目的:员工对于大学的高效行政运作至关重要,这对教育至关重要,研究,和服务。医学院,往往是独立的,需要专门的行政要素。本研究探讨了医学院员工如何使用六箱模型来感知组织,并评估他们感知的组织支持,工作满意度,和基于工作态度概念的组织承诺。
方法:本研究采用混合方法,通过收敛并行设计集成定量和定性数据。它同时收集和分析来自医学院工作人员的调查和共识研讨会的数据。对调查数据进行了统计分析(IBMSPSSver。25.0;IBM公司,美国),研讨会的讨论进行了内容分析。结合这些发现,可以全面了解医学院的行政管理系统。
结果:定量分析显示,目标(3.80)是最高的组织感知,而奖励(2.72)是最低的。同样,工作态度中工作满意度最高(3.63),而感知的组织支持(2.96)最低。组间差异均按性别进行观察,招生能力,和合同类型(p<0.05)。在定性研究中,关键词出现在他们在医学院组织中的经历中,包括医生培训,情绪反应,管理功能,个人属性,和文化影响。过载,教师问题,沟通差距是障碍。克服这些挑战的战略侧重于改善工作人员的待遇,资源分配,培训,和沟通渠道。
结论:本研究旨在探索对医学院管理的广泛理解。研究结果表明,工作量面临挑战,通信,和组织支持。我们提出了专门的医学院行政管理体制,改善工作条件,加强沟通。
OBJECTIVE: Staff is essential to the university\'s efficient administrative operations, which are critical for education, research, and service. Medical schools, often independent, need specialized administrative elements. This study explores how medical school staff perceives the organization using the Six-Box model and evaluates their perceived organizational support, job satisfaction, and organizational commitment based on the concept of job attitudes.
METHODS: This study employs a mixed-methods approach, integrating quantitative and qualitative data via a convergent parallel design. It simultaneously collects and analyzes data from a survey and consensus workshop for medical school staff. The survey data were statistically analyzed (IBM SPSS ver. 25.0; IBM Corp., USA), and the workshop discussions were subjected to content analysis. The findings combined provide a comprehensive understanding of the medical school administrative system.
RESULTS: Quantitative analysis revealed purpose (3.80) as the highest-rated organizational perception and rewards (2.72) as the lowest. Similarly, job satisfaction was highest (3.63) in job attitudes, while perceived organizational support (2.96) was the lowest. Group differences were observed by gender, enrollment capacity, and contract type (p<0.05). In qualitative research, keywords appeared in relation to their experiences within the medical school organization, encompassing doctor training, emotional responses, administrative features, personal attributes, and cultural influences. Overload, faculty issues, and communication gaps are obstacles. Strategies for overcoming these challenges focus on improving staff treatment, resource allocation, training, and communication channels.
CONCLUSIONS: This study was conducted to explore a broad understanding of the administration of medical schools. Findings suggest challenges with workload, communication, and organizational support. We propose a dedicated medical school administrative system, improved work conditions, and enhanced communication.