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

Körner M, Wirtz MA, Bengel J, Göritz AS - BMC Health Serv Res (2015)

Bottom Line: Team effectiveness is often explained on the basis of input-process-output (IPO) models.Our study results underpin the importance of interprofessional teamwork in health care organizations.Further studies investigating the organizational culture and its impact on interprofessional teamwork and team effectiveness in health care are important.

View Article: PubMed Central - PubMed

Affiliation: Medical Psychology and Medical Sociology, University of Freiburg, Hebelstr. 29, 79104, Freiburg, Germany. mirjam.koerner@mps.uni-freiburg.de.

ABSTRACT

Background: 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. The aim of this study was to examine the relationship between these three aspects using structural analysis.

Methods: A 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).

Results: Of 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 (R(2) = 35%) than in the IO model (R(2) = 24%).

Conclusions: Our 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.

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Model of the impact of organizational culture on teamwork and job satisfaction (IPO model)
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Fig1: Model of the impact of organizational culture on teamwork and job satisfaction (IPO model)

Mentions: Few studies have tested the mediating effects of team process variables based on the IPO model [66]. To the best of our knowledge, no study has combined organizational culture, interprofessional teamwork and job satisfaction. We developed our model (see Fig. 1) using the IPO model [11, 12, 14, 15] as a framework and considering the abovementioned research on teamwork and the impact of organizational culture on job satisfaction. Based on previous findings [30, 33–35], we also tested whether job satisfaction can be predicted through interprofessional teamwork. Moreover, we do not limit our study to one professional group, such as nurses or physicians, as practiced in most other studies, but include all kinds of different health care professionals, because interprofessional teamwork is perceived as a key feature of the comprehensive chronic care approach in rehabilitation in Germany [24, 46, 48, 67, 68].Fig. 1


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

Körner M, Wirtz MA, Bengel J, Göritz AS - BMC Health Serv Res (2015)

Model of the impact of organizational culture on teamwork and job satisfaction (IPO model)
© Copyright Policy - open-access
Related In: Results  -  Collection

License 1 - License 2
Show All Figures
getmorefigures.php?uid=PMC4477418&req=5

Fig1: Model of the impact of organizational culture on teamwork and job satisfaction (IPO model)
Mentions: Few studies have tested the mediating effects of team process variables based on the IPO model [66]. To the best of our knowledge, no study has combined organizational culture, interprofessional teamwork and job satisfaction. We developed our model (see Fig. 1) using the IPO model [11, 12, 14, 15] as a framework and considering the abovementioned research on teamwork and the impact of organizational culture on job satisfaction. Based on previous findings [30, 33–35], we also tested whether job satisfaction can be predicted through interprofessional teamwork. Moreover, we do not limit our study to one professional group, such as nurses or physicians, as practiced in most other studies, but include all kinds of different health care professionals, because interprofessional teamwork is perceived as a key feature of the comprehensive chronic care approach in rehabilitation in Germany [24, 46, 48, 67, 68].Fig. 1

Bottom Line: Team effectiveness is often explained on the basis of input-process-output (IPO) models.Our study results underpin the importance of interprofessional teamwork in health care organizations.Further studies investigating the organizational culture and its impact on interprofessional teamwork and team effectiveness in health care are important.

View Article: PubMed Central - PubMed

Affiliation: Medical Psychology and Medical Sociology, University of Freiburg, Hebelstr. 29, 79104, Freiburg, Germany. mirjam.koerner@mps.uni-freiburg.de.

ABSTRACT

Background: 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. The aim of this study was to examine the relationship between these three aspects using structural analysis.

Methods: A 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).

Results: Of 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 (R(2) = 35%) than in the IO model (R(2) = 24%).

Conclusions: Our 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.

Show MeSH