Henker, Hiroko
(2018)
Employees' perception of organizational structure and culture at Angkor Hospital for Children Siem Reap, Cambodia.
Master Essay, University of Pittsburgh.
Abstract
Background: The dynamic environment that surrounds healthcare compels restructuring within healthcare organizations. However, such structural changes are not always successful due partly to employees’ responses. Changes in organizational structure impact employees’ behaviors, attitudes, job satisfaction, and job commitment. Furthermore, the impacts of structural changes can be influenced by organizational culture embedded in an organization. Angkor Hospital for Children (AHC) is a non-governmental hospital in Siem Reap, Cambodia, providing inpatient and outpatient services, healthcare education, and community outreach to surrounding communities. Recently, AHC experienced major structural changes along with the expansion of its capacity. The purpose of this study is to explore organizational culture embedded in AHC and employees' perception of AHC’s organizational structure and organizational culture.
Methods: This study employed mixed methods. Organizational culture was identified using the Organizational Culture Assessment Instrument (OCAI), a questionnaire based upon the Competing Values Framework. Semi-structured interviews (SSIs) were conducted to explore hospital staff members’ perceptions of organizational structure and organizational culture.
Results: In total, 504 questionnaires were distributed, and 267 were included in the analysis (53% response rate). The dominant culture at AHC was “clan” culture. The result of thirteen SSIs showed that participants recognized the changes in organizational structure at AHC as evident in organizational size, configuration, leadership structure, and formalization. The SSIs also revealed that participants put great values on close relationships, good communication, transparency, and fairness. SSIs participants considered that the changes in organizational size and configuration negatively impacted their professional relationships and communication channels. And they perceived the changes in leadership structure and formalization positively because of the influence on transparency and fairness.
Conclusion: Employee’s attitudes toward the changes in formal organizational structure depend on how those changes influenced employees’ values and beliefs, which are not always explicit but are incorporated in organizational culture.
Public Health Significance: This study suggests that understanding employees’ attitudes, values, and beliefs helps hospital administrations to make proposed structural changes successful in order to improve quality of care and services to patients and the communities.
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Details
| Item Type: |
Other Thesis, Dissertation, or Long Paper
(Master Essay)
|
| Status: |
Unpublished |
| Creators/Authors: |
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| Contributors: |
| Contribution | Contributors Name | Email | Pitt Username | ORCID  |
|---|
| Committee Chair | Barron, Gerald M. | gbarron@pitt.edu | UNSPECIFIED | UNSPECIFIED | | Committee Member | Russell, Joanne | joanner@pitt.edu | UNSPECIFIED | UNSPECIFIED | | Committee Member | Turner, Claudia | claudia@angkorhospital.org | UNSPECIFIED | UNSPECIFIED |
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| Date: |
26 March 2018 |
| Date Type: |
Completion |
| Number of Pages: |
74 |
| Institution: |
University of Pittsburgh |
| Schools and Programs: |
School of Public Health > Health Policy & Management |
| Degree: |
MPH - Master of Public Health |
| Thesis Type: |
Master Essay |
| Refereed: |
Yes |
| Date Deposited: |
31 May 2019 16:43 |
| Last Modified: |
31 May 2019 16:43 |
| URI: |
http://d-scholarship.pitt.edu/id/eprint/33790 |
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