Given the importance of equal opportunity for all staff, this study will assist employers and policy makers better understand issues pertaining to engagement differences experienced by male, female and non-binary medical staff working in non-profit Australian hospitals by sex. A survey was emailed to all medical staff working at two public hospitals and five private hospitals in three states, seeking responses to 30 pre-determined items. The survey used a valid and reliable instrument which provided an overall index of medical engagement, against which male, female and non-binary respondents relative engagement is ranked highest to lowest. The results indicate that overall, male doctors (N=659) are more engaged than their female colleagues. Female doctors (N=316) working at the seven sites are less empowered and valued when compared to their male counterparts. The data also indicate that females feel the work culture is less collaborative than it is for males. This is particularly evident when comparing the results to the Australian (AU) norms. Non-binary doctors were significantly more disengaged compared to male and female colleagues. The results vary when compared by site, sex, jurisdiction, and sector. The profile of medical engagement varies at the sites, and by sex. Differences appear to be related to how valued and empowered doctors feel and whether they are encouraged to develop their skills to progress their careers. Activity aimed at female and non-binary staff are required to address the lower levels of engagement then their male counterparts, particularly for non-binary staff.

Employees’ perceptions of Person-Organization Fit (P-O Fit) can positively influence both individual work outcomes and overall organizational performance. This study aimed to examine the impact of P-O Fit on employee performance in enhancing health services at Community Health Centers. A quantitative study with an observational-analytic design and cross-sectional approach was conducted. A total of 188 respondents were selected from the population using stratified sampling. Data were analyzed using chi-square tests and multiple logistic regression. The results showed significant associations between value congruence (p=0.000), goal congruence (p=0.005), need fulfillment (p=0.002), and personality–culture congruence (p=0.002) with employee performance in improving health services. Among these, value congruence was the most influential factor (Exp(B)=9.859, p=0.012). These findings indicate that P-O Fit—particularly value congruence—is a critical determinant of employee performance and service quality in primary healthcare.

Background: Patient satisfaction is an essential indicator of healthcare quality, significantly impacting patient outcomes. Objective: This study aimed to evaluate patient perceptions and satisfaction with gynecology services at a private and a government hospital in Kathmandu, Nepal. Design: A descriptive, cross-sectional research design was employed, involving 330 patients (165 from each hospital) who were selected using purposive and non-probability convenience sampling. Setting: The study was conducted in one private and one public tertiary level hospital. Data were collected using the patient satisfaction questionnaire (PSQ-18) on a five-point Likert scale and analyzed with SPSS. Scores from each of the seven domains of the PSQ were identified and summed to calculate mean and standard deviation. To compare the satisfaction levels between two hospitals, the Mann-Whitney U-test was applied and Bonferroni correction was used to reduce the Type I error due to multiple comparisons. Results: Our study revealed that, 42.53% of female attending the gynecology OPD were satisfied in public hospitals and 47.85% from private hospital. Public hospitals scored better in terms of financial aspects, indicating a lower financial burden for patients. Overall, patients visiting private hospitals expressed greater satisfaction with the services provided. Conclusion: Satisfaction was found to better in the private hospital. These results suggest that improving the quality of care in government hospitals, particularly in communication and interpersonal interactions, while maintaining affordability, could enhance overall patient satisfaction.

Purpose: The prevalence of hypertension has escalated globally, affecting approximately 1.39 billion people worldwide out of an estimated global population of 8 billion, with two-thirds residing in low- and middle-income countries. This study aimed to estimate the prevalence of hypertension among adults in Sudan, assess hypertension control, determine the frequency of undiagnosed hypertension, and identify associated risk factors. Method: A cross-sectional facility-based study was conducted at Primary Health Care centers in Karrari Locality, Khartoum State, Sudan, between April 2022 and January 2023, using a multistage sampling method. Two primary methods for data collection are direct interviews and anthropometric measurements. A P-value equal to or less than 0.05 was considered indicative of statistical significance, where the level of confidence was 95%. Findings: The study involved 385 participants, with 48.6% diagnosed with hypertension, 58.2% having controlled blood pressure, 41.8% uncontrolled, and 6.5% undiagnosed, resulting in a total HTN prevalence of 55.1%. Notably, 44.4% of those with diagnosed HTN were non-smokers, and 37.9% reported never exercising. Central obesity was more prevalent among those diagnosed (63.3%). Increasing age (B = 0.030, p = 0.002) and male sex (B = 0.087, p = 0.029), higher waist circumference (B= 0.132, p= 0.002), were significant risk factors, while exercise frequency (B = -0.172, p = 0.001) and lower salt intake (B = 0.327, p = 0.001) were linked with reduced risk. Overall, the findings highlight a significant burden of HTN and its risk factors in the population studied. Conclusion: This study underlines the high prevalence of hypertension in Khartoum, Sudan, with age, male sex, and central obesity as important risk factors, urging the need for improved measures.

Background: Organizational commitment, as a significant motivator, plays a crucial role in delivering high-quality healthcare services. This study was conducted to investigate the factors affecting the organizational commitment of hospital staff in the southern region of Iran and to evaluate its impact on employees' performance in delivering quality healthcare services. Methods: This is mixed methods study (quantitative and qualitative) conducted in 2023. In the quantitative phase, 103 personnel with using census method selected. The Allen and Meyer questionnaire was distributed among them and analyzed using the Smart PLS-3 software. In the qualitative phase, 11 hospital employees were purposefully interviewed to investigate the factors influencing their organizational commitments. Qualitative data analysis was performed using a content analysis. Results: The results indicate that emotional commitment with a path coefficient of 0.61 and a t-value of 80.5, continuous commitment with a path coefficient of 0.68, a t-value of 75.6, normative commitment with a path coefficient of 0.66, and a t-value of 6.32, have a positive and significant relationship with employee performance. Finally, participants mentioned individual, emotional, job-related, social, and economic factors as the most significant reasons for organizational commitment. Conclusion: Organizational commitment has a significant positive relationship with employee performance. Hospitals need to implement organizational reforms to fulfill employees' organizational commitment. It is suggested that hospital managers take effective steps towards improving employees' organizational commitment by creating communication networks and using motivational methods.

Objective: To evaluate the effect of an extended-hours emergency department (ED) clinical pharmacy service (8am–9pm, seven days a week) on hospital length of stay (LOS) for high medication needs (high-needs) general medicine unit (GMU) patients. Methods: This retrospective cohort study was conducted across three EDs within the same health network from March to September 2022. The study compared high-needs GMU patients who were provided a best possible medication history (BPMH) by an ED pharmacist (ED-BPMH) versus BPMH completed on the ward by a GMU inpatient ward pharmacist (GMU-BPMH). Primary outcome was inpatient LOS. Secondary outcomes included ED and total LOS. Data collected included patient demographics (age, sex), home medications, discharge disposition and Charlson Comorbidity Index (CCI), derived from ICD-10 coded records. Results: Analysis of 3,277 patients (1,597 ED-BPMH, 1,680 GMU-BPMH) revealed balanced groups with respect to age, CCI and number of home medications with a median of 83.3 vs 83.2 years; 4.0 vs 4.0; 10.0 vs 10.0, respectively. However, the GMU-BPMH group contained a higher proportion of male sex (48.4% vs. 45.1%). After adjustment for confounders, the estimated median difference for LOS was -0.71 days (-17.0 hours) lower in the ED-BPMH group (95% CI: -1.10, -0.32; p<0.001). Median differences in ED and total LOS between groups were +0.32 days (95% CI: 0.29, 0.35; p<0.001) and -0.49 days (95% CI: -0.88, -0.10; p=0.01), respectively. Key findings: ED pharmacist review was associated with a 7.9% (0.49 days) reduction in total length of stay compared to ward pharmacist review of similar patients. The ED pharmacy service also resulted in a 12.5% (0.71 days) reduction in inpatient length of stay. Conclusions: In high-needs GMU patients with a high medication burden, the extended-hours ED clinical pharmacy service was associated with shorter inpatient and total LOS, despite longer ED stay.

India’s pluralistic health system officially recognizes both modern medicine and AYUSH (Ayurveda, Yoga & Naturopathy, Unani, Siddha, Homoeopathy). The Ayushman Bharat initiatives now seek to integrate these traditions with digital health infrastructure. This study proposes a management framework for integrating AYUSH services into public hospital digital platforms. We review policies and data on AYUSH utilization—over 755,780 registered practitioners and 3,844 AYUSH hospitals—and assess digital health progress, including Ayush Grid EHR systems and the eSanjeevani telemedicine platform. As of 2023, AYUSH doctors were posted in 6,891 PHCs, 3,149 CHCs, and 470 district hospitals, allowing patients to access traditional care alongside modern medicine. The Ayush Grid and Ayushman Bharat Digital Mission (ABDM) are linking AYUSH records with national health IDs. By 2025, hundreds of millions of digital health IDs had been issued, and AYUSH facilities incorporated into national registries. Telehealth uptake is growing: eSanjeevani has delivered over 276 million consultations, and dedicated AYUSH telemedicine guidelines were released in 2020. Early pilots show promise, with over 20,000 AYUSH teleconsults delivered and 1,518 Health & Wellness Centres functional. However, integration remains uneven. Only 37 of 137 planned integrated AYUSH hospitals were operational by 2023. Barriers include limited interoperability, inconsistent EHR use, low digital literacy, and fragmented governance. Drawing on thematic analysis, we propose a framework with four pillars: (1) Technology Infrastructure—expand ABDM-compatible platforms like AHMIS; (2) Standards & Data Integration—develop harmonized AYUSH vocabularies and coding protocols (e.g. ICD-11); (3) Capacity Building—joint training for AYUSH and allopathic providers; (4) Governance—establish inter-ministerial forums and allocate integration-specific funding. If implemented effectively, this strategy can scale holistic, patient-centered care and transform public hospitals into inclusive, digital-integrated health systems.

Aim: This study aimed to determine the correlation of informal intra-organizational communication with organizational trust and organizational communication satisfaction among Iranian psychiatric nurses. Design: This cross-sectional descriptive study was conducted from October to November 2020 to analyze and visualize informal intra-organizational communication among nurses. Method: The current research was conducted on 154 nurses, head nurses, supervisors, and the matron working at Roozbeh Psychiatric Hospital in Tehran, who were selected using a census method. In order to comply with ethical considerations in sampling for social network analysis (SNA) studies, a list was designed including all 168 nurses working at the hospital. Results: The majority of nurses reported having informal communication with their colleagues, and a significant proportion (47%) believed that information obtained from this informal communication was sometimes valuable for them. The results revealed that nurses’ informal communication network was significantly correlated with organizational trust (p≤0.02, X2=7.81) and communication satisfaction (p≤0.01, X2=21.82). Conclusion: Informal communication in the nursing workplace should not be overlooked. Given the physical, psychological, and organizational impacts of informal workplace communication on nurses working at hospitals and healthcare centers, nursing managers and policymakers should develop systematic and precise plans to recognize, prevent, and manage this phenomenon.

Background: The global shortage of nurses presents a serious challenge, making the retention of skilled nursing staff a critical concern for healthcare institutions. Objectives: This study aimed to assess the intent to stay among nurses working at a cancer-specialized centre in Oman, to examine the correlation between nurses’ job satisfaction and their intent to stay, to explore the relationship between nurses’ personal characteristics and their intent to stay. Methods: A cross-sectional study was conducted from June 2024 to August 2024, involving 131 nurses employed at a specialized cancer centre in Oman. Data were collected using a validated self-administered questionnaire. Results: The findings revealed a relatively high mean score for intent to stay (M = 3.64, SD = 1.26), indicating a strong willingness among nurses to remain at the centre. Pearson correlation analysis showed a statistically significant moderate positive correlation between job satisfaction and intent to stay. Among personal characteristics, only age and nationality were significantly associated with intent to stay. Conclusions: This study provides valuable insights into the factors influencing nurses' intent to stay at a specialized cancer centre in Oman. There is a need for healthcare institutions to focus on improving job satisfaction and implementing targeted strategies to retain skilled nursing staff.

Health managers often assume leadership roles with limited formal training. Health managers face ongoing constraints in accessing continuous professional development opportunities related to management competency throughout their careers. The management competency of health service managers is crucial since they perform wide-ranging complex tasks including financial oversight, workforce management, and governance for patient safety. It is thus essential to identify and assess heath managers’ current competency levels to understand the development needs and plans for both organisational and system level capacity building strategies. A review of literature revealed a lack of studies specifically focused on assessing the competency of senior hospital managers in central level public hospitals in Nepal. While two studies were identified that examined managerial competency, the scope was limited to general hospital managers across all types of hospitals, without distinguishing senior leadership roles or central level hospitals. The two studies provided useful information but are limited because they were conducted prior to the federal democratic republic system in Nepal. With subsequent changes in the Nepalese health system, it is important to understand what the current level of management competency is for senior hospital managers in Nepal. Therefore, a quantitative cross-sectional study was conducted utilising the Management Competency Assessment Partnership (MCAP) self-assessment tool to measure the current competency level and identify the competency gaps. The study highlights competency gaps among senior hospital managers in areas such as resource management, evidence-based decision making, knowledge on healthcare environment, political acumen, and transition management. A sustained investment in competency building and development will enable senior hospital managers to negotiate the challenges of contemporary hospital systems with greater confidence and competency. Such development approaches ultimately contribute to the long-term success and sustainability of Nepalese hospital management and healthcare settings.