Johnson Teray, Newman Mark, Shamroukh Sameh
Harrisburg University of Science and Technology, Harrisburg, Pennsylvania, USA.
University of North Texas, Denton, Texas, USA.
J Health Organ Manag. 2025 Jan 31;39(9):96-123. doi: 10.1108/JHOM-05-2024-0197.
The significance of organizational culture (OC) pervades all workplaces, extending even to health systems. While numerous studies have examined the perceptions of OC among nurses and physicians, there is a notable gap in understanding the perspectives of non-patient-facing health system employees. This study aims to fill this void by investigating the perceptions and drivers of OC among non-patient-facing personnel within health systems.
DESIGN/METHODOLOGY/APPROACH: This study employed a mixed-methods approach, starting with a 31-question survey disseminated to health system employees through trade organizations to capture diverse perspectives on OC. Subsequently, employees were invited to participate in semi-structured interviews. A total of 23 interviews were conducted to explore the underlying factors shaping employees' perceptions of OC.
A total of 67 surveys were completed, with 61 used in the analysis. The results revealed a predominantly positive outlook, highlighting the significance of supportive leadership and involvement in decision-making processes. The qualitative analysis identified four key themes: effective communication and transparency, coordinated teamwork, supportive leadership and the impact of external factors like the coronavirus disease 2019 (COVID-19) pandemic.
Effective leadership should prioritize open communication, employee autonomy and involvement in decision-making. These strategies foster a culture of trust, accountability and engagement, enhancing employee morale and job satisfaction while promoting a collaborative and innovative work environment conducive to long-term success and growth.
ORIGINALITY/VALUE: This research examines the often-overlooked perspectives of non-patient-facing health system staff, providing valuable insights and strategies for leaders to improve OC and create a more positive, inclusive and supportive work environment.
组织文化（OC）的重要性贯穿于所有工作场所，甚至延伸至卫生系统。尽管众多研究考察了护士和医生对组织文化的看法，但在理解非面向患者的卫生系统员工的观点方面存在显著差距。本研究旨在通过调查卫生系统中非面向患者人员对组织文化的看法和驱动因素来填补这一空白。
设计/方法/途径：本研究采用混合方法，首先通过行业组织向卫生系统员工发放一份包含31个问题的调查问卷，以获取对组织文化的不同观点。随后，邀请员工参与半结构化访谈。共进行了23次访谈，以探究影响员工对组织文化看法的潜在因素。
共完成67份调查问卷，其中61份用于分析。结果显示总体前景积极，突出了支持性领导以及参与决策过程的重要性。定性分析确定了四个关键主题：有效的沟通与透明度、协调的团队合作、支持性领导以及诸如2019冠状病毒病（COVID-19）大流行等外部因素的影响。
有效的领导应将开放沟通、员工自主权和参与决策作为优先事项。这些策略营造了信任、问责和参与的文化，提高了员工士气和工作满意度，同时促进了有利于长期成功和发展的协作与创新工作环境。
原创性/价值：本研究考察了卫生系统中非面向患者员工这一经常被忽视的观点，为领导者改善组织文化并创造更积极、包容和支持性的工作环境提供了有价值的见解和策略。
