Approaches to the study and development of corporate culture in a healthcare organization

Abstract

Relevance. The N. V. Sklifosovsky Research Institute for Emergency Medicine is a leading multidisciplinary medical institution with a unique corporate culture. In its established work team, the heads of departments are carriers and indicators of values for the employees. P u r p o s e . To study the values of the heads of departments. M e t h o d s . Anonymous survey among two groups of heads: GrS (scientific departments) and GrC (clinical departments) using the methodology of assessing the value profile (questionnaires: SVS‑57, PVQ‑47) and labor motives (Martin-Ritchie questionnaire). F i n d i n g s . The questionnaires were filled out by 25 heads, of which GrS – 11 people (44%), GrC – 14 (56%). According to the Schwartz questionnaire, in the GrS, “Self-Direction” was in the first place in the value profile rating, “Benevolence” was in the second place, “Security” was in the third, and in the GrC, “Security” was in the first place, “Benevolence” was in the second, “Self-Direction” was in the third. Regression analysis was carried out in the general group: clustering was determined by the indicator “Universalism” (0.13). Its strong correlation with “Security” was revealed (k=0.73, p<0.01). According to the Martin-Ritchie questionnaire, the main motivating factor for people is the feeling of their own relevance in interesting and socially useful activities. In particular, the respondents for whom “Security” is not a priority want more recognition from other people than employees for whom “Security” is very important. The respondents ranking the “Security” value first prefer material incentives, but they also prefer to set challenging goals and achieve them. C o n c l u s i o n s . In the rating of value orientations among the heads of scientific and clinical departments, there are divergent values of “Self-Direction” and “Security”, which increases the risk of professional burnout. The priority motives of mid-level executives were identified. The data obtained during the CC monitoring can be used for the development of communication strategies within the clinic (including in the distribution of functional responsibilities), as well as for image-building activities aimed at the external environment.