After the Elderly long-term care insurance system implemented, the elderly care service institutions were converted the operating system based on service delivery performance to secure finances, unlike operated at a relatively stable funding by the g...
After the Elderly long-term care insurance system implemented, the elderly care service institutions were converted the operating system based on service delivery performance to secure finances, unlike operated at a relatively stable funding by the government financial support. In addition, due to the rapid quantitative growth of the nursing home and heightened users' rights, the service delivery agency organizations can be suffered by serious financial difficulties without efforts to improve the quality of service. To increase the quality of services, elderly long-term care facilities should try to improve organizational performance through effective organizational management. The purpose of this study is to analyze the impact of the knowledge management(human capital and structural assets of the organization) on organizational performance in nursing homes.
A survey was conducted from July 13 to August 31, 2015 from 238 workers in nursing homes in Chungcheongnam and Chungcheongbuk provinces. The collected data were analyzed by frequency analysis, descriptive statistics, t-test, ANOVA analysis, reliability validation and correlation analysis, and regression analysis with the SPSS 21.0.
Main results are as follows.
First, the respondents are mostly aged between 40 and 49 (31.6%), women(79.5%), has college education or more(84.2%). The characteristics of the nursing homes are as follows: 35.4% have 30-50 elderly, 66.4% have operated by the social welfare corporation, 32.8% have established over 10 years, and 67.7% are in rural areas.
Second, the level of organizational performance of the respondents are higher than the average by 3.60 points out of 5 points. Between the sub-factors of organizational performance, the level of organizational commitment(3.65) is higher than the level of job satisfaction(3.54) points to 3.65 points. The organizational performance is significantly different by gender, age, and educational level. That is, men(3.76) are higher than women, those aged 50 years or older(3.92) and those with graduate courses or graduated(4.05) are highest.
Third, the analysis of the human capital characteristics shows the overall average is 3.59 of 5 points. Among the sub-factors of the human capital, interpersonal relationship is the highest(3.76) and work capacity(3.61), self development(3.38) in order. The organizational performance is significantly different by gender, age, and educational level. That is, men(3.76) are higher than women, those aged 50 years or older(3.92) and those with graduate courses or graduated(4.05) are highest. The human capital characteristics is significantly different by age and job experience. The overall average of structural assets is 3.66 of 5 points, and among the sub-cultural factors, shared culture is 3.76, and process is 3.55. The structural assets are significantly different by age, education, and organizations operating period.
Fourth, the results of the correlation analysis between knowledge management and organizational performance show that organizational performance is significantly related to all the variables except education, operating entities, number of residents, and region of nursing home. The correlation between the organizational performance and knowledge management(human capital and structural assets) is positive and high.
Finally, the result of regression analysis of organizational performance to examine the impact of knowledge management, and general characteristics((R2=.508) shows that shared culture(β=.303) and process(β=.402) which are the sub-cultural factors of structural assets, age(β=.175), job position(β=-.150), and operating entities(β=-.169) are significantly influent factors. In addition, from the result of regression analysis of job satisfaction(R2=.428) age, operating entities, and structural assets(shared culture and process) and from the result of regression analysis of organizational commitment(R2=.459), age, position, and structural assets(shared culture and process) are found as significantly influent factors. But the impacts of human capitals are not significant in the regression analysis.
In conclusion, from the result of this study in which the structural assets(shared culture and process), key element of knowledge management, are most influential factors of organizational performance in nursing homes, the cooperation between organizations is needed to actively share knowledge to improve organizational performance. In addition, the agencies should try to develop a variety of programs, to provide an environment where the members can talk freely, and to make an appropriate reward for knowledge sharing, and to support members to develop their competencies and to be share.
Keywords: knowledge management, human capital, structural assets, organizational performance, nursing homes
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