Organizational culture plays a pivotal role in the healthcare industry. It encompasses beliefs, attitudes, values, assumptions, and norms that shape people’s behavior and operation at the organizational level. Organizational cultural management is a critical element of reforming healthcare systems (Mesfin et al. 1). Organizational cultural transformation must happen concurrently with procedural and structural changes to accomplish expected performances and quality advancements within healthcare systems. Therefore, it is paramount to understand the link between organizational culture and job satisfaction among healthcare workers.
Team effectiveness is a critical by-product of organizational culture. This effectiveness is demystified through a model of input-process and output (IPO) (Körner et al. 1). This model postulates the link between organizational culture, interprofessional teamwork, and job satisfaction, representing input, process, and output, respectively. A competing values framework is a helpful approach for understanding cultural types at the organizational level. These cultural types include consensual culture, rational culture, developmental culture, and rational culture. Consensual culture prioritizes people, thus values loyalty, teamwork, and participation. Leaders in this setting are mentors to workers who enjoy the workplace setting. Secondly, a rational organizational setting values doing job and results-driven activities. Workers are goal-specific and competitive to expand organizational market share. Thirdly, a developmental culture is a creative and dynamic setting. Leaders encourage subordinates to take risks and learn from such processes. Leaders are equally innovative to hold organizations together. Lastly, a hierarchical structure is structured and formalized. Organizational procedures determine what employees do. Leaders are efficient managers who coordinate and organize various activities.
Employee satisfaction in healthcare is a direct replica of the underlying organizational culture (Mesfin 5). Workers feel satisfied in a setting where organizational cultural values match their expectations and make them feel satisfied. Worker attrition rate also depends on organizational culture. Generally, healthcare workers would stick to a healthcare facility that values them and incorporate all their wishes into corporate organizational responsibility.
Association between Organizational Culture and Work Satisfaction
Organizational cultural settings have a significant and positive linkage with the job satisfaction of hospital staff. Healthcare staff who perceive their workplace setting to have a clan culture are satisfied with the work setting. Secondly, staff who believe their employer embraces a hierarchical structure are contented with supervisory duties of their heads and organizational communication structure.
Generally, the hierarchical structure with established rules is the most common in various healthcare bodies since it has more benefits and negligible drawbacks than the other three cultural types. Features of this culture, such as strict adherence to rules and bureaucratic tendencies, are critical for meeting healthcare goals. Secondly, the market culture follows. This position signifies that healthcare bodies must be competitive and market-oriented, although they remain strongly linked with strict stability and control (Dimitrios et al. 229). The success of achieving all goals is hinged on encouraging interpersonal relationships among staff.
Interviews of close friends regarding organizational culture and its impact on job satisfaction have been enriching. My interviewee in the first story narrated the effect of bureaucracy in a working environment. An organizational setting with only one way of vertical communication has no room for addressing worker grievances. Corporate leaders make all decisions at the boardroom level without staff input. Consequently, the leaders push staff to accomplish various goals with remarkable disregard of worker rights. Such leaders are aggressive communicators who dictate every staff’s actions and require total loyalty to their directives. In doing so, staff feel unwanted at the workplace and lose interest in improving their productivity to raise the organizational bottom line. Consequently, worker affective commitment reduces, and staff performs dismally. The loss of affective commitment is risky in a healthcare setting where utmost compassion is critical to meet patient needs. Less committed staff would easily cause medication errors when handling patients. This effect results from a lack of coordination and collaboration with colleagues to offer the best services to healthcare service users. Therefore, this interview proved that organizational management influences workplace culture and interrelation among staff. Ideally, effective management should turn staff from colleagues to team members by leveraging assertive communication principles.
The second interview involved an employee from a work setting that encourages close working relations among staff. My interviewee loves the employer and recommends it to different job seekers. The organization has a worker-focused clan culture. The employees are a family and work together to meet organizational goals. Besides, the organization has a remarkably collaborative work setting where every staff is considered an asset whose input matters. The organization values open communication and regular meetings to clarify different issues and settle minor worker differences. Every staff member believes they are leaders and strives to deliver the best in any activity. This approach increases accountability in fulfilling organizational tasks. This interview was enlightening and proved how the individual treasure the current work setting.
Organizational culture contributes toward staff personal and professional developments. A clan culture that links with horizontal organizational structure breaks down workplace barriers between staff and leaders. Besides, it encourages mentorship programs where workers get avenues to advance their careers. An organization that promotes a high degree of employee engagement makes them happy and leads to improved customer interactions. A clan culture has a remarkably adaptable setting that increases chances for market growth. Staff and organizations benefit equally from a clan cultural setting. The organizational benefit is increased retention of staff, which reduces wastage of funds in training new staff. This positive outcome implies staff gains adequate organizational experience to drive the underlying mission forward and take a company to greater heights.
Mayo Clinic is a typical example of a successful organization for employing useful organizational enduring culture that considers both customer and staff needs (Berry & Kent 1). It has shared governance that encourages staff empowerment and shared decision-making through accountability that influences processes, policies, and procedures at different patient care locations. Mayo Clinic encourages intrinsic motivation that leads to high staff performance. Also, this hospital promotes a teamwork culture that translates into interprofessional collaboration. The most significant component of the enduring culture is prioritizing patient needs. Mayo Clinic sustains its success from steadfast dedication to principal values where patient needs are fundamental (Berry & Kent 1). Consideration of patient needs translates into team-based medicine where staff works together.
Implementation of enduring culture Makes Mayo Clinic qualify as an employer of choice and attracts crème de la crème talent during hiring. In doing so, the healthcare facility’s reputation grows since it considers every sub-component of its corporate social responsibility. This qualification implies this healthcare facility prioritizes staff commitment at work to reduce the attrition rate. Teamwork during operations leads to high productivity and high satisfaction. Lastly, Mayo Clinic encourages continuous staff development to ensure culturally sensitive behavior and patient care. Staff undertakes yearly diversity instruction where patient care practitioners enjoy training on cultural competency. In doing so, the staff offers culturally relevant services when handing patients from diverse ethnic backgrounds.
Conclusion
Organizational culture plays a significant role in yielding expected changes. This study determined a structural link between healthcare staff’s corporate culture and the organizational efficacy variable of job satisfaction. An evaluation of the impact of organizational culture on workplace relations proves that a clan culture has the most positive influence on job satisfaction. The two interviews were significant in delineating contrasts between hierarchical and clan cultures, where the former encourage equality and offers room for growth.
The outcomes from this study are significant for health administrators and leaders in other organizational settings who yearn to reduce staff attrition rates. Improving staff job satisfaction within the workplace setting may lessen turnover. Also, such a move helps to guarantee a qualified and stable workforce. This improvement is essential since monitoring healthcare staff working conditions and advancing hospital organizational climate improve healthcare quality by retaining crème de la crème staff.
The current corporate cultural environment is awash with advances due to different emerging trends. Priority on staff engagement would become an important organizational trend from now on. This dimension is vital since any organization must consider staff needs in corporate social responsibility statements to qualify as employers of choice. Secondly, equality is another trend, with emphasis on cultural diversity at the workplace. Employers strive to implement programs that would overlook sexual orientation, gender, race, or religion to make every employee develop a sense of belonging. Generally, this study has been enriching and a revelation into the value of staff at the workplace level.
Works Cited
Berry, Leonard L., and Kent D. Seltman. “The enduring culture of Mayo Clinic.” Mayo Clinic Proceedings. Vol. 89. No. 2. Elsevier, 2014.
Dimitrios, Bourntenas, et al. “The influence of organizational culture on job satisfaction of administrative employees at a public hospital: The case of General Hospital of Larissa.” Journal of Health Management 16.2 (2014): 217-231.
Körner, Mirjam, et al. “Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams.” BMC health services research 15.1 (2015): 1-12.
Kumar, Vijay, and Subhasree Mukherjee. “Holacracy–the future of organizing? The case of Zappos.” Human Resource Management International Digest (2018).
Mesfin, Dereje, et al. “Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study.” BMC Health Services Research 20 (2020): 1-9.
