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|Title: ||The Influence of Psychological Capital and Organizational Culture on the Performance of the Health Organization|
|Authors: ||Cristina Oliveira, Ana|
|Issue Date: ||1-Feb-2019|
|Citation: ||Ana Cristina Oliveira, Lisete Mónico, Anabela Salgueiro-Oliveira, César Fonseca, Damasceno Dias, Pedro Parreira. The Influence of Psychological Capital and Organizational Culture on the Performance of the Health Organization (2019). In: Braga, L. M., Alves, E. C., Siman, A. G., Fani, M. O., & Santos, F. B. (2019). CISBETI 2019-International Congress of Health, Well-Being, Technology and Innovation. BMC Health Services Research, 19(1), 448. https://doi.org/10.1186/s12919-019-0166-9|
|Abstract: ||In Portugal, the Primary Healthcare reforms in progress since 2005
aimed to implement a new organizational culture focused on the
empowerment and psychological capital of its professionals signaling
a bottom-up process. Recent investigations point to the importance
of positive psychological capital and organizational culture in
organizational performance generating positive operational results
with job satisfaction.
Starting from the research question: "To what extent do the psychological
capital of professionals based on organizational culture impact
their organizational performance?" was performed an empirical, crosssectional,
retrospective, non-experimental, descriptive-correlational study
with a sample of 193 health professionals (doctors and nurses) from of
32 health units (Community Care Units, Personalized Health Care Units,
Family Health Units) that sought to assess the contribution of psychological
capital and organizational culture to organizational performance.
The Psychological Capital scale of Luthans, Youssef and Avolio was
used; Organizational Culture scale, by Cameron and Quinn based on
the Competing Values Framework; Organizational Performance Questionnaire
based on indicators of the internal contracting of ACeS; Job
Satisfaction of Brayfield and Rothe; and Intent on Leaving the
Organization of Meyer, Allen and Smith. Confirmatory factorial analysis
and reliability evaluation through Cronbach's alpha. The hypotheses
of correlation analysis, regression models and moderation
studies were tested.
The results suggest the existence of a positive relationship between
psychological capital, organizational culture, organizational performance
and job satisfaction. The regression models show that the US
typology explains 5% of the USF/UCSP organizational performance.
Organizational culture increases 11% (ΔR2) of organizational performance,
specifically due to the Flexibility factor. In total, the model explains
21% of the organizational performance of the USF/UCSP.
Psychological capital does not have a predictive effect on
organizational performance. However, the mediation studies show a
very significant indirect effect: β = .61 * β = .72 = β = .44. in which
the organizational culture has a mediating effect. Psychological capital
accounts for 38% of the variance in organizational culture that
explains organizational performance (β = .72). Organizational culture
mediates psychological capital over organizational performance with
a global effect of 42%.
The implications of the results obtained are important in the management
and training of health professionals given the importance of
developing an organizational culture that favours organizational performance.
Future research should be directed to the people, employees
and users of health services, to evaluate beyond the impact of culture
on the performance of the organization, the mediating effect it may
have on the effectiveness of the service provided to the citizen.
positive psychological capital, organizational culture, organizational
performance, job satisfaction, organizational commitment|
|Appears in Collections:||ENF - Artigos em Livros de Actas/Proceedings|
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