Ethics code: IR.IAU.H.REC.1403.137
1- Ph.D. student of Public Administration, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran
2- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran ,hamidi@iau.ac.ir
3- Assistant Professor, Department of Management , Mal.C., Islamic Azad University, Malayer, Iran
4- Associate Professor, Department of Management, School of Management and Accounting, Bu-Ali Sina University, Hamedan, Iran
5- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran
2- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran ,
3- Assistant Professor, Department of Management , Mal.C., Islamic Azad University, Malayer, Iran
4- Associate Professor, Department of Management, School of Management and Accounting, Bu-Ali Sina University, Hamedan, Iran
5- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran
Abstract: (34 Views)
Background: Generational differences in today's work environments, especially in hospitals, can affect organizational interactions, employee motivation, and the effectiveness of health services. The present research was conducted with the aim of identifying and explaining effective strategies in implementing multi-generational gravity in hospitals of Hamadan University of Medical Sciences to provide a practical framework for managing generational synergy.
Methods: This study was conducted as a qualitative research using a content analysis approach. The target population consisted of senior and middle managers of hospitals affiliated with Hamadan University of Medical Sciences. Participants were selected through purposive sampling, and the sample size was determined based on the data saturation principle (30 individuals). Data were collected through semi-structured interviews and, after verbatim transcription, analyzed using qualitative content analysis. The validity and reliability of the data were assessed based on Lincoln and Guba’s criteria.
Results: The results led to the identification of six main themes, including focus on motivation and reward, flexibility and adaptability to changes, intergenerational guidance and adaptive structure, organizational learning and knowledge sharing, communication networks and participation-oriented and organizational justice and coordination. These strategies were recognized as key components in forming multi-generational gravity in hospitals.
Conclusion: The results of this research led to the identification of strategies that can be a theoretical basis for designing and formulating a structured approach in implementing multi-generational gravity in the future. The simultaneous application of these strategies can strengthen the interaction between generations, increase productivity, improve the quality of treatment services and create justice in resource allocation. The presented framework can be a basis for human resources managers' policy-making and designing organizational development programs in hospitals and provide the basis for realizing generational synergy and improving the performance of the health system.
Methods: This study was conducted as a qualitative research using a content analysis approach. The target population consisted of senior and middle managers of hospitals affiliated with Hamadan University of Medical Sciences. Participants were selected through purposive sampling, and the sample size was determined based on the data saturation principle (30 individuals). Data were collected through semi-structured interviews and, after verbatim transcription, analyzed using qualitative content analysis. The validity and reliability of the data were assessed based on Lincoln and Guba’s criteria.
Results: The results led to the identification of six main themes, including focus on motivation and reward, flexibility and adaptability to changes, intergenerational guidance and adaptive structure, organizational learning and knowledge sharing, communication networks and participation-oriented and organizational justice and coordination. These strategies were recognized as key components in forming multi-generational gravity in hospitals.
Conclusion: The results of this research led to the identification of strategies that can be a theoretical basis for designing and formulating a structured approach in implementing multi-generational gravity in the future. The simultaneous application of these strategies can strengthen the interaction between generations, increase productivity, improve the quality of treatment services and create justice in resource allocation. The presented framework can be a basis for human resources managers' policy-making and designing organizational development programs in hospitals and provide the basis for realizing generational synergy and improving the performance of the health system.
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