High Performance Work Systems that Promote Nurses' Job Performance at Main Mansoura University Hospital

摘要

Today, health care organizations live in a dynamic, ambiguous, and changeable environment. Due to these dynamics new challenges faces organizations to improve their performance through applying High Performance Work Systems (HPWS) and removing the obstacles in the direction of organizational effectiveness. However, on high-performance work systems define work environment as being comprised of a bundle of practices to engaged employees and positive individual, unit, and organizational outcomes. This bundle includes but extends beyond sufficient material resources and support for the work itself. It also encompasses managerial practices, such as an emphasis on worker discretion and participation in decision making; facilitation of communication and information sharing; and human resource management practices focused on developing workers’ skills and recruiting and retaining qualified workers. Hence, the present explore the relationship between nurses' perception of high-performance work systems and their job performance in surgical units at Main Mansura University Hospital. The study subjects include 57nurses working in all inpatient surgical departments at Mansoura University Hospital. Three tools were used for data collection, namely; Observation Checklist of Nurses, Performance, High Performance Work Systems Scale, and Opinion Questionnaire Sheet. The study findings indicated there were significant relationship between high performance work systems and nurses’ job performance. Furthermore, the hypothesis that there is some variable that effect on nurses performance which perceived by study subjects as physical working condition, workload, job security, nurses' job autonomy and role clarity. It is recommended to the developed high performance work system imposed by organizations should be included employment security; selective hiring; extensive training; self-managed teams and decentralized decision making; information sharing; transformational leadership; high-quality work and reduced status distinctions to improve nurses’ job performance and organizational outcomes.