病歷室人員組織承諾、工作滿意度對離職傾向之關聯性研究─以數家行政院衛生署醫院為例

The Correlations among Organizational Commitment, Job Satisfaction, Turnover Intention, etc. of Employees Working in a Medical Record Room: A Study Carried out at Several Hospitals Subordinate to DOH

黃蜀雯(Shu-Wen Huang) ； 葉德豐(Te-Feng Yeh) ； 謝宗佑(Tsung-Yu Hsieh)

《病歷資訊管理》 11卷1期 (2012/06) Pp. 42-64

https://doi.org/10.29741/JMHIM.201206.0004

摘要

背景：醫院員工的工作行為與工作感受之研究往往侷限於醫護人員，隨著醫院管理制度愈來愈複雜，醫院行政人員的工作感受與流動率也是醫院必須重視的。目標：本研究以10家公立醫院病歷室人員為對象，探討公立醫院病歷室人員的組織承諾、工作滿意度與離職傾向及其相關影響因素，以及組織承諾、工作滿意度對離職傾向的關聯性。方法：本研究以結構式問卷進行橫斷分析，問卷內容除個人特性外，組織承諾採用Meyer與Allen之量表，工作滿意度採用明尼蘇達滿意問卷短題本，離職傾向則採用Mobley等人之研究。本研究共發放402份問卷，有效回收243份，有效回收率為60.45%。結果：根據複迴歸模式的結果，在控制其他因素的影響後，僅親人支持度對整體組織承諾與3個構面有顯著影響；年齡、學歷與親人支持度對工作滿意度有顯著影響；在離職傾向中，年齡呈現負相關、未婚者顯著高於已婚者、有醫管學位者顯著高於無醫管學位者、親人支持度越高離職傾向越低。在組織承諾對離職傾向的影響方面，在複迴歸模式中，均僅有情感性承諾對離職傾向有顯著的負向影響；在工作滿意度對離職傾向的影響方面，複迴歸模式顯示內在滿意度與外在滿意度對離職傾向有顯著的負向影響；在同時考慮組織承諾與工作滿意度的影響時，僅情感性承諾對離職傾向有顯著負向影響。結論：根據結果可以發現，情感性承諾對於離職傾向最具影響力，顯示若能讓員工對醫院建立感情與歸屬感，便能讓員工願意持續留在醫院，為組織付出心力。員工對於工作環境的滿意度是決定是否繼續留任的重要因素，主管必須盡力維持良好的工作氣氛及提供足夠的激勵誘因，以打造良好的工作環境。對於高學歷以及擁有醫管學位者，醫院管理者應該提出更多元化的誘因，以提升其對工作的成就感，並可降低其離職傾向。

關鍵字

組織承諾 ； 工作滿意度 ； 離職傾向 ； 公立醫院 ； 病歷室

並列摘要

Background: The subjects of work behaviour and work perception research of hospital employees are often limited to medical care personnel. While the hospital management system is getting more and more complicated, the hospital supervisors ought to pay more attention to the work perception and turnover intention of the hospital administrative staff as well.Objectives: This study aimed at exploring the organizational commitment, job satisfaction, turnover intention, and other associated factors of medical records room staff in public hospitals, as well as the correlations among those factors. The medical record room staffs of ten public hospitals were selected for the study.Methods: A structural questionnaire was formulated and used for a cross-sectional analysis. In addition to personal characteristics, Meyer and Allen's scales were adopt to measure organizational commitment, while the short form of Minnesota Satisfaction Questionnaire was adopted to measure job satisfaction, and the study of Mobley et al was adopt to gauge turnover intention. In this study, 243 of 402 questionnaires were the effective collected. The effective response rate was 60.45%.Results: According to the results of the multiple regression models, after controlling other variable, family support was the only variable that significantly associated with overall organizational commitment and its three dimensions. Age, educational level and family support were significantly associated with job satisfaction. As to turnover intention, the results showed age is negatively correlated; unmarried employees or employees with Health Care Management degree have stronger turnover intention than those married or employees without such degree. Moreover, stronger family support leads to weaker turnover intention. The same models of the three organizational commitment dimensions showed that affective commitment was the only one significantly negatively associated with turnover intention. The regression models also showed that both intrinsic and extrinsic satisfactions were significantly negatively associated with turnover intention; and only affective commitment was significantly negatively associated with turnover intention, when both organizational commitment and job satisfaction were taken into account.Conclusions: According the results, affective commitment was the most powerful predictor for turnover intention. That is, hospital administrative staff members will be retained and devoted to their works if they have established belonging and affection with their hospitals. The satisfaction with working environment was an important factor for the staff member to decide to stay or resign. Therefore, hospital supervisors must build positive working atmosphere and provide adequate incentives for the staff to create a good working environment. To retain highly educated staff members or those with Health Care Management degree, hospital administrators should offer diversified incentives to promote the staff member's sense of achievement and reduce his/her turnover intention.

並列關鍵字

Organizational Commitment ； Job Satisfaction ； Turnover Intention ； Public Hospital ； Health Record Room