found between organizational commitment and age(P<.05). career. spending time for major study, self-eval-uation to specialty, experience who called expert. decentralization, and participation of decision-making (P<.01). 5. Decentralization w·as the best predictor of or ganizational commitment(17%), also experience who called expert, self-evaluation to specialty explained the organizational commitment.

• 간호행정학회지
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• 제14권3호
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• pp.287-296
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• 2008

Purpose: This study is descriptive survey to offer basic data of nursing management practice as identify the relationship between Professional Self-Concept, Organizational Commitment and Job satisfaction, whom nurses work general hospitals less than 250 beds. Methods: The subjects in this study were random sampling 320 nurse who worked in 9 general hospital in G city that had less than 250 beds, data was collected from 10 to 30 in Apr, 2007. The data were analyzed using descriptive statistics, Pearson‘s correlation, t-test, ANOVA, Scheffe test. Results: Level of Professional Self-Concept of nurses was average 2.60 point, level of Organizational Commitment of nurses showed 2.83 point, level of Job Satisfaction of nurses showed 2.73 point. There was a statistically significant difference at Professional Self-Concept of nurses as general characteristics showed a marriage state, position, work place, clinical career. There was a statistically significant difference at Organizational Commitment of nurses as general characteristics showed a marriage state, position, clinical career. There was a statistically significant difference at Job Satisfaction of nurse as general characteristics showed a marriage state, position, clinical career. There were highest correlation Organizational Commitment with Job Satisfaction(r=.536, p<.001), also high correlation Organizational Commitment with Professional Self-Concept(r=.478, p<.001). And there were high correlation Job Satisfaction with Professional Self-Concept(r=.422, p<.001). Conclusions: As integrate of the study result showed the Professional Self-Concept had correlation to Organizational Commitment and Job Satisfaction, specially as relation those valuables with general characteristics of subjects, it strongly need to develop educational program for improving Professional Self-Concept with supporting of variety administration for developing human resource for nurses who are not married, low position in hospital, short career, or worked in inpatient wards.

• 간호행정학회지
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• 제7권2호
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• pp.193-204
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• 2001

The purpose of this study was to provide basic information for developing effective marketing strategies of nursing organization by identifying the influence of internal marketing factors on the nurses' organizational commitment. The subjects of this study were 256 nurses who were working in the hospital over 1 year at three university hospitals which had more than 400 beds in seoul and kyung-gido. The data were collected by self-reporting questionnaires. The instruments used in this study were the communication form scale developed by Jo(1995), the welfare scale developed by researcher, the education training scale developed by researcher, the organizational commitment scale developed by Mowday, Porter and Steers(1979). The data were analysed by the SAS package using frequency, percentage, mean, standard deviation, Pearson's correlation coefficient and stepwise multiple regression. The results of this study were as follows; 1. In mean score of internal marketing factors in nursing organization, horizontal communication was 3.42, downward communication 3.32, involvement communication 3.08, upward communication 3.00, education training 2.54, welfare 2.51. The meas score of organizational commitment was 3.00. 2. Organizational commitment was positively correlated with upward communication(r=0.48, p=0.0001), education training(r=0.42, p=0.0001), horizontal communication(r=0.36, p=0.0001), welfare(r=0.34, p=0.0001), involvement communication(r=0.25, p=0.0001) of internal marketing factors in nursing organization, but was negatively correlated with downward communication(r=-0.20, p=0.0014). 3. The major internal marketing factors which influence organizational commitment was upward communication. Upward communication explained 23% of organizational commitment. If education training, horizontal communication, welfare and downward communication were added, 38% of the variance would be explained. In conclusion, the results of this study showed that the higher upward communication level among the internal marketing factors was doing more important role in nurses' organizational commitment. Therefore, for improvement of nurses' organizational commitment, it is important to improve upward communication and to develop the education training program among the internal marketing factors.

• 간호행정학회지
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• 제19권2호
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• pp.187-195
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• 2013

Purpose: The purpose of this study was to identify the relationship among followership, organizational commitment, job satisfaction, turnover intention, and customer orientation in hospital nurses. Methods: The participants in this study were 210 staff nurses in one university hospital. Data were analyzed using frequency, ANOVA, Pearson correlation analysis, and stepwise multiple regression. Results: Followership had positive correlations with organizational commitment (r=.46, p<.001), job satisfaction (r=.41, p<.001), customer orientation (r=.47, p<.001). Followership had negative correlation with turnover intention (r=-.23, p<.001). The factor of followership influencing organizational commitment was active engagement, and this factor accounted for 23.3% of explanatory power. The factor of followership influencing job satisfaction was active engagement (F=45.00, p<.001), and this factor accounted for 17.8% of explanatory power. The factor of followership influencing turnover intention was active engagement (F=19.69, p<.001), and this factor accounted for 17.0% of explanatory power. The factors of followership influencing customer orientation were active engagement (F=51.38, p=.004) and independent, critical thinking (F=24.55, p=.011), and these factors accounted for 22.1% of explanatory power. Conclusion: Findings indicate a need to develop followership to promote organizational commitment, job satisfaction, and customer orientation and to decrease turnover intention in nurses.

• 융합정보논문지
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• 제10권2호
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• pp.167-175
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• 2020

본 연구는 병원종사자들의 이직의도 결정시 가장 큰 원인이 될 수 있는 관계갈등 종류를 살펴보고, 이직의도를 완화시킬 수 있는 관계갈등 요인과 스트레스 요인을 파악하여 병원조직의 안정적인 인력관리를 위한 유용한 정보제공을 목적으로 실시하였다. 연구방법은 병원 및 종합병원에 근무하고 있는 행정직과 간호직 종사자들을 대상으로 2019년 9월 16일부터 9월 30일까지 구조화된 설문자료를 수집하여, t-test, 분산분석, 카이제곱 검정, 회귀분석을 실시하였다. 분석결과, 이직결정시 가장 큰 원인이 될 수 있는 갈등종류는 병원에서 얻을 것이 없는 경우에 이직할 것이라는 응답이 과반수이상이었다. 행정직은 상사나 선임자의 자기중심적 언행으로 인한 관계갈등이 높을수록 그리고 불명확한 업무지시로 인한 스트레스가 높을수록 현재 이직의향이 높았으며, 간호직은 상사나 선임자의 자기중심적 언행으로 인한 관계갈등이 높을수록 그리고 무시하는 행동 및 불쾌한 언행으로 인한 스트레스가 높을수록 현재 이직의향이 높은 것으로 확인되었다. 따라서 병원조직이 안정적인 인력관리를 위해서는 조직차원에서의 조직문화와 부서차원에서의 조직문화가 조직구성원들이 직무현장에서 실질적으로 체감할 수 있도록 검토할 필요성이 제기되었다.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2013년 춘계학술대회
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• pp.337-353
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• 2013

의료서비스산업은 인구 고령화, 소득 증대, 건강보험의 보장성 강화 등으로 시장이 급속히 확대되는 추세이다. 의료서비스산업의 대다수를 차지하는 것은 병원으로, 병원은 의사, 의료기사, 간호사, 행정직 등 전문적이고 다양한 직종의 종사자들의 협동작업을 통해 환자들에게 의료서비스를 제공하는 조직이다. 간호사는 많은 직무를 담당하고 있는 다양한 전문 인력 중에서 병원인력의 40%를 차지하고 있으며, 환자에게 제공되는 대부분의 서비스인 치료와 간호업무를 담당하고 있다. 병원인력의 다수를 차지하고 있는 간호사의 잦은 이직과 낮은 생산성은 환자의 치료와 간호업무에 지장을 줄 수 있는데, 소진과 직무스트레스가 간호사의 이직과 생산성에 영향을 주는 것으로 나타나고 있다. 이에 본 연구는 간호사의 일반적 특성에 따른 소진과 직무스트레스의 차이를 연구하여, 간호사 개인 맞춤별 내부마케팅 자료로 활용하고자 한다. 간호사의 일반적 특성에 따른 소진과 직무스트레스의 차이는 첫째, 소진에 차이가 있는 일반적 특성으로는 연령, 결혼, 근무형태, 직위, 간호사 경력, 근무처, 병상 수로 나타났으며, 둘째, 직무스트레스에 차이가 있는 일반적 특성으로는 연령, 학력, 결혼, 근무형태, 간호사 경력, 근무처, 병상 수로 나타났다.

• 간호행정학회지
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• 제4권1호
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• pp.89-105
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• 1998

Modern organizations, both complicated and complex, operate in an economic climate of· turbulence and rapid change. And Today's healthcare environment is changing, driven by demographic, environmental. social, political and technological forces. In actual practice, the organization usually depend on several factors such as economic state of organization, managerial strategies, a synthesis of several theories that reflect individual biases, specific circumstances, and practical realities. These rapidly changing healthcare environment and professional nursing practice need a strategy for the organizational development and goal attainment. An understanding of organizational culture could help managers enhance or expand their management strategy, thus increasing the probability of their success in the organization. Organizational culture is an abstract, yet potent managerial concept. With roots in several disciplines, several perspectives and definitions of organizational culture have emerged. The concept of organizational culture has been rapidly introduced into the academic and organizational world, with the much attention to the excellent companies that have continued rapid grow th despite the overall world economic recession in the late of 1970s. Organizational culture is the combination of the symbols, language, assumptions, and behaviors that overtly manifest an organization's norm and values. It is the taken-for-granted and shared meanings people assign to their social surroundings that can have a profound effect on an organizaitonal decision making and performance. For attaining a organizational goal and developing organization, it is necessary to put emphasis on developing organizational culture. It has to set organizational culture well understood by its members as an instrument to achieve the organizational goals. Both Manager and staff can focus and act on the values identified. Also, managers will exhibit better decision making capabilities because they are guided by perception of the organizational values. Therefore, understanding of organizational culture could give a strategy for organizational development that assist hiring personnel, orienting new comers, facilitating organizational change and promoting learning and so on. But their is few study on nursing organizational culture in Korea. Moreover they have not had a clear definition of Korean nursing organizational culture. Therefore, it is necessary to lay down definition of Korean nursing organizational culture and fine out real factor of Korean nursing culture. For defining a definition of Korean nursing organizational culture, this study assessed several definitions of organizational culture, factors of culture, types of culture, and functions of culture through book review.

• 간호행정학회지
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• 제20권2호
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• pp.167-175
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• 2014

Purpose: The purpose of this study was to identify the levels of customer orientation in nurses whose work experience was between 1 and 5 years and to examine factors associated with customer orientation and nursing productivity. Methods: For this descriptive correlational study, nurses (N=164) were recruited from a University Hospital in B city, from November 1 to 23, 2012. Questionnaires included measures of customer orientation, nursing productivity, organizational commitment, job stress, and turnover intention. Data were analysed with the SPSS/WIN 18.0 program using descriptive statistics, t-test, ANOVA, Pearson correlation coefficient, and stepwise multiple regression. Results: The mean age of participants was 25 years, 96% were single, and 54.9% had a bachelor degree. Organizational commitment (${\beta}$=.387) and job stress (${\beta}$=.280) significantly explained the variance in customer orientation ($R^2$=15.8). Customer orientation (${\beta}$=.479), education level (${\beta}$=.196), and turnover intention (${\beta}$=-.184) significantly explained the variance in nursing productivity ($R^2$=35.3). Customer orientation was the most important factor in explaining the variance in the nursing productivity. Conclusion: This study highlighted the relationship between customer orientation and nursing productivity. Improving the customer orientation could result in increasing nursing productivity. Future managerial intervention to improve customer orientation is warranted.

• 간호행정학회지
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• 제7권1호
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• pp.145-163
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• 2001

The purpose of this research is to identify antecedent variables and outcome variables of the empowerment in clinical nurses, and to suggest managerial strategies for increasing their empowerment. Data were collected from October 12 to 18, 2000 through questionnarie taken by 566 nurses in 3 general hospitals. The 5 structured instruments were used for collecting the data : Spreitzer's Items Measuring Empowerment, Bass's Multifactor Leadership Questionnaire-1, Moorman's Equity of rewards scale, Mobley's turnover intention scale, and the Organizational Commitment Scale developed by Mowday, Porter & Steers. The data obtained were analyzed using frequency, percentage, mean, standard deviation, t-test, one-way ANOVA, Scheffe' test, Pearson's Correlation Coefficients, Factor Analysis, Cronbach's alpha Coefficients, Multiple Regression. The results were as follows; 1. Head nurse's transformational leadership showed an positive correlation with empowerment(r=.304, p=.00). Regression coefficient between transformational leadership and empowerment was significant(${\beta}=.326$, p=.00), However, there was no a correlation between equity of rewards and empowerment. 2. The general characteristics of nurses were significant differences with empowerment. As for position, age, working experience, and education background showed significant difference with empowerment(F=10.979, 11.224, 6.812, 5.411, p<.01). 3. Empowerment showed a positive correlation with organizational commitment and a negative correlation with turnover intention (r=.387, -.274, p=.00). Regression coefficient between empowerment and organization commitment was significant(${\beta}=.365$, p=.00). In conclusion, the more head nurse took the transformational leadership, the higher nurses perceived empowerment. The higher their empowerment level, the higher organizational commitment they perceived. On the contrary, the higher their empowerment level, the lower their turnover intention. Therefore, in order to increase nurses' organization commitment and decrease their turnover intention, their empowerment should be increase. And it is necessary to develop the transformational leadership of head nurses so as to increase empowerment.