scholarly journals The Conceptualization of the Performance Elements of Media Organizations and the Factors that Influence their Performance

2016 ◽  
Vol 31 (3) ◽  
pp. 27-45
Author(s):  
Woo Jisuk ◽  
Shin Hyunki ◽  
Choi Jeong Min
Keyword(s):  
Organizational Performance ◽  
Conceptual Analysis ◽  
Public Hospitals ◽  
Public Enterprises ◽  
Television Viewer ◽  
Preliminary Examination ◽  
Media Credibility ◽  
Private Profit ◽  
Industrial Performance ◽  
Media Organizations

This study aims to examine the concept of media organizations` performance and the factors that influence their level of performance. Media organizations are often private profit-seeking enterprises but at the same time also have a public side that realizes freedom of speech, which is a core value of democracy. Therefore, a theory of media organizations` organizational performance needs to reflect this duality. We divide media organizations` organizational performance into two categories: economic-industrial and sociocultural. Economic-industrial performance can be defined as how media organizations perform in the market. A typical indicator is how much sales revenue they bring in. In addition, because their revenue heavily depends on advertisements, newspaper subscriptions or television viewer ratings, which are directly connected to advertisement revenue, can be used as performance indicators. Sociocultural performance refers to how media organizations perform with respect to their content. A media organization`s sociocultural performance primarily depends on whether it has accomplished the goals indicated by relevant laws. In addition, sociocultural performance depends on how the contents of a media organization are received by its readers or viewers, which can be identified by media credibility measures that are conducted by many organizations. Factors that influence media organization`s performance include independence, diversity and openness. The present study is a preliminary attempt to provide a conceptual analysis as groundwork for empirical research. We hope this preliminary examination builds a foundation for comparative studies of diverse public organizations such as public hospitals, universities, and public enterprises and can contribute to further theoretical and conceptual discussions about organizational performance.

scholarly journals Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework

2022 ◽  
Vol 22 (1) ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Markowska ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Learning Style ◽  
Data Entry ◽  
Study Data ◽  
Management Style ◽  
Public Hospitals ◽  
World Health ◽  
Arithmetic Means ◽  
Cross Sectional ◽  
Significant Difference

Abstract Background This study examined non-financial aspects of the organizational performance of public hospitals from the perspective of hospital physicians; the obtained results were analyzed to identify the necessary improvements in organizational performance. Methods This was a cross-sectional study of multidisciplinary public hospitals on a group of 249 randomly selected physicians from 22 in-patient departments or clinics operating in the Warsaw region. The study data was collected using the structured World Health Organization questionnaires (to be filled out by respondents) assessing the hospital’s organizational performance variables qualified according to the McKinsey 7-S Framework. Epidata software version 3.1 was used for data entry, and the analysis was carried out in the SPSS software, version 19. The results of the organization evaluation are presented in the McKinsey 7-S Framework diagram. Key elements of the performance factors were grouped into ‘stens’, and the sten values were expressed as arithmetic means. Normal distribution of the stens was validated with the Kolmogorov–Smirnov test. 95% confidence intervals were calculated. The significance of differences between the analyzed stens was compared with the paired Student t-test. The interdependence of the variables was determined using the Pearson’s correlation coefficient. Results The results revealed a significant difference (p <0.05) in the respondents’ assessment of social (a mean score of 2.58) and technical (a mean score of 2.80) organizational aspects of the hospital operation. Scores for all variables were low. The social elements of an organization with the lowest score included ‘staff’, and in it the aspect – ‘efforts are made to inspire employees at the lowest levels of the organization’, ‘skills’ involving the learning style followed by the management/managerial staff, and ‘management style’ (average scores of 2.38, 2.56, 2.61, respectively). Conclusion Consistently with the existing literature, social factors were shown to play a more significant role in the management and they therefore deserve careful attention and more recognition when identifying and improving the key aspects affecting the organizational performance of public hospitals. Technical elements (strategy, structure, system) are important, but were demonstrated to have limited effect on the organizational operations geared towards ensuring effective functioning of a public hospital.

scholarly journals Balanced Scorecard Perspectives and Organizational Performance: Case of Kenyatta National Hospital, Kenya

2020 ◽  
Vol 2 (3) ◽  
pp. 102-113
Author(s):  
Joseph Yaa Karisa ◽  
Lawrence Wainaina
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Random Sampling ◽  
Target Population ◽  
Public Hospitals ◽  
Management Tool ◽  
National Hospital ◽  
The Balanced Scorecard ◽  
Kenyatta National Hospital ◽  
Financial Perspective

The balanced scorecard is a framework that organizations follow in aligning the organization strategy, communicate organization’s mission, prioritize projects, services and products as well as monitoring and measuring the advancement towards attaining the strategic objectives or targets. The overall organizational performance of Kenyatta National Hospital is still not up to standard even though it is anticipated to established high health-care standards offered to the public so that private and public hospitals can follow. Reports have revealed that cancer, heart, and kidney patients receive delayed treatment. In addition, the hospital is said to lack enough functional specialized medical equipment as well as inadequate financial support, industrial unrests, patients overcrowding, claims of medical negligence and poor service delivery. Therefore, it a major concern to the government and other stakeholders. Based on these challenges, Kenyatta National Hospital introduced a five-year strategic plan 2013 to 2018 centred on the Balanced Scorecard approach. It was within this context that the study sought to establish the influence of balanced scorecard perspectives on organizational performance of Kenyatta national hospital. The study was guided by the following specific objectives; to find out whether focus on customer perspective, financial perspective, internal business processes perspective, learning and growth perspective influence the performance of KNH Kenya. The study was also guided by Stakeholder theory, Resource based view theory and institutional theory. The study adopted a descriptive research design with quantitative techniques. The target population for the study were 80 management staff of KNH. The sample size for the study was calculated to be 67. The study used stratified random sampling procedure and simple random sampling to recruit a sample that represented the target population. Data was collected using a pre-tested structured questionnaire to capture participants insight on balanced scorecard perspectives and the overall organizational performance. Their responses on several items were scored and the scores were used in bivariate analysis and Multiple regression analysis. Descriptive statistics like measures of central tendency were used for continuous data while frequencies were used for categorical data. The data analysis was done using SPSS version 23. These results show that financial perspective and customer perspectives focus were statistically significant predictor of organizational performance at (p<0.05) while internal business process and learning and growth were not statistically significant when regressed together. An R squared of 0.593 which implied that focusing on all of the balanced scorecard perspectives contributed up to 59.3% of organizational performance. The study concludes that focus on balanced scorecard perspectives have a positive influence on organizational performance. However, there are variation on the magnitude of influence among the perspective. Therefore, the balanced scorecard can be used as a strategic management tool in public facilities and not only as a measurement tool. The study recommends that KNH should continue using the balanced scorecard and other public hospitals or institutions should also adopt it. The continuous usage and new adoption of the balanced scorecard would ensure better organizational performance.

scholarly journals Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

2020 ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Filip ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Rank Correlation ◽  
Public Hospitals ◽  
World Health ◽  
Healthcare Sector ◽  
Medical Doctors ◽  
Motivation Factors ◽  
Spearman’S Rank Correlation ◽  
The Relationship

Abstract Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals .Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model . A survey was conducted among physicians (n=249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test.Results: The survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

scholarly journals Effect of Recruitment Challenges on Public Healthcare Organisations: A Study of Nnamdi Azikiwe University Teaching Hospital, Nnewi

2017 ◽  
Vol 3 (1) ◽  
pp. 21
Author(s):  
Ethelmary O. Dim ◽  
Uju E. Akpunonu
Keyword(s):  
Organizational Performance ◽  
Teaching Hospital ◽  
Health Personnel ◽  
Public Hospitals ◽  
University Teaching ◽  
Public Healthcare ◽  
New Employees ◽  
Recruitment Challenges ◽  
Recruitment Practice ◽  
The Right

Abstract- This study investigated effect of recruitment challenges on public healthcare organization: a study of Nnamdi Azikiwe university teaching hospital Nnewi. Recruitment is a process of obtaining application for Jobs from among whom the right people can be selected, it is a formal process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when the applications are submitted, it results is pool of applicants from which new employees are selected. Primarily data was used in the study and correlation coefficient was also used to analyze the data showing that there is significant relationship between recruitment  practice and organizational performance both internal and external factors that affect recruitment process in the hospital concludes that if organizations recruits right, both qualified and experienced health professional, it will be of immense benefit to the health organizations, it is recommended  that hospital management should be left in the hands of professionally experienced health personnel who will handle recruitment, selection and placement of health personnel into public hospitals, job security should also be assured to staff.

scholarly journals Motivation Factors Affecting the Job Attitude of Medical Doctors and the Organizational Performance of Public Hospitals in Warsaw, Poland

2020 ◽  
Author(s):  
Malgorzata Chmielewska ◽  
Jakub Stokwiszewski ◽  
Justyna Filip ◽  
Tomasz Hermanowski
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Hospital Setting ◽  
Individual Performance ◽  
Public Hospitals ◽  
World Health ◽  
Healthcare Sector ◽  
Social Aspect ◽  
Medical Doctors ◽  
Motivation Factors

Abstract Background: This paper explores the relationship between organizational performance of hospitals and selected motivation factors that affect the attitude to work among medical doctors at public hospitals.Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors and to measure the levels of organizational performance of hospitals in the social aspect. A survey was conducted among physicians (N=249) with either surgical or non-surgical specialty, in 22 departments/units of general public hospitals in Warsaw (Poland).Results: The survey revealed that motivation factors related to “quality and style of supervision” have the greatest impact on the hospital’s organizational performance (Spearman's rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” was rated the lowest among the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a role model) in order to establish specific rules on how to share performance feedback among individual physicians. This study makes a research contribution to literature on human resource management in the healthcare sector, highlighting the importance of social aspects in improving organizational performance in a hospital setting.

scholarly journals Mediation of inventory control practices in proficiency and organizational performance: State-funded hospital perspective

2021 ◽  
pp. 89-98
Author(s):  
Aamir Rashid Hashmi ◽  
Noor Aina Amirah ◽  
Yusnita Yusof ◽  
Tengku Noor Zaliha
Keyword(s):  
Factor Analysis ◽  
Organizational Performance ◽  
Inventory Control ◽  
Structural Equation ◽  
The Body ◽  
Public Hospitals ◽  
Equation Modeling ◽  
Survey Method ◽  
Cluster Sampling ◽  
Hospital Perspective

The organizational performance at public hospitals differs from the corporate sector and faces maladministration. Further, performance at public hospitals is crucial as it directly affects human lives and endeavors for accessibility to medicines and equipment. This research is designed to determine the mediating role of inventory control practices in proficiency and organizational performance at public hospitals. This paper uses a quantitative research with a survey method using multistage cluster sampling which was performed on a sample size of 200. Exploratory Factor Analysis and Confirmatory Factor Analysis validated the model for Structural Equation Modeling. The findings of this research indicate a significant positive effect and full mediation of inventory control practices between the study variables. Further, the significance indicated that competent and well-trained staff manages inventory efficiently for improved organizational performance through better service quality and reduced cost. An integrated second-order model of this research will benefit the public hospitals, healthcare industry at large, organizations managing mega structured inventory, and to the body of knowledge.

The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance

2015 ◽  
Vol 53 (5) ◽  
pp. 1023-1044 ◽  
Author(s):  
Yasir Fadol ◽  
Belal Barhem ◽  
Said Elbanna
Keyword(s):  
Health Care ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Health Care Sector ◽  
Public Hospitals ◽  
Slack Resources ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose – The purpose of this paper is to improve the understanding of the mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance. Design/methodology/approach – The study uses empirical data gathered from 102 usable replies from private and also public hospitals in the United Arab Emirates (UAE). Findings – The findings indicate the existence of a positive relationship between slack resources and organizational performance and show that the extensiveness of strategic planning plays a mediating role in this relationship. Research limitations/implications – The authors highlight the exploratory nature of the study considering its unusual setting, namely, the UAE’s health care sector. Practical implications – Several implications of the findings for managerial and policy practices in the UAE health care sector are discussed. Originality/value – This study contributes to the existing literature on management, health care, and developing countries by examining the role of the extensiveness of strategic planning in mediating the relationship between slack resources and organizational performance in the health care industry of a developing country.

scholarly journals Finance-oriented vs. operations-oriented management control in public hospitals

2014 ◽  
Vol 3 (6) ◽  
pp. 190
Author(s):  
Antonio Vera ◽  
Ludwig Kuntz
Keyword(s):  
Organizational Performance ◽  
Role Conflict ◽  
Structural Equation ◽  
Professional Autonomy ◽  
Management Control ◽  
Public Hospitals ◽  
Equation Modeling ◽  
Control Environment ◽  
University Hospitals ◽  
The Impact

The purpose of this paper is to investigate the impact of finance-oriented vs. operations-oriented management control in public hospitals on physicians’ role conflict and cost consciousness as well as on perceived organizational performance. First, we conduct a participatory research project, and identify two public university hospitals with clearly differing management control environments: one finance-oriented, the other operations-oriented. Then we collect quantitative data from 211 physicians employed in these hospitals, and analyze it using regression analyses and structural equation modeling. Our empirical results indicate that a finance-oriented control environment is preferable to an operations-oriented control environment with respect to cost consciousness, but with respect to role conflict the reverse is true. Regarding the perceived organizational performance, our findings indicate that an operations-oriented control environment is more advantageous than a finance-oriented control environment. The main implication of our study is that management control issues in public hospitals are important, risky, and therefore merit dedicated managerial support. To enable effective coordination without unnecessarily creating conflicts, top management has to find an appropriate balance not only between professional autonomy and monitoring requirements, or between trust and control, but also between financial and operational performance measures.

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