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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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Structural equation IPO model for the prediction of job satisfaction (Model 3). The figures on the paths are the standardized path coefficients. To ensure identifiability, the indicator paths leadership and structure and strategy were fixed to 1
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Fig2: Structural equation IPO model for the prediction of job satisfaction (Model 3). The figures on the paths are the standardized path coefficients. To ensure identifiability, the indicator paths leadership and structure and strategy were fixed to 1

Mentions: The high correlation between the two latent factors structure and strategy and leadership (.90) support the factor of a second-order organizational culture as theoretically assumed. Next, with the predictive models we took the modified confirmatory model (model 2) as the base and added this second-order factor as well as job satisfaction as criteria (model 3: IPO and model 4: IO). Good model fit proved to be stable for these prediction models (see Table 4). The first predictive model (model 3: IPO) has a better fit than model 2 (confirmatory model with second-order factor), rendering the global fit acceptable to good. Model 3 predicts 35 % of job satisfaction (see Fig. 2). Thereby - as expected - the association between each of the two subscales, structure and strategy and leadership, and the complete scale, organizational culture, is significant (βleadership = .99 and βstructure and strategy = .80, p < .001). Interprofessional teamwork is a significant predictor of job satisfaction (standardized regression weight: β = .80; p < .001), but organizational culture is not (β = −.033; p = .57). Next, when removing interprofessional teamwork with its six items from the IPO model, organizational culture becomes a significant predictor of job satisfaction (β = .47, p < .001). The fit of the IO model improved compared to model 3 (X2/df = 1.72 TLI = 97, CFI = .97 and RMSEA = .5). However, the explained variance in job satisfaction decreased to 24 % (R2) (see Table 4 and Fig. 3). All latent factors can be delimited from one another to a sufficient degree, as the correlations are always lower than the square root of average variance extracted (Fornell–Larcker criterion, [78, 82]).Fig. 2


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

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

Structural equation IPO model for the prediction of job satisfaction (Model 3). The figures on the paths are the standardized path coefficients. To ensure identifiability, the indicator paths leadership and structure and strategy were fixed to 1
© Copyright Policy - open-access
Related In: Results  -  Collection

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

Fig2: Structural equation IPO model for the prediction of job satisfaction (Model 3). The figures on the paths are the standardized path coefficients. To ensure identifiability, the indicator paths leadership and structure and strategy were fixed to 1
Mentions: The high correlation between the two latent factors structure and strategy and leadership (.90) support the factor of a second-order organizational culture as theoretically assumed. Next, with the predictive models we took the modified confirmatory model (model 2) as the base and added this second-order factor as well as job satisfaction as criteria (model 3: IPO and model 4: IO). Good model fit proved to be stable for these prediction models (see Table 4). The first predictive model (model 3: IPO) has a better fit than model 2 (confirmatory model with second-order factor), rendering the global fit acceptable to good. Model 3 predicts 35 % of job satisfaction (see Fig. 2). Thereby - as expected - the association between each of the two subscales, structure and strategy and leadership, and the complete scale, organizational culture, is significant (βleadership = .99 and βstructure and strategy = .80, p < .001). Interprofessional teamwork is a significant predictor of job satisfaction (standardized regression weight: β = .80; p < .001), but organizational culture is not (β = −.033; p = .57). Next, when removing interprofessional teamwork with its six items from the IPO model, organizational culture becomes a significant predictor of job satisfaction (β = .47, p < .001). The fit of the IO model improved compared to model 3 (X2/df = 1.72 TLI = 97, CFI = .97 and RMSEA = .5). However, the explained variance in job satisfaction decreased to 24 % (R2) (see Table 4 and Fig. 3). All latent factors can be delimited from one another to a sufficient degree, as the correlations are always lower than the square root of average variance extracted (Fornell–Larcker criterion, [78, 82]).Fig. 2

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