Organisational Culture in Residential Aged Care Facilities: A Cross-Sectional Observational Study

Abstract

BackgroundOrganisational culture is increasingly recognised as important for provision of high-quality long-term care. We undertook this study to measure organisational culture in residential aged care facilities in two Australian states.Methodology/Principal FindingsCross-sectional observational study in 21 residential aged care facilities in Western Australia (n = 14) and Queensland (n = 7), Australia. Staff and next-of-kin of residents participated. Measurement comprised surveys of facility staff and residents' next-of-kin, and structured observation of indicators of care quality. Staff tended to rate organisational culture positively. Some qualitative feedback from staff emphasised negative perceptions of communication, leadership and teamwork. Staffing levels were perceived as a dominant challenge, threatening care quality. Direct observation revealed variability within and between facilities but suggested that most facilities (n = 12) were in the typical range, or were quality facilities (n = 8).ConclusionThere was scope to strengthen organisational culture in participating aged care facilities.

Investigating the impact of a falls prevention community of practice in a residential aged‐care setting: a mixed methods study protocol

“…The culture in RAC organizations may also be lacking in terms of optimal communication, leadership and teamwork as perceived by their own staff members (Etherton‐Beer et al . ). The representation of RACF staff members as part of a falls prevention CoP has the potential to enable communication, leadership, idea sharing and collaboration.…”

Development and evaluation of an organisational culture change intervention in residential aged care facilities

“…Three areas of significance to the culture of residential aged care settings were identified from a review of the literature and our previous work: communication, teamwork and leadership . We have previously found evidence of substantial variability in experiences and perceived needs within this sector, highlighting the importance of locally tailored solutions.…”

“…In Western Australia, 20 control facilities from a previously conducted study, owned and operated by diverse providers, were invited to participate in a cross‐sectional study of organisational culture . A subset of these facilities (n = 3) also participated in development and evaluation of a new culture change intervention.…”

“…Three areas of significance to the culture of residential aged care settings were identified from a review of the literature and our previous work: communication, teamwork and leadership. 5,12,13 We have previously found evidence of substantial variability in experiences and perceived needs within this sector, 5 highlighting the importance of locally tailored solutions. These competing concerns led to development of an intervention with a standardised protocol, engaging facility staff in a participatory method to identify the actual local topics to be focused on to achieve organisational change within their individual facilities.…”

“…We, and others, have gathered evidence that teamwork, communication and leadership are consistently recognised as key elements of organisational culture that potentially influence staff and resident outcomes in care facilities. 5,12,13 It is also recognised that, although the residential aged care sector is often discussed as a homogeneous entity, there is considerable variability in culture and needs, 5 highlighting the importance of identifying local barriers and solutions in any change project. Our previous work 5 also identified the preferred format for interventions in RACF.…”