شناسایی و ارائه مدل ساختاری ویژگی‌های روانشناختی مدیران میانی در بیمارستان‌های دانشگاه علوم پزشکی
محورهای موضوعی : -مدارک پزشکی
البرز مقتدر منصوری
1
(
دانشجوی دکتری رشته مدیریت دولتی، واحد بناب، دانشگاه آزاد اسلامی، بناب، ایران
)
غلامرضا رحیمی
2
(
استادیار، گروه مدیریت دولتی، واحد بناب، دانشگاه آزاد اسلامی، بناب، ایران
)
نادر یهلولی
3
(
استادیار، گروه مدیریت دولتی، واحد بناب، دانشگاه آزاد اسلامی، بناب، ایران
)
فرهاد نژاد ایرانی
4
(
استادیار، گروه مدیریت دولتی، واحد بناب، دانشگاه آزاد اسلامی، بناب، ایران
)
کلید واژه: مدیران میانی, دانشگاه علوم پزشکی, ویژگی‌های روانشناختی,
چکیده مقاله :
مقدمه :ویژگی‌های روانشناختی مدیران به عنوان یک موضوع مهم در موفقیت سازمان‌ها قلمداد می‌شود و به عنوان عنصر اصلی در توانمندسازی منابع انسانی سازمان و هم‌چنین افزایش بهره وری آنها به حساب می‌آید ویژگی‌های روانشناختی مثبت مدیران می‌تواند منجر به احساس امنیت روانی کارکنان شود و به آنان عزت نفس ببخشد و هر چه سطح ایمنی روانی مدیران بالاتر باشد می‌تواند ویژگی‌های خوبی برای مدیریت در مدیران ایجاد کند.روش پژوهش: هدف از پژوهش حاضر شناسایی و ارائه مدل ساختاری ویژگی‌های روانشناختی مدیران میانی در بیمارستان‌های دانشگاه علوم پزشکی در سطح شهرستان ارومیه می‌باشد که با روش ترکیبی (کمی کیفی) مورد بررسی قرار گرفته است. در بخش کیفی، پارادیم پست مدرن، استراتژی پدیدارشناسی و تکنیک تحلیل محتوای پنهان با مصاحبه نیمه ساختار یافته (عمیق) با مدیران میانی (تا حد اشباع نظری) انجام گرفت و در بخش کمی با استفاده از مدل سازی معادلات ساختاری به روش حداقل مربعات جزئی پایایی و روایی ابزار بدست آمده مورد تایید قرار گرفت. مصاحبه‌ها از طریق کدگذاری باز و کدگذاری محوری با نرم افزار MAX QDA12 و جهت تایید ابزار بدست آمده از نرم افزارSmart Pls2 استفاده شده است و در نهایت برازش کلی مدل مورد سنجش و تایید قرار گرفت.یافته‌ها : ویژگی‌های روانشناختی مدیران میانی در جامعه مورد بررسی در چهارمولفه خود اتکایی، خودکامیابی ، اعتماد آفرینی ونگرش حقوقی شناسائی گردید و یک مدل ساختاری بر اساس این مولفه‌ها ارائه و پایایی و برازش مدل تازه بوجود آمده مورد سنجش قرار گرفت بطوریکه میانگین پایایی اشتراکی برای کلیه مقوله‌ها (0/67 =AVE) و مقدار پایایی ترکیبی (0/86 =CR) و برازش مدل برابر (0/425 =Gof) حاصل گردید که مدل از برازش نسبتاً قوی و مناسبی برخوردار بود و قابل تعمیم به کل جامعه آماری می‌باشد.نتیجه‌گیری: مدیران می‌توانند با شناسایی و استفاده درست از ویژگی‌های روانشناختی خود می‌توانند بر خود اتکا کامل داشته و موجب بروز و تقویت حس انجام کارو افزایش انگیزه و تعهد درکارکنان و هم‌چنین موجب افزایش بهره وری و موفقیت و افزایش عملکرد کارکنان شوند که به تبع آن موفقیت و بقای سازمان خویش را تامین کنند.
Introduction: The psychological characteristics of managers as an important issue in the success of organizations and considered as the main element in empowering the human resources of the organization as well as increasing their productivity. Positive psychological characteristics of managers can lead to mental feeling of employees and they Self-esteem and the higher the level of mental health of managers is, it can create good features for management in managers. Methods: The current research aimed to identify psychological traits of Middle managers in Hospitals of the University of Medical Sciences in the city of Urmia Which has been studied by the combined method (quantitative - qualitative). In the qualitative section, postmodern paradigm, phenomenological strategy, and latent content analysis technique by semi structured (in-depth) interview (to the theoretical saturation level) with 13 cases of Middle managers. In the quantitative section, using the structural equation modeling by partial least squares method, the reliability and validity of the obtained tool was confirmed. The interviews were analyzed through open coding and axial coding using MAX QDA12 and the Smart Pls2software has been used to confirm the tool. Results: The psychological characteristics of the middle managers in the community were identified in the four dimensions of Self- Reliance, Self-Efficiency, Building Trust, and Legal Attitude , and a structural model based on these components was presented and the reliability and fit of the newly developed model were measured, so that the average of collective sustainability for all categories (AVE = 0.87), and the combined reliability (CR = 0.86) and equation fitting (Gof = 0.452) were obtained that the model had a relatively strong fit and can be generalized to the entire statistical society. Conclusion: Managers can, by identifying and properly using their psychological characteristics, can rely on themselves and enhance and enhance the sense of doing business, increase motivation and commitment in the staff, as well as increase productivity and success and increase the performance of employees, which leads to The success and survival of its organization.
1- Ergeneli A & Saglam Ari G & Metin S. Psychological empowerment and its realationship to trust in immediate managers.Journal of Business Research, 2007; 60: 41-49.
2- Lee J, Taylor Ms. Dual roles in psychological contracts: When managers take both agent and principal roles. Human Resource Management Review, 2014; 24(1): 95-107.
3- Silen M & Skytt B & Engstrom M. Relationships between structural and psychological empowerment, mediated by person-centred processes and thriving for nursing home staff. Geriatric Nursing, 2018; 1-5.
4- Dust S & Resick Gh & et al. Ethical lwadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion.Journal of the leadership quarterly, 2018; 34: 10-16.
5- Yang Y, Li Z, Liang L & Zhang X. Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology, 2019; 1-12.
6- Cai Zh, Huang Q & et al. improving the agility of employees through enterprise social media: The mediating role of psychological conditions. International Journal of Information, 2018; 38: 52-63.
7- Hancox JE, Quested E, Ntoumanis N & Thøgersen-Ntoumani C. Putting self-determination theory into practice: Application of adaptive motivational principles in the exercise domain.Qualitative Research in Sport, Exercise and Health,2019; 10(1): 75–91.
8- Shamsa'i F, Davoudabadi Z & Sadeghi A. Investigating personality characteristics of managers with their leadership style. Nursing management history, 2015; 4(4): 9-17. ]In Persian [
9- Mahboubkhah F, Bigzadeh Y. Investigating the role of power components of managers in employee entrepreneurship characteristics (case study of hospitals staff in Miandoab city). Journal of Health Management, 2015; 7(3): 81-92. ]In Persian [
10- Pouriyosf S & Azad Fallah P. Relationship between Personality Characteristics, Organizational Commitment and Coping Styles of Employees. Journal of Psychology, 2012; 16(64): 355-369. ]In Persian[
11- Hagerman H & Skytt B & Wadensten B. A longitudinal study of working life among first-line managers in the care of older adults. Appl Nurs Res, 2016; 32: 7-13.
12- Mosadegh Rad A. The Relationship between Leadership Styles of Managers and the Efficiency of University Hospitals in Isfahan. Journal of the Faculty of Administrative Sciences and Economics, Isfahan University, 2005; 17(4): 23-55. ] In Persian [
13- Hosseini M, Amirtash A & Mozaffari A. Describe and compare different leadership styles with organizational commitment and its dimensions from the viewpoint of faculty members of universities of the country. Two Quarterly Journal of Motion and Exercise Science, 2005; 3(6): 83-94. ]In Persian [
14- Krausert A. HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives. Human Resource Management Review, 2017; 27(3): 442-457.
15- Yan M, Peng K & Francesco A. The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management, 2011; 50: 407– 424.
16- Alan R & Sashkin W. Can organizational empowerment work in multinational settings? Acad Manage Exec, 2002; 16(1): 102-16.
17- Spreitzer G. Social structural characteristics of psychological empowerment.Acad Manage Journal, 1996; 39(2): 483–505.
18- Thomas K & Velthouse B. Cognitive elements of empowerment: an “interpretive” model of intrinsic task motivation. Acad Manage Rev, 1990; 15(4): 81-666.
19- Palmer C, Niemand T, Stöckmann C, Kraus S & Kailer N. The interplay of entrepreneurial orientation and psychological traits in explaining firm performance. Journal of Business Research, 2019; 94: 183-194.
20- Newman A, Donohue R, Eva N. Psychological safety: A systematic review of the literature. Human Resource Management Review, 2017; 27(3): 521-535.
21- Mac Namara A, Collins D. The role of psychological characteristics in managing the transition to university. Psychology of Sport and Exercise, 2010; 11(5): 353-362.
22- Shalender K & Yadav RK. Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry. Global Journal of Flexible Systems Management, 2019; 20(1): 77-90.
23- Wolfe DM. Is there integrity in the bottom line: Managing obstacles to executive integrity? In S. Srivastva (Ed.). Executive integrity: The search for high human values in organizational life; 1988: 140-171.
24- Hitt M & Ireland RD. Achieving and maintaining strategic competitiveness in the 21 st century: The role of strategic leadership. Academy of Management Executive, 1999; 13(1): 43–57.
25- Hair JF, Black WC, Babin BJ, Anderson RE & Tatham RL. Multivariate data analysis. Upper Saddle River. NJ: Pearson Prentice Hall; 2006.
26- Rahimi F, Mohammadi J & Pour Zare H. The Impact of HRM Commitment-Oriented Commitments on Human Resources Flexibility and Competitive Advantage. Management Studies (Improvement of Transformation), 2016; 25(82): 99-122. ]In Persian[.
27- Davari A & Rezazadeh A. Modeling Structural Equations with Pls Software, Tehran, Jahad University Press; 2013.]In Persian [.
28- Hashemi N, Vafajoo A, Karani Z. Relationship between Psychological Characteristics of Commanders and Managers of Amin University of Medical Sciences with Management Styles. Police Management Research journal, 2016; 11(2): 292-306.
29- Narimani A, Vaezi R. Identification of Facilitating Facets of Commercialization Knowledge Management. Public Administration Quarterly, 2017; 9(2): 235-262.
30- Willcoxson L, Chatham R. Testing the accuracy of the IT stereotype: Profiling IT managers’ personality and behavioural characteristics. Information & Management, 2018; 43(6): 697 – 705.
_||_1- Ergeneli A & Saglam Ari G & Metin S. Psychological empowerment and its realationship to trust in immediate managers.Journal of Business Research, 2007; 60: 41-49.
2- Lee J, Taylor Ms. Dual roles in psychological contracts: When managers take both agent and principal roles. Human Resource Management Review, 2014; 24(1): 95-107.
3- Silen M & Skytt B & Engstrom M. Relationships between structural and psychological empowerment, mediated by person-centred processes and thriving for nursing home staff. Geriatric Nursing, 2018; 1-5.
4- Dust S & Resick Gh & et al. Ethical lwadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion.Journal of the leadership quarterly, 2018; 34: 10-16.
5- Yang Y, Li Z, Liang L & Zhang X. Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology, 2019; 1-12.
6- Cai Zh, Huang Q & et al. improving the agility of employees through enterprise social media: The mediating role of psychological conditions. International Journal of Information, 2018; 38: 52-63.
7- Hancox JE, Quested E, Ntoumanis N & Thøgersen-Ntoumani C. Putting self-determination theory into practice: Application of adaptive motivational principles in the exercise domain.Qualitative Research in Sport, Exercise and Health,2019; 10(1): 75–91.
8- Shamsa'i F, Davoudabadi Z & Sadeghi A. Investigating personality characteristics of managers with their leadership style. Nursing management history, 2015; 4(4): 9-17. ]In Persian [
9- Mahboubkhah F, Bigzadeh Y. Investigating the role of power components of managers in employee entrepreneurship characteristics (case study of hospitals staff in Miandoab city). Journal of Health Management, 2015; 7(3): 81-92. ]In Persian [
10- Pouriyosf S & Azad Fallah P. Relationship between Personality Characteristics, Organizational Commitment and Coping Styles of Employees. Journal of Psychology, 2012; 16(64): 355-369. ]In Persian[
11- Hagerman H & Skytt B & Wadensten B. A longitudinal study of working life among first-line managers in the care of older adults. Appl Nurs Res, 2016; 32: 7-13.
12- Mosadegh Rad A. The Relationship between Leadership Styles of Managers and the Efficiency of University Hospitals in Isfahan. Journal of the Faculty of Administrative Sciences and Economics, Isfahan University, 2005; 17(4): 23-55. ] In Persian [
13- Hosseini M, Amirtash A & Mozaffari A. Describe and compare different leadership styles with organizational commitment and its dimensions from the viewpoint of faculty members of universities of the country. Two Quarterly Journal of Motion and Exercise Science, 2005; 3(6): 83-94. ]In Persian [
14- Krausert A. HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives. Human Resource Management Review, 2017; 27(3): 442-457.
15- Yan M, Peng K & Francesco A. The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management, 2011; 50: 407– 424.
16- Alan R & Sashkin W. Can organizational empowerment work in multinational settings? Acad Manage Exec, 2002; 16(1): 102-16.
17- Spreitzer G. Social structural characteristics of psychological empowerment.Acad Manage Journal, 1996; 39(2): 483–505.
18- Thomas K & Velthouse B. Cognitive elements of empowerment: an “interpretive” model of intrinsic task motivation. Acad Manage Rev, 1990; 15(4): 81-666.
19- Palmer C, Niemand T, Stöckmann C, Kraus S & Kailer N. The interplay of entrepreneurial orientation and psychological traits in explaining firm performance. Journal of Business Research, 2019; 94: 183-194.
20- Newman A, Donohue R, Eva N. Psychological safety: A systematic review of the literature. Human Resource Management Review, 2017; 27(3): 521-535.
21- Mac Namara A, Collins D. The role of psychological characteristics in managing the transition to university. Psychology of Sport and Exercise, 2010; 11(5): 353-362.
22- Shalender K & Yadav RK. Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry. Global Journal of Flexible Systems Management, 2019; 20(1): 77-90.
23- Wolfe DM. Is there integrity in the bottom line: Managing obstacles to executive integrity? In S. Srivastva (Ed.). Executive integrity: The search for high human values in organizational life; 1988: 140-171.
24- Hitt M & Ireland RD. Achieving and maintaining strategic competitiveness in the 21 st century: The role of strategic leadership. Academy of Management Executive, 1999; 13(1): 43–57.
25- Hair JF, Black WC, Babin BJ, Anderson RE & Tatham RL. Multivariate data analysis. Upper Saddle River. NJ: Pearson Prentice Hall; 2006.
26- Rahimi F, Mohammadi J & Pour Zare H. The Impact of HRM Commitment-Oriented Commitments on Human Resources Flexibility and Competitive Advantage. Management Studies (Improvement of Transformation), 2016; 25(82): 99-122. ]In Persian[.
27- Davari A & Rezazadeh A. Modeling Structural Equations with Pls Software, Tehran, Jahad University Press; 2013.]In Persian [.
28- Hashemi N, Vafajoo A, Karani Z. Relationship between Psychological Characteristics of Commanders and Managers of Amin University of Medical Sciences with Management Styles. Police Management Research journal, 2016; 11(2): 292-306.
29- Narimani A, Vaezi R. Identification of Facilitating Facets of Commercialization Knowledge Management. Public Administration Quarterly, 2017; 9(2): 235-262.
30- Willcoxson L, Chatham R. Testing the accuracy of the IT stereotype: Profiling IT managers’ personality and behavioural characteristics. Information & Management, 2018; 43(6): 697 – 705.
