Organizacinės kultūros ypatumai ir jų sąsajos su darbuotojų motyvacija onkologijos ir hematologijos klinikoje

TEMOS AKTUALUMAS IR NAUJUMAS. Toks tyrimas šioje klinikoje dar nebuvo vykdytas. Praktinė tyrimo rezultatų reikšmė itin aktuli tirtai sveikatos priežiūros įstaigos klinikai. Gauti rezultatai parodė statistiškai patikimus skirtumus vertinant vadovų ir darbuotojų požiūrį. DARBO TIKSLAS. Atskleisti organizacinės kultūros ypatumus ir nustatyti jų sąsajas su darbuotojų motyvacija Onkologijos ir Hematologijos klinikoje. DARBO UŽDAVINIAI. 1. Atskleisti organizinės kultūros raiškos ir ją formuojančių veiksnių ypatumus Onkologijos ir Hematologijos klinikoje. 2. Nustatyti darbuotojų motyvacijai įtaką darančius veiksnius bei darbuotojų lūkesčius esamoje organizacinėje kultūroje Onkologijos ir Hematologijos klinikoje.
3. Nustatyti vyraujančios organizacinės kultūros sąsajas su darbuotojų motyvacija Onkologijos ir Hematologijos klinikoje.
METODIKA. Šis tyrimas yra kiekybinis naudojant klausimyną. Tiriamųjų konfidencialumas yra užtikrinamas, nes anketa yra anoniminė, tiriamojo vardo, pavardės, adreso nebus klausiama. Tyrimo rezultatai skelbiami tik mokslo tikslams ir apibendrinti. Taikant kiekybinį tyrimo metodą anketą - klausimyną, rizikos bei žalos tiriamieji nepatirs arba ji bus pateisinami minimali (Pvz. apklausa gali sukelti tik mažus nepatogumus, susijusius su sugaištu laiku). REZULTATAI. Tyrime dalyvavo 186 Onkologijos ir Hematologijos klinikos darbuotojai, 28 (15,1 proc.) – vyrai ir 158 (84,9 proc.) moterys. Pirmasis darbo uždavinys buvo atskleisti organizacinės kultūros raiškos ir ją formuojančių veiksnių ypatumus Onkologijos ir Hematologijos klinikoje. Labiausiai išreikštas kultūros bruožas klinikoje yra misija, vadovavimo stilius (vidurkis 11,17), o mažiausiai - adaptyvumas, pripažinimas, pagarba (vidurkis 9,71 balo). Labiausiai išreikštas kultūros bruožas klinikoje yra misija, vadovavimo stilius (vidurkis 11,17), o mažiausiai - adaptyvumas, pripažinimas, pagarba (vidurkis 9,71 balo). Antrasis darbo uždavinys buvo nustatyti darbuotojų motyvacijai įtaką darančius veiksnius bei darbuotojų lūkesčius esamoje organizacinėje kultūroje Onkologijos ir Hematologijos klinikoje. Visi respondentai (100 proc.) atsakė, kad darbuotojų motyvavimas reikalingas ir stipriausias motyvuojantis veiksnys buvo darbovietės prestižas, galimybė dalyvauti organizacijos valdyme bei darbo užmokestis. Mažiausiai darbuotojus šioje klinikoje motyvuoja dovanos, saviraiškos galimybės. Darbuotojų lūkščiai klinikai yra dideli – jie tikisi stabilumo, didesnio bendradarbiavimo tarp kolegų, mažesnio monitoringo darbo aplinkoje. Galiausiai trečiasis darbo uždavinys buvo nustatyti vyraujančios organizacinės kultūros sąsajas su darbuotojų motyvacija Onkologijos ir Hematologijos klinikoje. Pirmiausiai norėjome sužinoti, kaip siejasi organizacinės kultūros bruožai su darbuotojų motyvacija. Rezultatai rodo, kad statistiškai reikšmingai (p<0,05) visi organizacinės kultūros bruožai (t.y. įsitraukimas, nuoseklumas, adaptyvumas, pripažinimas, pagarba, misija, vadovavimo stilius) yra susiję su darbuotojų motyvacijos aspektais. Koreliacijos svyruoja nuo 0,146, t.y. silpnos iki 0,773 – gana stiprios ir beveik visais atvejais yra teigiamos. Tai reiškia, kad kuo labiau išreikšti šie organizacinės kultūros bruožai, tuo labiau darbuotojai patenkinti santykiais su bendradarbiais, vadovu, darbo įvertinimu ir užmokesčiu, tuo dažniau naudojamos vidinės ir išorinės motyvacijos priemonės, ir ypač didėja pasitenkinimas darbu.
IŠVADOS. 1. Tyrimo metu Onkologijos ir Hematologijos klinikoje nustatyta, kad didžiausią įtaką darbuotojų motyvacijai turi šie organizacinės kultūros elementai: 1) normos ir standartai turi teigiamos įtakos darbuotojų saugumo jausmui; 2) dominuojančios vertybės šioje klinikoje mažina darbuotojų motyvaciją – didelis dėmesys yra skiriamas klientui (pacientui) ir moksliniams tyrimams, o ne darbuotojo gerovei, tai sukelia specialistams nepasitenkinimo ir neįvertinimo jausmus. 2. Onkologijos ir Hematologijos klinikos darbuotojų motyvacija stipriai priklauso nuo individuolių, organizacinių ir kultūrinių faktorių. Individualūs faktoriai būtų tokie, kaip motyvacija rūpintis pacientais, darbo reikšmingumas, pasiekimai ir darbo tikslų stiprus sąryšis su asmeniniais tikslais. Organizaciniai – darbo aplinkos charakteristika (bendradarbiavimas, darbo sąlygos ir darbo užtikrintumas). Kultūriniai faktoriai, kaip pripažinimas iš visuomenės, palaikymas iš šeimos, turi teigiamą įtaką darbuotojų motyvacijos kilimui. 3. Organizacinė kultūra ir motyvacija yra sudėtingi kompleksiniai reiškiniai. Organizacinė kultūra yra sistema, kuriai būdinga organizacijos narių normų, vertybių, požiūrių ir įsitikinimų visuma, labai glaudžiai susijusi su organizacijos vadovais. Organizacinę kultūrą nusako organizacijos misija, istorija, fizinė aplinka, žmonės ir vadovavimo stilius. Motyvacijos reiškinį apibūdina individo išlikimo fiziologiniai ir psichologiniai aspektai, priklausymas sociumui ir savirealizacija. Susiejant organizacinės kultūros ir motyvacijos elementus, atskleidžiamos šių dviejų reiškinių sąsajos. Išoriniai elementai tiesiogiai per vertybes formuoja identiškumo organizacijai jausmą, skatina visų narių bendravimą, formuoja jų įsitikinimus, keičia vertybes, požiūrį ir motyvuoja darbui. Kitaip tariant, neįmanoma formuoti organizacinę kultūrą neintegravus išorinių elementų, kurie kuria stiprią organizacinę kultūrą ir įkvepia darbuotojus efektyviai bei produktyviai dirbti.

RELEVANCE AND NOVELTY OF THE TOPIC. Such a study has not yet been performed in this clinic. The practical significance of the research results is especially relevant for the clinic of the health care institution studied. The results obtained showed statistically significant differences in the attitudes of managers and employees. WORK OBJECTIVE. To reveal the peculiarities of organizational culture and to determine their connections with the motivation of employees in the Clinic of Oncology and Hematology WORK TASKS. 1. To reveal the peculiarities of the expression of organizational culture and its forming factors in the Clinic of Oncology and Hematology. 2. To determine the factors influencing the motivation of employees and the expectations of employees in the existing organizational culture in the Clinic of Oncology and Hematology. 3. To determine the connections of the prevailing organizational culture with the motivation of employees in the Clinic of Oncology and Hematology. METHODOLOGY. This study is quantitative using a questionnaire. The confidentiality of the subjects is guaranteed because the questionnaire is anonymous, the subject's name, surname and address will not be asked. The results of the study are published for scientific purposes only and summarized. With the quantitative research method questionnaire - questionnaire, the risk and harm to the subjects will not be incurred or it will be justified to a minimum (For example, the survey may cause only minor inconveniences related to the time spent). RESULTS. The study involved 186 employees of the Clinic of Oncology and Hematology, 28 (15.1%) men and 158 (84.9%) women. The first task of the work was to reveal the peculiarities of the expression of organizational culture and the factors forming it in the Clinic of Oncology and Hematology. The most expressed cultural trait in the clinic is mission, leadership style (average 11.17), and the least - adaptability, recognition, respect (average 9.71 points). The most expressed cultural trait in the clinic is mission, leadership style (average 11.17), and the least - adaptability, recognition, respect (average 9.71 points). The second task of the work was to determine the factors influencing employee motivation and employee expectations in the current organizational culture of the Clinic of Oncology and Hematology. All respondents (100%) answered that employee motivation is necessary and the strongest motivating factor was the prestige of the workplace, the opportunity to participate in the management of the organization and the salary. The least motivated employees in this clinic are gifts and opportunities for self-expression. Staff expectations for clinics are high - they expect stability, greater collaboration between colleagues, and less monitoring in the work environment. Finally, the third task of the work was to identify the links between the prevailing organizational culture and staff motivation in the Clinic of Oncology and Hematology. First, we wanted to find out how features of organizational culture relate to employee motivation. The results show that statistically significant (p <0.05) all features of organizational culture (i.e., involvement, consistency, adaptability, recognition, respect, mission, leadership style) are related to aspects of employee motivation. Correlations range from 0.146, i. weak to 0.773 - quite strong and positive in almost all cases. This means that the more these features of organizational culture are expressed, the more employees are satisfied with the relationship with co-workers, manager, job evaluation and pay, the more often internal and external motivational tools are used, and especially job satisfaction. CONCLUSIONS. 1. During the research at the Clinic of Oncology and Hematology, it was established that the following elements of organizational culture have the greatest impact on employee motivation: 1) norms and standards have a positive impact on employees' sense of security; 2) Dominant values in this clinic reduce employee motivation - a lot of attention is paid to the client (patient) and research, not to the employee's well-being, which causes professionals feelings of dissatisfaction and disapproval. 2. The motivation of the staff of the Clinic of Oncology and Hematology strongly depends on individual, organizational and cultural factors. Individual factors would include motivation to care for patients, relevance of work, achievement, and a strong link between work goals and personal goals. Organizational - characteristics of the work environment (cooperation, working conditions and job security). Cultural factors, such as recognition from society, support from the family, have a positive influence on the motivation of employees. 3. Organizational culture and motivation are complex complex phenomena. Organizational culture is a system characterized by the norms, values, attitudes, and attitudes of the members of an organization a set of beliefs very closely related to the leaders of the organization. Organizational culture is defined by an organization’s mission, history, physical environment, people, and leadership style. The phenomenon of motivation is described by the physiological and psychological aspects of an individual's survival, belonging to society and self-realization. Linking elements of organizational culture and motivation reveals the links between these two phenomena. External elements form a sense of identity for the organization directly through values, encourage communication between all members, shape their beliefs, change values, attitudes and motivate them to work. In other words, it is impossible to form an organizational culture without integrating external elements that create a strong organizational culture and inspire employees to work efficiently and productively. KEY WORDS. Study program: Public health management ONCOLOGY AND HEMATOLOGY CLINIC CHARACTERISTICS OF ORGANISATIONAL CULTURE AND ITS COHERENCE TO MOTIVATION OF EMPLOYEES Dovilė Andriuškevičiūtė Supervisor doc. Dr. Gintautas Cibulskas Faculty of Public Health, Medical Academy, Lithuanian University of Health Sciences. Kaunas; 2021. 22P RELEVANCE AND NOVELTY OF THE TOPIC. Such a study has not yet been performed in this clinic. The practical significance of the research results is especially relevant for the clinic of the health care institution studied. The results obtained showed statistically significant differences in the attitudes of managers and employees. WORK OBJECTIVE. To reveal the peculiarities of organizational culture and to determine their connections with the motivation of employees in the Clinic of Oncology and Hematology WORK TASKS. 1. To reveal the peculiarities of the expression of organizational culture and its forming factors in the Clinic of Oncology and Hematology. 2. To determine the factors influencing the motivation of employees and the expectations of employees in the existing organizational culture in the Clinic of Oncology and Hematology. 3. To determine the connections of the prevailing organizational culture with the motivation of employees in the Clinic of Oncology and Hematology. METHODOLOGY. This study is quantitative using a questionnaire. The confidentiality of the subjects is guaranteed because the questionnaire is anonymous, the subject's name, surname and address will not be asked. The results of the study are published for scientific purposes only and summarized. With the quantitative research method questionnaire - questionnaire, the risk and harm to the subjects will not be incurred or it will be justified to a minimum (For example, the survey may cause only minor inconveniences related to the time spent). RESULTS. The study involved 186 employees of the Clinic of Oncology and Hematology, 28 (15.1%) men and 158 (84.9%) women. The first task of the work was to reveal the peculiarities of the expression of organizational culture and the factors forming it in the Clinic of Oncology and Hematology. The most expressed cultural trait in the clinic is mission, leadership style (average 11.17), and the least - adaptability, recognition, respect (average 9.71 points). The most expressed cultural trait in the clinic is mission, leadership style (average 11.17), and the least - adaptability, recognition, respect (average 9.71 points). The second task of the work was to determine the factors influencing employee motivation and employee expectations in the current organizational culture of the Clinic of Oncology and Hematology. All respondents (100%) answered that employee motivation is necessary and the strongest motivating factor was the prestige of the workplace, the opportunity to participate in the management of the organization and the salary. The least motivated employees in this clinic are gifts and opportunities for self-expression. Staff expectations for clinics are high - they expect stability, greater collaboration between colleagues, and less monitoring in the work environment. Finally, the third task of the work was to identify the links between the prevailing organizational culture and staff motivation in the Clinic of Oncology and Hematology. First, we wanted to find out how features of organizational culture relate to employee motivation. The results show that statistically significant (p <0.05) all features of organizational culture (i.e., involvement, consistency, adaptability, recognition, respect, mission, leadership style) are related to aspects of employee motivation. Correlations range from 0.146, i. weak to 0.773 - quite strong and positive in almost all cases. This means that the more these features of organizational culture are expressed, the more employees are satisfied with the relationship with co-workers, manager, job evaluation and pay, the more often internal and external motivational tools are used, and especially job satisfaction. CONCLUSIONS. 1. During the research at the Clinic of Oncology and Hematology, it was established that the following elements of organizational culture have the greatest impact on employee motivation: 1) norms and standards have a positive impact on employees' sense of security; 2) Dominant values in this clinic reduce employee motivation - a lot of attention is paid to the client (patient) and research, not to the employee's well-being, which causes professionals feelings of dissatisfaction and disapproval. 2. The motivation of the staff of the Clinic of Oncology and Hematology strongly depends on individual, organizational and cultural factors. Individual factors would include motivation to care for patients, relevance of work, achievement, and a strong link between work goals and personal goals. Organizational - characteristics of the work environment (cooperation, working conditions and job security). Cultural factors, such as recognition from society, support from the family, have a positive influence on the motivation of employees. 3. Organizational culture and motivation are complex complex phenomena. Organizational culture is a system characterized by the norms, values, attitudes, and attitudes of the members of an organization a set of beliefs very closely related to the leaders of the organization. Organizational culture is defined by an organization’s mission, history, physical environment, people, and leadership style. The phenomenon of motivation is described by the physiological and psychological aspects of an individual's survival, belonging to society and self-realization. Linking elements of organizational culture and motivation reveals the links between these two phenomena. External elements form a sense of identity for the organization directly through values, encourage communication between all members, shape their beliefs, change values, attitudes and motivate them to work. In other words, it is impossible to form an organizational culture without integrating external elements that create a strong organizational culture and inspire employees to work efficiently and productively.