An Approach Model for Employees’ Improving Quality of Work

Persian J Publ Iranian J Publ wellness, Vol. 36, no(prenominal) 4, 2007, pp. 81-86 wellness, Vol. 36, No. 4, 2007, pp. 81-86 genuine Article An draw near Model for Employees emend woodland of pee-pee Life (IQWL) *H Dargahi 1, J Nasle Seragi 2 1 Dept. of Health burster direction, tame of Allied Health Medicine, medical Sciences/University of Tehran, Iran 2 Dept. of Occupational Health, School of Public Health, Medical Sciences/University of Tehran, Iran Abstract ch Keywords Quality of breeding, Model, Employees, Iran iveBackground Organizational features heap preserve how employers view on their QWL is an important consideration for employees interested in improving employees wrinkle cheer. The research report here aimed to show the processes uptake to investigate and execute a pathway for TUMS Employees Improving of Quality of Work Life as an go active get. Methods A Quality of Work Life strategical plan perpetration was formed to steering on enhancing TUMS employees attrisolelye of written report sprightliness. In the next step 30 QWL teams consisting of managers and employees were conducted in all(prenominal) of 15 as solely of TUMS Hospitals. commissioning members set similar call themes of dis contentment. Based on the key themes identified, a survey was substantial by QWL strategic Planning by the questionnaires which distributed to 942 employees and 755 of them were returned. The collected selective information were saved by SPSS software and canvas by statistical method. Results The results from the survey showed that the comprehend intemperateest areas among 12 categories developed by QWL strategic Planning commission that employees agreed to reform on their QWL were parley, leading financial an non- pecuniary compensation and harbor.This delegacy valued the outcomes of QWL managers and employees teams to improve the employees, tincture of practice life at 15 TUMS Hospitals. Conclusion The QWL strategical Planning delegacy recommend a new access model to suggest the ways which awful on the employees improving QWL. Introduction in that location is non a common reliable definition for reference of work life. In wellness wangle musical arrangements, such as hospitals, tone of voice of work life (QWL) has been describe as referring to the strengths and weakness in center work surround (1). Organizational features can affect how employees view on their quality of work life.It is an important consideration for employees to be interested in improving their line of work satisfaction (2). Organizational features such as policies and procedures, lead style, operations, and general contextual factors perplex a profound effect on how employees view the quality of their work life. QWL is an umbrella term which includes many concepts. Because the perceptions held by Ar of SI employees play an important graphic symbol in their decision to enter, stay with or leave an makeup, it is important that employees perceptions be include when assessing QWL (3).Achievement of the improving quality of work life (IQWL) promotes the better use of real workforce skills and increased employees involvement. Most importantly, it encourages and prolongs the sweetening of the internal skills base to constitute a more professional, motivated and efficient workings environment. There are several frameworks used by organizations to improve their execution by the culture of their employees. The standard framework supports endless receipts by encouraging managers to evaluate the internal 81 *Corresponding fountain Tel +98 21 88965608, Fax +98 21 88951775, E-mail email&160protected ums. ac. ir D (Received 19 Jan 2007 accepted 6 Aug 2007) www. SID. ir H Dargahi, J Nasle Seragi An Approach Model for Materials and Methods To assist in achieving define objectives and recognition of quality work life issues and indicators, the Quality of Work Life strategic Planning Committee was formed in Tehran university of Medical Sciences. The members of this citizens committee were twain hospital medical managers, two hospital administrators and champion occupational health technological teamed to gather to determine strategic intend and priority to focus on enhancing the quality of work life of TUMS Employees.In the first gear meeting, this committee ensured a continued fealty to improve and focus on the QWL of TUMS Hospitals Employees as an approach model and recommended that 30 QWL teams consisting of mangers and employees were conducted in all fifteen of TUMS hospitals. humprs teams were formed with TUMS Hospitals Nursing Administrators and Head of clinical and collateral departments. Employees teams were formed with representatives of TUMS Nursing, Supportive and Paramedical employees.QWL committee members spent spare time to gather the information virtually the employees improving QWL at for individually one hospital. pursuit sev- ive ch 82 Ar o f SI Results functions which inning their organizations, effectiveness. Such functions include performance worry mechanisms, employees parcel outer development, and employees involvement. A assay a tested framework allows health grapple organizations such as hospitals to talk key issues that are of concern for hospitals (4). Therefore, a mellowed QWL is essential for health care organizations to continue to attract and retain employees (5).QWL is a comprehensive course designated to improve employees satisfaction (6). Several studies found a strong social intercourseship between undertaking satisfaction and QWL for health care organizations employees (7). The research reported aimed to grant the processes used to investigate and implement a pathway for TUMS Hospitals Employees as an approach model to improve QWL for them. eral meetings, 30 QWL teams identified similar key common themes of dissatisfaction. These entropy are showed in Fig. 1. QWL teams declared these data to QWL strategic Planning Committee.At first, establish on the identified key themes a make sense of 12 areas were developed by the QWL strategical Planning Committee (Fig. 2). In the next step, a cross- sectional, descriptive and analytic survey with 942 employees as 20% of total employees at 15 TUMS hospitals were asked to rate of their contract or disagreement in relation to a series of statements using Lickert example Scale were developed by QWL Committee as shown in Fig. 2. However, the questionnaires were distributed to 15 TUMS Hospitals Employees and 755 of them were returned, the reply rate achieved to 90%.A payoff of employees were chosen to offer written comments. numerous of the comments mirrored those that were made in the QWL Teams and strategical Planning Committee. The collected data were analyze by SPSS software. The results were broken into four sections of employees tho managers, nurses, supportive (non- clinical) and paramedical employees. 2/3 of the e mployees believed that they were un comfortable because they could non inscribe in decision-making. Only 20% of the respond ants indicated that they were live up to and very satisfied with their job motivation. 54. % of the respondents believed that their managers and supervisors did not observe fundamentals of human transaction in their hospitals. 2/3 of the respondents had not blaspheme to their older focus. The vast mass (96. 9%) of the respondents indicated that they are paid not enough. The vast legal age (98. 4%) of the respondents indicated that they were ungratified with their job benefit. D www. SID. ir Iranian J Publ Health, Vol. 36, No. 4, 2007, pp. 81-86 The vast majority (92. 3%) of the employees believed that they were unsatisfied with coin defrayal to them. All of the employees expressed that they were unsatisfied with non cash payment to them. 72. 3% of the employees believed that they were unsatisfied with support from their supervisors. According to the results, there were no discernable differences among the four groups in their rating of respect. human resource issues relating to workload and staffing Management practices leaders issues Inadequate pay backs and income Loss of respect , trust and income among populate More involvement in decision making Identified indispensableness from assistance for employees to deal with burnout and change tending taking function is not support by TUMS Hospitals as a self-coloured Fig. 1 Dissatisfaction Themes form employees and managers QWL teams. 1. 2. 3. 4. 5. 6. 7. 8. 9. Organization commitment Trust Ar Fig. 2 intend of 12 dissatisfaction measures developed by QWL Strategic Planning Committee ch Support 11. compliments Monetary fee Non monetary Compensation Leadership Attendance management converse between managers and employees communion between managers and managers 0. boilers suit Communication 12. Recognition ive of SI 83 D www. SID. ir Poor colloquy between employees and management H Dargahi, J Nasle Seragi An Approach Model for Fig. 3 new-fangled Structural Approach Model to improve QWL at TUMS Hospitals, 2005 Discussion The results showed that the perceived strongest areas among 12 categories developed by QWL Strategic Planning Committee that employees agreed to improve on their QWL, were discourse, leadership, monitory and non monitory compensation , and support. ripened high scores for poor communication were remark between managers/supervisors with employees need improvement. Though, the developments of a communication strategy suggest establishing clear communication focusing on linkages between managers and employees. The roughly important predictable QWL belief the organization carries out is mission statement, groovy communication, uncorrupted organization support for training and development, good decision latitude and be satisfied with the organizations recognition of employees contribution (8). Areas outlined for leadership improvement include visibility of senior leaders, increased awareness of employees needs and perspectives including increase of opportunities for participitation in decision making. Canadian Nurses linkup Position Statement identified the avocation elements for which stakeholders in health care dramatic art have a responsibility staveing decisions establish on existence with direct foreplay from professional nurses. Opportunities for nurses at all levels to participate in decision making. 84 Ar h ive of SI Support for nurses to use evidence- base decision making (9). A formal, organization- wide carcass of monetary and non monetary compensation and rewarding employees for their accomplishments would be passing beneficial. Increased workload and fiscal simmpleness occurred in recent years, left employees pinch pressure in their jobs. It seems that the support organise at 15 TUMS Hospitals should be reviewed for improvement and available to employees, includin g review of workload and support from supervisors. Wood ward studied about supervisor social support scale of measurement included supervisor helpfulness. Concern the welfare of employees and ability to facilitate effective interaction among employees in a large command hospital at Ontario (10). The information that equanimous and analyzed by QWL managers teams and QWL employees teams in each TUMS Hospitals represented to QWL Strategic Planning Committee. QWL Strategic Planning Committee evaluated the results from this survey and developed new approach model to improve the employees, QWL at 15 TUMS Hospitals (Fig 3).The Chancellors Coordinating Committee on QWL was formed late 2002 to provide a point of coordination and support to rear the QWL for University of Californias Employees. The committee focused on ternion areas- communications, training and rewards. Recognition all of which D www. SID. ir Iranian J Publ Health, Vol. 36, No. 4, 2007, pp. 81-86 were identified as prio rities by the chancellors based on results of employees survey (11). One of the sign goal of the QWL Strategic Planning Committee was the collaborative effort to define what an organization looks like with a high QWL.The committee fashiond the following philosophy, which continuous to be famous to twenty-four hours An organization with a high QWL is an organization that promotes and maintains a work environment that results in excellence in everything it does-by ensuring aerofoil communication, respect, recognition, truss, support, well being and satisfaction of its members, twain personality and professionalism. The results of a survey were conducted in Canada at 2001 showed that QWL is a multidimensional prepare and a global evaluation of ones study and context.The implications of these pick uping are currently being deliberated as they relate to improving QWL with each health care organization (12). The QWL Strategic Planning Committee recommend 15 TUMS hospitals as new approach model to suggest the ways which impressive on the employees improving QWL as below Communication It investigates the ways not only to raise employees skills on the quality assurance system, but to keep the system up come acrossd and organized, ensuring edified and considerably available. Reward and recognition It will importantly improve one initiative includes the development of a star means program to allow all employees to fill out each other. Any employee that receives a star performer note is visited by TUMS Hospital of age(p) Management and presented with a QWL Star to recognize how important each of them is to the organization. Attendance Management It suggests turning the pre-existing attendance management policy from one that appears to punish employees for absenteeism, to one that rewarded employees for working to reduce their absenteeism.This may be achieved by developing a reward system for employees who worked for a three- month catch without taking o n unscheduled day off. Each ch ive quarter, a draw is held for prizes. To create further incentives, approval is received to create a grand prize for employees not to take day off and do additional work. There will be very positive feedback from employees and resulting in a reduction in absenteeism. Leadership It investigates leadership and literature attempting firstly to gain a better understanding of leadership techniques to find how practices at each TUMS Hospitals.The outcome to date is the development of a leadership reading program to educate our management on the concept of leadership. Support and Decision fashioning It investigates employees participitation in decision making is a good opportunities to be satisfied with their job. QWL in Health Care Services organizations accreditation is a major step preliminary. Many synchronic initiatives across Canada address employees QWL needs and concerns from contrastive angles.There is also significant occur in this directi on in the linked Status where the Joint Commission on Accreditation of Health Care Organization (JCAHO) has pull to improve the quality of health care work place (13). We look forward to perform our Approach Model outcomes to improve QWL of TUMS Hospitals Employees in future. Ar of SI References Acknowledgements We would like to thank Medical Sciences/Tehran University Hospitals senior managers and employees because this survey would not have been thinkable without their assistance.This research has been supported by Medical Sciences/Tehran University. The authors declare that they have no Conflict of Interests. 1. Knox S, Irving JA (1997). Interactive quality of work life model applied to organization. Jona, 27139-47. 2. Kruger P (2002). Organization predictors of job satisfaction findings from Canadian mul85 D www. SID. ir H Dargahi, J Nasle Seragi An Approach Model for 3. 4. 5. 6. 7. 86 Ar ch ive tisided quality of work life cross-sectional survey. BMC Health Services Researc h, 2(6)1-12.Yoder L (1995). Staff nurses career development relationships and self- reports of professionalism, job satisfaction, and designing to stay. Nurse Res, 44(5)290-97. Anonymous (2005). Improve the performance of your organization. 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