军队医院科室主任领导行为及组织氛围对员工工作投入的影响作用研究
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摘要
军队医院在和平时期的任务除了要负责军队官兵的医疗保健工作、配合作战演习及参与卫勤支持外,还要担负着如参加抵抗自然灾害救援、参加国际维和部队及支持友邻国家医疗团队等特殊任务,同时还要配合国家医疗政策,支持医院驻地普通群众的门、急诊及住院医疗服务等。因此,在军队战备与医疗服务的双重任务下,军队医院科室主任的领导任务相比地方医院要复杂得多。而且当军队医院面临撤销、编制精简等压力时,都会对军队医院工作人员的心理造成极大的冲击,容易不稳定的因素产生。而且面对医疗市场的激烈竞争和挑战,军队医院只有从提高经营效率、加强病患服务等方面,来提高竞争能力,而要达成这样的目标,员工的工作投入是非常重要的。如何增强科室主任领导工作的适应性、科学性和有效性,并最大限度地调动员工的积极性和创造性,提高工作效率?如何掌握和改进组织行为模式,提高员工有利的行为动机,提升组织效率,从而有效的达成组织目标?科室主任的领导行为对科室的组织氛围影响作用如何?科室主任的领导行为和科室的组织氛围对员工工作投入的影响作用如何?它们之间又存在着怎样的关系?都是本文所关注的主题。因此本研究主要针对军队医院员工的工作投入进行研究,希望能为军队医院科室的管理及提高经营绩效有所帮助。
本研究选择某军区三家中心医院,采用随机抽样选取研究对象,其中临床医生60人,护理人员170人,医技人员50人,一般行政人员70人,发放问卷350份,剔除无效问卷,回收有效问卷328份,回收率为93.7%。从科室主任的领导行为对科室的组织氛围的影响,科室主任的领导行为对员工工作投入的影响,科室的组织氛围对员工工作投入的影响等方面进行分析和讨论。
首先文章前言部分交待了选题的背景、目的和意义,介绍了研究的总体构想、研究方法、并说明了本文的结构安排。并对领导行为、组织氛围和工作投入的理论进行了综述,回顾了领导行为、组织氛围和工作投入研究的有关定义以及理论流派,在此基础上,确定本文对军队医院科室主任的领导行为及科室的组织氛围对员工工作投入的影响作用进行研究的分析框架和思路,为下面的研究打下理论基础。
其次,第一、我们对员工的不同变量与科室主任的领导行为、科室的组织氛围及员工工作投入的关系进行分析,结果表明,非主管员工性別的不同,对科室主任的领导行为、科室的组织氛围感受及其工作投入程度上差异无统计学意义。非主管员工婚姻状况不同,对科室主任的领导行为差异有统计学意义,但对科室的组织氛围感受及其工作投入程度上差异无统计学意义。非主管员工职别不同对科室主任的领导行为差异无统计学意义,但对科室的组织氛围感受及其工作投入程度上差异有统计学意义。非主管员工学历程度和工作部门不同,对科室主任的领导行为、科室的组织氛围感受及其工作投入程度上差异有统计学意义。第二,我们对科室主任的领导行为、科室的组织氛围及员工工作投入各维度进行相关分析,结果表明,科室主任领导行为各维度与科室的组织氛围各维度有显著正相关关系,科室主任领导行为各维度与员工工作投入各维度有显著正相关关系,科室的组织氛围各维度与员工工作投入各维度有显著正相关关系。第三,我们对科室主任的领导行为、科室的组织氛围及员工工作投入各维度进行影响分析,结果表明,科室主任领导行为各维度对科室的组织氛围各维度有显著影响,科室主任领导行为各维度对员工工作投入各维度有显著影响,科室的组织氛围各维度对员工工作投入各维度有显著影响。
最后,根据研究结果为军队中心医院的科室主任改善其领导行为及科室的组织氛围,提升员工的工作投入提出了切实可行的建议。文章最后对全文进行了总结和展望,并对后续的研究工作提出了建议。
The military hospital in the peaceful time is different from those in the warm time. Besides being responsible for the medical care of the army, cooperating the military manoeuvres and attending hygiene support and It’s present tasks, its present tasks also include some special ones such as purchasing medical equipments, being part of natural disaster rescue, joining the international peace-keeping force, supporting the neighbor country’s medical team and so on. At the same time, it needs to follow the country’s medical policy to offer medical services to the local people. As a result, with the double tasks of war preparedness and medical service, the leadership in the military hospital is much more complex than that of local hospitals. Besides, the military hospital faces pressures of being dissolved or simplified, which affects the psychology of the working staff, whose mind is easy to waver under such circumstance. Under the competition of the market economy, military hospitals must try to become competitive in the managing efficiency and medical care. To accomplish this, the job involvement of the staff plays a very important role. How to strengthen the leadership and motivate the staff to raise the work efficiency? How to realize the organizational goals with high efficiency by improving the leadership models? What’s the effect of the leadership behavior on organizational climate? What’s the effect of leadership behavior and organizational climate on the job involvement of the staff? Are there any relationships between them? All of these are concerns of the thesis, which makes studies on the job involvement of the staff in military hospitals with the hope of offering some help to the management of the section office, and the increasing of work efficiency.
The paper investigates the working staff in three military central hospitals, including 60 clinicians, 170 nurses, 50 medical technicians, and 70 administrators. All in all, 350 questionnaires are put out and 328 are taken back. The analysis are made from the following respects: the effect of the dean’s leadership behavior on the organizational climate, the effect of the dean’s leadership behavior on the job involvement of the staff, the effect of the organizational climate on the job involvement of the staff, etc.
First of all, the foreword lists the background, purpose and significance of the research topic, introduces the general hypothesis, studying methods and the structure. Besides, it summarizes the theories of leadership behavior, organizational climate and job involvement, reviewing the concerning definitions and theoretical branches. Based on this, the analyzing framework of the study is set.
Then, first, the paper analyzes the relationships between the different variables of the staff, the leadership behavior, the organizational climate and the job involvement. The result shows that the sex difference of the staff bears no statistical meaning for the dean’s leadership behavior, the feeling of the organizational climate of the office and the degrees of the job involvement; while the marriage difference gets some statistical meaning for the dean’s leadership behavior, but bears none for the feeling of the organizational climate of the office and the degrees of the job involvement; the official rank bears no statistical meaning for the dean’s leadership behavior, but some for the feeling of the organizational climate of the office and the degrees of the job involvement; the educational backgrounds and positional difference have statistical meaning for the dean’s leadership behavior, the feeling of the organizational climate of the office and the degrees of the job involvement. Second, the paper makes correlation analysis on various dimensions of the dean’s leadership behavior, the organizational climate of the office and the job involvement. The result shows that the dimensions of the dean’s leadership behavior and the dimensions of organizational climate are positively correlated; the dimensions of the dean’s leadership behavior and the dimensions of the job involvement of the staff are positively correlated; the dimensions of organizational climate and the dimensions of the job involvement of the staff are positively correlated. Third, the paper makes effect analysis on the various dimensions of the dean’s leadership behavior, the organizational climate of the office and the job involvement. The result shows that the dimensions of the dean’s leadership behavior have obvious effect on the dimensions of the organizational climate of the office and the job involvement; the dimensions of the organizational climate of the office have obvious influence on the dimensions of the job involvement.
Finally, some practical advice is offered to the deans of the section offices in military central hospitals to improve their leadership behavior and the organizational climate and increase the job involvement of the staff. The last part of the thesis is the conclusion in which some suggestions are offered to the succeeding studies.
本研究选择某军区三家中心医院,采用随机抽样选取研究对象,其中临床医生60人,护理人员170人,医技人员50人,一般行政人员70人,发放问卷350份,剔除无效问卷,回收有效问卷328份,回收率为93.7%。从科室主任的领导行为对科室的组织氛围的影响,科室主任的领导行为对员工工作投入的影响,科室的组织氛围对员工工作投入的影响等方面进行分析和讨论。
首先文章前言部分交待了选题的背景、目的和意义,介绍了研究的总体构想、研究方法、并说明了本文的结构安排。并对领导行为、组织氛围和工作投入的理论进行了综述,回顾了领导行为、组织氛围和工作投入研究的有关定义以及理论流派,在此基础上,确定本文对军队医院科室主任的领导行为及科室的组织氛围对员工工作投入的影响作用进行研究的分析框架和思路,为下面的研究打下理论基础。
其次,第一、我们对员工的不同变量与科室主任的领导行为、科室的组织氛围及员工工作投入的关系进行分析,结果表明,非主管员工性別的不同,对科室主任的领导行为、科室的组织氛围感受及其工作投入程度上差异无统计学意义。非主管员工婚姻状况不同,对科室主任的领导行为差异有统计学意义,但对科室的组织氛围感受及其工作投入程度上差异无统计学意义。非主管员工职别不同对科室主任的领导行为差异无统计学意义,但对科室的组织氛围感受及其工作投入程度上差异有统计学意义。非主管员工学历程度和工作部门不同,对科室主任的领导行为、科室的组织氛围感受及其工作投入程度上差异有统计学意义。第二,我们对科室主任的领导行为、科室的组织氛围及员工工作投入各维度进行相关分析,结果表明,科室主任领导行为各维度与科室的组织氛围各维度有显著正相关关系,科室主任领导行为各维度与员工工作投入各维度有显著正相关关系,科室的组织氛围各维度与员工工作投入各维度有显著正相关关系。第三,我们对科室主任的领导行为、科室的组织氛围及员工工作投入各维度进行影响分析,结果表明,科室主任领导行为各维度对科室的组织氛围各维度有显著影响,科室主任领导行为各维度对员工工作投入各维度有显著影响,科室的组织氛围各维度对员工工作投入各维度有显著影响。
最后,根据研究结果为军队中心医院的科室主任改善其领导行为及科室的组织氛围,提升员工的工作投入提出了切实可行的建议。文章最后对全文进行了总结和展望,并对后续的研究工作提出了建议。
The military hospital in the peaceful time is different from those in the warm time. Besides being responsible for the medical care of the army, cooperating the military manoeuvres and attending hygiene support and It’s present tasks, its present tasks also include some special ones such as purchasing medical equipments, being part of natural disaster rescue, joining the international peace-keeping force, supporting the neighbor country’s medical team and so on. At the same time, it needs to follow the country’s medical policy to offer medical services to the local people. As a result, with the double tasks of war preparedness and medical service, the leadership in the military hospital is much more complex than that of local hospitals. Besides, the military hospital faces pressures of being dissolved or simplified, which affects the psychology of the working staff, whose mind is easy to waver under such circumstance. Under the competition of the market economy, military hospitals must try to become competitive in the managing efficiency and medical care. To accomplish this, the job involvement of the staff plays a very important role. How to strengthen the leadership and motivate the staff to raise the work efficiency? How to realize the organizational goals with high efficiency by improving the leadership models? What’s the effect of the leadership behavior on organizational climate? What’s the effect of leadership behavior and organizational climate on the job involvement of the staff? Are there any relationships between them? All of these are concerns of the thesis, which makes studies on the job involvement of the staff in military hospitals with the hope of offering some help to the management of the section office, and the increasing of work efficiency.
The paper investigates the working staff in three military central hospitals, including 60 clinicians, 170 nurses, 50 medical technicians, and 70 administrators. All in all, 350 questionnaires are put out and 328 are taken back. The analysis are made from the following respects: the effect of the dean’s leadership behavior on the organizational climate, the effect of the dean’s leadership behavior on the job involvement of the staff, the effect of the organizational climate on the job involvement of the staff, etc.
First of all, the foreword lists the background, purpose and significance of the research topic, introduces the general hypothesis, studying methods and the structure. Besides, it summarizes the theories of leadership behavior, organizational climate and job involvement, reviewing the concerning definitions and theoretical branches. Based on this, the analyzing framework of the study is set.
Then, first, the paper analyzes the relationships between the different variables of the staff, the leadership behavior, the organizational climate and the job involvement. The result shows that the sex difference of the staff bears no statistical meaning for the dean’s leadership behavior, the feeling of the organizational climate of the office and the degrees of the job involvement; while the marriage difference gets some statistical meaning for the dean’s leadership behavior, but bears none for the feeling of the organizational climate of the office and the degrees of the job involvement; the official rank bears no statistical meaning for the dean’s leadership behavior, but some for the feeling of the organizational climate of the office and the degrees of the job involvement; the educational backgrounds and positional difference have statistical meaning for the dean’s leadership behavior, the feeling of the organizational climate of the office and the degrees of the job involvement. Second, the paper makes correlation analysis on various dimensions of the dean’s leadership behavior, the organizational climate of the office and the job involvement. The result shows that the dimensions of the dean’s leadership behavior and the dimensions of organizational climate are positively correlated; the dimensions of the dean’s leadership behavior and the dimensions of the job involvement of the staff are positively correlated; the dimensions of organizational climate and the dimensions of the job involvement of the staff are positively correlated. Third, the paper makes effect analysis on the various dimensions of the dean’s leadership behavior, the organizational climate of the office and the job involvement. The result shows that the dimensions of the dean’s leadership behavior have obvious effect on the dimensions of the organizational climate of the office and the job involvement; the dimensions of the organizational climate of the office have obvious influence on the dimensions of the job involvement.
Finally, some practical advice is offered to the deans of the section offices in military central hospitals to improve their leadership behavior and the organizational climate and increase the job involvement of the staff. The last part of the thesis is the conclusion in which some suggestions are offered to the succeeding studies.
引文
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1. (意)马基亚维里.君王论[M].海口:海南出版社,2002.
2. James M Burns.Leadership [M].New York:Harper&Row 1978.
3.毛泽东选集(第3卷)[C]北京:人民出版社,1991:903.
4. (美)尼克松领袖们[M].北京:知识出版社,1983:5.
5. (美)彼得·德鲁克彼得·德鲁克管理思想全集[M].北京:中国长安出版社,2006:3.
6. (美)哈罗德·孔茨.管理学精要[M].北京:机械工业出版社,2005:8.
7. (美)斯蒂芬·罗杰斯组织行为学[M].北京:中国人民大学出版社,1997.
8.黄爱东.改进领导行为的途径探索[J].福建省社会主义学院学报,2005,56(3):68-69.
9. Stogdill, R. M. Handbook of Leadership:A Survey of Theory and Research, NewYork: Free Press.1974.
10. Ivancevich, J. M., Szilagyi, A. D., Wallace, M. J. Organizational Behavior andPerformance[M]. Santa Monica, CA: Goodyear Publishing Co.1977.
11. House R J ,Hunt J G,LarsonL L.Theory of charismatic leadership.in leadership :the cutting edge[M].Carbondale,IL:Southern Illinois University Press,1977.189-207.
12. House, R. J. A Path-goal Theory of Leader Effectiveness. Administrative Science Quarterly, 1971, 16(3), 321-338.
13. Fiedler, F. A Contingency Model of Leadership Effectiveness. New York:McGraw-Hill,1967.
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1. (意)马基亚维里.君王论[M].海口:海南出版社,2002.
2. James M Burns.Leadership [M].New York:Harper&Row 1978.
3.毛泽东选集(第3卷)[C]北京:人民出版社,1991:903.
4. (美)尼克松领袖们[M].北京:知识出版社,1983:5.
5. (美)彼得·德鲁克彼得·德鲁克管理思想全集[M].北京:中国长安出版社,2006:3.
6. (美)哈罗德·孔茨.管理学精要[M].北京:机械工业出版社,2005:8.
7. (美)斯蒂芬·罗杰斯组织行为学[M].北京:中国人民大学出版社,1997.
8.黄爱东.改进领导行为的途径探索[J].福建省社会主义学院学报,2005,56(3):68-69.
9. Stogdill, R. M. Handbook of Leadership:A Survey of Theory and Research, NewYork: Free Press.1974.
10. Ivancevich, J. M., Szilagyi, A. D., Wallace, M. J. Organizational Behavior andPerformance[M]. Santa Monica, CA: Goodyear Publishing Co.1977.
11. House R J ,Hunt J G,LarsonL L.Theory of charismatic leadership.in leadership :the cutting edge[M].Carbondale,IL:Southern Illinois University Press,1977.189-207.
12. House, R. J. A Path-goal Theory of Leader Effectiveness. Administrative Science Quarterly, 1971, 16(3), 321-338.
13. Fiedler, F. A Contingency Model of Leadership Effectiveness. New York:McGraw-Hill,1967.
14. Hersey, P. & Blanchard, K. H., Management of Organizational Behavior-Utilizing Human Resources, Englewood Cliffs, NJ: Prentice-Hall. 1972.
15. Bass, B. M.. Leadership and Performance beyond Expectations. New York: Free prees.1985.
16. Conger, J. A. & Kanungo, R. N. Behavioral Dimensions of Charismatic Leadership.In J. A. Conger, R. N. Kanungo, and Associates, Charismatic Leadership. San Francisco:Jossey-Bass,1988.
17. Burns J M.Leadership[M]. New York:Harper & Row,1978.
18. Bryman, A. Charisma and Leadership in Organizations. London: Sage,1992.
19. Graen, G. B., Liden, R. C., & Hoel, W. Role of Leadership in the Employee Withdrawal Process, Journal of Applied Psychology, 1982, 67, 868-872.
20. Yukl, G.. A. Leadership in Oorganizations(2nd ed). Englewood Cliffs, NJ:Prentice-Hall,1988.