Background This paper explores the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals and selected motivation factors that affect the attitude to work among medical doctors at public hospitals. Methods This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the levels of organizational performance of hospitals using the McKinsey model in the social aspect. A survey was conducted among physicians (n=249) with either surgical or nonsurgical specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the examined factors of job motivation and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were computed. The independent samples t-test was used to confirm any statistically significant differences between the independent groups. Normality was tested by the Kolmogorov–Smirnov test. Results The survey revealed that motivation factors related to “quality and style of supervision” have the greatest effect on the hospital’s organizational performance (Spearman’s rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” was rated as the lowest to affect organizational performance among the surveyed healthcare professionals (54% of physicians). Conclusion The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a possible role model) in order to establish specific rules on how to share performance feedback with among individual physicians. The present study contributes to literature on human resource management in the healthcare sector, highlighting the importance of social nonfinancial aspects in improving organizational performance in a hospital setting.

Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals. Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg's motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model. A survey was conducted among physicians (n = 249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman's rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples ttest was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov-Smirnov test. Results: The survey revealed that motivation factors related to "quality and style of supervision" have the highest effect on the organizational performance of hospitals (Spearman's rank correlation coefficient = 0.490; p < 0.001), whereas "performance feedback" has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals .Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model . A survey was conducted among physicians (n=249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test.Results: The survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Background: This paper explores the relationship between organizational performance of hospitals and selected motivation factors that affect the attitude to work among medical doctors at public hospitals.Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors and to measure the levels of organizational performance of hospitals in the social aspect. A survey was conducted among physicians (N=249) with either surgical or non-surgical specialty, in 22 departments/units of general public hospitals in Warsaw (Poland).Results: The survey revealed that motivation factors related to “quality and style of supervision” have the greatest impact on the hospital’s organizational performance (Spearman's rank correlation coefficient = 0.490; p<0.001), whereas “performance feedback” was rated the lowest among the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a role model) in order to establish specific rules on how to share performance feedback among individual physicians. This study makes a research contribution to literature on human resource management in the healthcare sector, highlighting the importance of social aspects in improving organizational performance in a hospital setting.