Abstract
BackgroundIt is of importance and urgency for hospitals to retain excellent nursing staff in order to improve patient satisfaction and hospital performance. However, it was found that simply increasing the salary is not the best method to resolve the problem of lacking nursing staff; it is necessary to focus on the impact of non-monetary factors. The delicate relationship between organizational justice, organizational trust, organizational identification, and organizational commitment requires investigation and clarification from more studies if application in nursing practice is to be expected. Therefore, this study was to investigate how the organizational justice perception could affect nurses’ organizational trust and organizational identification, and whether the organizational trust and organizational identification could encourage nurses to willingly remain in their jobs and commit themselves to the hospitals.MethodsA cross-sectional design was used. Questionnaires were distributed in 2013 to a convenience sample of 400 registered nurses in one teaching hospital in Taiwan: 392 were retrieved. Of these, 386 questionnaires were valid, which was a 96.5 % response rate. The SPSS 17.0 and Amos 17.0 (structural equation modeling) statistical software packages were used for data analysis.ResultsThe organizational justice perceived by nurses significantly and positively affects their organizational trust (γ11 = 0.49) and organizational identification (γ21 = 0.58). Organizational trust (β31 = 0.62) and organizational identification (β32 = 0.53) significantly and positively affect organizational commitment.ConclusionsHospital managers can enhance the service concepts and attitudes of frontline nursing personnel by maximizing organizational justice, organizational trust and organizational identification. Nursing personnel would then be motivated to provide feedback to the attention and care provided by hospital management by demonstrating substantial improvements in their extra-role performance. Improved service concepts and attitudes would also facilitate teamwork among colleagues, boost the morale of the nursing faculty and reduce resignations and career changes.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-015-1016-8) contains supplementary material, which is available to authorized users.
Highlights
It is of importance and urgency for hospitals to retain excellent nursing staff in order to improve patient satisfaction and hospital performance
This study indicated that organizational justice can predict trust in and support for organizations and supervisors within organizational trust, thereby predicting organizational citizenship behavior and performance
The major finding of this study is that the organizational justice perceived by nurses has a significant positive association with their organizational trust and organizational identification; organizational trust in the hospital and organizational identification are positively associated with organizational commitment
Summary
It is of importance and urgency for hospitals to retain excellent nursing staff in order to improve patient satisfaction and hospital performance. This study was to investigate how the organizational justice perception could affect nurses’ organizational trust and organizational identification, and whether the organizational trust and organizational identification could encourage nurses to willingly remain in their jobs and commit themselves to the hospitals. The nursing department is the largest department, and nursing staff comprise 40– 60 % of total human resources. Chen et al BMC Health Services Research (2015) 15:363 organization, employees subjectively perceive the results and process as fair or unfair. This perception is defined as organizational justice [3, 4]. Numerous studies agree that the attitudes and behaviors of employees are affected by organizational justice. In the realm of organizational theory and organizational behavior, organizational justice has been a crucial concept and practice [4]
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
