Identyfikatory
Warianty tytułu
Satysfakcja pracowników z wymiernymi i niewymiernymi nagrodami w sektorze opieki zdrowotnej
Języki publikacji
Abstrakty
Satisfaction with the reward systems produces desired employee behaviors that, in turn, may produce high quality of service as well as financial benefits to the organization. This is especially important in sectors that play a major role in society as the public health care, which despite increased demand for staff, is experiencing an outflow of workers. The aim of this paper is to evaluate employees’ satisfaction with rewards among employees in a hospital selected from the public health care service in Poland. Results of this study showed what aspects of the rewards system need to be modified and also confirmed that satisfaction with reward is conditioned by demographic characteristics of employees.
Satysfakcja z systemów wynagradzania powoduje pożądane zachowania pracowników, które z kolei mogą zapewnić wysokiej jakości usługi, a także korzyści finansowe dla organizacji. Jest to szczególnie ważne w sektorach, które odgrywają ważną rolę w społeczeństwie, jak publiczna służba zdrowia, która pomimo zwiększonego zapotrzebowania na pracowników doświadcza odpływu pracowników. Celem niniejszego artykułu jest ocena satysfakcji pracowników z nagród wśród pracowników szpitala wybranego z publicznej służby zdrowia w Polsce. Wyniki tego badania pokazały, jakie aspekty systemu nagród wymagają modyfikacji, a także potwierdziły, że satysfakcja z nagrody zależy od cech demograficznych pracowników.
Czasopismo
Rocznik
Tom
Strony
17--27
Opis fizyczny
Bibliogr. 24 poz., tab.
Twórcy
autor
- AGH University of Science and Technology, Faculty of Management
autor
- The 5th Military Hospital with Polyclinic in Krakow
autor
- AGH University of Science and Technology, Faculty of Humanities
Bibliografia
- 1. Armstrong M., Brown D., 2006, Strategic Reward: Making it happen, London, Kogan Page.
- 2. Armstrong M., Cummins A., 2011, Reward Management Toolkit. NY: Kogan Page.
- 3. Bakker A., 2011, An Evidence-Based Model of Work Engagement, “Current Direction in Psychological Science”, 20(4).
- 4. Barber A., Dunham R.B., Formisano R.A, 1992, The impact of flexible employee benefits on employee satisfaction: A field study, “Personnel Psychology”, 45(1).
- 5. Benson S.G., Dundis S.P., 2003, Understanding and motivating health care employees: integrating Maslow's hierarchy of needs, training and technology, “Journal of Nursing Management”, 11.
- 6. Bhatnagar K., Srivastava K., 2012, Job satisfaction in health-care organizations, “Industrial Psychiatry Journal”, 21(1).
- 7. Brown D., Reilly P., 2013, Reward and Engagement, “Compensation & Benefits Review”, 45.
- 8. Cowherd D.M., Levine D.I., 1992, Product quality and pay equity between lower-level employees and top management: An investigation of distributive justice theory, “Administrative Science Quarterly”, 37(2).
- 9. Currall S.T, Towler A.J., Jude T.A, Kohn L., 2005, Pay satisfaction and organizational outcomes, “Personnel Psychology”, 68.
- 10. Gerhart B., Fang M., 2014, Pay for (individual) performance: Issues, claims, evidence and the role of sorting effects, “Human Resource Management Review”, 24.
- 11. Gerhart B., Milkovich G.T., Murray B., 1992, Pay, performance, and participation, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
- 12. Gerhart B., Rynes S.L., 2003, Compensation: theory, evidence, and strategic implications, Foundations for Educational Science, Sage Publications Inc., USA.
- 13. Henema H.G., Schwab D.P., 1985, Pay Satisfaction: Its Multidimensional Nature and Measurement, “International Journal of Psychology”, 20.
- 14. Igalens J., Roussel P., 1999, A study of the relationship between compensation package, work motivation and job satisfaction, “Journal of Organization Behavior”, 20.
- 15. Kautsch M., 2010, Specyfika zarządzania zakładem opieki zdrowotnej, [In] M. Kautsch (ed.) Zarządzanie w opiece zdrowotnej, Nowe wyzwania, Wolters Kluwer Polska Sp z o.o., Warszawa.
- 16. Lawler E.E., 1971, Pay and organizational effectiveness: a psychological view, New York, McGraw-Hill.
- 17. Lawler E.E.III, 2000, Rewarding Excellence, Pay strategies for the new economy, Jossey-Bass, San Francisco.
- 18. Micei M.P., Mulvey P.W., 2000, Consequences of Satisfaction with Pay Systems: Two Field Studies, “Industrial Relations: A Journal of Economy and Society”, 39(1).
- 19. Report of the European Foundation for the Improvement of Living and Working Conditions - employment and industrial relations in the health care sector, 2009, Dublin, Ireland.
- 20. Scott D., McMullen T., 2014, Assessing rewards effectiveness: A survey of rewards, hr and line executives, “WorldatWork Journal”, Fourth Quarter.
- 21. Scott D., Sperling R.S., McMullen T.D., Bowbin B., 2008, A study of pay communications: Methods for improvement of employee understanding, “WorldatWork Journal”, 17(3).
- 22. Shaw J., Gupta N., 2015, Let the evidence speak again! Financial incentives are more effective than we thought, “Human Resource Management Journal”, 25(3).
- 23. Shields J., Scott D., Bishop J., Golezer P., 2012, Pay perception and their relationship with cooperation, commitment and intent to quit, “International Studies of Management and Organizations”, 42(1).
- 24. Werbel J., Balkin D.B., 2010, Are human resource practices linked to employee misconduct? A rational choice perspective, “Human Resource Management Review”, 20(4).
Uwagi
Opracowanie ze środków MNiSW w ramach umowy 812/P-DUN/2016 na działalność upowszechniającą naukę (zadania 2017).
Typ dokumentu
Bibliografia
Identyfikator YADDA
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