A Study on the Headquarters' Staff satisfaction with the Availability of Welfare Facilities in Tehran University of Medical Sciences

 

Saeid Reza Azami1, Ghasem Rajabi Vasokolaei2, Fatemeh Azadi*3, Nasrin Shaarbafchizadeh4

 

1 Supervision and Public Affairs Development Management, Tehran University of Medical Science, Tehran, Iran

2 Hospital Management Research Center, Iran University of Medical Sciences, Tehran, Iran

3 Health Services Management, Tehran University of Medical Sciences, Tehran,Iran

4 Educational Development Center, University of Social Welfare and Rehabilitation, Tehran, Iran

 

Received: 2014/05/24 ������������ Accepted: 2014/09/08

 

Abstract

Introduction:Given the increasing importance of human resources as the most important part of organizations in achieving their fundamental goals, successful companies and organizations will be those that have the ability to attract and retain highly skilled employees. Organizations should continue their activities with an attitude of retaining and loving their employees. In this case, the employees will not be considered as costs, and the employers do not try to reduce the number of them or their salaries and benefits in any occasion. In this regards, current study aims to investigate the level of satisfaction with the availability of welfare facilities among staff working in the headquarters of Tehran University of medical Sciences.

Methods: In this cross sectional descriptive study, 238 employees working in Tehran University of Medical Sciences headquarters in 2012 were studied. Data were collected using a standard questionnaire consisting of three sections: demographic characteristics, employee�s services that welfare department currently offers and the services expected being offered by the department. Data were analyzed in the SPSS version18.0 and Microsoft office Excel software using descriptive and inferential statistics.

Results: Satisfaction rates among 74.4% of the employees taking advantage of cash facilities and 86.6% of those enjoying non-cash facilities were 59.2% and 48.8%, respectively. 66.8% of those using insurance facilities and 88.7% of information facilities users rated their satisfaction as 39.5% and 63.8 %, respectively. 67.2% of the employees also enjoying the leisure and tourism facilities rated their satisfaction as 50.4percent. While there was no statistically significant relationship between the staff satisfaction with the facilities offered at all levels and demographic variables (gender, marital status, number of children and staff experience) in Tehran University of Medical Sciences headquarters, there was a statistically significant relationship between the work place and the level of employee satisfaction with non-cash facilities offered in Tehran University of Medical Sciences headquarters.

Conclusion: While the highest level of headquarters' Staff satisfaction with services provided by Tehran University of Medical Sciences was related to information and cash facilities, the lowest level was associated with insurance facilities .The highest usage of facilities by the employees was associated with information and non- cash facilities provided by Tehran University of medical sciences while the lowest was related to insurance facilities.

 

Keywords: Satisfaction, Welfare, Staff, Availability


Introduction

In today`s advanced world, human resources are one of the most important and valuable resources of the production and management of an organization. In fact, the human resource factor is effective in achieving organizational goals and among other factors, has a considerable role� in the production. (1).Job satisfaction reflects employees' negative or positive attitude towards their profession which is affected by many factors (2). Geelis believes that job satisfaction is an effective response to occupation(3).In Herzberg's view, factors causing job satisfaction are different from those causing job dissatisfaction(4).Considering employees` physical and mental health as well as paying attention to production and productivity are of a healthy organization characteristics(5).Monjamed Z. et al. study showed that� job satisfaction with welfare facilities among nurses in all parts of the country was very low, they were discontent with the kindergarten, consumer cooperative, loan funds and transportation services (6). The welfare affairs complement recruiting operations and play a major role in retaining and motivating human resources of organization (7). In organizations acting in the service sector the persons are responsible for organizational affairs, so paying attention to human resources and their management in such organizations is more important than the organizations in which tools and machinery are responsible for most of the affaires. Because of the existence of needs and human emotions versus machines, the organization is more influenced by employees` satisfaction and motivation (8). As the competition becomes more severe among competent persons, financial incentives are not enough to attract proper people (9). Factors affecting welfare are: human contact, mutual trust, justice as well as being appreciated(10 )(11 ). In addition, an opportunity for learning new issues and understanding personal talents can help to develop a positive sense of self(12). In a dynamic environment affected by the economic crisis, shortage of human resources, the emergence of new organizations, involvement with the legal issues, changing in organizational strategies, technology, jobs, financial values and personal expectations, organizations tend to improve the quality of the environment by flourishing all employees` talents, identifying and considering the needs of their human resources as the most important resource in excellent organizational goal achievement(1). The welfare issue is considered as one of the basic infrastructures for the integrated and balanced development in today's organizations and providing equal access to opportunities and facilities can cause optimal and maximum use of organizations� resources(13). The result of this relative equality in organizations would be human all-round development which in fact is one of the fundamental goals of the Human Resources and Management Development Departments in today`s Organizations(3). Changing expectations of employees especially with regard to welfare facilities and benefits provided by organizations impose numerous different challenges on organizations in general and on the professions of human resources management in particular(4). In order to retain well employees and satisfy the productive ones, it is essential to meet these challenges successfully(14).

However, nowadays deep-thinking managers know that the organization is a group of employees and the organization does not exist without them(15). So if the best production, marketing, and financial strategies are used in an organization while the organization lacks a human resource development strategy, the organization only lasts for short term and roads to nowhere in long term (16). Resources may be used in determining welfare needs including articles, books, grievances, crises, others� experiences, real data, complaints, plans, policies, records, requests, rumors, statements, suggestions and other sources (17). Sources of welfare needs can be categorized into three groups of organizational, community and staff sources and the combination of these sources leads to many welfare needs. However, there are filters in meeting these needs and passing the filters helps to set needs priority(18). Benefits are every legal or voluntary services often provided �fully or partially-to employee by employer in addition to direct wages(19). By providing a set of benefits, organizations seek to achieve goals such as well employees� attraction, morale raising, turnover reduction, employee motivation and job satisfaction increase and organization image improvement(20). Welfare programs create opportunities for removing work-related fatigue and developing spirit of friendship among employees and their families. Services related to employee welfare plans include after hours activities that both organization and employees take their advantages(21).

Based on the above mentioned points, the current study aimed to investigate the level of satisfaction with the availability of welfare facilities among staff working in the headquarters of Tehran University of medical Sciences in order to improve the meeting of their expectations.

 

Methods

In this cross sectional descriptive study, 238 employees working in Tehran University of Medical Sciences headquarters in 2012 were studied. A pilot study with sample size of 30 employees was conducted to determine the appropriate sample size. A sample size of 238 people with 95% confidence interval and 0.05 absolute error was obtained. After a random sampling, data were collected using a standard questionnaire. The questionnaire consisted of 45 questions organized in three parts: personal characteristics of staff, the services offered officially by the welfare department and the services expected to be provided by the welfare department.

The content validity of the questionnaire was confirmed using two experts� opinion in two stages.� The reliability was tested using Cronbach's alpha and the questionnaire reliability was assessed in 10% of sample size and was confirmed (α=0.86).

�Data were analyzed by SPSS version18.0 and Microsoft office Excel software using descriptive and inferential statistics. Smirnov-Koloomgarf test was used to check the data distribution. Due to the abnormal distribution of the data, the Man Vitniu and Kruskal-Wallis test was used and the significance level of 0.05 was considered.

 

Results

Out of a total of 238 employees participating in the study, 28.6 percent were male and 71.4 percent were female, and 27.8% of them were single while 72.2% were married. In married group, 47.9 percent had no children and the percentage of parents with one, two, three and four children were21.8, 23.5, 5.9and 0.8, respectively. The employees working in Qods department of Tehran University of Medical Sciences were 32.4 percent of the total of 238 ones while 10.5% worked in the food and Drug Department, 29 percent in Hemmat Department, 14.3 percent in Department of Health and 13.9 percent in the conference and selection Center. The work experience length of 46.2% of the staff was less than 10 years, while 35.6% of them had 11-20 years of work experience and the remaining 18.2% had up to 30 years of work experience.

Data in Tables 2 and 3 show that 59.2% out of 74.4 percent of employees taking advantage of cash loans were satisfied� and 38% out of 25.6 percent of employees not using a cash loan, were not aware of offering cash loans. 48.8% out of 86.6% of employees enjoying non-cash loans were satisfied.36% out of 13.4 percent of employees not using non-cash facilities were notaware of providing them. Among 66.8 percent of employees taking advantage of the insurance facilities, 39.5% were satisfied and 40.6% out of 33.2% of staff using the insurance were not aware of the proposed facility. Out of 67.2% of staff enjoying entertainment and tourism facilities, 50.4 percent were satisfied, and among 32.8 percent of workers not using the leisure facilities, 35.4% were not aware of providing the leisure facilities.


 

Table 1.Descriptive statitics in terms of demographic variables of staff in Tehran University of Medical Sciences

Variables

Frequency

Frequency percentage

Male

68

28.6

Gender

Female

170

71.4

 

Single

66

27.8

Marital Status

Married

171

72.2

 

No children

114

47.9

Number of children

One child

52

21.8

 

Two children

56

23.5

 

Three children

14

5.9

 

Four children

2

0.8

 

Vice chancellor for education and

research

77

32.4

Place of employment

Food and Drug Administration

25

10.5

 

Vice chancellor for logistics

69

29

 

Department of Health

34

14.3

 

Conference and selection Center

33

13.9

 

0.5 to 10years

109

46.2

Experience

11-20 years

84

35.6

 

21-30 years

43

18.2

 

Table 2. Descriptive statistics of the employee satisfaction with each level of the facilities offered by the University

SD

The mean score for satisfaction

Non-use

Completely satisfied

Satisfied

dissatisfied

Very

dissatisfied

Type of Facility

0.65

2.96

%25.6

%17.6

%41.6

%12.2

%2.9

Cash facilities

0.81

2.58

%13.4

%12.2

%36.6

%26.1

%11.8

Non-cash facilities

0.8

2.61

%33.2

%8.4

%31.1

%18.9

%8.4

Insurance facilities

0.6

2.81

%11.3

%17.2

%46.6

%19.7

%5

Information Facilities

0.72

3.02

%32.8

%23.1

%27.3

%13.4

%3.4

Leisure and Tourism

Table 3. Descriptive statistics of the reasons for not using any of the facilities provided by the University by the staff

P-value

Chi-Square

Inadequate

access process

Basically I did not need

I did not want

I did not know

Type of Facility

≥0.001

104.5

%18.6

%25.4

%18

%38

Cash facilities

≥0.001

205.5

%10.2

%34.7

%18.8

%36.3

Non-cash facilities

≥0.001

346.8

4.2

38.5

16.8

40.6

Insurance facilities

≥0.001

161

13.7

14.7

8.3

63.2

Information Facilities

≥0.001

144.9

29.0

13.5

22.1

35.4

Leisure and Tourism

Table 4.Descriptive-analytical statistics of the Headquarters staff satisfaction in terms of demographic variables

Entertainment and Tourism

Facility

informing

Insurance

�Facilities

Non-cash

facilities

Cash

facilities

Variable

3.12(0.77)

2.92(0.57)

2.64(0.97)

2.58(0.84)

3.04(0.66)

Gender

Male

2.98(0.7)

2.76(0.61)

2.6(0.71)

2.58(0.79)

2.92(0.64)

Female

0.23

0.121

0.442

0.845

0.242

P-value

2.92(0.72)

2.79(0.58)

2.62(0.63)

2.52(0.88)

2.84(0.68)

Marital Status

Single

3.06(0.72)

2.83(0.6)

2.6(0.86)

2.6(0.78)

2.99(0.63)

Married

0.276

0.516

0.824

0.606

0.269

P-value

3.04(0.74)

2.79(0.58)

2.6(0.65)

2.55(0.83)

2.91(0.72)

Number of

children

No children

2.96(0.77)

2.87(0.64)

2.67(0.86)

2.51(0.79)

2.87(0.69)

One child

3.05(0.71)

2.77(0.67)

2.62(0.89)

2.66(0.81)

3.06(0.55)

Two children

3.04(0.62)

2.85(0.31)

2.61(1.11)

2.72(0.42)

3.09(0.47)

Three children

2.67(0.47)

3.5(-)

1(-)

2.5(2.12)

3(0)

Four children

0.852

0.667

0.567

0.887

0.577

P-value

2.91(0.73)

2.76(0.63)

2.5(0.84)

2.47(0.83)

2.89(0.77)

Place of

employment

Vice chancellor for education and research

3.27(0.5)

2.79(0.6)

2.88(0.74)

2.78(0.67)

3.17(0.46)

Food and drug Administration

3.18(0.78)

2.99(0.52)

2.65(0.86)

2.57(0.78)

3.03(0.55)

Vice chancellor for logistics

3(0.5)

2.81(0.55)

2.62(0.67)

2.37(0.85)

2.91(0.44)

Department of Health

2.86(0.76)

2.56(0.68)

2.62(0.72)

2.92(0.76)

2.89(0.77)

Conference and selection Center

0.102

0.084

0.595

0.018

0.552

P-value

2.97(0.74)

2.78(0.59)

2.58(0.75)

2.57(0.82)

2.94(0.67)

Work

experience

0.5 to 10 years

2.98(0.77)

2.85(0.54)

2.54(0.83)

2.54(0.75)

2.97(0.65)

11-20 years

3.18(0.62)

2.79(0.79)

2.77(0.85)

2.7(0.88)

2.96(0.64)

21-30 years

0.441

0.779

0.306

0.585

0.888

P-value

 


According to the data presented in Table 4,however, there is no statistically significant correlation between Tehran University of Medical Sciences headquarter staff satisfaction with all facilities levels offered by the university and demographic variables (Gender, marital status, number of children, and experienced employees), there is a statistically significant correlation between work place and employees` satisfaction with non-cash loans� offered by Tehran University of Medical Sciences. In other words, the least mean satisfaction scores are different between two work places. According to the obtained mean scores, the maximum differences in the satisfaction with non-cash facilities is between Health Department (Mean = 2.37) and conference and selection Center (Mean = 2.92).

 

Discussion and Conclusion

In the current study, the level of� the Staff satisfaction with welfare facilities was the medium. In fact, the studied welfare facilities have not satisfied� the staff as it was expected and there has been a great gap between the staff perceptions and expectations regarding welfare ervices(22).

In several studies conducted by Bonenberger et al. (2014), Han et al. (2014) and Pilgrim et al. (2014), the level of� the Staff satisfaction with welfare facilities was medium or high and all these studies mentioned that the welfare facilities should be improved to increase the staff satisfaction(23 )(24 )(25 ).

Based on the results, there was only a statistically significant relationship between the work place and the level of employee satisfaction from with non-cash facilities and such a relationship between other demographic variables and the employee satisfaction was not significant. This issue indicates that the environment and work place plays an important role in determining the level of the staff satisfaction with work condition and facilities. In fact, the work place also has indirectly affected the staff�s perceptions of welfare facilities. Golchin believed that as the level of staff satisfaction with work condition increases, their perceptions of organization facilities become increasingly positive and the likelihood of staff turnover and absenteeism decrease(26).

According to the results of the study, the level of the staff satisfaction with information and leisure facilities was higher than that with cash, non-cash and insurance facilities. In fact, there is not so much staff satisfaction with financial facilities. Also, Shadpoor and Jamshid beigi their study considered the staff satisfaction with cash and insurance facilities to be low( 27).

In sum, the highest level of headquarters' Staff satisfaction with services provided by Tehran University of Medical Sciences was related to information and cash facilities and the lowest level was associated with insurance facilities offered by the University.

The results of Bakhshizadeh`s study on the status of welfare and health care of veterans and their satisfaction with the services provided by the martyr's foundation in Tabatabai University showed that there is no significant relationship between personal characteristics and satisfaction rate, and it would be weak if there was any relationship. In this study a proposed hypothesis on

the victims dissatisfaction with housing, jobs, health, and education facilities, has also been approved(28). Jahani et al. study on Job satisfaction and its related factors among hospital staff in Arak in 2009 showed that the greatest level of satisfaction was associated with the relationship with co-workers and the lowest level of satisfaction was related to job difficulty benefits, establishment of justice and fairness, discrimination and lack of facilities. So job difficulty benefits, on time payment and providing welfare facilities are essential for the improvement of the job satisfaction in this group (28).A study conducted by Strand and Lau indicated that the factors causing job satisfaction included job content ,length of employment, being a supervisor, and experiencing difficulties with working conditions, supervision, and the lack of external client resources promotion opportunities and welfare services. There was also a significant relationship between employee satisfaction while the occupational field and financial aspects of the job had no significant effect on job satisfaction.(29).Oliver and Kravens in an study on international comparisons between staff welfare programs in 14 countries found that the dominant culture of organization and also perspective of human resource managers towards the provision of welfare packages played important roles in the organization. In international organizations, in particular, where the employees have different cultures and welfare needs, it is necessary to develop same or specific welfare packages for each category of employees according to all the circumstances, needs and organization capabilities.( 29).Tinesly and Bailey conducted a study on the comparison between employees receiving welfare services and who do not receive such services in their workplace in America. They found that the employees taking advantage of these services had more chance to retain their job than others(30). The domestic and foreign studies showed that in general, sources of welfare needs can be categorized into three groups of organizational, community and staff sources and the combination of these sources leads to many welfare needs. However, there are filters in meeting these needs and passing the filters helps to set needs priority. These filters are organization goals, resources and priorities and needs assessment should be done according to them. According to these filters that in turn put limitations on providing all employees` welfare needs, essential and critical needs of personnel, among all prioritized and proposed needs, should be met with regard to current organization possibilities including welfare budget, current employee etc. In this regard a certain welfare package should be defined with regard to the organization's culture and environment. According to this study results on employees` satisfaction with welfare facilities and factors affecting not receiving them as well as low and middle level of satisfaction with welfare facilities except a number of them, new and innovative definition of targets,� provision of new welfare packages as well as modernization of them would be necessary. Moreover, using appropriate information tools and concentrating all units providing facilities may help to avoid duplication and use previous experiences efficiently, and also develop a policy document for using welfare facilities for different opportunities and different groups of employees.

 

 

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