Organizational Culture and Commitment: The Impact of a Tri-Hospital Merger On Registered Nurses Employed On General Medical-Surgical Nursing Units

2.50
Hdl Handle:
http://hdl.handle.net/10755/150203
Type:
Presentation
Title:
Organizational Culture and Commitment: The Impact of a Tri-Hospital Merger On Registered Nurses Employed On General Medical-Surgical Nursing Units
Abstract:
Organizational Culture and Commitment: The Impact of a Tri-Hospital Merger On Registered Nurses Employed On General Medical-Surgical Nursing Units
Conference Sponsor:Sigma Theta Tau International
Conference Year:2001
Conference Date:November 10 - 14, 2001
Author:Jones, Janice
P.I. Institution Name:University at Buffalo, The State University of New York
Objective: An important aspect to be considered in the wake of hospital mergers, acquisitions and restructuring are the concepts of dual organizational commitment and multiple organizational cultures. This paper addresses differences in RNs' commitment to the organization in which he or she works versus the umbrella organization. The role of organizational culture in influencing commitment levels was also examined. This study is among the first to investigate differing organizational levels of these concepts in relation to professional nursing. Design: Quasi-experimental, correlational, descriptive study. Qualitative data was also collected via semi-structured telephone interviews. Sample: All full time and part time registered nurses who provide direct patient care on general medical-surgical nursing units from three hospitals (Hospitals A, B and C) involved in the merger process. The sample included 98 registered nurses, primarily female, with six months to twenty-six years of tenure. Setting: Three hospitals in WNY that provide primarily adult acute care services. These three hospitals have been involved in a merger process since 1996. Names of Variables or Concept: Organizational commitment, dual commitment, organizational culture. Measures/Instruments: RNs completed two versions of Mowday's Organizational Commitment Questionnaire that examined RNs' level of commitment to the hospital in which they were employed and to the newly formed umbrella healthcare system. Interviews were also conducted to assess the organizational culture changes that have occurred during this merger. Findings: RNs from the acquiring hospital (Hospital A) demonstrated a significantly stronger commitment to the newly formed umbrella healthcare system than the nurses from the acquired hospitals (Hospitals B and C). The majority of RNs were moderate in their commitment to both the organization's goals and values. The RNs at all three hospitals showed significantly greater commitment to their own particular hospital than to the umbrella healthcare system with expressions of a strong sense of organizational identity. A significantly positive relationship between organizational commitment to the hospital and to the umbrella healthcare system was also demonstrated. Conclusions: Moderate level of commitment reflected the nurses' attitudes expressed during the interview process: uncertainty of job status, work overload, and feelings of unappreciation. Diminishing loyalty and poor morale affects commitment in that the employee will be reluctant to exert efforts on behalf of the organization, a hallmark of organizational commitment. Implications: Dual commitment is viewed as an important goal of the newly formed healthcare system as the merger progresses to the level of departments and committees and a new corporate culture emerges. The organizational commitment construct becomes especially important as employees are asked to support the values, beliefs, and mission of a merged healthcare system. Low levels of commitment may precipitate nursing turnover, thus begetting a further shortage of RNs.
Repository Posting Date:
26-Oct-2011
Date of Publication:
10-Nov-2001
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleOrganizational Culture and Commitment: The Impact of a Tri-Hospital Merger On Registered Nurses Employed On General Medical-Surgical Nursing Unitsen_GB
dc.identifier.urihttp://hdl.handle.net/10755/150203-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Organizational Culture and Commitment: The Impact of a Tri-Hospital Merger On Registered Nurses Employed On General Medical-Surgical Nursing Units</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2001</td></tr><tr class="item-conference-date"><td class="label">Conference Date:</td><td class="value">November 10 - 14, 2001</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Jones, Janice</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">University at Buffalo, The State University of New York</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">jsylakow@buffalo.edu</td></tr><tr><td colspan="2" class="item-abstract">Objective: An important aspect to be considered in the wake of hospital mergers, acquisitions and restructuring are the concepts of dual organizational commitment and multiple organizational cultures. This paper addresses differences in RNs' commitment to the organization in which he or she works versus the umbrella organization. The role of organizational culture in influencing commitment levels was also examined. This study is among the first to investigate differing organizational levels of these concepts in relation to professional nursing. Design: Quasi-experimental, correlational, descriptive study. Qualitative data was also collected via semi-structured telephone interviews. Sample: All full time and part time registered nurses who provide direct patient care on general medical-surgical nursing units from three hospitals (Hospitals A, B and C) involved in the merger process. The sample included 98 registered nurses, primarily female, with six months to twenty-six years of tenure. Setting: Three hospitals in WNY that provide primarily adult acute care services. These three hospitals have been involved in a merger process since 1996. Names of Variables or Concept: Organizational commitment, dual commitment, organizational culture. Measures/Instruments: RNs completed two versions of Mowday's Organizational Commitment Questionnaire that examined RNs' level of commitment to the hospital in which they were employed and to the newly formed umbrella healthcare system. Interviews were also conducted to assess the organizational culture changes that have occurred during this merger. Findings: RNs from the acquiring hospital (Hospital A) demonstrated a significantly stronger commitment to the newly formed umbrella healthcare system than the nurses from the acquired hospitals (Hospitals B and C). The majority of RNs were moderate in their commitment to both the organization's goals and values. The RNs at all three hospitals showed significantly greater commitment to their own particular hospital than to the umbrella healthcare system with expressions of a strong sense of organizational identity. A significantly positive relationship between organizational commitment to the hospital and to the umbrella healthcare system was also demonstrated. Conclusions: Moderate level of commitment reflected the nurses' attitudes expressed during the interview process: uncertainty of job status, work overload, and feelings of unappreciation. Diminishing loyalty and poor morale affects commitment in that the employee will be reluctant to exert efforts on behalf of the organization, a hallmark of organizational commitment. Implications: Dual commitment is viewed as an important goal of the newly formed healthcare system as the merger progresses to the level of departments and committees and a new corporate culture emerges. The organizational commitment construct becomes especially important as employees are asked to support the values, beliefs, and mission of a merged healthcare system. Low levels of commitment may precipitate nursing turnover, thus begetting a further shortage of RNs. </td></tr></table>en_GB
dc.date.available2011-10-26T10:18:52Z-
dc.date.issued2001-11-10en_GB
dc.date.accessioned2011-10-26T10:18:52Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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