[Social responsibility in hospitals of Isfahan city]

Hospital's traditional charter that mostly emphasized productivity has been replaced by a charter that stresses social and environmental issues. On this basis, to achieve success, managers should regard both the inner and the outer environments of hospitals. This study aims at measuring hospitals' social responsibility. The present descriptive-analytic study was carried out through a cross-sectional method in 2010. The study population consisted of hospital managers of the city of Isfahan [n=21]. The data collection instrument was a researcher-made questionnaire. The instrument's content validity was determined by the experts' views and its reliability calculated through Cronbach's alpha was found to be 0.95. The collected data were analyzed using SPSS software [version 16] and the hypotheses were tested by t-test, ANOVA and Eta coefficients. The maximum mean score was 100. The mean score of hospitals' social responsibility was computed to be 68.6. The mean scores of leadership and inner processes, market place, community policies, environmental policies, and workplace policies were found to be 72.2, 70, 67.8, 67.4 and 66.2, respectively. There was no significant relationship between hospital's social responsibility and type of hospital's possession and activity [p value > 0.05]. The social responsibility of hospitals was assessed as moderate. To improve hospital's social responsibility, it is suggested that more attention be paid to workplace and environmental policies

Prioritizing factors effecting on human resources productivity: Viewing of middle class managers in Isfahan University of Medical Sciences-2009

Since, multidisciplinary and Combination of different factors that affecting on productivity of human resources are different in organizations due to variation in indoor and outdoor features, so the aim of this study was to prioritize the factors effecting on human resources productivity by viewing of middle level managers to make the basis of human resources management decisions to manpower planning and maintenance for reducing costs due to staff quitting. This cross-sectional and descriptive study was carried out in 2009 .Middle class managers in Isfahan University of Medical Sciences examined as a statistical population. Data collected used by researcher constructed questionnaire that validation was confirmed through interviews with faculty members and experts. Cronbach alpha was calculated for reliability [0/935]. Data analyzed by SPSS statistical software; the maximum means score was 5 and the minimum was 1. Management style with a mean score of 4.41 was the most important factors in human resource's productivity. Factors related to individuals with a mean score of 4.3, culture with a mean score of 4.1, organizational structure with a mean score of 4.06, compensation systems with a mean score of 4, courses of training with a mean score of 3.85 and environmental factors that related to physical space with a mean of 3.769 compared to other options had less consequence. Reforming employment systems and organizational structures, job enrichment, needs of educational planning, devolution to the middle levels managers and decision supervised measuring in the volume and balance with each other and further fields. Health incentive programs with job skills and staff development can be affected to increase productivity of human resources and promoting health system

Performance self assessment by the excellence model in different hospitals of Isfahan university of medical sciences and healthcare services; 2006

In the turbulent healthcare marketplace, performance is often of the highest importance; as a result, performance evaluations are critical to the long-term success of the organization. Among different performance appraisal systems, one current method is appraisal by The Excellence Model [EFQM]. The underlying philosophy of the EFQM Model is that of continuous quality improvement based on an integrated framework that attempts to describe the relationships between processes, people and results, all of which are relevant to the provision and delivery of healthcare. This study aimed to assess the Performance in different hospitals of Isfahan University of Medical Sciences and Healthcare Services by using The Excellence Model. This cross-sectional study was carried out in 2007. The research population included managers in hospitals belong to Isfahan University of Medical Sciences and Healthcare Services. Data were collected by a questionnaire that had been used in past studies. This questionnaire of 50 items was completed by managers. The mean scores for self-assessment in different fields were as follows: The mean score in leadership performance: 56/100; policy and strategy: 40/80; workforce 51/90; partnerships and resources: 50/90; processes: 71/140; customer results: 103/200; workforce results: 42/90; society results: 28/60; function key results: 74/150. Total mean scores of performance self-assessment was 516/1000. Culture of self-assessment is important to evaluate performance accurately. Findings of this study underscore the need for improvement in the areas pertaining to workforce and customer satisfaction