| Summary: | 碩士 === 長榮大學 === 醫務管理學系碩士班 === 106 === Introduction：The continuous stream of news related to medical organizations, such as nursing staff shortages, the workforce shortages of four major medical specialties, and violence in emergency medical care situations, have caused a significant shock to hospitals. However, with regard to organizational assets in a modern context, manpower is a source of organizational core competitiveness. As such, the question of how to stimulate staff to achieve their maximum potential and fully demonstrate their organizational performance is the most important issue, which organizations face in order to survive in fast-paced and competitive environments. Here, we will discuss the effect of incentive systems on the job performance of medical organization staff, and hope to further understand whether incentive systems affect worker performance as a result of emotional labor and employee engagement.
Methods：This is a cross-sectional study. Survey research was conducted among employees in a regional teaching hospital in Southern Taiwan. With the use of quota sampling, a total of 350 copies of the questionnaire were distributed, 342copies of which were valid. The response rate of (97%) was considered valid. In the study, each dimension was evaluated through descriptive statistics analysis, factor analysis, Pearson product-moment correlation, validity analysis and the hypothesis was tested with the application of structural equation modeling in order to understand the direct relationships among extrinsic and intrinsic motivators, job performance, employee engagement and emotional labor and analyze whether employee engagement and emotional labor are intermediary variables.
Resuls：(1) High levels of employees’ feelings regarding the execution of employees in the setting of extrinsic and intrinsic motivators are positively associated with job performance, employee engagement and emotional labor. (2) High levels of employees’ feelings regarding the execution of employees in the setting of emotional labor is positively associated with job performance while higher level of employees’ employee engagement is positively associated with job performance. (3) High levels of employees’ feelings regarding the execution of employees in the setting of emotional labor is positively associated with employee engagement. (4) As for execution of medical institution in the setting of extrinsic and intrinsic motivators, emotional labor and employee engagement toward employees are affected the increased job performance in employees.
Suggestions：This study aims to understand employees’ perceptions towards job performance, emotional labor, and employee engagement with regard to incentive systems. The results of this study show that incentive systems can be used to increase medical organization staff’s job performance, in addition to increasing employee’s emotional labor and professional commitment. These improvements, in turn, will increase employee morale, employee identification with organizational values, and willingness to expend greater effort for the organization. Furthermore, this will allow staff to provide more professional medical services to patients with positive attitudes and emotions, and may contribute to future academic and medical organization development.
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