Background:One of the most important indexes of the health care quality is patient’s satisfaction and it takes place only when there is a process based on management. One of these processes in the health care organizations is the appropriate management of the waiting time process. The aim of this study is the systematic analyzing of the outpatient waiting time.Methods:This descriptive cross sectional study conducted in 2011 is an applicable study performed in the educational and health care hospitals of one of the medical universities located in the north west of Iran. Since the distributions of outpatients in all the months were equal, sampling stage was used. 160 outpatients were studied and the data was analyzed by using SPSS software.Results:Results of the study showed that the waiting time for the outpatients of ophthalmology clinic with an average of 245 minutes for each patient allocated the maximum time among the other clinics for itself. Orthopedic clinic had the minimal waiting time including an average of 77 minutes per patient. The total average waiting time for each patient in the educational hospitals under this study was about 161 minutes.Conclusion:by applying some models, we can reduce the waiting time especially in the realm of time and space before the admission to the examination room. Utilizing the models including the one before admission, electronic visit systems via internet, a process model, six sigma model, queuing theory model and FIFO model, are the components of the intervention that reduces the outpatient waiting time.
IntroductionThe length of stay (LOS) in hospitals is a widely used and important criteria for evaluating hospital performance. The aim of this study was to determine factors affecting LOS in teaching hospitals of Qazvin Providence.MethodsIn this cross-sectional study, patients’ health records were randomly selected from archives in teaching hospitals of Qazvin in 2013. Data were collected through a data entry form and were analyzed using Kolmogorov–Smirnov, Kruskal–Wallis, and Mann–Whitney U tests at the significant level of 0.05.ResultsThe mean of hospital LOS was 5.45 ± 6.14 days. Age, employment, marital status, history of previous admission, patient condition at discharge, method of payment, and type of treatment had an impact on LOS (p<0.05). Other factors, including gender, place of residence, and type of admission, did not affect LOS.ConclusionBecause hospitals consume a perceptible part of resources in a health system, controlled and optimized use of its resources help to save a lot. Therefore, this study showed many clinical and nonclinical factors affect LOS in evaluating these factors, which may reduce inappropriate hospital stays and decrease costs.
Background & Aim: Nursing shortage is a growing global challenge in healthcare organizations. Promoting nurses’ organizational commitment may help alleviate nursing shortage. This study sought to evaluate the relationships between organizational commitment, job satisfaction, organizational justice, and self-efficacy among nurses.
Materials & Methods: This cross-sectional study was conducted on 401 Iranian nurses randomly selected through two-stage cluster sampling. Data were collected using self-administered questionnaires and analyzed using the SPSS (v.17.0) and the Amos (v.17.0) software.
Results: The goodness of fit indices were as the following: χ2/df=2.76 (P<0.001), GFI=0.93; AGFI=0.87, NFI=0.96, RMSEA=0.068, and CFI=0.95. Organizational commitment had significant positive relationships with self-efficacy (β3=0.28, P<0.001) and job satisfaction (γ3=0.73, P<0.001), while organizational justice had significant positive relationship with job satisfaction (γ2=0.89, P<0.001). Moreover, job satisfaction had a mediating role in the relationship of organizational justice with organizational commitment.
Conclusion: Hospital managers can promote nurses’ organizational commitment through employing strategies to enhance their perceived organizational justice and thereby, improving their job satisfaction.
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