DOI: 10.21045/2071-5021-2018-61-3-9
1Morozova E.A., 1Luzgareva O.I., 2Danil'chenko Ya.V., 2Kryuchkov D.V., 2Karas' D.V., 2Artamonova G.V.
1Kemerovo State University, Institute of Economics and Management, Kemerovo, Russia
2 Research Institute for Complex Issues of Cardiovascular Diseases, Kemerovo, Russia
Contacts: Karas’ Dmitriy Victorovich, e-mail:
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Information about authors:
Morozova E.A., https://orcid.org/0000-0003-2215-9808
Luzgareva O.I., https://orcid.org/0000-0002-9829-9156
Danil'chenko Ya.V., https://orcid.org/0000-0001-8308-8308
Kryuchkov D.V., https://orcid.org/0000-0002-5408-6562
Karas' D.V., https://orcid.org/0000-0002-6506-2769
Artamonova G.V., https://orcid.org/0000-0003-2279-3307
Acknowledgments. The study had no sponsorship.
Conflict of interests. The authors declare no conflict of interest.
Abstract
Significance. Problems of productivity, efficiency and
performance in Russia have been receiving much attention in recent years
due to the priority need for improving economic potential of the
country in the modern context. Development of approaches to measure
impact of social factors on performance is of practical importance as
one of the scientific management tools for improving performance.
Purpose: to present results of the assessment of social
factors affecting staff performance of the health research institute
using the original sociological methodology.
Methods. The sociological methodology was based on the
assessment of different social factors by staff of the organization
(working conditions, scope of work, moral and psychological environment,
social policy of the organization, qualification and carrier,
incentives, organization of work, organizational culture, management
style, and organization loyalty) and assessment of their impact on
performance. All indicators were measured in scores on a scale from one
to five.
The methodology was tested in three stages (in 2012, 2014 and 2017)
at the Research Institute for Complex Issues of Cardiovascular Diseases
through a continuous questioning of the organization’s employees.
Results. According to the 2017 data, the following social
factors affecting performance received the heighest scores: scope of
work (4.28 points), management style (4.13 points), working conditions
(4.06 points) and organization loyalty (4.05 points). The lowest score
received social policy (2.72 points). The average score for all factors
added up to 3.64 points. Over the last three years the scores for all
parameters without exception have increased with the highest increase of
the “social policy” factor.
Score comparison in the three groups of employees (“high
performance”, “average performance” and “low performance”) revealed a
direct correlation: the higher the factor score, the higher performance.
The following factors make the highest impact on the Institute staff
performance: incentives, organization of work, moral and psychological
environment, qualification and career.
Conclusions. The three-staged testing of the developed
methodology ensures feasibility of its application for estimating social
performance factors and their impact on staff performance of the
scientific medical organization.
Key words: scientific medical organization; performance; social factors of performance; sociological methodology.
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