Document Type : Original Article

Authors

• A Esfandiari ^{1, 2}
• Zahra Kavosi ³
• Mohammadreza Ravanbod ⁴
• Fatemeh Mojtaba ^{5, 6}
• Fahimeh Esfandiari ⁷
• Hedayat Salari
• Mahdi Zanganeh Baygi ⁸

¹ Health management and human resources research center, Shiraz University of Medical Sciences, Shiraz, Iran

² PhD in Health Policy, Assistant professor, Bushehr University of Medical Sciences, Bushehr, Iran

³ Associate professor, Department of Health Care Management, School of Management and Medical Information, Shiraz University of Medical Sciences, Shiraz, Iran

⁴ Assistant professor, Department of Internal Medicine, School of Medicine, Bushehr University of Medical Sciences, Bushehr, Iran

⁵ Instructor of Zabol University of Medical Sciences, School of Health, Health Administration Department, Zabol, Iran

⁶ PhD Student of Health care management, Department of Health Economics and Management, Tehran University of medical sciences, Tehran, Iran

⁷ MSc in Health care management, Shiraz University of Medical Sciences, Mother and child Shoushtari hospital, hospital expert

⁸ Assistant Professor of Health Care Management, Zahedan University of Medical Sciences, Zahedan, Iran

Abstract

Introduction: Pathology of organizations is one of the most key actions that make the university officials aware of the strengths, weaknesses, opportunities and challenges of an organization and allows these officials to take the right actions accordingly. Therefore, this study examined the pathology of human resources in staff departments of Shiraz University of Medical Sciences.
Methods: This was a cross-sectional study. Two hundred employees participated in this study. Random sampling was used and the data were collected by an organizational pathology questionnaire based on the three branch model. Data analyzed by SPSS software.
Results: The results showed that behavioral factors (mean = 2.73) and contextual factors (mean= 3.34) had the highest and the lowest impacts on human resources malfunction in Shiraz University of Medical Sciences. Among subsets of structural factors, the payment system (average rank of 2.5, mean=2.21±0.72 and p-value ≤0.001), behavioral factors, and job security (mean rank = 2.03, mean=2.28±0.93 and p-value ≤0.001) and among subsets of contextual factors, customer-orientation (mean rank= 1.31, mean=3.07±0.70 and p-value 0.19) had the most impact on organizational pathology in this university.
Conclusion: Considering that the behavioral factors had the greatest impact to the damages, it seems that the university has to adopt programs and policies in terms of creating appropriate organizational culture, increasing motivation and job satisfaction, adopting effective leadership, providing opportunities for training and development of employees and improving job security for the staff. Indeed, it is worth mentioning that solving some of these issues is beyond the powers of the executive organs, so solving these types of problems at macro-organizational level in the country is of vital importance.

Keywords

• Organizational pathology
• organizational development
• human resources