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Main arrow Archive of previous Issues arrow ¹3 2018 (61) arrow ASSESSING SOCIAL FACTORS OF STAFF PERFORMANCE OF THE HEALTH RESEARCH INSTITUTE
ASSESSING SOCIAL FACTORS OF STAFF PERFORMANCE OF THE HEALTH RESEARCH INSTITUTE Print
Tuesday, 10 July 2018

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:  This e-mail address is being protected from spam bots, you need JavaScript enabled to view it
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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