Background: Nursing care play essential role in determining quality health care services and patient outcomes. Missed nursing care (MNC) is any required patient care omitted in part or in whole, or significantly delayed by nurses. There is paucity of studies addressing Missed nursing care in hospital setting in Ethiopia. Thus, this study aimed to identify amount, type and distribution of missed nursing care across public hospital in southwestern Ethiopia.Methods: Facility based cross-sectional study using quantitative methods was conducted in eight public hospitals found in south west Ethiopia from March to April, 2018 using a modified miss care survey tool. All nurses working in inpatient units (422) were requested to participate and 386 of them respond to questioner, yield response rate of (91.4%). Descriptive statistics was performed for socio-demographic and work related characteristics. Multivariable linear regression was conducted using SPSS version 20 to identify the potential predictors of missed nursing care.Result: The average score for missed nursing care was 63.24 out of 120 (95 % CI 62.2–64.3) and the average emerged for each nursing intervention was 2.6 out of 5 (95 % CI 2.59–2.68). From the items of nursing interventions assessed, 289(74%) of nursing staff reported ambulation of patient of as the most frequently MNC, while only 134(34.7%) of nursing staff reported wound care procedure was frequently missed. Basic care intervention dimension was found to be the most frequently missed dimension with mean score of (2.86B0.5) and individual need care intervention dimension lowest mean score (2.41a0.4).Female in gender (β = -1.828, p < 0.001), working in tertiary hospital (β = -3.576, p = 0.001) and increased satisfaction to the level of team work (β = -2.635, p = 0.001) showed significant and protective factor for missed nursing care. Whereas absent from work (β = 10.337, p < 0.001) and increased patient load (β = .253, p = 0.003) found to be contributing factor for the overall MNC.Conclusion and recommendation: Essential Nursing cares are being missed frequently by significant proportion of nurses. This indicates the need to collaborative effort to reduce occurrence of MNC and improve quality nursing care.

Background:The difference in nursing care quality by institution has implications for both the organization and its clients. Though disparities in patient satisfaction, which is an interpersonal patient outcome with nursing care, have been reported between public and private hospitals, there has been little research on the study area. Objective: To compare the level of patients' satisfaction towards nursing care services among adult inpatients at Jimma Medical Center, and Oda Hulle hospital Jimma, southwest Ethiopia 2021. Methods: A comparative cross-sectional study design was used among 431 patients of Jimma medical center and Oda Hulle hospital from May 3 to July 3, 2021, using a systematic random sampling technique. The Newcastle scale of satisfaction was used to collect data, which was then entered into Epidata 4.6 and exported to SPSS version 26 for analysis. We used descriptive and logistic regression analysis. Results: Patient satisfaction at public and private hospitals was reported 54.2% (95% CI: 52.9-59.3) and 57.1% (95% CI: 55.2-61.7), respectively. In public hospital, the patient satisfaction was affected by being in the age group of 41-50 years (P = 0.006, AOR = 3), duration of stay in the ward (P = 0.002, AOR = 0.42,), cleanliness of the ward (P = 0.018, AOR = 1.8,), and admission history (P = 0.049, AOR = 0.60,). In private hospital (Oda Hulle), the patient satisfaction was affected by history of admission (P = 0.035, OR = 0.456), ward space (p = 0.007, AOR = 2.8), the perceived capacity of nurses (P = 0.002, AOR = 5.8) to pharmacy services (P = 0.032, AOR = 2.3,). Conclusion:Relatively the patient satisfaction towards nursing care in public hospital was lower compared to the private hospital, though no statistical difference (p = 0.225) observed. Illness history, cleanliness of the ward, Nurses make adequate visits and get their support when needed, Adequacy of ward space, the perceived capacity of nurses, and Access to pharmacy services were positively associated with patient satisfaction.

Background The healthcare service sector is confronting a global labor shortage. Despite this fact, health care professionals are still highly vulnerable to organizational injustice, which negatively influence organizational commitment, putting an additional burden on the health sector. Thus, this study aimed to investigate the correlation between organizational commitment and organizational justice among health care workers. Methods Facility-based cross-sectional study design was conducted among 395 health care professionals in the Jimma zone. Four Hospitals and 10 health centers were involved in the study randomly. The sample was distributed proportionally based on the number of health care workers. To select individuals, a systematic random sampling method was employed. Data were collected through self-report questionnaire using modified Alan and Mayer scale to measure organizational commitment and Niehoff and Moorman scale to measure organizational justice. The validity of the tools was checked using the reliability coefficient alpha and it was >0.7. The collected data were cleaned and entered into EpiData software version 3.1 and exported to SPSS version 20 for analysis. Descriptive and inferential statistics were done. Results This study revealed that 212 (53.7%) of the respondents scored a low level of organizational commitment. About half of the participants, 202 (52.2%), judged organizational justice were fair. All organizational justice dimensions showed a positive and significant correlation with all organizational commitment dimensions. Thus, the finding revealed that overall organizational commitment and organizational justice had a strong and positive correlation (r = 0.695**, P < 0.01). From the regression analysis distributive justice (B = 0.382, 95% CI: 0.31–0.45), and procedural justice (B = 0.17, 95% CI: 0.06–0.283) were among the factors affecting organizational commitment. Conclusion and Recommendation This study showed a strong link between organizational commitment and organizational justice. This suggests that organizational justice has been recognized as a motivator and factor influencing health care workers’ organizational commitment. As a result, enhancing organizational justice can help to maintain the commitment of healthcare workers and the facility’s capabilities.

Background Counterproductive behavior costs organizations and their members which will ultimately affect work-related outcomes and organizational success. Organizational justice has the potential to affect the level of counter productive behavior. However, there is a paucity of studies to show the link between counterproductive behavior and organizational justice dimensions in the Ethiopian health care system context. Therefore, the purpose of this research was to look into the link between organizational justice, and counterproductive work behavior among health care professionals. Methods The 395 study participants were chosen using a facility-based cross-sectional study methodology. A proportionate stratified systematic random sampling technique was deployed to select study participants from health facilities. Data was gathered using a structured self-report questionnaire by CWB Scale that was developed by Spector and Fox (2005) with Cronbach’s alpha of an average of (0.84–0.87). Data was obtained, cleaned, and entered by Epidata3.1. Finally, for descriptive and inferential statistical analysis, the data was exported to SPSS version 23.0. Results According to the findings, 159 (40.3%) of the study participants engaged in counterproductive job activities. Organizational justice was assumed to be fair by about half of the respondents, 202 (52.2%). Distributive Justice (=−0.141, p.05) was found to be a significant and negative predictor of counterproductive work behavior in the regression analysis. Age (β=−0.014, p< 0.05), the average number of hours worked every week (β=−0.009, p< 0.05), and experience (β=0.016, p< 0.05) were found to be significant predictors of the counterproductive work behaviors. Conclusion and Recommendation This study indicated that distributive justice show significant contribution in reduction of counterproductive work behaviour.As a result, improving organizational justice can aid to reduce counterproductive work behavior which in turn increases the facility’s productivity.

BackgroundThe quality of care is greatly compromised specially in resource limited settings that influence the uptake and continuation of use of family planning services. However, there is paucity of studies in Jimma Town public hospitals. Thus this study aimed to assess the quality of family planning services and associated factors in Jimma Town public hospitals, Southwest Ethiopia.MethodsA facility-based cross-sectional study design using both qualitative and quantitative methods was employed from March 25 to April 25, 2018. A total of 278 female family planning users (15–49 years old) in Jimma Town public hospitals were included in the study.The sample was calculated using single population proportion formula and consecutive sampling methods was used. Descriptive statistics and multiple logistic regressions were used for analysisis.ResultsThe mean waiting time of the client before getting service and mean consultation duration were23.5 and 12.5 minutes respectively participant who were unable to read and write were 64% less likely to be satisfied than those who were completed primary and secondary or preparatory schooling (AOR=0.363:CI:0.160,0.822), and clients who were waited for < 30 2minutes at waiting area were 2.7 times more likely to be satisfied than those who waited ≥ 30 minutes (AOR=2.769:CI:1.300,5.898).ConclusionsIn this study, the satisfaction of clients in family planning service was low. Waiting time and received information on what to do in cases of problems and educational level of clients were significant predictors of client satisfaction.