Determining of the Motivational ability of the jobs at Teaching Hospitals Affiliated with Kerman University of Medical Sciences

• Main Authors: N Khalesi, MR Amir Esmaili, A Ghaderi
• Format: Article
• Language: fas
• Published: Iran University of Medical Sciences 2005-07-01
• Series: مدیریت سلامت
• Subjects: Motivation; Motivational Ability; Indicator of Potential Motivation.
• Online Access: http://jha.iums.ac.ir/article-1-135-en.html

Introduction: In all service organizations, such as hospitals, human resources are key factors therefore, employee motivation is important in achieving organizational goals. In addition to external factors, jobs can also provide employee motivation, provided that motivational factors are well considered when designing jobs. It seems that in the health sectors especially in hospitals, motivational factors have been neglected. This study is done to measure these factors at different job levels in hospitals through a job diagnostic survey (JDS). Methods: This was a cross - sectional study, carried out in winter -2005. The research population included 4 categories of employees (nursing, paramedical, administrative- financial and logistic) in teaching hospitals affiliated with Kerman University of Medical Sciences. The Sample population was 171 people who were selected through stratified sampling method form among the four abovementioned categories. Data collection was done using a questionnaire. Data analysis carried out on 149 completed questionnaires by SPSS software using one- sample t-test. Findings: The mean of each job dimension in this study was as follows: Task variety: 3.3 ± 0.85, task identity: 3.8 ± 1.83, task significance: 5.4 ± 0.92, autonomy: 3.8 ± 1.02, feedback: 4.8 ± 0.92; Potential ability of motivation: 80.7 ± 32.24. One - Sample T-test showed a significant difference between the means of task variety, task identity, autonomy, and their standard values. However, there was no significant difference between task significance in research and its standard value. Conclusion:Based on the findings, the jobs did not motivate the employees. To solve this problem some managerial techniques such as: job development, job enrichment, organizing working groups, providing feedback and job rotation in the short run and redesigning jobs based on job specification model in the long run, are recommended.