Research regarding the Influence of Knowledge Management Practices on Employee Satisfaction in the Romanian Healthcare System

Abstract

The aim of this paper is to investigate the impact of knowledge management practices on healthcare system employees' satisfaction. A hypothesized causal model concerning the connections between three facets of knowledge management (knowledge acquisition, knowledge sharing, and knowledge utilization) and job satisfaction is proposed. A convenience sample of 459 respondents was chosen from 20 health organizations, including hospitals, pharmacies and medical centers providing specialized medical services. For the construction and validation of the econometric model and the validation of the research hypotheses, structural equation modeling (SEM) and technical support of IBM SPSS Amos 24.0 were used. The research results showed that knowledge acquisition and knowledge utilization have significant positive effects on employee satisfaction, while knowledge sharing is associated with a decrease in satisfaction. Moreover, relationships are moderated by the type of healthcare provided. In the end of the paper, theoretical and managerial implications are discussed.

Knowledge management as a driver of performance in ambulatory healthcare – a systematic literature review through an intellectual capital lens

“…This bundle strengthens human, structural and relational capital. In two publications, Popa et al investigate KM initiatives enhancing knowledge acquisition and sharing within and beyond the organization (Popa et al , 2018; Popa and Ştefan, 2019). The knowledge acquisition initiatives increase human capital, while the knowledge sharing initiatives enhance relational capital.…”

“…Only four literature reviews (Balas et al , 2004; Lobach et al , 2012; Jacob et al , 2017; Aakre et al , 2018) and three original papers (Holbrook et al , 2009; Behkami and Daim, 2016; Popa and Ştefan, 2019) report on patient satisfaction, which is measured by questionnaire. Only three papers from the human-centered literature consider staff satisfaction (Hugenholtz et al , 2008; Popa et al , 2018; Popa and Ştefan, 2019).…”

“…Most studies examine linear connections between the KM initiatives and individual performance dimensions. Only three papers (Raymond et al , 2017; Mittal, 2019; Popa and Ştefan, 2019) examine the interactions of performance dimensions and two papers study interaction-effects between KM initiatives (Ziemer et al , 2006) and KM dimensions (Popa et al , 2018).…”

Modeling the Pathways of Knowledge Management Towards Social and Economic Outcomes of Health Organizations

“…Empirical studies have focused on the role of KM in different types of organizations and different organizational outcomes, which may be categorized into three main clusters: (1) managerial outcomes, such as operational performance [30], organizational effectiveness [21,23], and organizational performance (represented by quality, product and service innovation, and operating efficiency) [31]; (2) social outcomes, which may include employee satisfaction [32,33] and client satisfaction [26,31,34]; (3) financial (economic) outcomes including productivity [34], financial performance [26,31,35], and competitiveness [35]; and (4) measuring organizational performance across multiple interrelated perspectives [36,37,38,39,40,41] or interorganizational pathways [42], thus developing organizational performance assessment frameworks and models. For instance, Orzano et al [36] considered organizational performance based on quality, products/services, productivity, and workplace and patient satisfaction; whereas other authors [26,43,44] proposed a balanced scorecard (BSC) perspective.…”

Faculty and Work: Stress or Performance?

“…Generally, the Cronbach`s Alpha takes value within the 0-1 interval. However, to be an acceptable reliability coefficient, the Cronbach`s Alpha value must be above the generally accepted threshold of 0.7 (Opariuc-Dan, 2011; Popa et al, 2018;Popa & Ștefan, 2019). In the present paper, this coefficient was computed with the help of the SPSS statistics software and its values are illustrated in Table 2.…”