醫療機構組織創新氣候、護理人員創造力認知 與工作績效之相關性探討

The Relationship of Organizational Innovation Climate and Perception of Creativity to Job Performance among Nursing Staff in a Regional Teaching Hospital

王麗薇(Li-Wei Wang)

指導教授 ： 陳金淵

長榮大學/健康科學學院/醫務管理學系(所)/碩士(2012年)

https://doi.org/10.6833/CJCU.2012.00157

摘要

目的 在科技日新月異的時代，唯有不斷的創新、不斷的進化，才能適應不斷變遷的環境。而面對千變萬化的臨床情境，護理人員也時常無法依循單一的答案或原則去處理複雜的情況，需藉由創新思考與討論將訊息轉化為智識，並運用於日後的臨床實務中。本研究旨在探討護理人員創造力認知與工作績效的關係，以及組織創新氣候對其之影響。
方法 本研究採結構性問卷調查法，以南部某區域教學醫院臨床護理人員為對象，發放282份問卷，回收有效問卷264份，回收率為93.6%。回收問卷經整理後，以SPSS為工具，進行差異性、相關性及複迴歸等統計分析。
結果 組織創新氣候在年齡、任職部門、進階層級、職稱及年資中呈現顯著差異（p<0.05）。護理人員創造力認知的高低與任務績效（r=0.352, p<0.001）、脈絡績效（r=0.423, p<0.001）呈正相關。複迴歸分析顯示個人創造力認知會增加整體工作績效9.4%的解釋力；若以工作績效分構面來看，會增加脈絡績效11.2%的解釋力、增加任務績效5.4%之解釋力。在加入組織創新氣候變項後，對工作績效之解釋力提升為34.8%。而在組織創新氣候分構面中，則以資源提供（β=0.187, p=0.036）、領導效能（β=0.169, p=0.033）及學習成長（β=0.282, p=0.002）等對任務績效有顯著影響；在脈絡績效方面，則以領導效能構面（β=0.289, p<0.001）具有顯著影響。然而，個人創造力認知的預測方面，在組織創新氣候變項加入後，反而有下降的情形（β值由0.315降為0.219）。
結論 個人創造力認知對工作績效的表現受組織創新氣候的影響，其中以「資源提供」、「領導效能」及「學習成長」等構面影響較顯著，因此，單位主管者應抱持支持的態度、認同與回饋、充足的資源及鼓勵，有策略的進行溝通，並以開放尊重的態度面對新想法，提供一個優質、自主性、自由度高、足夠資源及具挑戰性等支持的環境，以激發個人創造力的發揮，幫助員工體認自我的重要性，提升工作績效。而在醫療機構方面，領導者應正視創造力工作環境的塑造，提升員工自我效能與創造力績效，必能營造一個具有高度創造性的組識，持久創新、提升績效、永續經營。

關鍵字

組織創新氣候 ； 護理人員 ； 創造力 ； 工作績效

並列摘要

Objectives Innovating and evolving are the ways to adapt to the change of the times while facing the advance development of modern science and technology that change every passing day. Accordingly, encountering the ever changing clinical conditions, nursing staffs should treat the complex conditions with flexible thinking. The messages need to be transformed into knowledge and apply them to the clinical practice through innovative thinking and discussion. Therefore, this study investigates the relationships between organizational innovation climate, perception of creativity and job performance among nursing staffs.
Methods A structured questionnaire was developed and 282 copies were distributed to nursing staffs in a southern regional hospital; 264 valid questionnaires were collected with an effective response rate of 93.6%. Differential analysis, correlation analysis, and regression modeling were conducted in this study by using the SPSS 18 for Windows.
Results The results illustrated that organizational innovation climate had significant differences with age, working sector,clinical ladder level, titles, and seniority(p<0.05). The positive correlation is existed between the level of perception of creativity and task performance(r=0.352,p<0.001).Inaddition, the positive correlation is existed between the level of perception of creativity and contextual performance(r=-0.423,p<0.01).The multiple regression models showed that the perception of individual creativity increased 9.4% explanatory power for the overall job performance. Meanwhile, in respect of the sub-dimension of job performance, the perception of individual creativity increased 11.2% and 5.4% explanatory power respectively for contextual performance and task performance. However, if the variance of the organizational innovation climate is considered, the explanatory ability of the perception of individual creativity increased to 34.8% for the overall job performance. Concerning the sub-dimension of the organizational innovation climate, provided resources(β=-0.292,p=0.036),leadershipeffectiveness(β=0.169,p=0.033), and learning and growth(β=0.282, p=0.002)showed significant effects on the task performance, respectively. In the contextual performance, the dimension of leadership effectiveness had significant effects. However, the perception of individual creativity showed decreased while the organizational innovation climate is concerned.
Conclusions According to the results presented, the perception of individual creativity to the manifestation of the job performance is influenced by the organizational innovation climate. Meanwhile, provided resources, leadership effectiveness, learning and growth are significant factors to the job performance. Therefore, sector leader should hold a supportive attitude, recognition and feedback, and sufficient resources and encourages to progress the communication strategically. Moreover, sector leader should provide a highly supportive environment with high-quality, independent, high degree of freedom, sufficient resources, and challenge to stimulate the individual creativity. To enhance the job performance, helping the staffs to realize self-awareness is the very important. For medical institutions, leaders should address to mold the work environment of creativity and to enhance the self-efficacy and creative performance of staff. It will lead to create a highly creative organization which possesses the characteristics of everlasting innovation, promoting performance, and sustainable management.

並列關鍵字

organizational innovation climate ； nursing staff ； creativity ； job performance

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