Organizational climate of health workers in Austrian and Slovenian Spas

Uvod: Pozitivna organizacijska klima je temelj uspešnega poslovanja vsake organizacije, zato se nam je zdelo pomembno vložiti raziskovalni napor prav v prikaz podobnosti in razlik v doživljanju organizacijske klime, zadovoljstva in motivacije zdravstvenih delavcev v dveh podobnih ustanovah, termah v Sloveniji in Avstriji. Namen naše raziskave je proučiti, kakšna je organizacijska klima v proučevanih organizacijah, kaj najbolj prispeva k organizacijski klimi, kaj zaposlene motivira pri njihovem delu, ter ugotoviti, kako organizacijsko klimo doživljajo Slovenci, ki so zaposleni v Avstriji. Metodologija: V teoretičnem delu smo predstavili organizacijsko klimo, njene lastnosti, merjenje in njene dimenzije. Predstavili smo tudi interakcijo organizacijske klime z zadovoljstvom zdravstvenih delavcev, motivacijo in motivacijskimi dejavniki. Za našo raziskavo smo prilagodili anketni vprašalnik, povzet po projektu SiOk. Z anketo smo zbrali podatke med zdravstvenimi delavci, zaposlenimi v Sloveniji in v Avstriji. Vse podatke smo statistično obdelali s programom SPSS. Rezultati: Rezultati naše raziskave so pokazali, da so povprečne vrednosti dimenzij organizacijske klime nižje pri slovenskih zdravstvenih delavcih kot pri avstrijskih. Ta razlika pa ni temeljna, saj so povprečne vrednosti dimenzij glede na posamezno državo zelo podobno razporejene. Najvišje ocenjena dimenzija v obeh državah so notranji odnosi, najpomembnejši motivacijski dejavnik pa dobri odnosi s sodelavci. Zaposleni so najbolj nezadovoljni z možnostmi za razvoj kariere in z nagrajevanjem. Razprava in zaključek: Na podlagi teh ugotovitev smo izdelali predlog za preoblikovanje celotnega sistema napredovanja, v katerem naj bodo glavni kriteriji in pogoji za napredovanje jasno definirani. Za izboljšanje organizacijske klime bi po našem mnenju bilo treba v sodelovanju z organizacijo in zaposlenimi sestaviti nov model napredovanja, ki bo vezan na vizijo in cilje organizacije. Pri načrtu in oblikovanju celotnega modela naj sodelujejo vsi zaposleni.Introduction: A positive organisational atmosphere is the foundation of every successful business, and that is why it is important to invest research effort into showing the similarities and differences in experiencing organisational atmosphere, satisfaction and motivation of health care workers in two similar institutions, spas in Slovenia and Austria. The aim of our research is to examine what is the organisational atmosphere like in the studied institutions, what contributes to the organisational atmosphere, what motivates employees with their work, and to discover how the organisational atmosphere is experienced by Slovenians employed in Austria. Methods: Theoretical part presents the organisational atmosphere, its features, and the measurement of its dimensions. Interaction of organisational atmosphere, satisfaction of health care workers, motivation and motivational factors are also presented. For this research, we adapted a questionnaire taken from the project “SiOk”. The questionnaire data were collected from health care workers in Slovenia and Austria. The data were statistically analysed with SPSS program. Results: Our research results showed that the average value of the dimension of organisational atmosphere is lower in Slovenian health care workers than in Austrian. This difference is not fundamental because the average values of dimensions are similarly sorted according to each country. The highest rated dimension in both countries are internal relations, and the most important motivational tool are good relations with the colleagues. The employees are the most dissatisfied with the lack of opportunity for career development and rewarding. Discussion: Based on these findings we made a proposition to transform the entire promotion system in which the main criteria and conditions needed for promotion will be clearly defined. In our opinion, to better the organisational atmosphere, it is necessary to work with the institution and the employees to build a new model of promotion that will be linked to the vision and aims of the institution. All employees should be included into planning and designing a new model