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Hasanuddin University, Makassar 90245, Indonesia" "etiqueta" => "b" "identificador" => "aff0010" ] 2 => array:3 [ "entidad" => "Department of Hospital Management, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia" "etiqueta" => "c" "identificador" => "aff0015" ] 3 => array:3 [ "entidad" => "Department of Occupational Safety and Health, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia" "etiqueta" => "d" "identificador" => "aff0020" ] 4 => array:3 [ "entidad" => "Department of Nursing, Poltekkes Kemenkes Palu, Indonesia" "etiqueta" => "e" "identificador" => "aff0025" ] 5 => array:3 [ "entidad" => "Department of Epidemiology, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia" "etiqueta" => "f" "identificador" => "aff0030" ] ] "correspondencia" => array:1 [ 0 => array:3 [ "identificador" => "cor0005" "etiqueta" => "⁎" "correspondencia" => "Corresponding author." ] ] ] ] "textoCompleto" => "<span class="elsevierStyleSections"><span id="sec0005" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0035">Introduction</span><p id="par0005" class="elsevierStylePara elsevierViewall">The hospital is an organization that needs a competitive advantage. Job satisfaction of hospital members with the values and beliefs of the leadership to all employees is related to the level of organizational culture. Therefore, to build high satisfaction, it is necessary to support a positive hospital organizational culture.<a class="elsevierStyleCrossRef" href="#bib0070"><span class="elsevierStyleSup">1</span></a> Organizational culture has an important role in determining organizational growth. Organizations can grow and develop because the organizational culture can stimulate the spirit of human resources to work so that organizational performance will increase. However, sometimes organizations can break away because they cannot maintain a productive organizational culture.<a class="elsevierStyleCrossRef" href="#bib0075"><span class="elsevierStyleSup">2</span></a></p><p id="par0010" class="elsevierStylePara elsevierViewall">Organizational culture lowers work culture. Work culture occurs through a controlled process involving all components to change the old way of working into a new way of working that is oriented to satisfying customers or the community in providing services. Work culture in employees will have an impact on increasing the effectiveness of an organization, namely increasing employee performance. This is because the organizational culture in question has an impact on organizational synergy. A weak organizational culture will have an impact on the low level of employee commitment and in the end, will result in a decrease in employee performance which is also low, and is followed by a decrease in the level of organizational effectiveness.<a class="elsevierStyleCrossRef" href="#bib0080"><span class="elsevierStyleSup">3</span></a></p><p id="par0015" class="elsevierStylePara elsevierViewall">The application of work culture in the workplace should start from the management, in this case, the workplace leadership, by conveying work culture values through words and actions. The leader must be assertive in communicating what he truly values in work-related behaviour, thus presenting the basis for the personal and social identification of members and leaders.<a class="elsevierStyleCrossRef" href="#bib0085"><span class="elsevierStyleSup">4</span></a></p><p id="par0020" class="elsevierStylePara elsevierViewall">Based on a preliminary study with several nurses at the Madani Regional Hospital in Palu obtained information, including the absence of a remuneration system regulation (service fee) based on point indicators so that the head of the room, senior nurses, and honorarium nurses in inpatient rooms get the same wages even though the head of the room has a bigger responsibility. The system of division of tasks is not clear and there is no autonomy for nurses in providing nursing care and efforts to reward nurses who excel are not available. These various problems can lead to negative work culture.</p></span><span id="sec0010" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0040">Methods</span><p id="par0025" class="elsevierStylePara elsevierViewall">This research uses qualitative methods, the data used are obtained through interview methods, field notes and other official documents. Participants or informants in this study were the head of the care team, the head of the room and the head of the special inpatient room. Overall, 7 people participated in the study.</p><p id="par0030" class="elsevierStylePara elsevierViewall">Data were collected through in-depth interviews lasting 60–80<span class="elsevierStyleHsp" style=""></span>min, digitally recorded and held in a location convenient for participants, free from distraction. Interviews were conducted in Indonesian and continued past the saturation point for each sample. Informed consent was received before the interview. Data is handled confidentially, all efforts are made to maintain anonymity.</p></span><span id="sec0015" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0045">Result</span><span id="sec0020" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0050">Informant characteristics</span><p id="par0035" class="elsevierStylePara elsevierViewall">The participants who participated in this study were 7 people. Consisting of 3 team leaders (<span class="elsevierStyleItalic">katim</span>), 3 heads of rooms and 1 head of special inpatient institutions/head of the nursing and midwifery quality subcommittee. 2 informants were male and 5 female.</p></span><span id="sec0025" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0055">Honesty culture</span><p id="par0040" class="elsevierStylePara elsevierViewall">Work culture in the workplace in implementing a culture of honesty. Work culture in the workplace in each room is instilled in all the nurses in the room. The following is the respondent's statement:<span class="elsevierStyleDisplayedQuote" id="dsq0005"><p id="spar0025" class="elsevierStyleSimplePara elsevierViewall">“So far, especially in the jackfruit room, honesty is prioritized... (P1)”,</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0010"><p id="spar0030" class="elsevierStyleSimplePara elsevierViewall">“to be honest... if there is more medicine returned to the pharmacy... (P5)”</p></span></p><p id="par0045" class="elsevierStylePara elsevierViewall">Some respondents said they were not open and honest with themselves. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0015"><p id="spar0035" class="elsevierStyleSimplePara elsevierViewall">“Some are honest, some are not... (P3).</p></span></p><p id="par0050" class="elsevierStylePara elsevierViewall">The application of the rules in everyday life at work. All respondents apply principles in work where the caregiver and other health workers respect each other in the room. Here's the statement<span class="elsevierStyleDisplayedQuote" id="dsq0020"><p id="spar0040" class="elsevierStyleSimplePara elsevierViewall">“Every day before going to our patients, we have an appointment, discussing, praying and working... (P1),</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0025"><p id="spar0045" class="elsevierStyleSimplePara elsevierViewall">“Respect and appreciate each other.... (P6)”</p></span></p></span></span><span id="sec0030" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0060">Culture of persistence</span><p id="par0055" class="elsevierStylePara elsevierViewall">In making a work plan, all respondents said they had not made a written plan at work, the work plan was still limited in memory. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0030"><p id="spar0050" class="elsevierStyleSimplePara elsevierViewall">“There is no written work plan because the activities are carried out routinely.... (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0035"><p id="spar0055" class="elsevierStyleSimplePara elsevierViewall">“I have a work plan... but it hasn’t been written... later when the new accreditation is written again... (P2)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0040"><p id="spar0060" class="elsevierStyleSimplePara elsevierViewall">“It's rare sir..... it's required but it doesn’t seem like it's working... it's just routine... (P4)”</p></span></p><p id="par0060" class="elsevierStylePara elsevierViewall">Carry out the work according to the plan made regularly. Some of the respondents said that the implementation of the plan was not by what was made. Here's the statement<span class="elsevierStyleDisplayedQuote" id="dsq0045"><p id="spar0065" class="elsevierStyleSimplePara elsevierViewall">“not always... because the work is done routinely.. (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0050"><p id="spar0070" class="elsevierStyleSimplePara elsevierViewall">“Not because there is usually work that is not planned but carried out... (P2)”.</p></span></p><p id="par0065" class="elsevierStylePara elsevierViewall">Evaluation of the results of work done in different rooms The following is the respondent's statement:<span class="elsevierStyleDisplayedQuote" id="dsq0055"><p id="spar0075" class="elsevierStyleSimplePara elsevierViewall">“Evaluation is usually done every Saturday... what is lacking/corrected... (P1)”,</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0060"><p id="spar0080" class="elsevierStyleSimplePara elsevierViewall">“Evaluation is conceptualized and the report book is controlled... (P2)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0065"><p id="spar0085" class="elsevierStyleSimplePara elsevierViewall">“Immediate evaluation is carried out after completing the action...... there is also a time operand... (P4)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0070"><p id="spar0090" class="elsevierStyleSimplePara elsevierViewall">“which is evaluated by the executive nurse.... (P5)”</p></span></p><p id="par0070" class="elsevierStylePara elsevierViewall">Work culture in the application of persistence. Some respondents said that there were nurses who were diligent and not working. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0075"><p id="spar0095" class="elsevierStyleSimplePara elsevierViewall">“Usually, sir, there are those who are diligent some are not... but there are more who are diligent... (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0080"><p id="spar0100" class="elsevierStyleSimplePara elsevierViewall">“There are still some who are slow to arrive for service... (P3)”</p></span></p><p id="par0075" class="elsevierStylePara elsevierViewall">Some of the respondents work according to the given responsibilities. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0085"><p id="spar0105" class="elsevierStyleSimplePara elsevierViewall">“Work by the responsibilities given... (P4)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0090"><p id="spar0110" class="elsevierStyleSimplePara elsevierViewall">“They are responsible with their respective duties.... (P5)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0095"><p id="spar0115" class="elsevierStyleSimplePara elsevierViewall">“they are responsible... (P6)”</p></span></p><span id="sec0035" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0065">Culture of creativity</span><p id="par0080" class="elsevierStylePara elsevierViewall">Work culture in the application of a culture of creativity. Some respondents said they had not shown creativity at work. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0100"><p id="spar0120" class="elsevierStyleSimplePara elsevierViewall">“still lacking... usually later in case the tau will be done... (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0105"><p id="spar0125" class="elsevierStyleSimplePara elsevierViewall">“Nurses rarely do that... (P4)”</p></span></p><p id="par0085" class="elsevierStylePara elsevierViewall">Some respondents have shown creativity. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0110"><p id="spar0130" class="elsevierStyleSimplePara elsevierViewall">“There is... for example, the nurses make their cotton... (P5)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0115"><p id="spar0135" class="elsevierStyleSimplePara elsevierViewall">“Prepare the tools after each use so they are always on standby... (P6).</p></span></p><p id="par0090" class="elsevierStylePara elsevierViewall">Creating bright ideas or applying new information obtained into the main tasks and functions. All respondents said that all nurses who attended the training shared the information obtained during the training with their fellow nurses. The following is the respondent's statement:<span class="elsevierStyleDisplayedQuote" id="dsq0120"><p id="spar0140" class="elsevierStyleSimplePara elsevierViewall">“Usually, if there are nurse friends who take part in the training, they will give it later information also to fellow nurses.. (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0125"><p id="spar0145" class="elsevierStyleSimplePara elsevierViewall">“If there is a friend who participates in the training, an ordinary friend will share the material they have... (P5)</p></span></p><p id="par0095" class="elsevierStylePara elsevierViewall">The target of work achievement. Some respondents at work have targets aimed at the skills of the nurse and the patient's head. Here's the statement:<span class="elsevierStyleDisplayedQuote" id="dsq0130"><p id="spar0150" class="elsevierStyleSimplePara elsevierViewall">“My target is that every day the work done is completed..... such as service to patients... (P1)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0135"><p id="spar0155" class="elsevierStyleSimplePara elsevierViewall">“The target is... it's normal for patients to recover quickly, we take independent actions nurse... (P4)</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0140"><p id="spar0160" class="elsevierStyleSimplePara elsevierViewall">“There are targets, for example, nurses who are still hesitant to take action done... (P5)”</p></span></p><p id="par0100" class="elsevierStylePara elsevierViewall">Some respondents at work have a target of achieving the target according to SKP which annually becomes an assessment for nurses who are already civil servants. The following is the respondent's statement:<span class="elsevierStyleDisplayedQuote" id="dsq0145"><p id="spar0165" class="elsevierStyleSimplePara elsevierViewall">“The usual target is related to SKP only.. (P3)”</p></span><span class="elsevierStyleDisplayedQuote" id="dsq0150"><p id="spar0170" class="elsevierStyleSimplePara elsevierViewall">“achievement targets based on SKP..... (P6)”.</p></span></p></span></span><span id="sec0040" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0070">Discussion</span><p id="par0105" class="elsevierStylePara elsevierViewall">The relationship between organizational culture and nurse performance, nurses will work well if it is supported by good organizational culture, especially adjustment. Adaptation is the nurse's ability to adapt to organizational values and rules.<a class="elsevierStyleCrossRef" href="#bib0090"><span class="elsevierStyleSup">5</span></a> Organizational culture that is perceived to be good also performs well.<a class="elsevierStyleCrossRef" href="#bib0095"><span class="elsevierStyleSup">6</span></a> Organizational culture influences work culture.</p><p id="par0110" class="elsevierStylePara elsevierViewall">The work culture in this study includes a culture of honesty, a culture of persistence, and a culture of creativity. The characteristics of a nurse who has honesty can be seen in the form of always carrying out duties with full sincerity without feeling forced, never abusing the authority that is on her, and reporting the results of her work to her superiors according to what they are.<a class="elsevierStyleCrossRef" href="#bib0100"><span class="elsevierStyleSup">7</span></a> Work culture on the honesty variable can be proven by the harmony between words and actions.<a class="elsevierStyleCrossRef" href="#bib0105"><span class="elsevierStyleSup">8</span></a> For this reason, the head of the hospital ward must be careful about violations of the integrity of behaviour, because the harmony of words and deeds that are good or bad will affect trust at all levels.<a class="elsevierStyleCrossRef" href="#bib0085"><span class="elsevierStyleSup">4</span></a> The essence of leadership is trusted because it is impossible to lead if people do not believe in their leadership.<a class="elsevierStyleCrossRef" href="#bib0105"><span class="elsevierStyleSup">8</span></a></p><p id="par0115" class="elsevierStylePara elsevierViewall">Persistence which is how long a person can keep the effort.<a class="elsevierStyleCrossRefs" href="#bib0105"><span class="elsevierStyleSup">8,9</span></a> Persistence is often described as the success of someone doing something through trial or other means of tenacity working. While the culture of perseverance in the leader, in this case, the head of the hospital room, increases the emphasis on his role as a health professional in monitoring standards, developing and evaluating better ways of working and advocating for patients and their families so that the demands placed on leaders become more complex for handling systems. organizational and cultural issues.<a class="elsevierStyleCrossRef" href="#bib0115"><span class="elsevierStyleSup">10</span></a></p><p id="par0120" class="elsevierStylePara elsevierViewall">Therefore, a culture of creativity is mandatory for future survival and success and this task is the responsibility of leaders who can empower a creative workforce.<a class="elsevierStyleCrossRef" href="#bib0120"><span class="elsevierStyleSup">11</span></a> The importance of skills or creativity as the clarity of the nurse's responsibilities, where clarity leads to a good working atmosphere that supports the well-being of nurses and the quality of care.<a class="elsevierStyleCrossRef" href="#bib0125"><span class="elsevierStyleSup">12</span></a> The importance of a culture of creativity in leaders as an important effort for leaders of health care organizations to encourage creativity and innovation among nurses.<a class="elsevierStyleCrossRef" href="#bib0130"><span class="elsevierStyleSup">13</span></a></p></span><span id="sec0045" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0075">Conclusion</span><p id="par0125" class="elsevierStylePara elsevierViewall">This study identifies the work culture of leaders in the nursing line who applies a culture of honesty, a culture of persistence and a culture of creativity that contributes to effective nurse leadership.</p></span><span id="sec0050" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0080">Conflict of interest</span><p id="par0130" class="elsevierStylePara elsevierViewall">The authors declare no conflict of interest.</p></span></span>" "textoCompletoSecciones" => array:1 [ "secciones" => array:10 [ 0 => array:3 [ "identificador" => "xres1635810" "titulo" => "Abstract" "secciones" => array:4 [ 0 => array:2 [ "identificador" => "abst0005" "titulo" => "Objective" ] 1 => array:2 [ "identificador" => "abst0010" "titulo" => "Method" ] 2 => array:2 [ "identificador" => "abst0015" "titulo" => "Result" ] 3 => array:2 [ "identificador" => "abst0020" "titulo" => "Conclusion" ] ] ] 1 => array:2 [ "identificador" => "xpalclavsec1459231" "titulo" => "Keywords" ] 2 => array:2 [ "identificador" => "sec0005" "titulo" => "Introduction" ] 3 => array:2 [ "identificador" => "sec0010" "titulo" => "Methods" ] 4 => array:3 [ "identificador" => "sec0015" "titulo" => "Result" "secciones" => array:2 [ 0 => array:2 [ "identificador" => "sec0020" "titulo" => "Informant characteristics" ] 1 => array:2 [ "identificador" => "sec0025" "titulo" => "Honesty culture" ] ] ] 5 => array:3 [ "identificador" => "sec0030" "titulo" => "Culture of persistence" "secciones" => array:1 [ 0 => array:2 [ "identificador" => "sec0035" "titulo" => "Culture of creativity" ] ] ] 6 => array:2 [ "identificador" => "sec0040" "titulo" => "Discussion" ] 7 => array:2 [ "identificador" => "sec0045" "titulo" => "Conclusion" ] 8 => array:2 [ "identificador" => "sec0050" "titulo" => "Conflict of interest" ] 9 => array:1 [ "titulo" => "References" ] ] ] "pdfFichero" => "main.pdf" "tienePdf" => true "fechaRecibido" => "2021-01-04" "fechaAceptado" => "2021-07-19" "PalabrasClave" => array:1 [ "en" => array:1 [ 0 => array:4 [ "clase" => "keyword" "titulo" => "Keywords" "identificador" => "xpalclavsec1459231" "palabras" => array:3 [ 0 => "Work culture" 1 => "Head of inpatient room" 2 => "Inpatient" ] ] ] ] "tieneResumen" => true "resumen" => array:1 [ "en" => array:3 [ "titulo" => "Abstract" "resumen" => "<span id="abst0005" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0010">Objective</span><p id="spar0005" class="elsevierStyleSimplePara elsevierViewall">This study aims to examine the work culture of nurses in the inpatient room of the Madani Regional General Hospital, Palu.</p></span> <span id="abst0010" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0015">Method</span><p id="spar0010" class="elsevierStyleSimplePara elsevierViewall">This type of qualitative research with the number of participants as many as 7 heads of rooms and heads of special inpatient installations. Sources of data obtained directly through in-depth interviews.</p></span> <span id="abst0015" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0020">Result</span><p id="spar0015" class="elsevierStyleSimplePara elsevierViewall">The identified work culture is a culture of honesty, a culture of persistence and a culture of creativity. A culture of honesty applies the rules in everyday life at work. A culture of persistence begins with making plans, implementing them and evaluating. The culture of creativity is embodied in creating bright ideas and applying them to the main tasks.</p></span> <span id="abst0020" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="sect0025">Conclusion</span><p id="spar0020" class="elsevierStyleSimplePara elsevierViewall">This study identifies the work culture of leaders in the nursing line who applies a culture of honesty, a culture of persistence and a culture of creativity that contributes to effective nurse leadership.</p></span>" "secciones" => array:4 [ 0 => array:2 [ "identificador" => "abst0005" "titulo" => "Objective" ] 1 => array:2 [ "identificador" => "abst0010" "titulo" => "Method" ] 2 => array:2 [ "identificador" => "abst0015" "titulo" => "Result" ] 3 => array:2 [ "identificador" => "abst0020" "titulo" => "Conclusion" ] ] ] ] "NotaPie" => array:1 [ 0 => array:2 [ "etiqueta" => "☆" "nota" => "<p class="elsevierStyleNotepara" id="npar0005">Peer-review process of the 3rd International Nursing & Health Sciences Students & Health Care Professionals Conference (INHSP) 2019 is under the responsibility of the scientific committee of the 3rd International Nursing & Health Sciences Students & Health Care Professionals Conference (INHSP).</p>" ] ] "bibliografia" => array:2 [ "titulo" => "References" "seccion" => array:1 [ 0 => array:2 [ "identificador" => "bibs0015" "bibliografiaReferencia" => array:13 [ 0 => array:3 [ "identificador" => "bib0070" "etiqueta" => "1" "referencia" => array:1 [ 0 => array:2 [ "contribucion" => array:1 [ 0 => array:2 [ "titulo" => "Pengembangan model budaya organisasi terhadap kepuasan kerja dan kinerja perawat di rumah sakit islam banjarmasin" "autores" => array:1 [ 0 => array:2 [ "etal" => false "autores" => array:1 [ 0 => "H. 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Original Article
Analysis of the work culture in head of inpatient room at Madani Hospital, Palu
Fajrillah Kolomboya,
, Sukri Palutturib, Fridawaty Rivaic, Lalu Muhammad Salehd, Aminuddine, Ridwan Amiruddinf
Autor para correspondencia
a Public Health, Hasanuddin University, Makassar 90245, Indonesia
b Department of Health Administration and Policy, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia
c Department of Hospital Management, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia
d Department of Occupational Safety and Health, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia
e Department of Nursing, Poltekkes Kemenkes Palu, Indonesia
f Department of Epidemiology, Faculty of Public Health, Hasanuddin University, Makassar 90245, Indonesia