Impact of social capital and perceived empowerment on burnout in health employees: A study in the shadow of the COVID-19.

BACKGROUND: Social capital is an important resource that enables employees to build trust-based relationships with other individuals and groups in the workplace. Although the evidence reveals the effect of employee empowerment on burnout, the moderator role of social capital in this relationship is still unexplored. However, considering the health employees who have mental health problems and increased dissatisfaction with the COVID-19 epidemic, the importance of determining the antecedent factors that may affect burnout plays an even more critical role. OBJECTIVE: The effect of the epidemic process on the burnout level of health employees was examined. In addition, the effect of employee empowerment on burnout was examined and the moderate role of social capital was evaluated. METHODS: A total of 492 health employee completed the measures of social capital, perceived empowerment, and burnout. Structural equation modelling was used to evaluate the moderate variable. Dawson slope were used to visualize the results. RESULTS: The burnout levels of health employees were low (2.00±1.34). Social capital had a moderating effect on the negative effect of employee empowerment on burnout (ß= 0.191). Apart from that, employee empowerment (ß= -0.192) and social capital (ß= -0.508) were negatively associated with burnout level (p < 0.05). CONLUSION: These results are expected to provide useful recommendations to management in the health sector to reduce burnout among health employees by focusing on social capital and employee empowerment.

The Relationship among Patient Satisfaction, Patient Loyalty, and Compliance with Treatment.

This study examined the relationship between patient loyalty and adherence to treatment and evaluated the mediating role of patient satisfaction in this relationship. This study consisted of 386 participants. Correlation and regression analyses were used. A low level of positive correlation was found between loyalty and compliance scores. It was determined that satisfaction did not mediate the relationship between loyalty and compliance. In addition, a moderately positive relationship was found between loyalty and satisfaction. It has been observed that patient loyalty can play a critical role in important health outcomes such as adherence to treatment and increasing satisfaction.

The effects of organizational silence on work engagement, intention to leave and job performance levels of nurses.

BACKGROUND: Reducing the level of organizational silence can play an important role in the work-related decisions of nurses. However, to date a comprehensive study investigating the effect of organizational silence on work engagement, intention to leave, and job performance levels of nurses has yet to be conducted. OBJECTIVE: This study aimed to explain the effect of organizational silence on work engagement, intention to leave, and job performance of nurses. METHODS: The sample of the study consisted of 224 nurses. The Organizational Silence Scale, the Job Performance Scale, the Intention to Leave Scale, and the Work Engagement Scale were used to collect data in this study and the Pearson correlation test and regression tests were used in the data analysis. RESULTS: It was observed that organizational silence was negatively correlated with job performance (r = -0.455) and work engagement (r = -0.242), and positively correlated with intention to leave (r = 0.440) (p < 0.01). Regression analysis also illustrated that dimensions of organizational silence have a significant effect on job performance, intention to leave, and work engagement. CONCLUSION: A decrease in the organizational silence level of nurses is effective in decreasing intention to leave and increasing work engagement and job performance levels. Nurses should be able to express their opinions clearly towards other healthcare professionals and management and management should provide this working environment for nurses. To increase work engagement and job performance levels and decrease intention to leave, meetings and educational programs that reduce organizational silence might be developed at an organizational level by management.