Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams.

Mirjam Körner,Jürgen Bengel,Markus A Wirtz,Anja S Göritz

doi:10.1186/s12913-015-0888-y

Abstract

BackgroundTeam effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis.MethodsA multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method).ResultsOf 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6 %). Three questionnaires were excluded (missing data greater than 30 %), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35 % of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R2 = 35 %) than in the IO model (R2 = 24 %).ConclusionsOur study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional teamwork and team effectiveness in health care are important.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-015-0888-y) contains supplementary material, which is available to authorized users.

Highlights

Team effectiveness is often explained on the basis of input-process-output (IPO) models
The results showed that 35 % of job satisfaction is predicted by a structural equation model that includes both organizational culture and Interprofessional teamwork (Hypothesis 2a)
IR, Indicator reliability; CR, Critical ratio; factor reliability (FR), Factor reliability; average proportion of variance (AVE), Average variance extracted ***p < .001, **p < .01 job satisfaction) and model 4 (IO: organizational culture – job satisfaction) showed that the effect of organizational culture is completely mediated by interprofessional teamwork

Summary

Introduction

Team effectiveness is often explained on the basis of input-process-output (IPO) models According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. In Germany, chronic care is provided in in-patient facilities (“rehabilitation clinics”) with interprofessional teams [2]. These teams consist of professionals of at least two health care disciplines who work together toward a common goal to achieve an optimal outcome for their patients [3,4,5,6]. IPO models describe the impact of input (e.g., organizational culture, team composition, structure of communication, task design) and the mediating process (e.g., communication, coordination, respect, conflict leadership) on team output To empirically examine an IPO model, researchers typically select several elements in the models [17,18,19,20]

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