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Article
Publication date: 8 February 2021

Mohammed Aboramadan, Main Naser Alolayyan, Mehmet Ali Turkmenoglu, Berat Cicek and Caterina Farao

This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an…

Abstract

Purpose

This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an intervening mechanism between the aforesaid links.

Design/methodology/approach

Data were collected from 380 medical staff working in Jordanian Public hospitals and were analysed using the structural equation modelling analysis technique.

Findings

The results suggest that both authentic leadership and management capability have a positive effect on hospital performance. Although positive, the direct effect of management capability on performance was not significant. Furthermore, work engagement demonstrated to play a full mediation effect between management capability and hospital performance and a partial mediation effect between authentic leadership and hospital performance.

Practical implications

This study may be of use for public medical services providers in general and other services sectors in terms of the role authentic leadership and management resources can play in contributing to positive work-related outcomes at the individual and organisational levels.

Originality/value

Considering the mainstream literature in health-care management, to the best of the authors’ knowledge, this is the first study to date to integrate the impact of both authentic leadership and management capabilities in the public health-care sector. Further, the research model has not previously been introduced when taking into account the role that work engagement can play between the examined variables.

Details

International Journal of Organizational Analysis, vol. 29 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

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Article
Publication date: 29 August 2011

Main Naser Alolayyan, Khairul Anuar Mohd Ali and Fazli Idris

The importance of total quality management (TQM) to organizational achievement and performance has been established by many studies. Nevertheless, studies on the…

Abstract

Purpose

The importance of total quality management (TQM) to organizational achievement and performance has been established by many studies. Nevertheless, studies on the implementation of TQM and its relationship to operational flexibility have been limited, particularly in the developing countries. The purpose of this paper is to address this gap by exploring the extent of the application of TQM and its influence on operational flexibility in Jordanian hospitals.

Design/methodology/approach

The study covers both public (King Abdullah University Hospital) and private (Jordan Hospital and Medical Center) health care services. A survey was conducted using a quantitative approach where the researchers distributed 400 questionnaires to selected respondents. The response rate was 57 percent out of the total questionnaires distributed. TQM is an independent variable which consists of eight principles, namely, leadership, employee management, information analysis, training, customer focus, continuous improvement, process management, and supplier management was examined in relation to operational flexibility as a dependent variable which comprises external flexibility and internal robustness.

Findings

The findings reveal that there is a significant positive relationship between TQM and operational flexibility. The authors conclude that TQM practices significantly influence the intensity of operational flexibility in Jordanian hospitals.

Originality/value

The significant impact of TQM on operational flexibility has been argued to be positive. The value of the paper is that it points out the influence of TQM on operational flexibility in Jordanian hospitals in order to improve hospital performance and efficiency.

Details

Asian Journal on Quality, vol. 12 no. 2
Type: Research Article
ISSN: 1598-2688

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Article
Publication date: 18 December 2020

Biju Augustine Puthanveettil, Shilpa Vijayan, Anil Raj and Sajan MP

This paper explores and interprets the linkage between total quality management (TQM) practices and organizational performance measures for improving the healthcare firms 

Abstract

Purpose

This paper explores and interprets the linkage between total quality management (TQM) practices and organizational performance measures for improving the healthcare firms’ performance. Indian healthcare firms are aware of TQM practices and their benefits, but the awareness level varies among the firms and staff. The study looks into the effectiveness of quality awareness to meet quality performance in Indian hospitals.

Design/methodology/approach

A questionnaire based on previous research was circulated among the managers and medical staff. The model linking TQM and organizational performance is analyzed with structural equation modelling and confirmed the hypotheses stated. Interpretations to improve hospital performance are made.

Findings

The study identified ten relevant TQM factors and confirmed their importance towards the improved organizational performance of Indian hospitals. Top management initiative, continuous process improvement and team work are the most contributing TQM factors. Differences in the awareness levels by the management staff and medical staff are attributed. The managers and medical staff are aware of the benefits of TQM towards firm performance, but it is to be improved further.

Research limitations/implications

Cross-validation and interpretation are affected due to the limited sample size. Longitudinal study is recommended to explore the individual hospital as specific cases. Larger sample size is suggested as an extended work to overcome the demographic and infrastructural limitations of the firms included.

Practical implications

The management is more interested in TQM, but there is lack of awareness among the staff. The quality awareness and customer focus by medical staff are the most weakly loaded factors, and the weaknesses can be remedied by the lead role by the hospital management in providing proper training and thereby improving the attitude of the medical staff.

Social implications

Effectiveness of hospital operations is highly dependent on customer focus. Properly communicated, committed and trained staff with good-quality awareness can better implement TQM and thereby improve hospital performance. Lead role by the management is very important, and the paper lists ways to attain these outcomes.

Originality/value

Very little is reported from the Indian healthcare sector linking TQM and outcome performance. The quality awareness, customer focus, communication and learning by the medical staff are to be improved, and the paper suggests ways to link TQM more effectively to improve the performance in hospitals. These findings may be useful to the managers, medical staff and researchers in healthcare to bring better results.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

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