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Employee organizational commitment and hospital performance

Baird, Kevin M.; Tung, Amy; Yu, Yanjie

doi: 10.1097/HMR.0000000000000181
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Background: There is widespread evidence of the purported benefits of employee organizational commitment (EOC) and its impact on both individual and organizational performance. This study contributes to this literature by providing a unique insight into this relationship, focusing on the interrelationship between EOC with hospital performance and the role of the provision of adequate facilities in eliciting EOC.

Purpose: The aim of this study was to introduce and empirically examine a new theoretical model in which it is argued that the performance of hospitals with regard to the provision of adequate facilities (medical facilities, support facilities, and staff resources) influences the level of EOC, which in turn influences hospital performance with regard to patient care and operational effectiveness.

Methodology/Approach: To examine the interrelationships between the provision of adequate facilities, EOC, and hospital performance, the study utilizes a survey of hospital managers.

Results: The findings support the theoretical model, with the provision of support facilities and staff resources positively indirectly associated with both patient care and operational effectiveness through their impact on EOC.

Conclusion: The findings highlight the importance of providing adequate facilities and EOC within hospitals and suggest that CEOs and general managers should try to enhance the provision of such resources in an attempt to elicit EOC within their hospitals.

Practice Implications: The findings suggest that managers should try to enhance their provision of adequate facilities in order to elicit EOC and enhance hospital performance. With regard to medical facilities, they should consider and incorporate the latest technology and up-to-date equipment. They should also provide adequate staff resources, including appropriate numbers of beds, nurses, and doctors, to prevent “fatigue” (West, 2001, p. 41) and provide adequate support facilities.

Kevin M. Baird, BEc (Hons), MCom, PhD, is Associate Professor, Department of Accounting and Corporate Governance, Macquarie University, Sydney, New South Wales, Australia. E-mail: kevin.baird@mq.edu.au.

Amy Tung, BBA with BCom (Hons), MIB, PhD, is Lecturer, Department of Accounting and Corporate Governance, Macquarie University, Sydney, New South Wales, Australia.

Yanjie Yu, MI (Acc & Fin), MRes, is Research Associate, Department of Accounting and Corporate Governance, Macquarie University, Sydney, New South Wales, Australia.

The authors have disclosed that they have no significant relationship with, or financial interest in, any commercial companies pertaining to this article.

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