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com - naisreP ot hsilgnE morf detalsnarT

.‫ﯾﯽ ﭼﯿﻨﮓ ﻭ ﻫﻤﮑﺎﺭﺍﻥ‬،‫ﻟﯽ‬

‫ﻣﻘﺎﻟﻪ‬

‫ﺗﻮﺳﻌﻪﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ‬

‫ﺗﺎﯾﻮﺍﻥ‬

(IJMESS) ‫ ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬،‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‬

:‫ﺍﺭﺍﺉﻪﺷﺪﻩ ﺑﺎ ﻫﻤﮑﺎﺭﯼ‬
(IJMESS) ‫ ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬،‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‬

‫ ﺗﻮﺳﻌﻪ ﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ‬: (2016) .‫ ﯾﯽ ﭼﯿﻨﮓ ﻭ ﻫﻤﮑﺎﺭﺍﻥ‬،‫ﻟﯽ‬:‫ﻧﻘﻞﻗﻮﻝ ﭘﯿﺸﻨﻬﺎﺩﯼ‬
، Jersey City, NJ, Vol. 5، Iss. 1 ،(IJMESS) ‫ ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬،‫ﻣﺠﻠﻪ ﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‬،‫ﺗﺎﯾﻮﺍﻥ‬
13-1 ‫ ﺹ‬،ISSN 2304-1366، IJMESS International Publishers

:‫ﺍﯾﻦﻧﺴﺨﻪ ﺩﺭ ﺁﺩﺭﺱ ﺯﯾﺮ ﻣﻮﺟﻮﺩ ﺍﺳﺖ‬

http://hdl.handle.net/10419/130518

:‫ﺷﺮﺍﯾﻂﺍﺳﺘﻔﺎﺩﻩ‬ :Nutzungsbedingungen-‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬

‫ ﻣﻤﮑﻦ ﺍﺳﺖ ﺑﺮﺍﯼ ﺍﻫﺪﺍﻑ ﺷﺨﺼﯽ ﻭ ﻋﻠﻤﯽ‬EconStor ‫ﺍﺳﻨﺎﺩﻣﻮﺟﻮﺩ ﺩﺭ‬ Zwecken und zum Privatgebrauch gespeichert und kopiert werden.
.‫ﺷﻤﺎﺫﺧﯿﺮﻩ ﻭ ﮐﭙﯽ ﺷﻮﻧﺪ‬ Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen

‫ ﺍﺳﻨﺎﺩ ﺭﺍ ﺑﻪ‬،‫ﺷﻤﺎﻧﺒﺎﯾﺪ ﺍﺳﻨﺎﺩ ﺭﺍ ﺑﺮﺍﯼ ﻣﻘﺎﺻﺪ ﻋﻤﻮﻣﯽ ﯾﺎ ﺗﺠﺎﺭﯼ ﮐﭙﯽ ﮐﻨﯿﺪ‬ ، öffentlich zugänglich machen، vertreiben oder anderweitig nutzen.
‫ ﺁﻧﻬﺎ ﺭﺍ ﺑﺮﺍﯼ ﻋﻤﻮﻡ ﺩﺭ ﺍﯾﻨﺘﺮﻧﺖ ﺩﺭ ﺩﺳﺘﺮﺱ‬،‫ﺻﻮﺭﺕﻋﻤﻮﻣﯽ ﺑﻪ ﻧﻤﺎﯾﺶ ﺑﮕﺬﺍﺭﯾﺪ‬ oder kommerzielle Zwecke vervielfältigen، öffentlich ausstellen
.‫ ﯾﺎ ﺍﺳﻨﺎﺩ ﺭﺍ ﺩﺭ ﻋﻤﻮﻡ ﺗﻮﺯﯾﻊ ﮐﻨﯿﺪ ﯾﺎ ﺍﺯ ﺁﻧﻬﺎ ﺍﺳﺘﻔﺎﺩﻩ ﮐﻨﯿﺪ‬،‫ﻗﺮﺍﺭﺩﻫﯿﺪ‬ Sie dürfen die Dokumente nicht für öffentliche

die in der dort genannten Lizenz gewungsrechtent.

‫( ﺩﺭ‬Creative Commons ‫ﺍﮔﺮﺍﺳﻨﺎﺩ ﺗﺤﺖ ﻣﺠﻮﺯ ﻣﺤﺘﻮﺍﯼ ﺑﺎﺯ )ﺑﻪ ﻭﯾﮋﻩ ﻣﺠﻮﺯﻫﺎﯼ‬ haben sollten, gelten abweichend von diesen Nutzungsbedingungen
‫ ﻣﯽ ﺗﻮﺍﻧﯿﺪ ﺍﺯ ﺣﻘﻮﻕ ﺍﺳﺘﻔﺎﺩﻩ ﺑﯿﺸﺘﺮ ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺩﺭ‬،‫ﺩﺳﺘﺮﺱﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺑﺎﺷﻨﺪ‬ -Content-Lizenzen )inbesondere CC-Lizenzen( zur Verfügung gestellt
.‫ﻣﺠﻮﺯﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺳﺘﻔﺎﺩﻩ ﮐﻨﯿﺪ‬ Sofern die Verfasser die Dokumente unter Open

http://creativecommons.org/licenses/by-nc/3.0/
 ‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ ‪ ،2016‬ﺟﻠﺪ ‪ ،(1)5‬ﺹ ‪– 1‬‬
‫‪.13‬‬
‫‪http://www.ijmess.com‬‬
‫‪ISSN 2304 –1366‬‬

‫ﺗﻮﺳﻌﻪﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ‬

‫ﮐﺎﺭﮐﻨﺎﻥﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ ﺗﺎﯾﻮﺍﻥ‬

‫ﯾﯽﭼﯿﻨﮓ ﻟﯽ‪1‬‬
‫‪2‬‬ ‫ﻭﯼ‪-‬ﭼﻪ ﻫﺴﻮ‬
‫ﻭﻭ‪3‬‬ ‫ﻫﺴﯿﻦﻫﻮﻧﮓ‬
‫‪4‬‬‫ﻭﺍﻥﻟﯿﻦ ﻫﺴﯿﻪ‬
‫ﺷﺎﺉﻮﺟﻦ ﻭﻧﮓ‪4‬‬

‫ﭼﯿﻪﺳﻮﺍﻥ ﻫﻮﺍﻧﮓ*‪2‬‬

‫‪1‬ﺩﺍﻧﺸﮑﺪﻩ ﺳﯿﺎﺳﺖ ﻭ ﻣﺪﯾﺮﯾﺖ ﺑﻬﺪﺍﺷﺖ‪ ،‬ﺩﺍﻧﺸﮕﺎﻩ ﭘﺰﺷﮑﯽ ﭼﺎﻧﮓ ﺷﺎﻥ‪ ،‬ﺗﺎﯾﭽﻮﻧﮓ‪ ،‬ﺗﺎﯾﻮﺍﻥ‬
‫‪2‬ﮔﺮﻭﻩ ﻣﺪﯾﺮﯾﺖ ﺑﺎﺯﺭﮔﺎﻧﯽ‪ ،‬ﺩﺍﻧﺸﮕﺎﻩ ﺗﻮﻧﮕﻬﺎﯼ‪ ،‬ﺗﺎﯾﭽﻮﻧﮓ‪ ،‬ﺗﺎﯾﻮﺍﻥ‬
‫‪3‬ﺑﺨﺶ ﻣﺪﯾﺮﯾﺖ ﺑﺎﺯﺭﮔﺎﻧﯽ‪ ،‬ﺩﺍﻧﺸﮕﺎﻩ ﻣﻠﯽ ﺁﻣﻮﺯﺵ ﭼﺎﻧﮕﻮﺍ‪ ،‬ﭼﺎﻧﮕﻮﺍ‪ ،‬ﺗﺎﯾﻮﺍﻥ‬
‫‪4‬ﮔﺮﻭﻩ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ ﻭ ﺍﻃﻼﻋﺎﺕ ﺳﺎﺯﻣﺎﻧﯽ‪ ،‬ﺩﺍﻧﺸﮕﺎﻩ ﺗﻮﻧﮕﻬﺎﯼ‪ ،‬ﺗﺎﯾﭽﻮﻧﮓ‪ ،‬ﺗﺎﯾﻮﺍﻥ‬

‫ﻣﻄﺎﻟﻌﻪﺣﺎﺿﺮ ﺗﻼﺵ ﻣﯽ ﮐﻨﺪ ﺗﺎ ﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻣﻌﺘﺒﺮ ﻭ ﮐﺎﺭﺑﺮﺩﯼ ﺑﺮﺍﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺳﻄﺢ‬
‫ﺭﺿﺎﯾﺖﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ ﺗﺎﯾﻮﺍﻥ ﺍﯾﺠﺎﺩ ﮐﻨﺪ‪ .‬ﻓﻬﺮﺳﺖ ﺷﺮﺡ ﺷﻐﻞ )‪ (JDI‬ﻭ ﺷﺎﺧﺺ ﺭﺿﺎﯾﺖ‬
‫ﺷﻐﻠﯽ)‪ (JSI‬ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﯾﻪ ﻭ ﺍﺳﺎﺱ ﻣﻌﯿﺎﺭ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ ﯾﮏ‬
‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻣﻨﺘﺨﺐ ﺍﺗﺨﺎﺫ ﺷﺪ‪ .‬ﺑﺮﺍﯼ ﺗﺄﯾﯿﺪ ﻭ ﺍﻋﺘﺒﺎﺭ ﻣﻘﯿﺎﺱ‪ ،‬ﺩﺍﺩﻩ ﻫﺎﯼ ﺟﻤﻊ ﺁﻭﺭﯼ ﺷﺪﻩ ﺩﺭ ﺳﺎﻝ ﻫﺎﯼ‬
‫‪2012‬ﻭ ‪ 2013‬ﺑﻪ ﺗﺮﺗﯿﺐ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺍﮐﺘﺸﺎﻓﯽ )‪ (EFA‬ﻭ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺗﺄﯾﯿﺪﯼ )‪(CFA‬‬
‫ﻣﻮﺭﺩﺗﺠﺰﯾﻪ ﻭ ﺗﺤﻠﯿﻞ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻨﺪ‪ .‬ﺳﭙﺲ ﺑﺮﺍﯼ ﺑﺮﺭﺳﯽ ﻗﺪﺭﺕ ﻭ ﺟﻬﺖ ﺭﻭﺍﺑﻂ ﺑﯿﻦ ﺍﺑﻌﺎﺩ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ‬
‫ﺍﺯﺗﺤﻠﯿﻞ ﻫﻤﺒﺴﺘﮕﯽ ﭘﯿﺮﺳﻮﻥ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‪ .‬ﺩﺭ ﻣﺠﻤﻮﻉ‪ ،‬ﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺍﯾﺠﺎﺩ ﺷﺪﻩ ﺩﺭ ﺍﯾﻦ‬
‫ﺗﺤﻘﯿﻖﻣﻌﯿﺎﺭ ﻣﻌﺘﺒﺮ ﻭ ﺩﻗﯿﻘﯽ ﺭﺍ ﺑﺮﺍﯼ ﺍﺭﺯﯾﺎﺑﯽ ﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ‪ .‬ﻫﺮ ﺩﻭ ﻧﺘﺎﯾﺞ‬
‫‪ EFA‬ﻭ ‪ CFA‬ﻧﺸﺎﻥ ﺩﺍﺩﻧﺪ ﮐﻪ ﻣﻮﺍﺭﺩ ﺑﻪ ﻃﻮﺭ ﻣﺪﺍﻭﻡ ﺩﺭ ﺷﺶ ﺑﻌﺪ ﻇﺎﻫﺮ ﻣﯽ ﺷﻮﻧﺪ‪ ،‬ﯾﻌﻨﯽ ﻣﺤﯿﻂ ﮐﺎﺭ‪،‬‬
‫ﺩﺳﺘﺎﻭﺭﺩﮐﺎﺭﯼ‪ ،‬ﭘﺎﺩﺍﺵ ﻭ ﻣﺰﺍﯾﺎ‪ ،‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‪ ،‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‪ ،‬ﻭ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‪ .‬ﺍﯾﻦ ﯾﺎﻓﺘﻪ ﻫﺎ‬
‫ﻫﻤﭽﻨﯿﻦﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ ﮐﻪ ﺣﻤﺎﯾﺖ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﭘﯿﺸﺮﻓﺖ ﮐﺎﺭﯼ‪ ،‬ﻭ ﺍﺭﺗﻘﺎ ﻭ ﺍﺭﺯﯾﺎﺑﯽ ﺳﻪ ﻋﺎﻣﻞ ﺣﯿﺎﺗﯽ‬
‫ﻫﺴﺘﻨﺪﮐﻪ ﺑﻪ ﻃﻮﺭ ﻗﺎﺑﻞ ﺗﻮﺟﻬﯽ ﺑﻪ ﺳﻄﻮﺡ ﺑﺎﻻﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﮐﻤﮏ ﻣﯽ ﮐﻨﻨﺪ‪.‬‬

‫ﺳﺎﺯﻣﺎﻥﻫﺎﯼ‪،‬‬ ‫ﺳﻼﻣﺘﯽ‬ ‫ﻣﻘﯿﺎﺱ‪،‬‬ ‫ﺭﺿﺎﯾﺖ‬ ‫ﮐﻠﻤﺎﺕﮐﻠﯿﺪﯼ‪ :‬ﺷﻐﻞ‬

‫ﻋﺎﻣﻞ‬ ‫ﺗﺎﯾﯿﺪﯼ‬ ‫ﺗﺤﻠﯿﻞﻭ ﺑﺮﺭﺳﯽ‪،‬‬ ‫ﻋﺎﻣﻞ‬ ‫ﺍﮐﺘﺸﺎﻓﯽ‬
‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ‪ ،‬ﺗﺤﻠﯿﻞ ﻫﻤﺒﺴﺘﮕﯽ ﭘﯿﺮﺳﻮﻥ‬
‫‪JEL: D23، C38، I11‬‬

‫‪ ;2005‬ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ .(2012 ،.‬ﺑﻌﻀﯽ ﺍﺯ ﺍﯾﻨﻬﺎ‬ ‫ﺍﻣﺮﻭﺯﻩﺗﺠﺎﺭﺕ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﺩﺭ ﺣﺎﻝ ﺗﺒﺪﯾﻞ ﺷﺪﻥ ﺍﺳﺖ‬

‫ﺷﺮﮐﺖﻫﺎ ﻣﻌﺘﻘﺪﻧﺪ ﮐﻪ ﻓﻨﺎﻭﺭﯼ ﺟﺪﯾﺪ ﻭ‬ ‫ﺭﻗﺎﺑﺘﯽﺗﺮ ﻭ ﺑﯿﺸﺘﺮ؛ ﻫﺮ ﻣﺰﯾﺘﯽ ﺍﺳﺖ‬

‫ﺩﺭﻣﺎﻥﺭﺍﻩ ﺣﻞ ﺧﻮﺑﯽ ﺑﺮﺍﯼ ﺍﻓﺰﺍﯾﺶ ﺑﻪ ﻧﻈﺮ ﻣﯽ ﺭﺳﺪ‬ ‫ﺑﺮﺍﯼﺍﺳﺘﺮﺍﺗﮋﯼ ﮐﺴﺐ ﻭ ﮐﺎﺭ ﺑﺮﺍﯼ ﺁﯾﻨﺪﻩ ﺿﺮﻭﺭﯼ ﺍﺳﺖ‬

‫ﺑﻬﺮﻩﻭﺭﯼ‪ ،‬ﮐﺎﻫﺶ ﻫﺰﯾﻨﻪ ﻫﺎ ﻭ ﺑﻬﺒﻮﺩ ﮐﯿﻔﯿﺖ‬ ‫ﺗﻮﺳﻌﻪﭘﺎﯾﺪﺍﺭ ﺑﺴﯿﺎﺭﯼ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻫﺎ‬

‫ﺳﯿﺴﺘﻢﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ )‪ Omachonu‬ﻭ‬ ‫ﺍﯾﻦﺭﻭﻧﺪ ﺗﻮﺳﻌﻪ ﺭﺍ ﺗﺸﺨﯿﺺ ﺩﺍﺩﻩ ﻭ ﺩﺍﺷﺘﻪ ﺍﻧﺪ‬

‫ﻭ‬ ‫ﺍﺳﺘﺎﺭﺑﺎﮎ‬ ‫ﺩﺍﺗﻮﻥ‪،‬‬ ‫‪;2010‬‬ ‫ﺍﻧﯿﺴﭙﺮﻭﭺ‪،‬‬ ‫ﺷﺮﻭﻉﺑﻪ ﯾﺎﻓﺘﻦ ﻣﺰﯾﺖ ﻫﺎﯼ ﺭﻗﺎﺑﺘﯽ ﺧﻮﺩ ﮐﺮﺩﻧﺪ‬

‫ﮐﺮﯾﭙﻨﺪﻭﺭﻑ‪ .(2002،‬ﻓﻨﺎﻭﺭﯼ ﭘﯿﺸﺮﻓﺘﻪ ﺍﻧﺠﺎﻡ ﻣﯽ ﺩﻫﺪ‬ ‫ﺻﻨﻌﺖﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﺑﻪ ﺗﻐﯿﯿﺮ ﺍﺩﺍﻣﻪ ﺧﻮﺍﻫﺪ ﺩﺍﺩ‬

‫ﺩﺭﻭﺍﻗﻊ ﻧﻘﺶ ﻣﻬﻤﯽ ﺩﺭ ﺳﯿﺴﺘﻢ ﺩﺍﺭﻧﺪ‬ ‫ﻭﺩﺭ ﺩﻫﻪ ﻫﺎﯼ ﺁﯾﻨﺪﻩ ﺗﮑﺎﻣﻞ ﭘﯿﺪﺍ ﮐﻨﻨﺪ )ﮔﯿﻨﺰﺑﻮﺭﮒ‪،‬‬

‫ﻋﻤﻞ؛ﺑﺎ ﺍﯾﻦ ﺣﺎﻝ‪ ،‬ﺍﯾﻦ ﺗﻨﻬﺎ ﯾﮏ ﺑﺨﺶ ﮐﻠﯿﺪﯼ ﺍﺯ ‪ a‬ﺍﺳﺖ‬ ‫ﻧﺴﺨﻪﺧﻄﯽ ﺩﺭﯾﺎﻓﺖ ﺷﺪﻩ ﺩﺭ ‪ 18‬ﻧﻮﺍﻣﺒﺮ ‪ ;2015‬ﺑﺎﺯﺑﯿﻨﯽ ﺷﺪﻩ ﺩﺭ ‪ 23‬ﮊﺍﻧﻮﯾﻪ ‪ ;2016‬ﭘﺬﯾﺮﺵ ﺩﺭ ‪25‬‬
‫ﻓﻮﺭﯾﻪ‪ ;The Authors © .2016‬ﺩﺍﺭﻧﺪﻩ ﻣﺠﻮﺯ ‪IJMESS‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﯼﮐﻞ ﺑﺎ ﺩﺭﮎ ﺁﯾﻨﺪﻩ‬ ‫* ﻧﻮﯾﺴﻨﺪﻩ ﻣﺴﺉﻮﻝ‪tititacer@thu.edu.tw :‬‬
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‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫ﻧﺸﺎﻥﻣﯽ ﺩﻫﺪ ﮐﻪ ﻣﻘﯿﺎﺱ ﻫﺎﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺎﯾﺪ ﺑﺎﺷﺪ‬ ‫ﺗﻮﺳﻌﻪﺩﺭ ﺫﻫﻦ‪ ،‬ﻣﺪﯾﺮﺍﻥ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ‬

‫ﺑﻪﺻﻮﺭﺕ ﺩﻭﺭﻩ ﺍﯼ ﺍﺭﺯﯾﺎﺑﯽ ﻣﯽ ﺷﻮﺩ‪ ،‬ﺯﯾﺮﺍ ﻋﻮﺍﻣﻞ ﻣﻨﺠﺮ ﺑﻪ‬ ‫ﺑﻪﻃﻮﺭ ﻓﺰﺍﯾﻨﺪﻩ ﺍﯼ ﺑﺎ ﭼﺎﻟﺶ ﻫﺎﯾﯽ ﺑﺮﺍﯼ ﻣﺪﯾﺮﯾﺖ ﻣﻮﺍﺟﻪ ﻫﺴﺘﻨﺪ‬

‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺗﻐﯿﯿﺮ ﻣﯽ ﮐﻨﺪ‪ .‬ﺑﻪ ﻣﻨﻈﻮﺭ‪ .‬ﻭﺍﺳﻪ ﺍﯾﻨﮑﻪ‪ .‬ﺑﺮﺍﯼ ﺍﯾﻨﮑﻪ‬ ‫ﻫﺰﯾﻨﻪﻫﺎ‪ ،‬ﺍﺭﺍﺉﻪ ﺧﺪﻣﺎﺕ ﺧﻮﺏ ﻭ ﺑﻬﺘﺮ‬

‫ﻫﺪﻑﺍﯾﻦ ﻣﻄﺎﻟﻌﻪ ﺣﻞ ﺍﯾﻦ ﻣﺸﮑﻼﺕ ﺍﺳﺖ‬ ‫ﻧﺘﺎﯾﺞﺑﺮﺍﯼ ﺑﯿﻤﺎﺭﺍﻥ )ﭘﻮﺭﺗﺮ ﻭ ﻟﯽ‪ .(2013 ،‬ﮐﻪ ﺩﺭ‬

‫ﯾﮏﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻣﻌﺘﺒﺮ ﻭ ﻗﺎﺑﻞ ﺍﺟﺮﺍ ﺑﺎﺯﺳﺎﺯﯼ ﮐﻨﯿﺪ‬ ‫ﺻﻨﻌﺖﺧﺪﻣﺎﺗﯽ ﮐﻪ ﺩﺭ ﺁﻥ ﻣﻮﻓﻘﯿﺖ ﺑﻪ ﺁﻥ ﮐﻤﮏ ﻣﯽ ﮐﻨﺪ‬

‫ﻣﻘﯿﺎﺱﺑﺮﺍﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺯ ﻃﺮﯾﻖ ﺑﺮﺭﺳﯽ ﻭ‬ ‫ﺑﺎﺭﺿﺎﯾﺖ ﺑﯿﻤﺎﺭ )ﺑﻠﻪﻭ ﻫﻤﮑﺎﺭﺍﻥ‪(2008 ،.‬‬

‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ ﺭﻭﺵ ﻫﺎﯼ ﺗﻮﺳﻌﻪ ﻣﻘﯿﺎﺱ‬ ‫ﮐﺎﺭﮐﻨﺎﻥﻣﺘﻌﻬﺪ ﻭ ﺭﺍﺿﯽ ﯾﮏ ﮐﻠﯿﺪ ﻫﺴﺘﻨﺪ‬

‫ﻋﺎﻣﻠﯽﺑﺮﺍﯼ ﭘﺎﺳﺨﮕﻮﯾﯽ ﺑﻪ ﺗﻘﺎﺿﺎﯼ ﺑﯿﻤﺎﺭ ﺑﺎ ﮐﯿﻔﯿﺖ‬

‫ﺑﺮﺭﺳﯽﺍﺩﺑﯿﺎﺕ‬
‫ﺍﻫﻤﻴﺖﺩﺍﺩﻥ‪ .‬ﺑﻨﺎﺑﺮﺍﯾﻦ‪ ،‬ﻣﻬﻢ ﺗﺮﯾﻦ ﺗﺎﺛﯿﺮ ﺑﺮ‬
‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﻭ ﺩﺭﻣﺎﻧﯽ ﺩﺍﺭﺩ‬ ‫ﺻﻨﻌﺖﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﻧﺘﯿﺠﻪ ﺍﯼ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‬
‫ﺗﺒﺪﯾﻞﺷﺪﻥ ﺑﻪ ﺑﺨﺶ ﻣﻬﻤﯽ ﺍﺯ ﺍﯾﺠﺎﺩ‬ ‫ﺍﻓﺮﺍﺩﯼﮐﻪ ﺩﺭ ﺁﻥ ﮐﺎﺭ ﻣﯽ ﮐﻨﻨﺪ )ﺑﻠﻪﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ ;2008 ،.‬ﮐﻮﻫﻦ‬
‫ﻣﺤﯿﻂﮐﺎﺭﯼ ﮐﻪ ﺍﻋﻀﺎﯼ ﮐﺎﺭﮐﻨﺎﻥ‬ ‫ﻭﻟﻮﯾﻨﺘﺎﻝ‪.(2001 ،‬‬
‫ﺧﻮﺍﺳﺘﻦﻣﻄﺎﻟﻌﺎﺕ ﻗﺒﻠﯽ ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ ﮐﻪ ﺷﻐﻞ ﺑﻬﺘﺮ ﺍﺳﺖ‬
‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﺑﻪ ﻃﻮﺭ ﻓﺰﺍﯾﻨﺪﻩ ﺍﯼ ﺗﺒﺪﯾﻞ ﺷﺪﻩ ﺍﺳﺖ‬
‫ﺭﺿﺎﯾﺖﻣﻨﺠﺮ ﺑﻪ ﻧﺘﺎﯾﺞ ﻣﺜﺒﺖ ﻣﯽ ﺷﻮﺩ‪،‬‬
‫ﻣﻮﺿﻮﻉﻣﻬﻢ ﺗﻘﺮﯾﺒﺎ ًﺩﺭ ﺗﻤﺎﻡ ﺻﻨﺎﯾﻊ‪ .‬ﺯﯾﺎﺩ‬
‫ﻣﺎﻧﻨﺪﻋﻤﻠﮑﺮﺩ ﺑﺎﻻﺗﺮ‪ ،‬ﺑﻬﺒﻮﺩ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬
‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻫﺎ ﻧﯿﺰ ﺷﺮﻭﻉ ﺑﻪ ﺍﻧﺠﺎﻡ ﺩﺍﺧﻠﯽ ﮐﺮﺩﻩ ﺍﻧﺪ‬
‫ﻓﺮﺁﯾﻨﺪﻫﺎ‪،‬ﺍﻓﺰﺍﯾﺶ ﺑﻬﺮﻩ ﻭﺭﯼ‪ ،‬ﻭ ﺍﻓﺰﺍﯾﺶ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬
‫ﻧﻈﺮﺳﻨﺠﯽﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﮐﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‬
‫ﺗﻌﻬﺪ)‪;Chaulagain and Khadka, 2012‬‬
‫ﻣﺮﺟﻊﻣﻬﻤﯽ ﺑﺮﺍﯼ‬
‫ﮔﺎﻧﻮﻭ ﮐﻮﮔﻮﺗﻮ‪ .(2014 ،‬ﺩﺭ ﻣﻘﺎﺑﻞ‪ ،‬ﺳﻄﺢ ﭘﺎﯾﯿﻦ‬
‫ﻣﺪﯾﺮﯾﺖ‪.‬ﺍﻭﻟﯿﻦ ﺷﺎﺧﺺ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ‬
‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﻣﻨﻔﯽ ﺍﯾﺠﺎﺩ ﻣﯽ ﮐﻨﺪ‬
‫ﻧﻈﺮﺳﻨﺠﯽ)‪ (JSI‬ﺗﻮﺳﻂ ‪ Brayfield‬ﻭ‬
‫ﺭﻓﺘﺎﺭﻫﺎ‪،‬ﺍﺯ ﺟﻤﻠﻪ ﻧﺎﮐﺎﺭﺁﻣﺪﯼ‪ ،‬ﻏﯿﺒﺖ‪،‬‬
‫ﻭﺷﺎﺧﺼﯽ ﺍﺯ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺍﺳﺖ (‪Rothe )1951‬‬
‫ﮔﺮﺩﺵﻣﺎﻟﯽ‪ ،‬ﻋﺪﻡ ﻣﺮﺍﻗﺒﺖ ﺍﺯ ﺑﯿﻤﺎﺭ‪ ،‬ﮐﻨﺪﯼ‪،‬‬
‫ﺳﺎﺧﺘﻪﺷﺪﻩ ﺗﻮﺳﻂ ﺗﺮﮐﯿﺒﯽ ﺍﺯ ‪ Thurstone‬ﻭ‬
‫ﺷﮑﺎﯾﺎﺕﻭ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺩﺍﺭﻭﯾﯽ )‪Chaulagain‬‬
‫ﺭﻭﺵﻫﺎﯼ ﻣﻘﯿﺎﺱ ﻟﯿﮑﺮﺕ ﺳﭙﺲ ﺗﻨﻮﻉ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‬
‫ﻭﺧﺪﮐﺎ‪ ;1391 ،‬ﭘﯿﺘﺮﺳﻦ‪ ;2005 ،‬ﺁﻟﺒﺎﺗﺎﺕ‪،‬‬
‫ﺍﺯﺍﺷﮑﺎﻝ ﻣﺨﺘﻠﻒ ﺩﺭ ﻣﻘﯿﺎﺱ ﺗﻮﺳﻌﻪ ﯾﺎﻓﺘﻪ ﻭ ﺍﺻﻼﺡ ﺷﺪﻩ ﺍﺳﺖ‬
‫ﺳﻮﻡﻭ ﺻﺎﻟﺢ‪.(2014 ،‬‬
‫ﺗﻮﺳﻂ‪ JSI‬ﺗﺎ ﺑﻪ ﺣﺎﻝ ﻣﺘﺪﺍﻭﻝ ﺗﺮﯾﻦ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‬
‫ﺍﺭﺍﺉﻪﺩﺭﻭﻧﯽ ﺑﺮﺗﺮ ﺑﻪ ﮐﺎﺭﮐﻨﺎﻥ‬ ‫ﺗﮑﻨﯿﮏﻫﺎﯾﯽ ﺑﺮﺍﯼ ﺳﻨﺠﺶ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺍﺭﻧﺪ‬
‫ﻣﺤﯿﻂﮐﺎﺭ ﺑﻪ ﺍﺣﺘﻤﺎﻝ ﺯﯾﺎﺩ ﻣﻨﺠﺮ ﺑﻪ ﺭﺿﺎﯾﺖ ﻣﯽ ﺷﻮﺩ‬ ‫ﭘﺮﺳﺸﻨﺎﻣﻪﺭﺿﺎﯾﺖ ﻣﻨﺪﯼ ﻣﯿﻨﻪ ﺳﻮﺗﺎ ﺑﻮﺩ‬
‫ﮐﺎﺭﮐﻨﺎﻧﯽﮐﻪ ﻫﺮ ﺩﻭ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻭﻓﺎﺩﺍﺭ ﻫﺴﺘﻨﺪ‬ ‫)ﻭﺍﯾﺲﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ (1967 ،.‬ﻭ ﺷﺮﺡ ﺷﻐﻞ‬
‫ﻭﺑﺘﻮﺍﻧﺪ ﺑﻪ ﻣﺸﺘﺮﯼ ﯾﮏ‬ ‫ﺷﺎﺧﺺ)‪) (JDI‬ﺍﺳﻤﯿﺖ‪ ،‬ﮐﻨﺪﺍﻝ ﻭ ﻫﻮﻟﯿﻦ‪.(1969 ،‬‬

‫ﺗﺠﺮﺑﻪﺧﺪﻣﺎﺕ ﻋﺎﻟﯽ ﻣﺸﺘﺮﯾﺎﻥ ﺧﻮﺍﻫﺪ ﺷﺪ‬ ‫ﺑﺎﺍﯾﻦ ﺣﺎﻝ‪ ،‬ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺫﻫﻨﯽ ﺍﺳﺖ ﻭ ﺍﯾﻨﻬﺎ‬
‫ﺧﺪﻣﺎﺕﺑﺮﺟﺴﺘﻪ ﺭﺍ ﺑﺸﻨﺎﺳﯿﺪ ﻭ ﺍﺭﺯﺵ ﮔﺬﺍﺭﯼ ﮐﻨﯿﺪ‬ ‫ﺍﻗﺪﺍﻣﺎﺕﺗﻔﺎﻭﺕ ﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﻧﻤﯽ ﮔﯿﺮﻧﺪ‪ .‬ﮐﻪ ﺩﺭ‬

‫ﺑﻪﺁﻧﻬﺎ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺑﺎ ﮔﺬﺷﺖ ﺯﻣﺎﻥ ﮐﺎﺭﻣﻨﺪﺍﻥ ﺍﯾﻦ ﮐﺎﺭ ﺭﺍ ﺧﻮﺍﻫﻨﺪ ﮐﺮﺩ‬ ‫ﻋﻼﻭﻩﺑﺮ ﺍﯾﻦ‪ ،‬ﺍﯾﻦ ﻧﻈﺮﺳﻨﺠﯽ ﻫﺎ ﻋﻤﺪﺗﺎ ﺑﺮﺍﯼ ﻃﺮﺍﺣﯽ ﺷﺪﻩ ﺍﻧﺪ‬
‫ﺍﻓﺰﺍﯾﺶﻭﻓﺎﺩﺍﺭﯼ ﻣﺸﺘﺮﯼ ﻭ ﺍﯾﺠﺎﺩ ﻣﺜﺒﺖ‬ ‫ﺍﺭﻭﭘﺎﯾﯽﯾﺎ ﺁﻣﺮﯾﮑﺎﯾﯽ ﺍﺟﺘﻤﺎﻋﯽ‪-‬ﺍﻗﺘﺼﺎﺩﯼ ﻭ‬
‫ﺍﺛﺮﺩﻫﺎﻥ ﺑﻪ ﺩﻫﺎﻥ ﺍﯾﻦ ﺭﻓﺘﺎﺭﻫﺎﯼ ﻭﻓﺎﺩﺍﺭﯼ‬ ‫ﺯﻣﯿﻨﻪﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ ﺍﮔﺮ ﺗﻔﺎﻭﺕ ﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ ﻫﺴﺘﻨﺪ‬

‫ﻫﻢﺳﻬﻢ ﺑﺎﺯﺍﺭ ﻭ ﻫﻢ ﺳﻮﺩﺁﻭﺭﯼ ﺑﺮﺍﯼ‬ ‫ﺩﺭﻧﻈﺮ ﮔﺮﻓﺘﻪ ﻧﺸﺪﻩ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﻣﻤﮑﻦ ﺍﺳﺖ‬
‫ﺷﺮﮐﺖﺧﺪﻣﺎﺗﯽ )‪Heskett‬ﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ .(1997 ،1994 ،.‬ﺑﺮ‬ ‫ﺑﺮﺍﯼﮐﺎﺭﮐﻨﺎﻥ ﻣﺤﻠﯽ ﮐﺎﻣﻼ ًﻣﻨﺎﺳﺐ ﻧﺒﺎﺷﺪ )ﺗﺎﻧﮓ‪et‬‬
‫ﺑﺮﻋﮑﺲ‪،‬ﺍﮔﺮ ﮐﺎﺭﮐﻨﺎﻥ ﻧﺎﺭﺍﺿﯽ ﺑﺎﺷﻨﺪ ﯾﺎ‬ ‫‪ .(2015 ،.al‬ﻋﻼﻭﻩ ﺑﺮ ﺍﯾﻦ‪ ،‬ﻣﮏ ﻭ ﻫﻮﻧﮓ )‪(2010‬‬
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‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫ﺩﺭﻣﻮﺭﺩ ﻧﮕﺮﺵ ﻓﺮﺩ ﻧﺴﺒﺖ ﺑﻪ ﺧﻮﺩ ﯾﺎ‬ ‫ﻧﺎﺭﺍﺿﯽ‪،‬ﺩﺭﮔﯿﺮ ﺷﺪﻥ ﺑﺮﺍﯼ ﺁﻧﻬﺎ ﺩﺷﻮﺍﺭ ﺍﺳﺖ‬

‫ﺷﻐﻠﺶ‪.‬‬ ‫ﻭﻫﻨﮕﺎﻡ ﺗﻌﺎﻣﻞ ﺑﺎ ﺁﻧﻬﺎ ﺑﻪ ﺷﻐﻞ ﺧﻮﺩ ﺍﺣﺘﺮﺍﻡ ﺑﮕﺬﺍﺭﻧﺪ‬

‫ﻣﺸﺘﺮﯾﺎﻥﻭ ﺳﺎﯾﺮ ﮐﺎﺭﮐﻨﺎﻥ ﺑﺴﯿﺎﺭﯼ ﺍﺯ ﺳﻼﻣﺘﯽ‬

‫ﻫﻤﭽﻨﯿﻦﺩﯾﺪﮔﺎﻩ ﻫﺎﯼ ﻣﺨﺘﻠﻔﯽ ﺩﺭ ﻣﻮﺭﺩ ﺳﺎﺯﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‬
‫ﺍﺭﺍﺉﻪﺩﻫﻨﺪﮔﺎﻥ ﻣﺮﺍﻗﺒﺖ ﺩﺭ ﻣﺸﺎﻏﻞ ﺍﺣﺴﺎﺱ ﻧﺎﺍﻣﯿﺪﯼ ﺑﻪ ﺩﻟﯿﻞ‬
‫ﺍﺑﻌﺎﺩﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺧﯽ ﺍﺯ ﻋﻠﻤﺎ‬
‫ﺍﺳﺘﺮﺱ‪،‬ﻓﺸﺎﺭ ﺯﻣﺎﻥ‪ ،‬ﺍﺿﺎﻓﻪ ﺑﺎﺭ ﮐﺎﺭ‪ ،‬ﺳﺮﻋﺖ ﮐﺎﺭ‪،‬‬
‫ﺍﻋﺘﻘﺎﺩﺑﺮ ﺍﯾﻦ ﺍﺳﺖ ﮐﻪ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﯾﮏ ﺑﻌﺪﯼ ﺍﺳﺖ‬
‫ﻋﺪﻡﺍﻃﻤﯿﻨﺎﻥ ﻭ ﻏﯿﺮﻩ ﺍﯾﻦ ﺷﺮﺍﯾﻂ ﻣﻨﺠﺮ ﺑﻪ ﭘﺎﯾﯿﻦ ﻣﯽ ﺷﻮﺩ‬
‫)ﻧﺎﮔﯽ‪2002 ،‬؛ ﺷﺎﻩﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ ;2011 ,.‬ﻭﻭﮐﻮﻧﯿﺎﻧﺴﮑﯽ‪،‬‬
‫ﺭﻭﺣﯿﻪ‪،‬ﺟﺎﺑﺠﺎﯾﯽ ﮐﺎﺭﮐﻨﺎﻥ ﻭ ﮐﺎﺭﺍﯾﯽ ﭘﺎﯾﯿﻦ‪.‬‬
‫ﺗﺮﮎﻭ ﮔﻠﯿﮕﻮﺭﻭﻭﯾﭻ‪ ;2014 ،‬ﻣﯿﺮﺩﯾﻨﮓ‪،(2015 ،‬‬
‫ﺑﻨﺎﺑﺮﺍﯾﻦﺍﺭﺯﯾﺎﺑﯽ ﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﯾﮏ ﺍﺳﺖ‬
‫ﻭﺩﯾﮕﺮﺍﻥ ﻓﮑﺮ ﻣﯽ ﮐﻨﻨﺪ ﮐﻪ ﭼﻨﺪ ﺑﻌﺪﯼ ﺍﺳﺖ‬
‫ﺟﺰءﺣﯿﺎﺗﯽ ﺩﺭ ﺣﻔﻆ ﮐﯿﻔﯿﺖ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ‬
‫)ﺍﻭﺷﺎﮔﺒﻤﯽ‪1999 ،‬؛ ﻣﺎﯾﻨﺮ‪ ،‬ﺩﺍﻭﺳﻮﻥ ﻭ ﺍﺳﺘﺮﻟﻨﺪ‪،‬‬

‫‪ ;2010‬ﺟﺎﻧﺴﻮﻥ‪ ;2012 ،‬ﮐﺎﻡ ﻭ ﻣﺎﯾﺮ‪.(2015 ،‬‬ ‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﻣﻌﻤﻮﻻ ًﺑﻪ ﺍﯾﻦ ﺻﻮﺭﺕ ﺗﻌﺮﯾﻒ ﻣﯽ ﺷﻮﺩ‬

‫ﮐﺴﺎﻧﯽﮐﻪ ﻣﻮﺍﻓﻖ ﭼﻨﺪ ﺑﻌﺪﯼ ﻫﺴﺘﻨﺪ‬ ‫ﺗﺎﭼﻪ ﺣﺪ ﮐﺎﺭﮐﻨﺎﻥ ﺍﺯ ﮐﺎﺭ ﺧﻮﺩ ﻟﺬﺕ ﻣﯽ ﺑﺮﻧﺪ‬

‫ﻧﻈﺮﯾﺎﺕﻧﻈﺮﺍﺕ ﻣﺘﻔﺎﻭﺗﯽ ﺩﺭ ﻣﻮﺭﺩ ﺗﻌﺪﺍﺩ‬ ‫)ﺳﻮﺯﻭﮐﯽﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ ;2006 ،.‬ﻻﻣﺒﺮﻭ‪ ،‬ﮐﻮﻧﺘﻮﺩﯾﻤﻮﭘﻮﻟﻮﺱ‬

‫ﺍﺑﻌﺎﺩﯼﮐﻪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺗﻔﺎﻭﺕ ﻫﺎ ﺩﺭ‬ ‫ﻭﻧﯿﺎﮐﺎﺱ‪(2010 ،‬؛ ﺍﯾﻦ ﯾﮏ ﻧﮕﺮﺵ ﯾﺎ‬

‫ﻣﻘﺪﺍﺭﺍﺑﻌﺎﺩ ﺍﺯ ‪ 2‬ﺗﺎ ‪ 20‬ﻣﺘﻐﯿﺮ ﺍﺳﺖ‪.‬‬ ‫ﺍﺣﺴﺎﺳﯽﮐﻪ ﮐﺎﺭﮐﻨﺎﻥ ﻧﺴﺒﺖ ﺑﻪ ﺷﻐﻞ ﺧﻮﺩ ﺩﺍﺭﻧﺪ )ﻗﯿﻤﺖ‪،‬‬

‫ﻋﻼﻭﻩﺑﺮ ﺍﯾﻦ‪ ،‬ﻣﻘﯿﺎﺱ ﻫﺎﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ‬ ‫‪ ;2001‬ﺭﺍﺑﯿﻨﺰ‪ .(2001 ،‬ﺍﮐﺜﺮ ﻣﺤﻘﻘﯿﻦ‬

‫ﺍﺩﺭﺍﮐﺎﺕﻣﺨﺘﻠﻒ‪ ،‬ﺍﻋﻢ ﺍﺯ ﺳﻪ‬ ‫ﻧﺸﺎﻥﺩﻫﺪ ﮐﻪ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺷﺎﻣﻞ‬

‫ﻣﻘﯿﺎﺱﻟﯿﮑﺮﺕ ﻧﻘﻄﻪ ﺍﯼ ﺗﺎ ﻣﻘﯿﺎﺱ ﻟﯿﮑﺮﺕ ﻫﻔﺖ ﺩﺭﺟﻪ ﺍﯼ‪.‬‬ ‫ﻧﮕﺮﺵﮐﺎﺭﮐﻨﺎﻥ ﻧﺴﺒﺖ ﺑﻪ ﺟﻨﺒﻪ ﻫﺎﯼ ﻣﺨﺘﻠﻒ‬

‫ﺍﯾﻦﻣﺸﮑﻼﺕ ﻣﯽ ﺗﻮﺍﻧﺪ ﺑﺎﻋﺚ ﺍﯾﺠﺎﺩ ﭘﺮﺳﺸﻨﺎﻣﻪ ﺷﻮﺩ‬ ‫ﮐﺎﺭ؛ﺑﺎ ﺍﯾﻦ ﺣﺎﻝ‪ ،‬ﺗﻌﯿﯿﻦ ﮐﻨﻨﺪﻩ ﻫﺎﯼ ﻣﺨﺘﻠﻒ ﺷﻐﻞ‬

‫ﻋﺪﻡﭘﺎﯾﺎﯾﯽ ﻭ ﺭﻭﺍﯾﯽ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻒ‬ ‫ﺭﺿﺎﯾﺖﺩﺭ ﺳﻄﺢ ﻭﺳﯿﻌﯽ ﭘﯿﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‬

‫ﻣﻘﯿﺎﺱﻫﺎﯾﯽ ﺑﺮﺍﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﻫﻤﺎﻥ ﮔﺮﻭﻩ ﺍﺯ ﺍﻓﺮﺍﺩ‪ .‬ﮐﻪ ﺩﺭ‬ ‫ﺍﻧﻮﺍﻉﻣﻄﺎﻟﻌﺎﺕ )ﻣﮏ ﻭ ﻫﻨﮓ‪.(2010 ،‬‬

‫ﺩﺭﺍﯾﻦ ﺗﺤﻘﯿﻖ ﺗﻼﺵ ﻣﯽ ﮐﻨﯿﻢ ﺗﺎ ﯾﮏ ﻭﺍﻗﻌﺎ ﻣﻨﺎﺳﺐ ﺭﺍ ﺑﺎﺯﺳﺎﺯﯼ ﮐﻨﯿﻢ‬

‫ﯾﮑﯽﺍﺯ ﻣﺤﺒﻮﺏ ﺗﺮﯾﻦ ﺭﺍﻩ ﻫﺎﯼ ﺩﺳﺘﺮﺳﯽ‬
‫ﭘﺮﺳﺸﻨﺎﻣﻪﺍﯼ ﮐﻪ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎ ﻣﯽ ﺗﻮﺍﻧﻨﺪ ﺑﺮﺍﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺍﺯ ﺁﻥ ﺍﺳﺘﻔﺎﺩﻩ ﮐﻨﻨﺪ‬
‫ﻧﮕﺮﺵﮐﺎﺭﮐﻨﺎﻥ ﻧﺴﺒﺖ ﺑﻪ ﺷﻐﻞ ﺧﻮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ‬
‫ﺭﺿﺎﯾﺖﮐﺎﺭﮐﻨﺎﻥ‬
‫ﭘﺮﺳﺸﻨﺎﻣﻪﻫﺎﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻣﻘﯿﺎﺱ ﻫﺎﯼ ﻣﺨﺘﻠﻒ‬

‫ﺭﻭﺵ‬ ‫ﺑﺮﺍﯼﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﮐﺎﺭﮐﻨﺎﻥ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﻃﺮﺍﺣﯽ ﺷﺪﻩ ﺍﻧﺪ‬

‫ﺭﻭﯾﻪﺗﻮﺳﻌﻪ ﻣﻘﯿﺎﺱ‬ ‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ‪ .‬ﻭﯾﺲﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ (1967) .‬ﺗﻮﺳﻌﻪ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬

‫ﻫﺪﻑﺍﻭﻟﯿﻪ ﺍﯾﻦ ﺗﺤﻘﯿﻖ ﺍﯾﻦ ﺑﻮﺩ ﮐﻪ‬ ‫ﭘﺮﺳﺸﻨﺎﻣﻪﺭﺿﺎﯾﺖ ﻣﻨﺪﯼ ﻣﯿﻨﻪ ﺳﻮﺗﺎ )‪(MSQ‬‬

‫ﺍﺑﺰﺍﺭﻣﻌﺘﺒﺮ ﻭ ﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩﯼ ﺭﺍ ﺍﯾﺠﺎﺩ ﮐﻨﯿﺪ ﮐﻪ ﺑﺘﻮﺍﻧﺪ‬ ‫ﺑﺮﺍﯼﺍﺭﺯﯾﺎﺑﯽ ﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﺍﺯ ﺷﻐﻠﺸﺎﻥ‪.‬‬

‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎ‬ ‫ﺳﻪﻓﺮﻡ ﺍﺯ ﺍﯾﻦ ﭘﺮﺳﺸﻨﺎﻣﻪ ﺑﻮﺩﻩ ﺍﺳﺖ‬

‫ﺩﺭﺗﺎﯾﻮﺍﻥ‪ .‬ﯾﮑﯽ ﺍﺯ ﺑﻬﺘﺮﯾﻦ ﻫﺎﯼ ﻋﻤﻮﻣﯽ ﻭ ﺁﻣﻮﺯﺷﯽ‬ ‫ﺗﻮﺳﻌﻪﯾﺎﻓﺘﻪ‪ ،‬ﻣﺘﺸﮑﻞ ﺍﺯ ﺩﻭ ﻓﺮﻡ ﺑﻠﻨﺪ ﺑﺎ ‪100‬‬

‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻫﺎﯼ ﺗﺎﯾﻮﺍﻥ )ﻧﮕﺎﻩ ﮐﻨﯿﺪ ﺑﻪ ‪ (MOHW، 2015a‬ﺑﻮﺩﻩ ﺍﺳﺖ‬ ‫ﻫﺮﻣﻮﺭﺩ ﻭ ﯾﮏ ﻓﺮﻡ ﮐﻮﺗﺎﻩ ﺑﺎ ‪ 20‬ﻣﻮﺭﺩ‪ .‬ﺭﺍ‬

‫ﺑﻪﻋﻨﻮﺍﻥ ﻧﻤﻮﻧﻪ ﺍﯼ ﻧﻤﺎﯾﻨﺪﻩ ﺑﺮﺍﯼ ﯾﮏ ﺗﮏ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﺍﺳﺖ‬ ‫ﺳﯿﺎﻫﻪﺷﺮﺡ ﺷﻐﻞ )‪ (JDI‬ﺗﻮﺳﻂ‬

‫ﻣﻄﺎﻟﻌﻪﻣﻮﺭﺩﯼ‪ .‬ﺍﯾﻦ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺍﺭﺍﯼ ﺑﯿﺶ ﺍﺯ ‪ 35‬ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺳﺖ‬ ‫ﺍﺳﻤﯿﺖﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ (1969) .‬ﻭ ﺷﺎﻣﻞ ‪ 72‬ﻣﻮﺭﺩ ﺑﻮﺩ ﮐﻪ‬

‫ﺑﺨﺶ‪،‬ﺩﺍﺭﺍﯼ ‪ 1500‬ﭘﺮﺳﻨﻞ ﮐﻞ‪ ،‬ﻭ‬ ‫ﺳﺎﺧﺖﭘﻨﺞ ﺑﻌﺪ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ‬

‫ﺁﻣﻮﺯﺵﻭ ﺁﻣﻮﺯﺵ ﺑﺎﻟﯿﻨﯽ ﺭﺍ ﺑﻪ ﺳﻼﻣﺖ ﺍﺭﺍﺉﻪ ﻣﯽ ﺩﻫﺪ‬ ‫ﺷﺎﺧﺺ)‪ (JSI‬ﺗﻮﺳﻂ ‪ Brayfield‬ﻭ ‪ Rothe‬ﺗﻮﺳﻌﻪ ﺩﺍﺩﻩ ﺷﺪ‬

‫ﻭ‬ ‫ﻟﯿﻨﮓ‬ ‫ﺫﯾﻞ‬ ‫ﺣﺮﻓﻪﺍﯼ ﻫﺎ‪.‬‬ ‫ﺍﻫﻤﻴﺖﺩﺍﺩﻥ‬ ‫)‪ .(1951‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﺷﺎﻣﻞ ‪ 18‬ﮔﻮﯾﻪ ﻣﯽ ﺑﺎﺷﺪ‬
‫‪4‬‬
‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫ﺗﺎﯾﯿﺪﺻﺤﺖ‬ ‫‪ .(1994‬ﺑﻪ‬ ‫ﻣﻘﯿﺎﺱ‬ ‫ﺭﺍ‬ ‫ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞﻫﺎ‪،‬‬ ‫)‪(2005‬‬ ‫ﮔﺮﯾﻨﻠﯽ‬

‫ﭘﺮﺳﺸﻨﺎﻣﻪ‪،‬ﭘﯿﺶ ﺁﺯﻣﻮﻥ ﺩﻭﻡ ﺷﺎﻣﻞ ﺍﻟﻒ‬ ‫ﻣﺮﺍﺣﻞﺗﻮﺳﻌﻪ ﻭ ﺍﻋﺘﺒﺎﺭ ﺳﻨﺠﯽ ﺑﻮﺩ‬

‫ﻧﻈﺮﺳﻨﺠﯽﺍﺯ ‪ 50‬ﮐﺎﺭﻣﻨﺪ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )‪etMalhotra‬‬ ‫ﺑﺮﺍﯼﺗﺄﯾﯿﺪ ﺍﻋﺘﺒﺎﺭ ﺁﻥ ﺳﺎﺯﮔﺎﺭ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻭﻟﯿﻦ ﻗﺪﻡ ﺩﺭ‬

‫‪.(2006 ،.al‬‬ ‫ﺭﻭﺵﺗﻮﺳﻌﻪ ﻣﻘﯿﺎﺱ ﺑﺮﺍﯼ ﺍﯾﺠﺎﺩ ﺁﯾﺘﻢ ﻫﺎ ﺑﻮﺩ‬

‫ﻭﯾﮋﮔﯽﻫﺎﯼ ﭘﺎﺳﺨﮕﻮﯾﺎﻥ‬ ‫ﻃﺮﺍﺣﯽﺷﺪﻩ ﺑﺮﺍﯼ ﺍﺭﺯﯾﺎﺑﯽ ﺍﺑﻌﺎﺩ‬

‫ﺩﺭﺳﺎﻝ ‪ ،2012‬ﭘﺲ ﺍﺯ ﻣﺮﺍﺣﻞ ﭘﯿﺶ ﺁﺯﻣﻮﻥ‪ ،‬ﺍﺻﻠﯽ‬ ‫ﻣﻘﯿﺎﺱﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‪ .‬ﻣﻮﺍﺭﺩ‬

‫ﻧﻈﺮﺳﻨﺠﯽﺍﺯ ﻃﺮﯾﻖ ﯾﮏ ﺁﻧﻼﯾﻦ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻧﯽ ﺍﺭﺳﺎﻝ ﺷﺪ‬ ‫ﺍﺯﺗﺤﻘﯿﻘﺎﺕ ﻗﺒﻠﯽ ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﯾﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‬

‫ﻧﻈﺮﺳﻨﺠﯽﺑﺎ ﻧﻤﻮﻧﻪ ﺍﯼ ﺍﺯ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ ﺗﺎﯾﭽﻮﻧﮓ‬ ‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ‪ .‬ﻭﯾﺲﻭ ﻫﻤﮑﺎﺭﺍﻥﻓﺮﻡ ﮐﻮﺗﺎﻩ ‪.(1967) .‬‬

‫ﺷﻬﺮ‪،‬ﺗﺎﯾﻮﺍﻥ ﻫﻤﻪ ﭘﺎﺳﺦ ﺩﻫﻨﺪﮔﺎﻥ ﯾﮏ ﺍﯾﻤﯿﻞ ﺩﺭﯾﺎﻓﺖ ﮐﺮﺩﻧﺪ‬ ‫ﺑﺮﺍﯼ‪ MSQ‬ﻭ ‪Brayfield and Rothe's )1951( JSI‬‬

‫ﺗﻮﺿﯿﺢﻫﺪﻑ ﻣﻄﺎﻟﻌﻪ ﻭ ﭘﯿﻮﻧﺪ ﺑﻪ‬ ‫ﺑﺮﺍﯼﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺷﻐﻞ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‬

‫ﭘﺮﺳﺸﻨﺎﻣﻪﺍﻃﻼﻋﯿﻪ ﻫﺎﯼ ﯾﺎﺩﺁﻭﺭﯼ ﺍﺭﺳﺎﻝ ﺷﺪ‬ ‫ﺭﺿﺎﯾﺖ‪.‬ﻋﻼﻭﻩ ﺑﺮ ﺍﯾﻦ‪ ،‬ﭼﻨﺪﯾﻦ ﻣﻮﺭﺩ ﺑﻮﺩ‬

‫ﺩﻭﻫﻔﺘﻪ ﺑﻌﺪ ﺍﺯ ﺍﯾﻤﯿﻞ ﺍﻭﻟﯿﻪ ﺍﺯ ‪500‬‬ ‫ﺳﺎﺯﮔﺎﺭﺑﺎ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ‪ .‬ﺩﻭﻡ‪،‬‬

‫ﭘﺮﺳﺸﻨﺎﻣﻪﺍﺭﺳﺎﻝ ﺷﺪ‪ 385 ،‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﺑﺮﮔﺸﺖ ﺩﺍﺩﻩ ﺷﺪ )ﭘﺎﺳﺦ‬ ‫ﺳﭙﺲﻣﺠﻤﻮﻋﻪ ﺁﯾﺘﻢ ﻫﺎ ﺗﻮﺳﻂ ﯾﮏ ﻫﯿﺉﺖ ﺑﺮﺭﺳﯽ ﺷﺪ‬

‫ﻧﺮﺥ‪ 77‬ﺩﺭﺻﺪ‪ ،‬ﺍﻣﺎ ‪ 370‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﺑﻮﺩ‬ ‫ﺷﺮﮐﺖﮐﻨﻨﺪﮔﺎﻧﯽ ﮐﻪ ﻣﻄﻠﻊ ﺷﺪﻧﺪ‬

‫ﻗﺎﺑﻞﺍﺳﺘﻔﺎﺩﻩ ﭘﺎﺳﺦ ﺩﻫﻨﺪﮔﺎﻥ ﺑﯿﺸﺘﺮ ﺯﻥ ﺑﻮﺩﻧﺪ‬ ‫ﭘﺮﺳﺸﻨﺎﻣﻪﻫﻨﻮﺯ ﺩﺭ ﺣﺎﻝ ﺗﻮﺳﻌﻪ ﻭ ﭘﺮﺳﯿﺪﻥ ﺍﺳﺖ‬

‫)‪ ;(81.4%‬ﺳﻦ ﭘﺎﺳﺦ ﺩﻫﻨﺪﮔﺎﻥ ﺗﻮﺯﯾﻊ ﺷﺪ‬ ‫ﺍﻇﻬﺎﺭﻧﻈﺮ ﺩﺭ ﻣﻮﺭﺩ ﺁﻥ )ﮐﺎﻭﺭﺱ ﻭ ﭘﺮﺳﺮ‪ .(1986 ،‬ﺁ‬

‫ﺑﯿﺸﺘﺮﺩﺭ ﺳﻪ ﮔﺮﻭﻩ ‪-36 ،(%30.5) 35-31‬‬ ‫ﭘﺎﻧﻠﯽﻣﺘﺸﮑﻞ ﺍﺯ ‪ 12‬ﭘﺎﺳﺦ ﺩﻫﻨﺪﻩ ﺗﺸﮑﯿﻞ ﺷﺪ )ﭼﻬﺎﺭ‬

‫‪ (23.0%)40‬ﻭ ‪ ;(%16.8) 45-41‬ﺍﮐﺜﺮﯾﺖ‬ ‫ﭘﮋﻭﻫﺸﮕﺮﺍﻥﺑﻬﺪﺍﺷﺖ ﻭ ﺩﺭﻣﺎﻥ ﺩﺍﻧﺸﮕﺎﻫﯽ‪ ،‬ﭼﻬﺎﺭ ﮐﺎﺭﻣﻨﺪ‬

‫ﭘﺎﺳﺦﺩﻫﻨﺪﮔﺎﻥ )‪ (%86.2‬ﻟﯿﺴﺎﻧﺲ ﺭﺍ ﺑﻪ ﭘﺎﯾﺎﻥ ﺭﺳﺎﻧﺪﻩ ﺑﻮﺩﻧﺪ‬ ‫ﺍﻋﻀﺎ‪،‬ﻭ ﭼﻬﺎﺭ ﻣﺪﯾﺮ( ﺑﺮﺍﯼ ﺑﺤﺚ‬

‫ﺩﺭﺟﻪ؛ﺑﯿﺶ ﺍﺯ ﺳﻪ ﭼﻬﺎﺭﻡ ﭘﺎﺳﺦ ﺩﻫﻨﺪﮔﺎﻥ‬ ‫ﻣﺸﮑﻼﺕﺍﺣﺘﻤﺎﻟﯽ ﺩﺭ ﭘﺮﺳﺸﻨﺎﻣﻪ‬

‫)‪ (75.5%‬ﺑﯿﺶ ﺍﺯ ﺷﺶ ﺳﺎﻝ ﮐﺎﺭ ﺭﺍ ﮔﺰﺍﺭﺵ ﮐﺮﺩﻧﺪ‬ ‫ﺩﺭﻧﺘﯿﺠﻪ‪ ،‬ﺩﺭ ﻣﺠﻤﻮﻉ ‪ 44‬ﻣﻮﺭﺩ ﺗﻮﻟﯿﺪ ﺷﺪ‬

‫ﺗﺠﺮﺑﻪﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﺮﺑﻮﻃﻪ ﺧﻮﺩ ﺑﻪ‬ ‫ﺑﺮﺍﯼﺍﺑﺰﺍﺭ ﺑﺮﺭﺳﯽ ﺍﻭﻟﯿﻪ )ﺑﻪ ﭘﯿﻮﺳﺖ‪ I-‬ﻣﺮﺍﺟﻌﻪ ﮐﻨﯿﺪ(‪.‬‬

‫ﺍﻋﺘﺒﺎﺭﺍﻗﺪﺍﻣﺎﺕ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﺩﻗﯿﻖ ﺑﺮﺭﺳﯽ ﮐﻨﯿﺪ‬ ‫ﺗﻤﺎﻣﯽﺁﯾﺘﻢ ﻫﺎ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻟﯿﮑﺮﺕ ﭘﻨﺞ ﻧﻘﻄﻪ ﺍﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺷﺪﻧﺪ‬

‫ﻭﺗﻔﺎﻭﺕ ﺩﺍﺩﻩ ﻫﺎ ﺭﺍ ﺑﯿﻦ ﺩﻭ ﻣﻘﺎﯾﺴﻪ ﮐﻨﯿﺪ‬ ‫ﻣﻘﯿﺎﺱﻟﻨﮕﺮ ﺩﺭ ﮐﺎﻣﻼ ﻣﺨﺎﻟﻒ ﻭ ﺑﻪ ﺷﺪﺕ‬

‫ﺩﺭﺑﺎﺯﻩ ﻫﺎﯼ ﺯﻣﺎﻧﯽ‪ ،‬ﻧﻈﺮﺳﻨﺠﯽ ﻫﺎ ﻧﯿﺰ ﺩﺭ ﺁﻥ ﺟﻤﻊ ﺁﻭﺭﯼ ﺷﺪ‬ ‫ﻣﻮﺍﻓﻖ‪.‬‬

‫‪،2013‬ﺑﻪ ﺩﻧﺒﺎﻝ ﻫﻤﺎﻥ ﺭﻭﯾﻪ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ‬ ‫ﭘﯿﺶﺁﺯﻣﻮﻥ‬

‫‪.2012‬ﺩﺭ ﻣﺠﻤﻮﻉ ‪ 500‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﺍﺭﺳﺎﻝ ﺷﺪ‪،‬‬ ‫ﻫﻤﺎﻧﻄﻮﺭﮐﻪ ﺗﻮﺳﻂ ﭼﺮﭼﯿﻞ )‪ (1979‬ﻭ ﻣﻮ ﭘﯿﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺍﺳﺖﻭ ﻫﻤﮑﺎﺭﺍﻥ‪.‬‬

‫ﻭ‪ 388‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﺑﺮﮔﺸﺖ ﺩﺍﺩﻩ ﺷﺪ‪ .‬ﻭﺟﻮﺩ ﺩﺍﺷﺖ‬ ‫)‪ ،(2006‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﻧﯿﻤﻪ ﺳﺎﺧﺘﺎﺭﯾﺎﻓﺘﻪ ﻭ ﺍﻟﻒ‬

‫‪369‬ﭘﺮﺳﺸﻨﺎﻣﻪ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ‪ ،‬ﻣﻮﺛﺮ ﺍﺳﺖ‬ ‫ﭘﯿﺶﺁﺯﻣﻮﻥ ﺩﺭ ﻣﻘﯿﺎﺱ ﮐﻮﭼﮏ ﺍﻧﺠﺎﻡ ﺷﺪ‬

‫ﻧﺮﺥﭘﺎﺳﺦ ‪ 73.8‬ﺩﺭﺻﺪ ﺑﺎﺯ ﻫﻢ ﺑﯿﺸﺘﺮ‬ ‫ﻧﺸﺎﻥﺩﺍﺩﻥ ﺩﻗﺖ ﻭ‬

‫ﭘﺎﺳﺦﺩﻫﻨﺪﮔﺎﻥ ﺯﻥ )‪ (%80.2‬ﺑﻮﺩﻧﺪ‪ .‬ﺭﺍ‬ ‫ﺟﺎﻣﻌﯿﺖﭘﺮﺳﺸﻨﺎﻣﻪ ﻫﺎ ﺁ‬

‫ﺳﻦﭘﺎﺳﺦ ﺩﻫﻨﺪﮔﺎﻥ ﻋﻤﺪﺗﺎ ﺩﺭ ﺳﺮﺍﺳﺮ ﺗﻮﺯﯾﻊ ﺷﺪﻩ ﺍﺳﺖ‬ ‫ﺍﺑﺘﺪﺍﭘﺮﺳﺸﻨﺎﻣﻪ ﻧﯿﻤﻪ ﺳﺎﺧﺘﺎﺭﯾﺎﻓﺘﻪ ﺑﻮﺩ‬

‫ﭼﻬﺎﺭﮔﺮﻭﻩ ‪،(%27.1) 35-31 ،(%14.4) 30-26‬‬ ‫ﺑﻪﭘﻨﺞ ﭘﺎﺳﺦ ﺩﻫﻨﺪﻩ )ﺩﻭ ﺩﺍﻧﺸﮕﺎﻫﯽ‬

‫‪ (23.6%)36-40‬ﻭ ‪ ;(%14.1) 45-41‬ﺍﮐﺜﺮ‬ ‫ﮐﺎﺭﺷﻨﺎﺳﺎﻥﻭ ﺳﻪ ﻣﺪﯾﺮ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ( ﺑﻪ ﺑﺤﺚ ﻭ ﮔﻔﺘﮕﻮ ﺑﭙﺮﺩﺍﺯﻧﺪ‬

‫ﺁ‬ ‫ﺗﮑﻤﯿﻞﺷﺪ‬ ‫ﭘﺎﺳﺦﺩﻫﻨﺪﮔﺎﻥ )‪ 81.8‬ﺩﺭﺻﺪ( ﺩﺍﺷﺘﻨﺪ‬ ‫ﻣﺸﮑﻼﺕﺍﺣﺘﻤﺎﻟﯽ ﺩﺭ ﭘﺮﺳﺸﻨﺎﻣﻪ )ﻧﮕﺎﻩ ﮐﻨﯿﺪ ﺑﻪ‬

‫ﻣﺪﺭﮎﮐﺎﺭﺷﻨﺎﺳﯽ؛ ﻧﺰﺩﯾﮏ ﺑﻪ ﺳﻪ ﭼﻬﺎﺭﻡ‬ ‫ﺩﯾﺎﻣﺎﻧﺘﻮﭘﻮﻟﻮﺱ‪،‬ﺭﯾﻨﻮﻟﺪﺯ ﻭ ﺷﻠﮕﻠﻤﯿﻠﺦ‪،‬‬

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‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫ﺍﺑﺘﺪﺍﺑﺮﺍﯼ ﮐﺎﻫﺶ ﻣﻮﺍﺭﺩ ﻭ ‪EFA‬‬ ‫ﭘﺎﺳﺦﺩﻫﻨﺪﮔﺎﻥ )‪ (%74.8‬ﺑﯿﺶ ﺍﺯ ‪ 6‬ﻧﻔﺮ ﺭﺍ ﮔﺰﺍﺭﺵ ﮐﺮﺩﻧﺪ‬

‫ﻣﻘﯿﺎﺱﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺭﺍ ﺍﺻﻼﺡ ﮐﻨﯿﺪ‪ .‬ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ‬ ‫ﺳﺎﻟﻬﺎﺳﺎﺑﻘﻪ ﮐﺎﺭ ﺩﺭ ﻣﺤﻞ ﻣﺮﺑﻮﻃﻪ ﺧﻮﺩ‬

‫ﺑﺎﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﺤﻠﯿﻞ ﻣﻮﻟﻔﻪ ﻫﺎﯼ ﺍﺻﻠﯽ ﺑﺎ ﻭﺍﺭﯾﻤﺎﮐﺲ‬ ‫ﺳﺎﺯﻣﺎﻥﻫﺎﯼ‪.‬‬

‫ﭼﺮﺧﺶﺑﺮ ﺭﻭﯼ ﺩﺍﺩﻩ ﻫﺎ ﺩﺭ ﺳﺎﻝ ‪ 2012‬ﺍﻧﺠﺎﻡ ﺷﺪ ﻭ‬ ‫ﮐﺎﻫﺶﺍﻗﻼﻡ‬

‫‪2013‬ﺑﻪ ﺗﺮﺗﯿﺐ‪ .‬ﮐﻤﺘﺮﯾﻦ ﺗﻌﺪﺍﺩ ﻋﻮﺍﻣﻞ‬ ‫ﺍﯾﻦﺑﺨﺶ ﺯﯾﺮ ﺑﻪ ﺗﺸﺮﯾﺢ ﺍﺭﺯﯾﺎﺑﯽ ﺍﺯ‬

‫ﮐﻪﻣﯽ ﺗﻮﺍﻧﺪ ﻭﺍﺭﯾﺎﻧﺲ ﻣﺸﺘﺮﮎ ﺩﺭ ﺭﺍ ﺗﻮﺿﯿﺢ ﺩﻫﺪ‬ ‫ﺍﻗﺪﺍﻣﺎﺕﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺑﺮﺍﯼ ﺍﺭﺯﯾﺎﺑﯽ ﺷﻐﻞ ﮐﺎﺭﻣﻨﺪ‬

‫ﻣﺠﻤﻮﻋﻪﺩﺍﺩﻩ ﺭﺍ ﻣﯽ ﺗﻮﺍﻥ ﺍﺭﺍﺉﻪ ﮐﺮﺩ )ﻟﯿﻨﮕﺰ ﻭ ﮔﺮﯾﻨﻠﯽ‪،‬‬ ‫ﻣﻘﯿﺎﺱﺭﺿﺎﯾﺖ ﺩﺭ ﺳﺎﻝ ‪ 2012‬ﻭ ‪ .2013‬ﺑﻪ ﺷﺪﺕ‬

‫‪ .(2005‬ﻣﺎ ﯾﮏ ﺭﻭﺵ ﻣﻌﯿﺎﺭﻫﺎﯼ ﺗﺮﮐﯿﺒﯽ ﺭﺍ ﺍﺗﺨﺎﺫ ﮐﺮﺩﯾﻢ‬ ‫ﺻﺤﺒﺖﮐﺮﺩﻥ‪ ،‬ﺗﻤﺎﻡ ﻣﻘﯿﺎﺱ ﻫﺎ ﻗﺒﻼ ﺑﻮﺩﻩ ﺍﺳﺖ‬

‫ﻫﻤﺎﻧﻄﻮﺭﮐﻪ ﺗﻮﺳﻂ ﻟﯿﻨﮕﺰ ﻭ ﮔﺮﯾﻨﻠﯽ )‪ (2005‬ﭘﯿﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‬ ‫ﺁﺯﻣﺎﯾﺶﺷﺪﻩ ﻭ ﺩﺭ ﺯﻣﯿﻨﻪ ﻫﺎﯼ ﻣﺨﺘﻠﻒ ﺩﺭ ﺷﺮﺍﯾﻂ ﻣﺨﺘﻠﻒ ﺍﺳﺘﻔﺎﺩﻩ ﻣﯽ ﺷﻮﺩ‬

‫ﻻﺭﻭﺯ)‪ (2006‬ﺑﺮﺍﯼ ﺷﻨﺎﺳﺎﯾﯽ ﻣﻮﺍﺭﺩ ﻭ ﻋﻮﺍﻣﻞ ﺑﺮﺍﯼ‬ ‫ﮐﺸﻮﺭﻫﺎ‪.‬ﺑﺎ ﺍﯾﻦ ﺣﺎﻝ‪ ،‬ﻣﻤﮑﻦ ﺍﺳﺖ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‬

‫ﮔﻨﺠﺎﻧﺪﻥﺩﺭ ﺭﺍﻩ ﺣﻞ ﻋﺎﻣﻞ ﻧﻬﺎﯾﯽ ﻣﻮﺍﺭﺩﯼ ﮐﻪ‬ ‫ﺗﺄﺛﯿﺮﺍﺕﺯﻣﯿﻨﻪ ﺍﯼ ﻭ ﻣﻄﺎﻟﻌﺎﺕ ﻗﺒﻠﯽ‬

‫ﻫﯿﭻﺑﺎﺭ ﻋﺎﻣﻠﯽ ﻗﺎﺑﻞ ﺗﻮﺟﻬﯽ ﻧﺪﺍﺷﺖ‬ ‫ﻧﺸﺎﻥﻣﯽ ﺩﻫﺪ ﮐﻪ ﺗﻔﺎﻭﺕ ﻫﺎﯼ ﻓﺮﻫﻨﮕﯽ ﺑﺮ ﺍﯾﻦ ﺭﺍﻩ ﺗﺄﺛﯿﺮ ﻣﯽ ﮔﺬﺍﺭﺩ‬

‫ﻋﻮﺍﻣﻞ)>‪ ،(0.5‬ﺁﻧﻬﺎﯾﯽ ﮐﻪ ﺩﺍﺭﺍﯼ ﺍﺟﺘﻤﺎﻋﺎﺕ ﮐﻢ ﻫﺴﺘﻨﺪ‬ ‫ﻣﺮﺩﻡﺭﻓﺘﺎﺭ ﻣﯽ ﮐﻨﻨﺪ )ﻻﺭﻭﺵﻭ ﻫﻤﮑﺎﺭﺍﻥ‪.(2001 ،.‬‬

‫)>‪ (0.5‬ﻭ ﺁﻧﻬﺎﯾﯽ ﮐﻪ ﺑﺎﺭﮔﺬﺍﺭﯼ ﻗﺎﺑﻞ ﺗﻮﺟﻬﯽ ﺭﻭﯼ ﺩﻭ ﺩﺍﺭﻧﺪ‬ ‫ﻋﻼﻭﻩﺑﺮ ﺍﯾﻦ‪ ،‬ﻣﮏ ﻭ ﻫﻮﻧﮓ )‪ (2010‬ﭘﯿﺸﻨﻬﺎﺩ ﻣﯽ ﮐﻨﻨﺪ‬

‫ﯾﺎﻋﻮﺍﻣﻞ ﺑﯿﺸﺘﺮﯼ ﺑﺮﺍﯼ ﺣﺬﻑ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﺪ‬ ‫ﻣﻘﯿﺎﺱﻫﺎﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺎﯾﺪ ﺍﺭﺯﯾﺎﺑﯽ ﺷﻮﺩ‬

‫)ﻟﯿﻨﮕﺰ ﻭ ﮔﺮﯾﻨﻠﯽ‪2005 ،‬؛ ﻻﺭﻭﺯ‪.(2006 ،‬‬ ‫ﺑﻪﺻﻮﺭﺕ ﺩﻭﺭﻩ ﺍﯼ‪ ،‬ﺯﯾﺮﺍ ﻋﻮﺍﻣﻠﯽ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ ﺷﻐﻞ ﻣﯽ ﺷﻮﻧﺪ‬

‫ﻣﻘﺪﺍﺭ (‪ Kaiser-Meyer-Olkin )KMO‬ﺑﺮﺍﯼ ﺍﻗﻼﻡ‬ ‫ﺭﺿﺎﯾﺖﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺗﻐﯿﯿﺮ ﻣﯽ ﮐﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﯾﻦ‪ ،‬ﺗﺮﺍﺯﻭ‬

‫‪ 956/0‬ﻭ ﺁﺯﻣﻮﻥ ﺑﺎﺭﺗﻠﺖ ﻣﻌﻨﯽ ﺩﺍﺭ ﺑﻮﺩ‬ ‫ﻣﻤﮑﻦﺍﺳﺖ ﺑﺮﺍﯼ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﮐﺎﻣﻼ ًﻣﻨﺎﺳﺐ ﻧﺒﺎﺷﺪ‬

‫)‪،703=df،13968.394=2χ‬ﭖ=‪ ،(001.‬ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ ﮐﻪ‬ ‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﯾﻦ ﻧﮕﺮﺍﻧﯽ ﻫﺎ‪ ،‬ﺗﺼﻤﯿﻢ ﮔﺮﻓﺘﯿﻢ‬

‫ﺣﺠﻢﻧﻤﻮﻧﻪ ﮐﺎﻓﯽ ﺑﺮﺍﯼ ﻋﺎﻣﻞ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‬ ‫ﺍﺑﺘﺪﺍﮐﻤﺘﺮﯾﻦ ﺗﻌﺪﺍﺩ ﻋﻮﺍﻣﻞ ﺭﺍ ﺷﻨﺎﺳﺎﯾﯽ ﮐﻨﯿﺪ‬

‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ )ﺗﺎﺑﺎﺧﻨﯿﮏ ﻭ ﻓﯿﺪﻝ‪ .(2001 ،‬ﺭﺍ‬ ‫ﻭﺍﺭﯾﺎﻧﺲﺩﺍﺩﻩ ﻫﺎ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﺑﮕﯿﺮﯾﺪ ﻭ ﺳﭙﺲ ﺑﻪ‬

‫ﻧﺘﺎﯾﺞ‪ EFA‬ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ‪ 36‬ﻣﻮﺭﺩ ﺍﺯ ‪ 44‬ﻣﻮﺭﺩ ﺍﺻﻠﯽ‬ ‫ﺗﺎﯾﯿﺪﺳﺎﺧﺘﺎﺭ ﻋﻮﺍﻣﻞ ﻭ ﺍﺭﺍﺉﻪ‬

‫ﺁﯾﺘﻢﻫﺎﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ‪ 6‬ﻋﺎﻣﻞ ﺷﻨﺎﺳﺎﯾﯽ ﻭ‬ ‫ﺭﺍﻫﻨﻤﺎﯾﯽﺑﺮﺍﯼ ﺗﻌﯿﯿﻦ ﻣﺠﺪﺩ ﻣﺪﻝ ﺑﯿﺸﺘﺮ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻥ‬

‫‪ 04/75‬ﺩﺭﺻﺪ ﺍﺯ ﻭﺍﺭﯾﺎﻧﺲ ﺭﺍ ﺗﻮﺿﯿﺢ ﺩﺍﺩ‬ ‫ﺑﻨﺎﺑﺮﺍﯾﻦ‪،‬ﺍﺑﺘﺪﺍ ﺩﺍﺩﻩ ﻫﺎﯼ ﺳﺎﻝ ﻫﺎﯼ ‪ 2012‬ﻭ ‪ 2013‬ﻣﻮﺭﺩ ﺗﺠﺰﯾﻪ ﻭ ﺗﺤﻠﯿﻞ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‬

‫ﺩﺍﺩﻩﻫﺎ‪ .‬ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺩﺭ ﺟﺪﻭﻝ ‪ 1‬ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ )ﺑﻪ ﭘﯿﻮﺳﺖ‪ II-‬ﻣﺮﺍﺟﻌﻪ ﮐﻨﯿﺪ(‪ ،‬ﻣﺎ‬ ‫ﺑﺎﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺍﮐﺘﺸﺎﻓﯽ )‪ ،(EFA‬ﻭ‬

‫ﺍﯾﻦﺷﺶ ﻋﺎﻣﻞ ﺭﺍ ﺑﻪ ﺷﺮﺡ ﺯﯾﺮ ﻧﺎﻡ ﺑﺮﺩ‪ :‬ﮐﺎﺭ ﮐﺮﺩﻥ‬ ‫ﺗﺤﻠﯿﻞﻋﺎﻣﻠﯽ ﺗﺎﯾﯿﺪﯼ )‪ (CFA‬ﺑﻮﺩ‬

‫ﻣﺤﯿﻂ‪،‬ﺩﺳﺘﺎﻭﺭﺩ ﮐﺎﺭﯼ‪ ،‬ﭘﺎﺩﺍﺵ‬ ‫ﺳﭙﺲﺑﺮﺍﯼ ﺍﺭﺍﺉﻪ ﺍﺭﺯﯾﺎﺑﯽ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‬

‫ﻭﻣﺰﺍﯾﺎ‪ ،‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‪ ،‬ﺍﺭﺗﻘﺎء‬ ‫ﺍﻗﺪﺍﻣﺎﺕ‪ EFA‬ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ‪ SPSS‬ﺍﻧﺠﺎﻡ ﺷﺪ‬

‫ﻭﺍﺭﺯﯾﺎﺑﯽ ﻭ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‪.‬‬ ‫‪19.0‬ﺑﺮﺍﯼ ﺍﺻﻼﺡ ﺗﺮﺍﺯﻭ‪ CFA .‬ﻣﺘﻌﺎﻗﺒﺎ ﺷﺪ‬

‫ﺑﻪﻃﻮﺭ ﻣﺸﺎﺑﻪ‪ ،‬ﭘﯿﺮﻭﯼ ﺍﺯ ﺭﻭﺵ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ‬ ‫ﺑﺮﺍﯼﺗﺄﯾﯿﺪ ﻭ ﺍﻋﺘﺒﺎﺭﺳﻨﺠﯽ ﻣﻘﯿﺎﺱ ﻫﺎ ﺑﺮﺍﯼ‬

‫‪،2012‬ﻣﻘﺎﺩﯾﺮ (‪Kaiser-Meyer-Olkin )KMO‬‬ ‫ﻫﺮﺳﺎﺯﻩ ﺗﺴﺖ ﻫﺎﯼ ﻣﺪﻝ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‬

‫‪ 962/0‬ﻭ ﺁﺯﻣﻮﻥ ﺑﺎﺭﺗﻠﺖ ﻣﻌﻨﯽ ﺩﺍﺭ ﺑﻮﺩ‬ ‫ﺑﺮﺍﯼﺍﻗﺪﺍﻣﺎﺕ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ‪ AMOS‬ﺍﻧﺠﺎﻡ ﺷﺪ‬

‫)‪،703=df،14614.579=2χ‬ﭖ=‪ ،(001.‬ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ‬ ‫‪.18.0‬ﭘﺎﯾﺎﯾﯽ ﻭ ﺍﻋﺘﺒﺎﺭ ﺍﻗﻼﻡ‬

‫ﺩﺍﺩﻩﻫﺎﯼ ﺳﺎﻝ ‪ 2013‬ﻣﻌﯿﺎﺭﻫﺎﯼ ﺍﻭﻟﯿﻪ ﻧﻤﻮﻧﻪ ﺭﺍ ﺑﺮﺁﻭﺭﺩﻩ ﻣﯽ ﮐﻨﺪ‬ ‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻣﺘﻌﺎﻗﺒﺎ ﺍﻧﺠﺎﻡ ﺷﺪ‬

‫ﺍﻧﺪﺍﺯﻩﺑﺮﺍﯼ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺩﺭ ﺟﺪﻭﻝ ‪ 2‬ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺍﺳﺖ‬ ‫ﻧﺸﺎﻥﺩﺍﺩﻩ ﺷﺪﻩ‪.‬‬

‫)ﺑﻪ ﺿﻤﯿﻤﻪ‪ III-‬ﻣﺮﺍﺟﻌﻪ ﮐﻨﯿﺪ(‪ ،‬ﻧﺘﺎﯾﺞ ‪ EFA‬ﺩﺭ ﺳﺎﻝ ‪ 2013‬ﻧﺸﺎﻥ ﺩﺍﺩ‬ ‫ﺗﺤﻠﯿﻞﻋﺎﻣﻠﯽ ﺍﮐﺘﺸﺎﻓﯽ‬
‫‪6‬‬
‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫ﻣﻌﻤﻮﻻ ً‪ 70/0‬ﯾﺎ ﺑﺎﻻﺗﺮ ﺑﺎﺷﺪ )ﻣﻮﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ .(2006 ،.‬ﺩﺭ‬ ‫ﮐﻪ‪ 38‬ﻣﻮﺭﺩ ﺍﺯ ‪ 44‬ﻣﻮﺭﺩ ﺍﺻﻠﯽ )ﻫﻤﺎﻥ ‪ 6‬ﻣﻮﺭﺩ‬

‫ﺩﺭﺍﯾﻦ ﻣﺮﺣﻠﻪ ﺳﻪ ﻣﻮﺭﺩ ﺑﺮﺍﯼ ﺑﻬﺒﻮﺩ ﺣﺬﻑ ﺷﺪ‬ ‫ﺣﺬﻑﺷﺪﻩ ﺩﺭ ﺳﺎﻝ ‪ (2012‬ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ‪ 6‬ﻋﺎﻣﻞ ﺑﻮﺩ‬

‫ﻣﺪﻝﻣﻨﺎﺳﺐ ﺑﺮﺍﯼ ﺩﺍﺩﻩ ﻫﺎﯼ ﺳﺎﻝ ‪ .2012‬ﺩﻭ ﻣﻮﺭﺩ‬ ‫‪76.69‬ﺩﺭﺻﺪ ﺭﺍ ﺷﻨﺎﺳﺎﯾﯽ ﻭ ﺗﻮﺿﯿﺢ ﺩﺍﺩ‬

‫ﺣﺬﻑﺷﺪﻧﺪ ﮐﻪ ﺑﻮﺩﻧﺪ (‪ WE5‬ﻭ ‪)WE1‬‬ ‫ﻭﺍﺭﯾﺎﻧﺲﺩﺭ ﺩﺍﺩﻩ ﻫﺎ ﺑﻪ ﻫﻤﯿﻦ ﺗﺮﺗﯿﺐ‪ ،‬ﺍﯾﻦ ﺷﺶ ﻋﺎﻣﻞ‬

‫ﺩﺭﺍﺑﺘﺪﺍ ﺩﺭ ﺟﺪﻭﻝ ‪ 1‬ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‬ ‫ﺑﻪﺷﺮﺡ ﺯﯾﺮ ﻧﺎﻣﮕﺬﺍﺭﯼ ﺷﺪﻧﺪ‪ :‬ﻣﺤﯿﻂ ﮐﺎﺭ‪،‬‬

‫ﻓﺮﺁﯾﻨﺪ‪ 34،‬ﮔﻮﯾﻪ ﺑﺎ ﺷﺶ ﻋﺎﻣﻞ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺷﺪ‬ ‫ﺩﺳﺘﺎﻭﺭﺩﻫﺎﯼﮐﺎﺭﯼ‪ ،‬ﭘﺎﺩﺍﺵ ﻭ ﻣﺰﺍﯾﺎ‪،‬‬

‫ﺷﻨﺎﺧﺘﻪﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﺁﻣﻮﺯﺵﻭ ﭘﺮﻭﺭﺵ‪ ،‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﺷﯿﺎﺑﯽ‪،‬‬

‫ﻧﺘﺎﯾﺞ‪ CFA‬ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﺑﺮﺍﺯﺵ ﺍﻭﻟﯿﻪ ﺍﺳﺖ‬ ‫ﻭﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‬

‫ﺷﺎﺧﺺ ﻫﺎﺩﺭ ﻣﺠﻤﻮﻉ ﺑﻪ ﺳﻄﻮﺡ ﺭﺿﺎﯾﺖ ﺑﺨﺸﯽ ﻣﯽ ﺭﺳﻨﺪ‬ ‫ﺗﺤﻠﯿﻞﻋﺎﻣﻠﯽ ﺗﺎﯾﯿﺪﯼ‬

‫ﺑﺮﺍﺯﺵ‪.‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ‪ ،‬ﻣﻘﺪﺍﺭ ‪ GFI‬ﺍﺳﺖ‬ ‫ﺍﺳﺘﻔﺎﺩﻩﺍﺯ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺗﺎﯾﯿﺪﯼ )‪.(CFA‬‬

‫‪ 90.‬ﻭ ﺑﯿﺸﺘﺮ ﻣﻘﺎﺩﯾﺮ ﺍﯾﻦ ﺳﻪ‬ ‫ﺑﺮﺍﯼﺗﺄﯾﯿﺪ ﺍﺯ ﻣﺪﻝ ﺳﺎﺯﯼ ﻣﻌﺎﺩﻻﺕ ﺳﺎﺧﺘﺎﺭﯼ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‬

‫ﺷﺎﺧﺺﻫﺎﯼ ﺑﺮﺍﺯﺵ ﺍﻓﺰﺍﯾﺸﯽ )‪ CFI، NFI‬ﻭ ‪ (TLI‬ﻫﺴﺘﻨﺪ‬ ‫ﻭﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺭﺍ ﺗﺄﯾﯿﺪ ﮐﻨﯿﺪ‪.‬‬

‫ﻫﻤﭽﻨﯿﻦﺑﺎﻻﺗﺮ ﺍﺯ ﻣﻘﺎﺩﯾﺮ ﺁﺳﺘﺎﻧﻪ ﺁﻧﻬﺎ )ﻣﻮﻭ ﻫﻤﮑﺎﺭﺍﻥ‪،.‬‬ ‫ﻣﻄﺎﺑﻖﺑﺎ ﺭﻭﯾﮑﺮﺩﯼ ﮐﻪ ﺗﻮﺳﻂ‬

‫‪ ;2006‬ﻫﻮ ﻭ ﺑﻨﺘﻠﺮ‪ ،(1999 ،‬ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺍﺭﺍﺉﻪ ﺷﺪ‬ ‫ﮔﺮﺑﯿﻨﮓﻭ ﺍﻧﺪﺭﺳﻮﻥ )‪ ،(1988‬ﺩﺍﺩﻩ ﻫﺎﯼ ﺳﺎﻝ ‪2012‬‬

‫ﺩﺭﺟﺪﻭﻝ ‪ .3‬ﻫﻤﻪ ﻣﻘﺎﺩﯾﺮ ﺷﺎﺧﺺ ﻫﺎﯼ ﺑﺮﺍﺯﺵ ﺩﺭ ﻣﺤﺪﻭﺩﻩ ﺁﻧﻬﺎ ﻫﺴﺘﻨﺪ‬ ‫ﻭ‪ 2013‬ﺗﺤﺖ ﻣﻌﺎﺩﻻﺕ ﺳﺎﺧﺘﺎﺭﯼ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻨﺪ‬

‫ﻣﻮﺍﺭﺩ‬ ‫‪AVE‬‬ ‫‪CR‬‬ ‫ﮐﺮﻭﻧﺒﺎﺥ‪α‬‬ ‫ﺳﺎﺯﻩﻫﺎﯼ ﺗﺤﻘﯿﻖ‬

‫‪5‬‬ ‫‪66 .‬‬ ‫‪91 .‬‬ ‫‪87 .‬‬ ‫ﻣﺤﯿﻂﮐﺎﺭ‬
‫‪4‬‬ ‫‪87 .‬‬ ‫‪96 .‬‬ ‫‪92 .‬‬ ‫ﺩﺳﺘﺎﻭﺭﺩﮐﺎﺭﯼ‬
‫‪9‬‬ ‫‪74 .‬‬ ‫‪96 .‬‬ ‫‪95 .‬‬ ‫ﻏﺮﺍﻣﺖﻭ ﻣﺰﺍﯾﺎ ﺁﻣﻮﺯﺵ ﻭ‬
‫‪3‬‬ ‫‪91 .‬‬ ‫‪97 .‬‬ ‫‪93 .‬‬ ‫ﭘﺮﻭﺭﺵ‬
‫‪4‬‬ ‫‪90 .‬‬ ‫‪97 .‬‬ ‫‪95 .‬‬ ‫ﺳﯿﺴﺘﻢﻣﺪﯾﺮﯾﺖ ﺍﺭﺗﻘﺎ ﻭ‬
‫‪9‬‬ ‫‪80 .‬‬ ‫‪97 .‬‬ ‫‪95 .‬‬ ‫ﺍﺭﺯﯾﺎﺑﯽ‬
‫ﺁﻣﺎﺭﺗﻨﺎﺳﺐ ‪ -2χ‬ﺍﺭﺯﺵ ‪،504=df) 1307.68‬ﭖ=‪001(، GFI = 0.83، CFI = 0.94، NFI = 0.90، TLI = 0.93، RMSEA = 0.06‬‬

‫ﺟﺪﻭﻝ‪ :3‬ﻧﺘﺎﯾﺞ ﻣﺪﻝ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺑﺮﺍﯼ ﺷﺶ ﻋﺎﻣﻞ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺳﺎﻝ ‪2012‬‬

‫ﺭﺿﺎﯾﺘﺒﺨﺶ‬ ‫ﺁ‬ ‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ ﺩﺭ ‪ AMOS 19.0‬ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺣﺪﺍﮐﺜﺮ ﻣﻘﺎﺩﯾﺮ ﺁﺳﺘﺎﻧﻪ‪ ،‬ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ‬

‫ﺧﻮﺑﯽﺑﺮﺍﺯﺵ ﺑﺮﺍﯼ ﻣﺪﻝ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺑﻪ‬ ‫ﺭﻭﺵﺗﺨﻤﯿﻦ ﺍﺣﺘﻤﺎﻝ ﺷﺶ ﻋﺎﻣﻞ ﺑﺎ ‪36‬‬

‫ﺩﺍﺩﻩﻫﺎﯼ ‪) 2012‬ﻣﻮﻭ ﻫﻤﮑﺎﺭﺍﻥ‪ ;2006 ،.‬ﻓﻮﺭﻧﻞ ﻭ‬ ‫ﻣﻮﺍﺭﺩﺑﺮﺍﯼ ﺗﺎﯾﯿﺪ ﺗﺨﻤﯿﻦ ﺯﺩﻩ ﺷﺪ‬

‫ﻻﺭﮐﺮ‪.(1981،‬‬ ‫ﺍﺑﻌﺎﺩﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ‬

‫ﺷﺮﺍﯾﻂﻣﺠﻤﻮﻋﻪ ﺩﺍﺩﻩ ‪.2012‬‬

‫ﺍﺯﺳﻮﯼ ﺩﯾﮕﺮ‪ ،‬ﺑﺮ ﺍﺳﺎﺱ ﻧﺘﺎﯾﺞ ‪CFA‬‬
‫ﯾﮏﻣﺪﻝ ﻣﺠﺪﺩ ﻣﺸﺨﺼﺎﺕ ﺗﻮﺳﻂ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‬
‫ﺩﺭﺳﺎﻝ ‪ 2013‬ﻣﻮﺍﺭﺩ ‪ WE1‬ﻭ ‪ WE5‬ﺣﺬﻑ ﺷﺪﻧﺪ )ﺑﻪ ﻋﻨﻮﺍﻥ‬
‫ﺍﻗﻼﻡﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺗﺼﻔﯿﻪ )‪ .(Byrne, 2001‬ﺑﻪ‬
‫ﺩﺭﺍﺑﺘﺪﺍ ﺩﺭ ﺟﺪﻭﻝ ‪ 2‬ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ(‪ .‬ﺳﯽ ﻭ ﺷﺶ ﻣﻮﺭﺩ‬
‫ﺍﯾﻦﮐﺎﺭ ﺭﺍ‪ ،‬ﻣﻘﺎﺩﯾﺮ ﺑﺎﺭﻫﺎﯼ ﻋﺎﻣﻠﯽ ﻧﺸﺎﻧﮕﺮﻫﺎ ﺍﻧﺠﺎﻡ ﺩﻫﯿﺪ‬
‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺷﺶ ﻋﺎﻣﻞ ﺩﺭ ﺍﯾﻦ ﻣﻮﺭﺩ ﺷﻨﺎﺳﺎﯾﯽ ﺷﺪ‬
‫ﻋﻮﺍﻣﻞﺯﻣﯿﻨﻪ ﺳﺎﺯ ﺁﻧﻬﺎ ﻣﻮﺭﺩ ﺑﺮﺭﺳﯽ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‪ .‬ﻣﻮﺍﺭﺩ‬
‫ﺭﻭﻧﺪ‪.‬ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺩﺭ ﺟﺪﻭﻝ ‪ 4‬ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺷﺎﺧﺺ ﻫﺎﯼ ﺑﺮﺍﺯﺵ‬
‫ﺑﺎﯾﮏ ﺑﺎﺭ ﻋﺎﻣﻠﯽ ﺿﻌﯿﻒ ﻣﻤﮑﻦ ﺍﺳﺖ ﻧﺎﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‬
‫ﺳﻄﻮﺡﺭﺿﺎﯾﺖ ﺑﺨﺸﯽ ﺍﺯ ﺣﺴﻦ ﮐﻠﯽ ﺗﻨﺎﺳﺐ ﺭﺍ ﺑﺮﺁﻭﺭﺩﻩ ﮐﻨﺪ‬
‫ﺑﺮﺍﯼﺍﺳﺘﻔﺎﺩﻩ ﻭ ﺑﺎﯾﺪ ﺍﺯ ﻧﺴﺨﻪ ﺍﺻﻠﯽ ﺣﺬﻑ ﺷﻮﺩ‬
‫ﺑﺮﺍﯼﻣﺪﻝ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺑﻪ ﺩﺍﺩﻩ ﻫﺎﯼ ‪.2013‬‬
‫ﻣﻘﯿﺎﺱﺑﻪ ﺩﻟﯿﻞ ﺧﻄﺎﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺑﺎﻻ‬
‫ﺍﻋﺘﺒﺎﺭﺳﻨﺠﯽﻣﻘﯿﺎﺱ‬ ‫)ﺑﺮﻥ‪ .(2001 ،‬ﺑﺎﺭﻫﺎﯼ ﺗﺨﻤﯿﻨﯽ ﺑﺎﯾﺪ‬
 ‫‪7‬‬
‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫ﻗﺎﺑﻠﯿﺖﺍﻃﻤﯿﻨﺎﻥ ﺗﺮﮐﯿﺒﯽ ﻣﻘﯿﺎﺱ ﺑﯿﺶ ﺍﺯ‬ ‫ﭘﺲﺍﺯ ﺗﺴﺖ ﺑﺮﺍﺯﺵ ﻣﺪﻝ ﻣﻮﺭﺩ ﻧﻈﺮ‬

‫ﺁﺳﺘﺎﻧﻪﺗﻮﺻﯿﻪ ﺷﺪﻩ ‪ 0.70‬ﻭ ‪AVE‬‬ ‫ﻣﺪﻝﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‪ ،‬ﭘﺎﯾﺎﯾﯽ ﻭ ﺭﻭﺍﯾﯽ‬

‫ﻣﻮﺍﺭﺩ‬ ‫‪AVE‬‬ ‫‪CR‬‬ ‫ﮐﺮﻭﻧﺒﺎﺥ‪α‬‬ ‫ﺳﺎﺯﻩﻫﺎﯼ ﺗﺤﻘﯿﻖ‬

‫‪5‬‬ ‫‪63 .‬‬ ‫‪90 .‬‬ ‫‪88 .‬‬ ‫ﻣﺤﯿﻂﮐﺎﺭ‬
‫‪4‬‬ ‫‪86 .‬‬ ‫‪96 .‬‬ ‫‪92 .‬‬ ‫ﺩﺳﺘﺎﻭﺭﺩﮐﺎﺭﯼ‬
‫‪9‬‬ ‫‪73 .‬‬ ‫‪96 .‬‬ ‫‪95 .‬‬ ‫ﻏﺮﺍﻣﺖﻭ ﻣﺰﺍﯾﺎ ﺁﻣﻮﺯﺵ ﻭ‬
‫‪4‬‬ ‫‪81 .‬‬ ‫‪94 .‬‬ ‫‪93 .‬‬ ‫ﭘﺮﻭﺭﺵ‬
‫‪5‬‬ ‫‪87 .‬‬ ‫‪97 .‬‬ ‫‪95 .‬‬ ‫ﺳﯿﺴﺘﻢﻣﺪﯾﺮﯾﺖ ﺍﺭﺗﻘﺎ ﻭ‬
‫‪9‬‬ ‫‪80 .‬‬ ‫‪97 .‬‬ ‫‪96 .‬‬ ‫ﺍﺭﺯﯾﺎﺑﯽ‬
‫ﺁﻣﺎﺭﺗﻨﺎﺳﺐ ‪ -2χ‬ﺍﺭﺯﺵ ‪،576=df) 1499.79‬ﭖ=‪001(، GFI = 0.81، CFI = 0.93، NFI = 0.90، TLI = 0.93، RMSEA = 0.06‬‬

‫ﺟﺪﻭﻝ‪ :4‬ﻧﺘﺎﯾﺞ ﻣﺪﻝ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺑﺮﺍﯼ ﺷﺶ ﻋﺎﻣﻞ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺳﺎﻝ ‪2013‬‬

‫ﺑﺮﺁﻭﺭﺩﻫﺎﺑﺎﻻﺗﺮ ﺍﺯ ‪ 0.50‬ﺑﻮﺩ ﮐﻪ ﺷﻮﺍﻫﺪﯼ ﺍﺯ ﺁﻥ ﺍﺭﺍﺉﻪ ﻣﯽ ﮐﺮﺩ‬ ‫ﻋﻮﺍﻣﻞﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺁﯾﺘﻢ ﻫﺎ ﻣﻮﺭﺩ ﺍﺭﺯﯾﺎﺑﯽ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‪ .‬ﻣﺎ‬

‫ﺍﻋﺘﺒﺎﺭﻫﻤﮕﺮﺍ )ﻣﻮﻭ ﻫﻤﮑﺎﺭﺍﻥ‪.(2006 ،.‬‬ ‫ﻗﺎﺑﻠﯿﺖﺍﻃﻤﯿﻨﺎﻥ ﺍﻗﺪﺍﻣﺎﺕ ﺭﺍ ﺑﺮﺭﺳﯽ ﮐﺮﺩ‬

‫ﻧﺸﺎﻥﺩﺍﺩﻩ ﺷﺪﻩ‬ ‫ﺑﻮﺩ‬ ‫ﺍﻋﺘﺒﺎﺭ‬ ‫ﻣﻤﯿﺰ‬ ‫ﺍﺯﻃﺮﯾﻖ ‪ CFA‬ﻭ ﻣﺤﺎﺳﺒﻪ ﺍﺳﺘﻔﺎﺩﻩ ﻣﯽ ﺷﻮﺩ‬

‫ﺑﺎ‬ ‫ﺑﺎﻣﻘﺎﯾﺴﻪ ‪ AVE‬ﻫﺮ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‬ ‫ﻣﯿﺎﻧﮕﯿﻦ‬ ‫)ﮐﺮﻭﻧﺒﺎﺥ‪،(1951 ،‬‬ ‫ﺍﺯﮐﺮﻭﻧﺒﺎﺥ‪lphaα‬‬

‫‪5‬‬ ‫‪4‬‬ ‫‪3‬‬ ‫‪2‬‬ ‫‪1‬‬ ‫‪AVE‬‬
‫‪66 .‬‬ ‫‪-1‬ﻣﺤﯿﻂ ﮐﺎﺭﯼ‬
‫‪ϕ=.63‬‬ ‫‪87 .‬‬ ‫‪-2‬ﻣﻮﻓﻘﯿﺖ ﮐﺎﺭﯼ‬
‫‪40.=2ϕ‬‬
‫‪ϕ=.47‬‬
‫‪ϕ=.59‬‬ ‫‪74 .‬‬ ‫‪.3‬ﻏﺮﺍﻣﺖ ﻭ ﻣﺰﺍﯾﺎ‬
‫‪22.=2ϕ‬‬ ‫‪35.=2ϕ‬‬
‫‪ϕ=.57‬‬ ‫‪ϕ=.54‬‬ ‫‪ϕ=.52‬‬ ‫‪91 .‬‬ ‫‪.4‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‬
‫‪32.=2ϕ‬‬ ‫‪29.=2ϕ‬‬ ‫‪28.=2ϕ‬‬
‫‪ϕ=.57‬‬ ‫‪ϕ=.65‬‬ ‫‪ϕ=.59‬‬ ‫‪ϕ=.52‬‬ ‫‪90 .‬‬ ‫‪.5‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‬
‫‪33.=2ϕ‬‬ ‫‪42.=2ϕ‬‬ ‫‪35.=2ϕ‬‬ ‫‪28.=2ϕ‬‬
‫‪ϕ=.74‬‬ ‫‪ϕ=.61‬‬ ‫‪ϕ=.61‬‬ ‫‪ϕ=.71‬‬ ‫‪ϕ=.59‬‬ ‫‪80 .‬‬ ‫‪.6‬ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‬
‫‪56.=2ϕ‬‬ ‫‪37.=2ϕ‬‬ ‫‪37.=2ϕ‬‬ ‫‪51.=2ϕ‬‬ ‫‪35.=2ϕ‬‬

‫ﺗﻮﺟﻪ‪ :AVE:‬ﻣﯿﺎﻧﮕﯿﻦ ﻭﺍﺭﯾﺎﻧﺲ ﺍﺳﺘﺨﺮﺍﺝ ﺷﺪﻩ‪ :ϕ .‬ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﻓﺎﮐﺘﻮﺭﯼ‪ :2ϕ .‬ﻣﺮﺑﻊ ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﻓﺎﮐﺘﻮﺭﻫﺎﯼ ﻣﯿﺎﻧﯽ‬

‫ﺟﺪﻭﻝ‪ :5‬ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﺑﯿﻦ ﻓﺎﮐﺘﻮﺭﻫﺎ ﻭ ﻣﺠﺬﻭﺭﺍﺕ ﻫﻤﺒﺴﺘﮕﯽ ﺑﯿﻦ ﻋﺎﻣﻞ ﻫﺎ ﺑﺮﺍﯼ ﻋﻮﺍﻣﻞ ﺩﺭ ﺳﺎﻝ ‪2012‬‬

‫ﺍﺳﺘﺨﺮﺍﺝﺷﺪﻩ )‪ (AVE‬ﻭ ﻣﺮﺑﻊ ﻣﺮﮐﺐ ﻫﻤﺒﺴﺘﮕﯽ ﺑﯿﻦ ﺳﺎﺯﻩ ﻫﺎ )ﻧﮕﺎﻩ ﮐﻨﯿﺪ ﺑﻪ‬ ‫ﻭﺍﺭﯾﺎﻧﺲ‬

‫ﻓﻮﺭﻧﻞﻭ ﻻﺭﮐﺮ‪ .(1981 ،‬ﻫﺮ ﺩﻭ ﺳﺎﻝ ‪ 2012‬ﻭ ‪2013‬‬ ‫ﻗﺎﺑﻠﯿﺖﺍﻃﻤﯿﻨﺎﻥ )‪ .(CR‬ﺟﺪﻭﻝ ‪ 3‬ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ ﮐﻪ ﺗﻤﺎﻡ‬

‫ﻧﺘﺎﯾﺞﻣﺠﻤﻮﻋﻪ ﺩﺍﺩﻩ ﻫﺎ ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﺗﻤﺎﻡ ﺳﺎﺯﻩ ﻫﺎ‬ ‫ﮐﺮﻭﻧﺒﺎﺥ‪lphaα‬ﻣﺤﺪﻭﺩﻩ ﺿﺮﺍﯾﺐ ﺑﯿﻦ ‪0.87‬‬

‫ﺑﺰﺭﮔﺘﺮﺍﺯ ﻣﺮﺑﻊ ﺑﯿﻦ ‪AVE‬‬ ‫)ﻣﺜﻼ ًﻣﺤﯿﻂ ﮐﺎﺭ( ﻭ ‪) 0.95‬ﻣﺜﻼً‬

‫ﻫﻤﺒﺴﺘﮕﯽﻋﺎﻣﻠﯽ ﺑﯿﻦ ﻫﺮ ﺩﻭ ﺳﺎﺯﻩ ﺍﺯ‬ ‫ﻏﺮﺍﻣﺖﻭ ﻣﺰﺍﯾﺎ‪ ،‬ﺍﺭﺗﻘﺎء ﻭ‬

‫ﺷﺶﺑﻌﺪ‪ ،‬ﺣﻤﺎﯾﺖ ﺍﺯ ﺗﻤﺎﯾﺰ‬ ‫ﺍﺭﺯﯾﺎﺑﯽ‪،‬ﻭ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ( ﺑﺮﺍﯼ‬

‫ﺍﻋﺘﺒﺎﺭﺍﻗﺪﺍﻣﺎﺕ‬ ‫ﻣﺠﻤﻮﻋﻪﺩﺍﺩﻩ ‪ 2012‬ﻭ ﺑﻨﺎﺑﺮﺍﯾﻦ ﻓﺮﺍﺗﺮ ﺍﺯ ﭘﯿﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‬

‫ﭘﯿﺮﺳﻮﻥ‬ ‫ﺍﺯ‬ ‫ﻧﺘﺎﯾﺞ‬ ‫ﻋﻼﻭﻩﺑﺮ ﺍﯾﻦ‪،‬‬ ‫ﺁﺳﺘﺎﻧﻪ‪ .(Nunnally, 1978) 70/0‬ﺑﻪ ﻃﻮﺭ ﻣﺸﺎﺑﻪ‪ ،‬ﻫﻤﻪ‬

‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ ﻫﻤﺒﺴﺘﮕﯽ ﻭ ﻣﺮﺑﻊ ﺑﯿﻦ‬ ‫ﮐﺮﻭﻧﺒﺎﺥ‪lphaα‬ﺿﺮﺍﯾﺐ ﺑﺎﻻﺗﺮ ﺍﺯ‬

‫ﻫﻤﺒﺴﺘﮕﯽﻋﻮﺍﻣﻞ ﺩﺭ ﺟﺪﻭﻝ ‪ 5‬ﮔﺰﺍﺭﺵ ﺷﺪﻩ ﺍﺳﺖ‬ ‫‪ 80.‬ﺑﺮﺍﯼ ﻣﺠﻤﻮﻋﻪ ﺩﺍﺩﻩ ‪) 2013‬ﺟﺪﻭﻝ ‪ 4‬ﺭﺍ ﺑﺒﯿﻨﯿﺪ(‪ .‬ﻧﺘﺎﯾﺞ ‪CFA‬‬

‫ﺟﺪﻭﻝ‪.6‬‬ ‫ﺑﺮﺍﯼﺳﺎﻝ ﻫﺎﯼ ‪ 2012‬ﻭ ‪ 2013‬ﺩﺍﺩﻩ ﻫﺎﯼ ﻫﺮ ﺩﻭ ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ‬

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‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫‪5‬‬ ‫‪4‬‬ ‫‪3‬‬ ‫‪2‬‬ ‫‪1‬‬ ‫‪AVE‬‬

‫‪63 .‬‬ ‫‪-1‬ﻣﺤﯿﻂ ﮐﺎﺭﯼ‬
‫‪ϕ=.58‬‬ ‫‪86 .‬‬ ‫‪-2‬ﻣﻮﻓﻘﯿﺖ ﮐﺎﺭﯼ‬
‫‪34.=2ϕ‬‬
‫‪ϕ=.42‬‬ ‫‪ϕ=.57‬‬
‫‪73 .‬‬ ‫‪.3‬ﻏﺮﺍﻣﺖ ﻭ ﻣﺰﺍﯾﺎ‬
‫‪18.=2ϕ‬‬ ‫‪33.=2ϕ‬‬
‫‪ϕ=.60‬‬ ‫‪ϕ=.54‬‬ ‫‪ϕ=.56‬‬ ‫‪81 .‬‬ ‫‪.4‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‬
‫‪37.=2ϕ‬‬ ‫‪29.=2ϕ‬‬ ‫‪31.=2ϕ‬‬
‫‪ϕ=.64‬‬ ‫‪ϕ=.57‬‬ ‫‪ϕ=.53‬‬ ‫‪ϕ=.55‬‬ ‫‪87 .‬‬ ‫‪.5‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‬
‫‪41.=2ϕ‬‬ ‫‪33.=2ϕ‬‬ ‫‪28.=2ϕ‬‬ ‫‪30.=2ϕ‬‬
‫‪ϕ=.74‬‬ ‫‪ϕ=.73‬‬ ‫‪ϕ=.60‬‬ ‫‪ϕ=.71‬‬ ‫‪ϕ=.66‬‬ ‫‪80 .‬‬ ‫‪.6‬ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‬
‫‪55.=2ϕ‬‬ ‫‪53.=2ϕ‬‬ ‫‪36.=2ϕ‬‬ ‫‪51.=2ϕ‬‬ ‫‪44.=2ϕ‬‬

‫ﺗﻮﺟﻪ‪ :AVE:‬ﻣﯿﺎﻧﮕﯿﻦ ﻭﺍﺭﯾﺎﻧﺲ ﺍﺳﺘﺨﺮﺍﺝ ﺷﺪﻩ‪ :ϕ .‬ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﻓﺎﮐﺘﻮﺭﯼ‪ :2ϕ .‬ﻣﺮﺑﻊ ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﻓﺎﮐﺘﻮﺭﻫﺎﯼ ﻣﯿﺎﻧﯽ‬

‫ﺟﺪﻭﻝ‪ :6‬ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﺑﯿﻦ ﻓﺎﮐﺘﻮﺭﻫﺎ ﻭ ﻣﺠﺬﻭﺭﺍﺕ ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﺑﯿﻦ ﻋﺎﻣﻠﯽ ﺑﺮﺍﯼ ﻋﻮﺍﻣﻞ ﺩﺭ ﺳﺎﻝ ‪2013‬‬

‫ﺗﻮﺳﻂ‬ ‫ﻧﺸﺎﻥﺩﺍﺩﻩ ﺷﺪﻩ‬ ‫ﺩﺳﺘﺎﻭﺭﺩ‬ ‫ﺍﺯ‬ ‫ﺩﺭﺟﻪ‬ ‫ﺑﺤﺚ‬

‫ﮐﺎﺭﮐﻨﺎﻥﻭ ﻫﻤﭽﻨﯿﻦ ﺳﻄﻮﺡ ﺗﺮﻓﯿﻊ ﻭ‬
‫ﺍﺭﺯﯾﺎﺑﯽﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﯾﮏ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻇﺎﻫﺮ ﺷﺪ‬
‫ﺑﻪﺍﺣﺘﻤﺎﻝ ﺯﯾﺎﺩ ﭘﺮﺳﻨﻞ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺑﯿﺸﺘﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‬
‫ﺗﻤﺎﯾﻞﺑﻪ ﻣﻮﻓﻘﯿﺖ ﺩﺭ ﮐﺎﺭ ﺩﺭ ﺻﻮﺭﺕ ﻭﺟﻮﺩ ﻣﻨﺎﺑﻊ ﺑﯿﺸﺘﺮ‬
‫ﻭﭘﺸﺘﯿﺒﺎﻧﯽ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﻧﺠﺎﻡ ﺷﺪ‪ .‬ﺩﺭ ﺻﻒ‬
‫ﺑﺎﻣﻄﺎﻟﻌﻪ ﺷﺎﯾﻦ ﻭ ﮐﺮﺍﻣﺮ )‪ ،(2004‬ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ‬
‫ﺗﺤﻘﯿﻘﺎﺕﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﻣﺪﯾﺮﯾﺖ ﺑﯿﺸﺘﺮ‬
‫ﺣﻤﺎﯾﺖﺑﺎﯾﺪ ﺑﻪ ﻣﺪﯾﺮﺍﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﮐﻤﮏ ﮐﻨﺪ‬
‫ﺍﯾﺠﺎﺩﯾﮏ ﺭﻭﯾﮑﺮﺩ ﺳﯿﺴﺘﻤﺎﺗﯿﮏ ﺩﺭ ﻣﻮﺭﺩ‬
‫ﺍﺭﺗﻘﺎءﻭ ﺍﺭﺯﺷﯿﺎﺑﯽ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫ﭘﺸﺘﯿﺒﺎﻧﯽﻣﺪﯾﺮﯾﺖ ﮐﻤﮏ ﻗﺎﺑﻞ ﺗﻮﺟﻬﯽ ﺑﻪ‬
‫ﺳﻄﻮﺡﺑﺎﻻﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ )ﻋﺒﺪﻭ ﻭ ﺻﺎﺑﺮ‪،‬‬
‫‪ ;2011‬ﺩ ﮐﺎﺭﻭﺍﻟﯿﻮ ﻭ ﮐﺎﺳﯿﺎﻧﯽ‪ ;2012 ،‬ﮔﻮﺭﺍﺱ‪et‬‬
‫‪ .(2013 ،.al‬ﺩﺭ ﻧﺘﯿﺠﻪ ﭘﯿﺸﻨﻬﺎﺩ ﻣﯽ ﮐﻨﯿﻢ ﮐﻪ‬
‫ﮐﺎﺭ‬ ‫ﺳﯿﺴﺘﻢ‪،‬‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺑﻪ‬
‫ﺩﺳﺘﺎﻭﺭﺩ‪،‬ﻭ ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‬
‫ﺑﺎﯾﺪﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺭﺍ ﺑﻪ ﻣﯿﺰﺍﻥ ﻗﺎﺑﻞ ﺗﻮﺟﻬﯽ ﺑﻬﺒﻮﺩ ﺑﺨﺸﺪ‪.‬‬
‫ﻧﺘﯿﺠﻪ‬
‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﺑﻪ ﻣﻮﺿﻮﻋﯽ ﺣﯿﺎﺗﯽ ﺗﺒﺪﯾﻞ ﺷﺪﻩ ﺍﺳﺖ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﯼ ﺑﻬﺪﺍﺷﺖ ﻭ ﺩﺭﻣﺎﻥ ﺩﺭ ﺣﺎﻝ ﺑﻬﺒﻮﺩ‬
‫ﻗﺒﻠﯽ‬ ‫ﺑﺎﺍﯾﻦ ﺣﺎﻝ‪،‬‬ ‫ﺗﻤﺮﯾﻨﺎﺕ‬
‫ﮐﺎﺭ‬ ‫ﮐﺎﺭﻣﻨﺪ‬ ‫ﮐﻪ‬ ‫ﻧﺸﺎﻥﺩﺍﺩﻥ‬
‫ﺭﺿﺎﯾﺖﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺗﻐﯿﯿﺮ ﻣﯽ ﮐﻨﺪ ﻭ ﯾﮏ ﻧﺸﺮﯾﻪ‬
‫ﻫﺪﻑﺍﯾﻦ ﺗﺤﻘﯿﻖ ﺍﯾﺠﺎﺩ ﯾﮏ ﺭﻭﺵ ﺭﻭﺍﯾﯽ ﻭ ﭘﺎﯾﺎﯾﯽ ﺍﺳﺖ‬
‫ﺍﺑﺰﺍﺭﯼﮐﻪ ﻣﯽ ﺗﻮﺍﻧﺪ ﺷﻐﻞ ﮐﺎﺭﮐﻨﺎﻥ ﺭﺍ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﮐﻨﺪ‬
‫ﺭﺿﺎﯾﺖﺍﺯ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎﯼ ﺗﺎﯾﻮﺍﻥ ﺑﻪ ﺷﺮﺡ ﺯﯾﺮ‬
‫ﺑﺤﺚﻫﺎﯼ ﺍﯾﻦ ﭘﮋﻭﻫﺶ ﺍﺳﺖ‪ .‬ﺍﻭﻝ‪EFA ،‬‬
‫ﻧﺘﺎﯾﺞﺩﺭ ﺳﺎﻝ ﻫﺎﯼ ‪ 2012‬ﻭ ‪ 2013‬ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﺍﻗﻼﻡ‬
‫ﺑﻪﻃﻮﺭ ﻣﺪﺍﻭﻡ ﺷﺶ ﺑﻌﺪ ﺳﺎﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺍﺯ ﺟﻤﻠﻪ‬
‫ﻣﺤﯿﻂﮐﺎﺭ‪ ،‬ﻣﻮﻓﻘﯿﺖ ﮐﺎﺭﯼ‪،‬‬
‫ﻏﺮﺍﻣﺖﻭ ﻣﺰﺍﯾﺎ‪ ،‬ﺗﺤﺼﯿﻞ ﻭ‬
‫ﺁﻣﻮﺯﺵ‪،‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﺷﯿﺎﺑﯽ‪ ،‬ﻭ‬
‫ﺳﯿﺴﺘﻢﻣﺪﯾﺮﯾﺖ‪ .‬ﻧﺘﺎﯾﺞ ‪ CFA‬ﻧﺸﺎﻥ ﺩﺍﺩ‬
‫ﺗﻨﺎﺳﺐﺭﺿﺎﯾﺖ ﺑﺨﺶ ﺑﺮﺍﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‬
‫ﻣﺪﻝﺑﻪ ﺩﺍﺩﻩ ﻫﺎﯼ ﺳﺎﻝ ﻫﺎﯼ ‪ 2012‬ﻭ ‪ .2013‬ﺑﻪ ﻃﻮﺭ ﮐﻠﯽ‪،‬‬
‫ﻣﻘﯿﺎﺱﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺍﯾﻦ ﻣﻮﺭﺩ ﺍﯾﺠﺎﺩ ﺷﺪ‬
‫ﺗﺤﻘﯿﻖﻣﻌﯿﺎﺭﻫﺎﯼ ﻣﻌﺘﺒﺮ ﻭ ﺩﻗﯿﻖ ﺭﺍ ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ‬
‫ﺗﻮﺟﻪ‬ ‫ﺑﺮﺍﯼﺍﺭﺯﯾﺎﺑﯽ ﺳﻄﺢ ﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫ﺑﺎﮐﺎﺭﺷﺎﻥ‬
‫ﺩﻭﻡ‪،‬ﺑﺮ ﺍﺳﺎﺱ ﻧﺘﺎﯾﺞ ﭘﯿﺮﺳﻮﻥ‬
‫ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ ﻫﻤﺒﺴﺘﮕﯽ ﻫﺎﯼ ﺷﺶ ﺑﻌﺪ ﺩﺭ‬
‫‪2012‬ﻭ ‪ ،2013‬ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ﺑﺴﯿﺎﺭ ﺍﺳﺖ‬
‫ﺑﺮﺍﯼﭘﯿﺸﺮﻓﺖ ﮐﺎﺭﯼ ﻭ ﺍﺭﺗﻘﺎء‬
‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻭﺍﺭﺯﯾﺎﺑﯽ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ﻣﻨﻌﮑﺲ ﻣﯽ ﮐﻨﺪ‬
‫ﻣﻄﺎﻟﻌﺎﺕ‬ ‫ﮐﺎﺭﯼﮐﻪ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺑﺮﺍﯼ ﻣﺪﯾﺮﯾﺖ ﻓﺮﺁﯾﻨﺪﻫﺎﯼ ﺧﻮﺩ ﺍﻧﺠﺎﻡ ﻣﯽ ﺩﻫﺪ‬
‫ﻭﺍﻗﺪﺍﻣﺎﺕ‪ ،‬ﮐﻪ ﺑﺮﺍﯼ ﺍﻟﻬﺎﻡ ﺑﺨﺶ ﻣﻬﻢ ﺍﺳﺖ‬
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‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫‪Diamantopoulos، A.، Reynolds، N. & Schlegelmilch، BB‬‬ ‫ﺍﺭﺯﯾﺎﺑﯽﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ ﺩﺭﮎ‬
‫)‪ .(1994‬ﭘﯿﺶ ﺁﺯﻣﻮﻥ ﺩﺭ ﻃﺮﺍﺣﯽ ﭘﺮﺳﺸﻨﺎﻣﻪ‪ :‬ﺗﺄﺛﯿﺮ ﻭﯾﮋﮔﯽ ﻫﺎﯼ ﭘﺎﺳﺦ ﺩﻫﻨﺪﻩ ﺑﺮ‬
‫ﺗﺸﺨﯿﺺﺧﻄﺎ‪.‬ﻣﺠﻠﻪ ﺍﻧﺠﻤﻦ ﺗﺤﻘﯿﻘﺎﺕ ﺑﺎﺯﺍﺭ‪ .295-313 :(4) 36 ،‬ﺩﺍﺗﻮﻥ‪ ،‬ﺟﯽ ﺍﻡ‪،‬‬ ‫ﺁﻧﭽﻪﮐﺎﺭﮐﻨﺎﻥ ﻧﯿﺎﺯ ﺩﺍﺭﻧﺪ ﺿﺮﻭﺭﯼ ﺍﺳﺖ‪ .‬ﺍﺯ ﺍﯾﻦ ﺭﻭ‬
‫ﺍﺳﺘﺎﺭﺑﺎﮎ‪،‬ﺩﺑﻠﯿﻮ ﺍﭺ ﻭ ﮐﺮﯾﭙﻨﺪﻭﺭﻑ‪ ،‬ﮎ‪.(2002) .‬‬
‫ﺗﺤﻘﯿﻘﺎﺕﻓﻌﻠﯽ ﺗﻮﺳﻌﻪ ﺭﺍ ﻧﺸﺎﻥ ﻣﯽ ﺩﻫﺪ‬
‫ﺍﺷﺎﻋﻪﻓﻨﺎﻭﺭﯼ ﻓﮑﺮﯼﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﮐﻨﺘﺮﻝ ﺩﺭ ﺟﺎﻣﻌﻪ‪.‬ﮔﻮﺭﺩﻭﻥ ﻭ ﻋﻠﻢ ﻧﻘﺾ‪،45 ،‬‬
‫‪.489-511‬‬ ‫ﯾﮏﺍﺑﺰﺍﺭ ﻣﻌﺘﺒﺮ ﻭ ﻗﺎﺑﻞ ﺍﺟﺮﺍ ﺑﺮﺍﯼ‬

‫ﻓﻮﺭﻧﻞ‪،‬ﺳﯽ ﻭ ﻻﺭﮐﺮ‪ ،‬ﺩﯼ ﺍﻑ )‪ .(1981‬ﺍﺭﺯﯾﺎﺑﯽ ﺳﺎﺧﺘﺎﺭﯼ‬ ‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﯾﮏ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻋﻤﻮﻣﯽ‬
‫ﻣﺪﻝﻫﺎﯼ ﻣﻌﺎﺩﻟﻪ ﺑﺎ ﻣﺘﻐﯿﺮﻫﺎﯼ ﻏﯿﺮ ﻗﺎﺑﻞ ﻣﺸﺎﻫﺪﻩ ﻭ ﺧﻄﺎﯼ ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‪.‬ﻣﺠﻠﻪ‬
‫ﮐﺎﺭﮐﻨﺎﻥﺩﺭ ﺗﺎﯾﻮﺍﻥ ﺑﺮ ﺍﺳﺎﺱ ﯾﮏ ﭘﺎﯾﮕﺎﻩ ﺩﺍﺩﻩ ﺍﺯ‬
‫ﺗﺤﻘﯿﻘﺎﺕﺑﺎﺯﺍﺭﯾﺎﺑﯽ‪.39-50 ،18 ،‬‬
‫ﻭﺯﺍﺭﺕﺑﻬﺪﺍﺷﺖ ﻭ ﺭﻓﺎﻩ ﺩﺭ ﺗﺎﯾﻮﺍﻥ‪،‬‬
‫ﮔﺎﻧﻮ‪،‬ﺩﯼ ﻭ ﮐﻮﮔﻮﺗﻮ‪ .CN )2014( ،‬ﺍﺛﺮ ﭘﻨﺞ ﺑﺰﺭﮒ‬
‫ﻭﯾﮋﮔﯽﻫﺎﯼ ﺷﺨﺼﯿﺘﯽ ﺑﺮ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻭ ﺗﻌﻬﺪ ﺳﺎﺯﻣﺎﻧﯽ ﺩﺭ ﺻﻨﻌﺖ ﻣﺮﺍﻗﺒﺖ‬ ‫ﺣﺠﻢﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎﯼ ﻋﻤﻮﻣﯽ ﺩﺭ ﺳﺎﻝ ‪ 150 1393‬ﻣﻮﺭﺩ ﺑﻮﺩﻩ ﺍﺳﺖ‬
‫ﻫﺎﯼﺑﻬﺪﺍﺷﺘﯽ‪ :‬ﻣﻮﺭﺩ ﮐﻨﯿﺎﻣﺠﻠﻪ ﺁﻣﺮﯾﮑﺎﯾﯽ ﻋﻠﻮﻡ ﺑﻬﺪﺍﺷﺖ‪.145-154 :(2)5 ،‬‬
‫ﻣﻘﯿﺎﺱﻫﺎﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﻣﻤﮑﻦ ﺍﺳﺖ ‪)MOHW، 2015b(.‬‬

‫ﯾﮏﺑﻪ ﺭﻭﺯ ﺷﺪﻩ ‪Gerbing، DW & Anderson، JC )1988(.‬‬ ‫ﺩﺭﺑﯿﻦ ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻒ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﺭﺍ‬
‫ﭘﺎﺭﺍﺩﺍﯾﻢﺑﺮﺍﯼ ﺗﻮﺳﻌﻪ ﻣﻘﯿﺎﺱ ﮐﻪ ﺷﺎﻣﻞ ﺗﮏ ﺑﻌﺪﯼ ﺑﻮﺩﻥ ﻭ ﺍﺭﺯﯾﺎﺑﯽ ﺁﻥ ﺍﺳﺖ‪.‬ﻣﺠﻠﻪ‬
‫ﺗﺤﻘﯿﻘﺎﺕﻧﺸﺎﻧﻪ ﮔﺬﺍﺭﯼ‪.186-92 :(2)25 ،‬‬ ‫ﻣﻘﯿﺎﺱﺍﺻﻼﺡ ﺷﺪﻩ ﻫﻢ ﻣﻌﺘﺒﺮ ﻭ ﻫﻢ ﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩ ﺍﺳﺖ‬

‫ﮔﯿﻨﺰﺑﻮﺭﮒ‪،‬ﭘﯽ ﺑﯽ )‪ .(2005‬ﺭﻗﺎﺑﺖ ﺩﺭ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ‪ :‬ﺁﻥ‬ ‫ﺑﺴﺘﺮﺑﯿﻤﺎﺭﺳﺘﺎﻧﯽ ﺍﯾﻦ ﺗﺤﻘﯿﻖ ﮐﻪ ﻣﯽ ﺑﺎﺷﺪ‬
‫ﺗﮑﺎﻣﻞﺩﺭ ﺩﻫﻪ ﮔﺬﺷﺘﻪﺍﻣﻮﺭ ﺑﻬﺪﺍﺷﺘﯽ‪.1512-1522 :(6)24 ،‬‬
‫ﺑﺮﺍﯼﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﯾﻪ ﺗﻮﺻﯿﻪ ﻣﯽ ﺷﻮﺩ‬
‫‪Göras، C.، Wallentin، FY، Nilsson، U. & Ehrenberg، A.‬‬
‫ﺍﺭﺯﯾﺎﺑﯽﺭﺿﺎﯾﺖ ﺳﺎﯾﺮ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎﯼ ﻋﻤﻮﻣﯽ‬
‫)‪ .(2013‬ﺗﺮﺟﻤﻪ ﺳﻮﺉﺪﯼ ﻭ ﺗﺴﺖ ﺭﻭﺍﻥ ﺳﻨﺠﯽ ﭘﺮﺳﺸﻨﺎﻣﻪ ﻧﮕﺮﺵ ﻫﺎﯼ ﺍﯾﻤﻨﯽ‪.‬‬
‫ﺗﺤﻘﯿﻘﺎﺕﺧﺪﻣﺎﺕ ﺑﻬﺪﺍﺷﺘﯽ ‪.104 :(1)13 ،BMC‬‬
‫ﮐﺎﺭﻣﻨﺪﺍﻥ‬
‫ﻣﻮ‪،‬ﺟﯽ‪ ،.‬ﺑﻠﮏ‪ ،‬ﺩﺑﻠﯿﻮ‪ ،‬ﺑﺎﺑﯿﻦ‪ ،‬ﺑﯽ‪ ،‬ﺍﻧﺪﺭﺳﻮﻥ‪ ،‬ﺁﺭ ﻭ ﺗﺎﺗﻬﺎﻡ‪ ،‬ﺁﺭ‪.‬‬
‫)‪.(2006‬ﺗﺠﺰﯾﻪ ﻭ ﺗﺤﻠﯿﻞ ﺩﺍﺩﻩ ﻫﺎﯼ ﭼﻨﺪ ﻣﺘﻐﯿﺮﻩ )ﻭﯾﺮﺍﯾﺶ ﺷﺸﻢ(‪ .‬ﺭﻭﺩﺧﺎﻧﻪ ﺑﺎﻻﯾﯽ‪،‬‬ ‫ﻣﻨﺎﺑﻊ‬
‫ﻧﯿﻮﺟﺮﺳﯽ‪:‬ﭘﯿﺮﺳﻮﻥ ﭘﺮﻧﺘﯿﺲ ﻫﺎﻝ‪.‬‬
‫‪Heskett، JL، Jones، TO، Loveman، GW، Sasser، WE‬‬
‫ﻋﺒﺪﻭ‪ HA،‬ﻭ ﺻﺎﺑﺮ‪ .KM )2011( ،‬ﺍﺭﺯﯾﺎﺑﯽ ﭘﺎﯾﻪ‬
‫ﻭﺷﻠﺰﯾﻨﮕﺮ‪ ،‬ﻟﺲ ﺁﻧﺠﻠﺲ )‪ .(1994‬ﺑﻪ ﮐﺎﺭ ﺍﻧﺪﺍﺧﺘﻦ ﺯﻧﺠﯿﺮﻩ ﺧﺪﻣﺎﺕ‪-‬ﺳﻮﺩ‪.‬ﺑﺮﺭﺳﯽ‬
‫ﮐﺴﺐﻭ ﮐﺎﺭ ﻫﺎﺭﻭﺍﺭﺩ‪Heskett, JL, Sasser, WE & Schlesinger, LA )1997(.‬‬ ‫ﺑﺮﺭﺳﯽﻓﺮﻫﻨﮓ ﺍﯾﻤﻨﯽ ﺑﯿﻤﺎﺭ ﺩﺭ ﭘﺮﺳﺘﺎﺭﺍﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎﯼ ﺩﺍﻧﺸﺠﻮﯾﯽ‪.‬ﻣﺠﻠﻪ‬
‫‪، 72 )2(: 164-174.‬‬ ‫ﺟﻬﺎﻧﯽﻋﻠﻮﻡ ﭘﺰﺷﮑﯽ‪.17-26 :(1)6 ،‬‬
‫ﺯﻧﺠﯿﺮﻩﺳﻮﺩ ﺧﺪﻣﺎﺕ‪ .‬ﻧﯿﻮﯾﻮﺭﮎ‪ :‬ﻣﻄﺒﻮﻋﺎﺕ ﺁﺯﺍﺩ‪.‬‬
‫ﺑﺎﻻﺗﺮ ‪، A. )2014(.‬ﻭ ﺻﺎﻟﺢ ‪Albattat، AR، Som، APM‬‬
‫ﻣﻌﯿﺎﺭﻫﺎﯼﺑﺮﺵ ﺑﺮﺍﯼ ﺷﺎﺧﺺ ﻫﺎﯼ ﺑﺮﺍﺯﺵ ‪Hu, LT & Bentler, PM )1999(.‬‬
‫ﻧﺎﺭﺿﺎﯾﺘﯽﮔﺮﺩﺵ ﻣﺎﻟﯽ ﺑﺎﻻﺗﺮ ﺩﺭ ﺻﻨﻌﺖ ﻫﺘﻠﺪﺍﺭﯼ ﻣﺠﻠﻪ ﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﺗﺤﻘﯿﻘﺎﺕ‬
‫ﺩﺭﺗﺤﻠﯿﻞ ﺳﺎﺧﺘﺎﺭ ﮐﻮﻭﺍﺭﯾﺎﻧﺲ‪ :‬ﻣﻌﯿﺎﺭﻫﺎﯼ ﻣﺮﺳﻮﻡ ﺩﺭ ﻣﻘﺎﺑﻞ ﺟﺎﯾﮕﺰﯾﻦ ﻫﺎﯼ ﺟﺪﯾﺪ‬
‫ﺁﮐﺎﺩﻣﯿﮏﺩﺭ ﺗﺠﺎﺭﺕ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‪.45-52 :(2)4 ،‬‬
‫ﻣﺪﻝﺳﺎﺯﯼ ﻣﻌﺎﺩﻻﺕ ﺳﺎﺧﺘﺎﺭﯼ‪ :‬ﯾﮏ ﻣﺠﻠﻪ ﭼﻨﺪ ﺭﺷﺘﻪ ﺍﯼ‪.1-55 :(1)6 ،‬‬

‫ﺷﺎﺧﺺﺷﻐﻞ ‪Brayfield، AH & Rothe، HF )1951(.‬‬

‫‪Huang، KC، Lu، N.، Chang، WJ، Chang، HC & Chen، J.‬‬
‫ﺭﺿﺎﯾﺖ‪.‬ﻣﺠﻠﻪ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﮐﺎﺭﺑﺮﺩﯼ‪.311 -307 :(5) 35 ،‬‬
‫ﻫﻤﺒﺴﺘﮕﯽﻣﺰﯾﺖ ﺭﻗﺎﺑﺘﯽ ﺩﺭﮎ ﺷﺪﻩ ﺩﺭ ﺑﯿﻦ ﻣﺪﯾﺮﯾﺖ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‪ :‬ﺗﺠﺰﯾﻪ ﻭ ﺗﺤﻠﯿﻞ‬
‫ﭼﻨﺪﺳﻄﺤﯽ ‪ S. )2012(.‬ﻣﺠﻠﻪ ﭘﺰﺷﮑﯽ ﺗﺠﺮﺑﯽ ﻭ ﺑﺎﻟﯿﻨﯽ‪.174 -170 :(3)4 ،‬‬
‫ﺑﯿﺮﻥ‪،‬ﺑﯽ ﺍﻡ )‪.(2001‬ﻣﺪﻝ ﺳﺎﺯﯼ ﻣﻌﺎﺩﻻﺕ ﺳﺎﺧﺘﺎﺭﯼ ﺑﺎ ‪:AMOS‬‬
‫ﻣﻔﺎﻫﯿﻢﺍﺳﺎﺳﯽ‪ ،‬ﮐﺎﺭﺑﺮﺩﻫﺎ ﻭ ﺑﺮﻧﺎﻣﻪ ﻧﻮﯾﺴﯽ‪ .‬ﻟﻨﺪﻥ‪Erlbaum Associates :‬‬
‫‪.Lawrence‬‬
‫ﺟﺎﻧﺴﻮﻥ‪ .RR )2012( ،‬ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺍﻓﺴﺮ ﭘﻠﯿﺲ‪ :‬ﺍﻟﻒ‬
‫ﺗﺤﻠﯿﻞﭼﻨﺪ ﺑﻌﺪﯼﻓﺼﻠﻨﺎﻣﻪ ﭘﻠﯿﺲ‪.157-176 :(2)15 ،‬‬ ‫ﭼﺮﭼﯿﻞ‪ .GA )1979( ،‬ﭘﺎﺭﺍﺩﺍﯾﻢ ﺑﺮﺍﯼ ﺗﻮﺳﻌﻪ ﺑﻬﺘﺮ‬
‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺳﺎﺯﻩ ﻫﺎﯼ ﺑﺎﺯﺍﺭﯾﺎﺑﯽﻣﺠﻠﻪ ﺗﺤﻘﯿﻘﺎﺕ ﺑﺎﺯﺍﺭﯾﺎﺑﯽ‪.64-73 :(2) 23 ،‬‬
‫ﮐﺎﻡ‪،‬ﺳﯽ ﺳﯽ ﺍﺱ ﻭ ﻣﺎﯾﺮ‪ ،‬ﺟﯽ ﭘﯽ )‪ .(2015‬ﭼﻘﺪﺭ ﺑﯽ ﺧﯿﺎﻝ‬
‫ﻋﻮﺍﻣﻞﻣﻮﺛﺮ ‪Chaulagain, N. & Khadha, DK )2012(.‬‬
‫ﺳﻮﮔﯿﺮﯼﭘﺎﺳﺦ ﺩﻫﯽ ﻭ ﺭﺿﺎﯾﺖ ﻣﯽ ﺗﻮﺍﻧﺪ ﺍﺑﻌﺎﺩ ﺭﺍ ﺑﺴﺎﺯﺩ‪ :‬ﻣﻮﺭﺩ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ‪.‬‬
‫ﺭﺿﺎﯾﺖﺷﻐﻠﯽ ﺩﺭ ﻣﯿﺎﻥ ﻣﺘﺨﺼﺼﺎﻥ ﻣﺮﺍﻗﺒﺖ ﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ ﺩﺭ ﻣﺮﮐﺰ ﭼﺸﻢ‬
‫ﺭﻭﺵﺗﺤﻘﯿﻖ ﺳﺎﺯﻣﺎﻧﯽ‪، Tomiuk، MA، Bergeron، J. & Barbaro-Forleo،‬‬
‫‪ ،Tilganga‬ﮐﺎﺗﻤﺎﻧﺪﻭ‪ ،‬ﻧﭙﺎﻝ‪.‬ﻣﺠﻠﻪ ﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﺗﺤﻘﯿﻘﺎﺕ ﻋﻠﻤﯽ ﻭ ﻓﻨﺎﻭﺭﯼ‪:(11)1 ،‬‬
‫‪، 18)3(: 512-541. Laroche، M.‬‬
‫‪.32-36‬‬
‫‪.‬ﻫﺪﻑﻗﺮﺍﺭ ﺩﺍﺩﻥ ﻣﺼﺮﻑ ﮐﻨﻨﺪﮔﺎﻧﯽ ﮐﻪ ﻣﺎﯾﻞ ﺑﻪ ﭘﺮﺩﺍﺧﺖ ﺑﯿﺸﺘﺮ ﺑﺮﺍﯼ ﻣﺤﺼﻮﻻﺕ‬
‫ﮐﻮﻫﻦ‪ WM،‬ﻭ ﻟﻮﯾﻨﺘﺎﻝ‪ .DA )2001( ،‬ﻇﺮﻓﯿﺖ ﺟﺬﺏ‪:‬‬
‫ﺳﺎﺯﮔﺎﺭﺑﺎ ﻣﺤﯿﻂ ﺯﯾﺴﺖ ﻫﺴﺘﻨﺪ ‪G. )2001(.‬ﻣﺠﻠﻪ ﺑﺎﺯﺍﺭﯾﺎﺑﯽ ﻣﺼﺮﻑ ﮐﻨﻨﺪﻩ‪،‬‬
‫ﺩﯾﺪﮔﺎﻩﺟﺪﯾﺪ ﺩﺭ ﯾﺎﺩﮔﯿﺮﯼ ﻭ ﻧﻮﺁﻭﺭﯼ‪ .‬ﻓﺼﻠﻨﺎﻣﻪ ﻋﻠﻮﻡ ﺍﺩﺍﺭﯼ‪.128-152 :(4) 34 ،‬‬
‫‪.503-520 :(6)18‬‬
‫‪Larose، DT )2006(.‬ﺭﻭﺵ ﻫﺎ ﻭ ﻣﺪﻝ ﻫﺎﯼ ﺩﺍﺩﻩ ﮐﺎﻭﯼ‪.‬‬ ‫ﮐﺮﻭﻧﺒﺎﺥ‪،‬ﺍﻝ‪ .(1951) .‬ﺿﺮﯾﺐ ﺁﻟﻔﺎ ﻭ ﺩﺍﺧﻠﯽ‬
‫ﻫﻮﺑﻮﮐﻦ‪،‬ﻧﯿﻮﺟﺮﺳﯽ‪ :‬ﺟﺎﻥ ﻭﺍﯾﻠﯽ ﻭ ﭘﺴﺮﺍﻥ‪.‬‬
‫ﺳﺎﺧﺘﺎﺭﺁﺯﻣﻮﻥ ﻫﺎﺳﺎﯾﮑﻮﻣﺘﺮﯾﮏ‪Coverse, JM & Presser, S. )1986(.‬‬
‫‪Lambrou, P., Kontodimopoulos, N. & Niakas, D. )2010(.‬‬
‫ﺍﯾﺠﺎﺩﺍﻧﮕﯿﺰﻩ ﻭ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺑﯿﻦ ﮐﺎﺭﮐﻨﺎﻥ ﭘﺰﺷﮑﯽ ﻭ ﭘﺮﺳﺘﺎﺭﯼ ﺩﺭ ﯾﮏ‬
‫‪، 16،297-334.‬ﺳﻮﺍﻻﺕ ﻧﻈﺮﺳﻨﺠﯽ‪:‬‬
‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻋﻤﻮﻣﯽ ﻋﻤﻮﻣﯽ ﻗﺒﺮﺱ‪.‬ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ ﺑﺮﺍﯼ ﺳﻼﻣﺖ‪.1-9 :(26) 8 ،‬‬ ‫ﺳﺎﺧﺖﭘﺮﺳﺸﻨﺎﻣﻪ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺷﺪﻩ‪ .‬ﭘﺎﺭﮎ ﻧﯿﻮﺑﻮﺭﯼ‪ :‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﯿﺞ‪.‬‬

‫ﺩﮐﺎﺭﻭﺍﻟﯿﻮ‪ REFL ،‬ﻭ ﮐﺎﺳﯿﺎﻧﯽ‪.SHDB )2012( ،‬‬

‫ﻟﯿﻨﮕﺰ‪،‬ﺍﯾﻦ ﻭ ﮔﺮﯾﻨﻠﯽ‪ ،‬ﺟﻨﺮﺍﻝ ﺍﻟﮑﺘﺮﯾﮏ )‪ .(2005‬ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ ﺩﺍﺧﻠﯽ‬
‫ﺍﻧﻄﺒﺎﻕﺑﯿﻦ ﻓﺮﻫﻨﮕﯽ ﭘﺮﺳﺸﻨﺎﻣﻪ ﻧﮕﺮﺵ ﻫﺎﯼ ﺍﯾﻤﻨﯽ ‪ -‬ﻓﺮﻡ ﮐﻮﺗﺎﻩ ‪ 2006‬ﺑﺮﺍﯼ‬
‫ﺑﺎﺯﺍﺭﮔﺮﺍﯾﯽﻣﺠﻠﻪ ﭘﮋﻭﻫﺶ ﺧﺪﻣﺎﺕ‪.290-305 :(3)7 ،‬‬
‫ﺑﺮﺯﯾﻞ‪.575-582 :(3)20 ،Revista Latino-Americana de Enfermagem.‬‬
‫‪10‬‬
‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫ﺭﺍﺑﯿﻨﺰ‪،‬ﺍﺱ ﭘﯽ )‪ .(2001‬ﻗﺒﻞ ﺍﺯ ﺍﯾﻨﮑﻪ ﮐﺎﺭﻣﻨﺪﺍﻥ ﺷﻤﺎ ﺭﺍ ﻣﺘﻮﻗﻒ ﮐﻨﺪ ﻓﺮﺳﻮﺩﮔﯽ ﺭﺍ ﻣﺘﻮﻗﻒ ﮐﻨﯿﺪ‪.‬‬ ‫‪Malhotra, NK, Hall, J., Shaw, M. & Oppenheim, P. )2006(.‬‬
‫ﮔﺰﺍﺭﺵﻣﺪﯾﺮ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﺁﯾﻮﻣﺎ‪.8 :3 ،‬‬ ‫ﺗﺤﻘﯿﻘﺎﺕﺑﺎﺯﺍﺭﯾﺎﺑﯽ )ﻭﯾﺮﺍﯾﺶ ‪ .(3‬ﺟﻨﮕﻞ‪ :‬ﺁﻣﻮﺯﺵ ﭘﯿﺮﺳﻮﻥ ﺍﺳﺘﺮﺍﻟﯿﺎ‪.‬‬
‫ﻗﯿﻤﺖ‪ .JL )2001( ،‬ﺗﺄﻣﻼﺗﯽ ﺩﺭ ﻣﻮﺭﺩ ﻋﻮﺍﻣﻞ ﺗﻌﯿﯿﻦ ﮐﻨﻨﺪﻩ‬
‫ﮔﺮﺩﺵﺩﺍﻭﻃﻠﺒﺎﻧﻪﻣﺠﻠﻪ ﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻧﯿﺮﻭﯼ ﺍﻧﺴﺎﻧﯽ‪.600-624 :(7) 22 ،‬‬ ‫ﺗﺤﻘﯿﻖﺩﺭ ﻣﻮﺭﺩ ‪Mak, CKY & Hong, JFL )2010(.‬‬
‫ﻋﻮﺍﻣﻞﺗﻌﯿﯿﻦ ﮐﻨﻨﺪﻩ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺑﺮﺍﯼ ﮐﺎﺭﻣﻨﺪﺍﻥ ﺩﻭﻟﺖ ﻣﺎﮐﺎﺉﻮ ﻣﺠﻠﻪ‬
‫ﺍﺭﺗﻘﺎﯼﺳﻼﻣﺖ ﺩﺭ ‪Shain، M. & Kramer، DM )2004(.‬‬ ‫ﻣﺪﯾﺮﯾﺖﯾﻮﺭﻭ ﺁﺳﯿﺎ‪،‬ﻭﯾﮋﮔﯽ ﻫﺎﯼ ﺷﻐﻠﯽ ﻭ ﺷﻐﻠﯽ ‪Meyerding، SGH )2015(.‬‬
‫ﻣﺤﻞﮐﺎﺭ‪ :‬ﭼﺎﺭﭼﻮﺏ ﺑﻨﺪﯼ ﻣﻔﻬﻮﻡ‪ .‬ﺑﺮﺭﺳﯽ ﺷﻮﺍﻫﺪ ﻣﺠﻠﻪ ﭘﺰﺷﮑﯽ ﻣﺤﯿﻄﯽ ﺷﻐﻞ‪،‬‬ ‫‪20 )2(: 175-191.‬‬
‫‪.643-648،61‬‬ ‫ﺭﺿﺎﯾﺖ‪:‬ﺁﺯﻣﻮﻥ ﻣﺪﻝ ﻭﯾﺘﺎﻣﯿﻦ ﻭﺍﺭ ﺩﺭ ﺑﺎﻏﺒﺎﻧﯽ ﺁﻟﻤﺎﻥ‪.‬ﻣﺠﻠﻪ ﺭﻭﺍﻧﺸﻨﺎﺱ‪-‬ﻣﺪﯾﺮ‪،‬‬
‫‪.86-107 :(2)18‬‬
‫ﺷﺎﻩ‪ SMA، Memon، MA،‬ﻭ (‪ .Larhari، MK )2011‬ﺭﺍ‬
‫ﺗﺎﺛﯿﺮﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﯽ ﺑﺮ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﮐﺎﺭﮐﻨﺎﻥ‪ :‬ﺑﺮﺭﺳﯽ ﺍﻋﻀﺎﯼ ﻫﯿﺎﺕ ﻋﻠﻤﯽ‬ ‫ﻭﺯﺍﺭﺕﺑﻬﺪﺍﺷﺖ ﻭ ﺭﻓﺎﻩ )‪ .(2015a) (MOHW‬ﻟﯿﺴﺖ ﻫﺎﯼ‬
‫ﺩﺍﻧﺸﮕﺎﻩﻫﺎﯼ ﺑﺨﺶ ﺩﻭﻟﺘﯽ ﭘﺎﮐﺴﺘﺎﻥ‪.‬ﻣﺠﻠﻪ ﻣﯿﺎﻥ ﺭﺷﺘﻪ ﺍﯼ‬ ‫ﺍﺭﺯﯾﺎﺑﯽﺑﺮﺍﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻫﺎ ﺑﺎﺯﯾﺎﺑﯽ ﺷﺪﻩ ﺩﺭ ‪ 01‬ﺩﺳﺎﻣﺒﺮ ‪ ،2015‬ﺍﺯ‬
‫‪/DM1_P.aspx?f_list_n o=608&fod_list_no=897&doc_no=46414‬‬
‫ﮐﺴﺐﻭ ﮐﺎﺭ ﺗﺤﻘﯿﻘﺎﺗﯽ ﻣﻌﺎﺻﺮ‪ .847-859 :(8)3 ،‬ﺍﺳﻤﯿﺖ‪ ،‬ﭘﯽ‪ ،‬ﮐﻨﺪﺍﻝ‪ ،‬ﺍﻝ ﻭ‬ ‫‪http://www.mohw.gov.tw/cht/DOMA‬‬
‫ﻫﻮﻟﯿﻦ‪،‬ﺳﯽ )‪.(1969‬ﺍﻧﺪﺍﺯﻩ ﮔﯿﺮﯼ‬ ‫ﻭﺯﺍﺭﺕﺑﻬﺪﺍﺷﺖ ﻭ ﺭﻓﺎﻩ )‪ .(2015b) (MOHW‬ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻭ‬
‫ﺭﺿﺎﯾﺖﺍﺯ ﮐﺎﺭ ﻭ ﺑﺎﺯﻧﺸﺴﺘﮕﯽ‪ .‬ﺷﯿﮑﺎﮔﻮ‪ :‬ﺭﻧﺪ ﻣﮏ ﻧﺎﻟﯽ‬ ‫ﺁﻣﺎﺭﮐﻠﯿﻨﯿﮏ ﺑﺎﺯﯾﺎﺑﯽ ﺷﺪﻩ ﺩﺭ ‪ 15‬ﻣﺎﺭﺱ ‪ ،2015‬ﺍﺯ ‪=312&fod_list_no=5533‬‬
‫‪http://www.mohw.gov.tw/cht/DOS/Statistic.aspx?f_list_no‬‬
‫ﺳﻮﺯﻭﮐﯽ‪،‬ﺍﯼ‪ ،.‬ﺍﯾﺘﻮﻣﯿﻦ‪ ،‬ﺁﯼ‪ ،.‬ﮐﺎﻧﻮﯾﺎ‪ ،‬ﯼ‪ ،.‬ﮐﺎﺗﺴﻮﮐﯽ‪ ،‬ﺗﯽ‪ ،.‬ﻫﻮﺭﯼ‪ ،‬ﺍﺱ‪ .‬ﻭ‬
‫ﺳﺎﺗﻮ‪،‬ﺳﯽ )‪ .(2006‬ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺟﺎﺑﺠﺎﯾﯽ ﺳﺮﯾﻊ ﭘﺮﺳﺘﺎﺭﺍﻥ ﺗﺎﺯﻩ ﮐﺎﺭ ﺩﺭ‬ ‫ﻣﺎﯾﻨﺮ‪،‬ﺍﻡ ﺍﭺ‪ ،‬ﺩﺍﻭﺳﻮﻥ‪ ،‬ﺍﻡ ﻭ ﺍﺳﺘﺮﻟﻨﺪ‪ ،‬ﺍﺱ‪ .(2010) .‬ﻭﺯﺍﺭﺕ‬
‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻫﺎﯼ ﺩﺍﻧﺸﮕﺎﻫﯽ‪.‬ﻣﺠﻠﻪ ﺑﻬﺪﺍﺷﺖ ﺣﺮﻓﻪ ﺍﯼ‪.49-61 :(1) 48 ،‬‬ ‫ﺟﻬﺖﮔﯿﺮﯼ ﻭ ﻧﺘﺎﯾﺞ ﻭﺯﺍﺭﺕ‪ :‬ﺍﺭﺯﯾﺎﺑﯽ ﻣﺪﻝ ﭼﻨﺪ ﺑﻌﺪﯼ ﺟﺪﯾﺪ ﻓﺮﺳﻮﺩﮔﯽ ﺷﻐﻠﯽ‬
‫ﺭﻭﺣﺎﻧﯿﻮﻥﻭ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ‪.‬ﻣﺠﻠﻪ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﺷﻐﻠﯽ ﻭ ﺳﺎﺯﻣﺎﻧﯽ‪:(1) 83 ،‬‬
‫‪Tabachnick، BG & Fidell، LS )2001(.‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭼﻨﺪ ﻣﺘﻐﯿﺮﻩ‬ ‫‪.167-188‬‬
‫ﺁﻣﺎﺭ‪ .‬ﺳﯿﺪﻧﯽ‪ :‬ﺁﻟﯿﻦ ﻭ ﺑﯿﮑﻦ‪.‬‬
‫ﺗﺎﻧﮓ‪ YT، Stanworth، JO، Chen، WT، Huang، SW،‬ﻭ‬ ‫ﻧﺎﮔﯽ‪،‬ﺍﻡ ﺍﺱ )‪ .(2002‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﯾﮑﺮﺩ ﺗﮏ ﻣﻮﺭﺩﯼ ﺑﺮﺍﯼ‬
‫‪.‬ﺑﻪﺳﻮﯼ ﻣﻌﯿﺎﺭﯼ ﺍﺯ ﮐﯿﻔﯿﺖ ﺧﺪﻣﺎﺕ ﺧﺮﺩﻩ ﻓﺮﻭﺷﯽ ﻫﺎﯾﭙﺮﻣﺎﺭﮐﺖ ﭼﯿﻨﯽ‬ ‫ﺍﻧﺪﺍﺯﻩﮔﯿﺮﯼ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺟﻨﺒﻪﻣﺠﻠﻪ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﺷﻐﻠﯽ ﻭ ﺳﺎﺯﻣﺎﻧﯽ‪،‬‬
‫‪Wu, HH )2015(.‬ﮐﯿﻔﯿﺖ ﮐﻞ‬ ‫‪75 )1(: 77-87. Nunnally، JC )1978(.‬ﻧﻈﺮﯾﻪ ﺭﻭﺍﻥ ﺳﻨﺠﯽ )‪ 2‬ﻭﯾﺮﺍﯾﺶ(‪ .‬ﺟﺪﯾﺪ‬
‫ﻣﺪﯾﺮﯾﺖﻭ ﺗﻌﺎﻟﯽ ﮐﺴﺐ ﻭ ﮐﺎﺭ‪.327-338 :(3)26 ،‬‬
‫ﯾﻮﺭﮎ‪:‬ﻣﮏ ﮔﺮﺍﻭ ﻫﯿﻞ‪.‬‬
‫‪Weiss, D., Dawis, R., England, G. & Lofquist, LI )1967(.‬‬
‫‪:‬ﻧﻮﺁﻭﺭﯼ ‪Omachonu، VK & Einspruch، NG )2010(.‬‬
‫ﮐﺘﺎﺑﭽﻪﺭﺍﻫﻨﻤﺎﯼ ﭘﺮﺳﺸﻨﺎﻣﻪ ﺭﺿﺎﯾﺖ ﻣﻨﺪﯼ ﻣﯿﻨﻪ ﺳﻮﺗﺎ‪ .‬ﻣﯿﻨﯿﺎﭘﻮﻟﯿﺲ‪ ،‬ﻣﺮﮐﺰ ﺭﻭﺍﺑﻂ‬
‫ﭘﯿﺎﻣﺪﻫﺎﺑﺮﺍﯼ ﮐﺎﻻﻫﺎ ﻭ ﺧﺪﻣﺎﺕ‪.‬ﻣﺠﻠﻪ ﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ ﻧﻮﺁﻭﺭﯼ ﻭ ﻓﻨﺎﻭﺭﯼ‪(2)7 ،‬‬
‫ﺻﻨﻌﺘﯽ‪،‬ﺩﺍﻧﺸﮕﺎﻩ ﻣﯿﻨﻪ ﺳﻮﺗﺎ‪ ،‬ﭘﺮﻭﮊﻩ ﺗﻨﻈﯿﻢ ﮐﺎﺭ‪.‬‬
‫‪.127 -109:‬‬

‫ﮐﺎﺭ ‪Vukonjanski, J., Terek, E. & Gligorović, B. )2014(.‬‬ ‫ﺍﻭﺷﺎﻗﺒﻤﯽ‪،‬ﺕ‪ .(1378) .‬ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﮐﻠﯽ‪ :‬ﭼﻘﺪﺭ ﺧﻮﺏ ﻫﺴﺘﻨﺪ‬
‫ﺭﺿﺎﯾﺖﻣﺮﺩﺍﻥ ﻭ ﺯﻧﺎﻥ ﺷﺎﻏﻞ ﺩﺭ ﺑﺨﺶ ﺗﻮﻟﯿﺪ ﻭ ﺁﻣﻮﺯﺵ ﺩﺭ ﺻﺮﺑﺴﺘﺎﻥ‪.‬ﻣﺠﻠﻪ ﻋﻠﻮﻡ‬ ‫ﻣﻌﯿﺎﺭﻫﺎﯼﺗﮏ ﺩﺭ ﻣﻘﺎﺑﻞ ﭼﻨﺪ ﻣﻮﺭﺩ؟ﻣﺠﻠﻪ ﺭﻭﺍﻧﺸﻨﺎﺳﯽ ﻣﺪﯾﺮﯾﺖ‪:(5/6)14 ،‬‬
‫ﮐﺎﺭﺑﺮﺩﯼ‪.25-33 :(1) 11 ،Singidunum‬‬ ‫‪.388-404‬‬
‫ﭘﯿﺘﺮﺳﻦ‪ .CO )2005( ،‬ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﭘﺮﺳﺘﺎﺭﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫ﺁﺭﯼ‪،‬ﺁﺭﻭﺍﯼ‪ ،‬ﯾﻮﻧﮓ‪ ACL .‬ﻭ ﭼﻨﮓ‪ .TCE )2008( ،‬ﺭﺍ‬ ‫ﮐﺎﺭﮐﻨﺎﻥﻣﺠﻠﻪ ﻣﺪﯾﺮﯾﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ‪.19-25 :(2) 3،‬‬
‫ﺗﺄﺛﯿﺮﺭﺿﺎﯾﺖ ﮐﺎﺭﮐﻨﺎﻥ ﺑﺮ ﮐﯿﻔﯿﺖ ﻭ ﺳﻮﺩﺁﻭﺭﯼ ﺩﺭ ﺻﻨﺎﯾﻊ ﺧﺪﻣﺎﺗﯽ ﺑﺎ ﺗﻤﺎﺱ ﺑﺎﻻ‬
‫ﻣﺠﻠﻪﻣﺪﯾﺮﯾﺖ ﻋﻤﻠﯿﺎﺕ‪.651-668 :(5)26 ،‬‬ ‫ﭘﻮﺭﺗﺮ‪،‬ﻣﻦ ﻭ ﻟﯽ‪ .TH )2013( ،‬ﺍﺳﺘﺮﺍﺗﮋﯼ ﮐﻪ ﺭﻓﻊ ﺧﻮﺍﻫﺪ ﺷﺪ‬
‫ﻣﺮﺍﻗﺒﺖﻫﺎﯼ ﺑﻬﺪﺍﺷﺘﯽ‪.‬ﺑﺮﺭﺳﯽ ﮐﺴﺐ ﻭ ﮐﺎﺭ ﻫﺎﺭﻭﺍﺭﺩ‪.50-70 :(10) 91 ،‬‬
 ‫‪11‬‬
‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫ﺿﻤﯿﻤﻪ‪I-‬‬

‫ﻣﻮﺍﺭﺩﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ ﻧﻈﺮﺳﻨﺠﯽ‬

‫‪.33‬ﺑﺮﻧﺎﻣﻪ ﺍﺭﺯﯾﺎﺑﯽ ﻋﻤﻠﮑﺮﺩ ﻋﯿﻨﯽ ﻭ ﺷﻔﺎﻑ‬ ‫‪.1‬ﺩﺭﺟﻪ ﺭﻭﺷﻨﺎﯾﯽ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬

‫‪.34‬ﺣﺠﻢ ﮐﺎﺭﯼ ﮐﻪ ﺑﻪ ﻃﻮﺭ ﻣﻌﻤﻮﻝ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﻨﻈﯿﻢ ﻣﯽ ﺷﻮﺩ‬ ‫‪.2‬ﮐﻨﺘﺮﻝ ﻧﻮﯾﺰ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬
‫‪.35‬ﮐﺎﺭﺍﯾﯽ ﭘﺎﺳﺦ ﻫﺎﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺭ ﻫﻨﮕﺎﻡ ﺍﺭﺍﺉﻪ ﺗﻮﺻﯿﻪ ﻫﺎ ﯾﺎ‬ ‫‪.3‬ﺩﺭﺟﻪ ﺗﻤﯿﺰﯼ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬
‫ﻣﺸﮑﻼﺕ‬
‫‪.4‬ﺩﺭﺟﻪ ﺗﻬﻮﯾﻪ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬
‫‪.36‬ﺗﻮﺟﻪ ﻭ ﺗﺸﻮﯾﻖ ﺗﻮﺳﻂ ﺳﺮﭘﺮﺳﺘﺎﻥ‬
‫‪.5‬ﺩﺭﺟﻪ ﻓﻀﺎ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬
‫‪.37‬ﺻﻼﺣﯿﺖ ﻧﺎﻇﺮﺍﻥ ﺩﺭ ﺗﺼﻤﯿﻢ ﮔﯿﺮﯼ‬ ‫‪.6‬ﺗﻤﯿﺰﯼ ﺗﻮﺍﻟﺖ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪.38‬ﻋﺪﺍﻟﺖ ﻣﺪﯾﺮﯾﺖ ﻭ ﺭﻭﯾﻪ ﻫﺎﯼ ﻧﻈﺎﺭﺗﯽ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪.7‬ﺗﻌﻤﯿﺮ ﻭ ﻧﮕﻬﺪﺍﺭﯼ ﺗﺠﻬﯿﺰﺍﺕ ﺩﺭ ﺩﻓﺘﺮ‬

‫‪.39‬ﺍﯾﺠﺎﺩ ﮐﺎﻧﺎﻝ ﺑﺮﺍﯼ ﺷﮑﺎﯾﺎﺕ ﻭ ﺷﮑﺎﯾﺎﺕ ﮐﺎﺭﮐﻨﺎﻥ‬ ‫‪.8‬ﻓﻀﺎﯼ ﮐﺎﺭﯼ ﺩﺭ ﺩﺍﺧﻞ ﺑﺨﺶ‬
‫‪.40‬ﺍﺭﺍﺉﻪ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﮐﺎﺭ ﺭﻭﺷﻦ‬ ‫‪.9‬ﺟﻮ ﮐﺎﺭ ﺩﺭ ﺳﺮﺍﺳﺮ ﺑﺨﺶ‬
‫‪.41‬ﻣﻘﺮﺭﺍﺕ ﺍﺳﺘﺨﺪﺍﻣﯽ ﻋﺎﻟﯽ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪.10‬ﭘﺎﮐﯽ ﮐﺎﻓﻪ ﺗﺮﯾﺎ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪.42‬ﺗﻘﺴﯿﻢ ﺭﻭﺷﻦ ﺍﺧﺘﯿﺎﺭﺍﺕ ﻭ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪.11‬ﺟﺎﯼ ﭘﺎﺭﮎ ﺑﺮﺍﯼ ﮐﺎﺭﮐﻨﺎﻥ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.43‬ﺍﺳﺘﻘﻼﻝ ﮐﺎﺭﯼ ﻣﻨﺎﺳﺐ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺍﺳﺖ‬ ‫‪.12‬ﺧﻮﺩﺳﺎﺯﯼ ﺩﺭ ﻣﺤﻞ ﮐﺎﺭ‬
‫‪.44‬ﻣﺸﺎﺭﮐﺖ ﺳﯿﺎﺳﺘﮕﺬﺍﺭﯼ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪.13‬ﺗﺸﺨﯿﺺ ﻭ ﺗﺎﯾﯿﺪ ﺍﺯ ﮐﺎﺭ‬
‫‪.14‬ﻇﺮﻓﯿﺖ ﺍﺭﺍﺩﻩ ﺩﺭ ﮐﺎﺭ‬
‫‪.15‬ﺁﺯﺍﺩﯼ ﺍﻧﺠﺎﻡ ﻋﺪﺍﻟﺖ ﺩﺭ ﻣﺤﻞ ﮐﺎﺭ‬
‫‪.16‬ﯾﺎﺭﺍﻧﻪ ﻫﺎﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﻣﺎﻧﻨﺪ ﻫﺪﺍﯾﺎﯼ ﻧﻘﺪﯼ‪ ،‬ﯾﺎﺭﺍﻧﻪ ﻏﺬﺍ‪،‬‬
‫ﺭﻓﺎﻩﻣﺠﺎﻟﺲ ﻋﺮﻭﺳﯽ ﻭ ﺧﺘﻢ ﻭ‪(...‬‬
‫‪.17‬ﺳﺎﺧﺘﺎﺭ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.18‬ﺳﯿﺴﺘﻢ ﺑﺮﺭﺳﯽ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.19‬ﭘﺎﺩﺍﺵ ﻋﻤﻠﮑﺮﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.20‬ﻧﻈﺎﻡ ﺑﺎﺯﻧﺸﺴﺘﮕﯽ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪.21‬ﻣﻘﯿﺎﺱ ﺳﻬﻢ ﮐﺎﺭﯼ ﻭ ﺣﻘﻮﻕ‬
‫‪.22‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﭘﺎﺩﺍﺵ ﭘﺎﯾﺎﻥ ﺳﺎﻝ‬
‫‪.23‬ﺳﻔﺮﻫﺎﯼ ﺷﺮﮐﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.24‬ﺍﻭﻗﺎﺕ ﻓﺮﺍﻏﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.25‬ﺁﻣﻮﺯﺵ ﮐﺎﺭﮐﻨﺎﻥ ﺗﺮﺗﯿﺐ ﺩﺍﺩﻩ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.26‬ﻓﻀﺎﯼ ﻣﻄﺎﻟﻌﻪ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻓﺮﺍﻫﻢ ﺷﺪﻩ ﺍﺳﺖ‬

‫‪.27‬ﺩﺳﺘﮕﺎﻩ ﻫﺎﯼ ﻗﺮﺍﺉﺖ ﻋﺮﺿﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬

‫‪.28‬ﻣﻨﺎﺑﻊ ﮐﺎﻓﯽ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﻣﺎﻧﻨﺪ‬

‫ﮐﺘﺎﺑﺨﺎﻧﻪ‪،‬ﭘﺎﯾﮕﺎﻩ ﺍﻟﮑﺘﺮﻭﻧﯿﮑﯽ‪ ،‬ﭘﻠﺖ ﻓﺮﻡ ‪ Eleading‬ﻭ‬
‫ﻏﯿﺮﻩ(‬
‫‪.29‬ﻓﺮﺻﺖ ﻫﺎﯼ ﺗﺮﻓﯿﻊ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ‬
‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪.30‬ﺗﺮﻓﯿﻊ ﺑﺮ ﺍﺳﺎﺱ ﺗﻮﺍﻧﺎﯾﯽ ﺷﺨﺼﯽ‬
‫‪.31‬ﯾﮏ ﺗﺒﻠﯿﻎ ﭼﻨﺪ ﮐﺎﻧﺎﻟﻪ ﮐﻪ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ‬
‫ﺷﺪﻩﺍﺳﺖ‬
‫‪.32‬ﻣﺰﺍﯾﺎﯼ ﻭﺍﻗﻌﯽ ﺍﺭﺯﯾﺎﺑﯽ ﻋﻤﻠﮑﺮﺩ‬
‫‪12‬‬
‫ﻣﺠﻠﻪﺑﯿﻦ ﺍﻟﻤﻠﻠﯽ ﻣﺪﯾﺮﯾﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻋﻠﻮﻡ ﺍﺟﺘﻤﺎﻋﯽ‬

‫ﺿﻤﯿﻤﻪ‪II-‬‬

‫ﻋﻮﺍﻣﻞ‬
‫‪6‬‬ ‫‪5‬‬ ‫‪4‬‬ ‫‪3‬‬ ‫‪2‬‬ ‫‪1‬‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﮐﺪ‬
‫ﻓﺎﮐﺘﻮﺭ‪ :1‬ﻣﺤﯿﻂ ﮐﺎﺭﯼ ‪WE1‬‬
‫‪610.‬‬ ‫ﺩﺭﺟﻪﺭﻭﺷﻨﺎﯾﯽ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭﺁ‬
‫‪742.‬‬ ‫ﮐﻨﺘﺮﻝﺻﺪﺍ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ ﺩﺭﺟﻪ ﺗﻤﯿﺰﯼ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬ ‫‪WE2‬‬
‫‪749.‬‬ ‫ﺩﺭﺟﻪﺗﻬﻮﯾﻪ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ ﺩﺭﺟﻪ ﻓﻀﺎ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭﺁ‬ ‫‪WE3‬‬
‫‪680.‬‬ ‫‪WE4‬‬
‫‪654.‬‬ ‫‪WE5‬‬
‫‪682.‬‬ ‫ﻧﻈﺎﻓﺖﺗﻮﺍﻟﺖ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﻌﻤﯿﺮ ﻭ‬ ‫‪WE6‬‬
‫‪603.‬‬ ‫ﻧﮕﻬﺪﺍﺭﯼﺗﺠﻬﯿﺰﺍﺕ ﺩﺭ ﻣﻄﺐ‬ ‫‪WE7‬‬
‫ﻋﺎﻣﻞ‪ :2‬ﺩﺳﺘﺎﻭﺭﺩ ﮐﺎﺭﯼ‬
‫‪686.‬‬ ‫ﺧﻮﺩﺳﺎﺯﯼﺩﺭ ﮐﺎﺭ ﺷﻨﺎﺧﺖ ﻭ ﺗﺎﯾﯿﺪ ﺍﺯ ﮐﺎﺭ‬ ‫‪WA1‬‬
‫‪674.‬‬ ‫ﻇﺮﻓﯿﺖﺍﺭﺍﺩﻩ ﺩﺭ ﮐﺎﺭ‬ ‫‪WA2‬‬
‫‪761.‬‬ ‫‪WA3‬‬
‫‪768.‬‬ ‫ﺁﺯﺍﺩﯼﺍﻧﺠﺎﻡ ﻋﺪﺍﻟﺖ ﺩﺭ ﻣﺤﻞ ﮐﺎﺭ‬ ‫‪WA4‬‬
‫ﻋﺎﻣﻞ‪ :3‬ﻏﺮﺍﻣﺖ ﻭ ﻣﺰﺍﯾﺎ‬
‫‪796.‬‬ ‫ﯾﺎﺭﺍﻧﻪﻫﺎﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﻫﺪﯾﻪ ﻧﻘﺪﯼ‪ ،‬ﯾﺎﺭﺍﻧﻪ‬ ‫‪CB1‬‬
‫ﻏﺬﺍ‪،‬ﺭﻓﺎﻩ ﻣﺠﺎﻟﺲ ﻋﺮﻭﺳﯽ ﻭ ﻋﺰﺍ ﻭ ‪ (...‬ﺳﺎﺧﺘﺎﺭ ﺣﻘﻮﻕ ﻭ‬
‫‪817.‬‬ ‫ﺩﺳﺘﻤﺰﺩﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB2‬‬
‫‪832.‬‬ ‫ﺳﯿﺴﺘﻢﺑﺮﺭﺳﯽ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB3‬‬
‫‪823.‬‬ ‫ﭘﺎﺩﺍﺵﻋﻤﻠﮑﺮﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻧﻈﺎﻡ ﺑﺎﺯﻧﺸﺴﺘﮕﯽ‬ ‫‪CB4‬‬
‫‪713.‬‬ ‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻣﻘﯿﺎﺱ ﺳﻬﻢ ﮐﺎﺭﯼ ﻭ ﺣﻘﻮﻕ‬ ‫‪CB5‬‬
‫‪791.‬‬ ‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﭘﺎﺩﺍﺵ ﭘﺎﯾﺎﻥ ﺳﺎﻝ‬ ‫‪CB6‬‬
‫‪779.‬‬ ‫‪CB7‬‬
‫‪622.‬‬ ‫ﺳﻔﺮﻫﺎﯼﺷﺮﮐﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻓﻌﺎﻟﯿﺖ‬ ‫‪CB8‬‬
‫‪604.‬‬ ‫ﻫﺎﯼﺍﻭﻗﺎﺕ ﻓﺮﺍﻏﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB9‬‬
‫ﻋﺎﻣﻞ‪ :4‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‬
‫‪780.‬‬ ‫ﻓﻀﺎﯼﻣﻄﺎﻟﻌﻪ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺳﺘﮕﺎﻩ‬ ‫‪ET1‬‬
‫‪800.‬‬ ‫ﻫﺎﯼﻣﻄﺎﻟﻌﻪ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻣﻨﺎﺑﻊ ﮐﺎﻓﯽ‬ ‫‪ET2‬‬
‫‪743.‬‬ ‫ﺍﺭﺍﺉﻪﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﻣﺎﻧﻨﺪ ﮐﺘﺎﺑﺨﺎﻧﻪ‪ ،‬ﭘﺎﯾﮕﺎﻩ‬ ‫‪ET3‬‬
‫ﺍﻟﮑﺘﺮﻭﻧﯿﮑﯽ‪،‬ﭘﻠﺖ ﻓﺮﻡ ‪ Eleading‬ﻭ ﻏﯿﺮﻩ(‬

‫ﻋﺎﻣﻞ‪ :5‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‬

‫‪714.‬‬ ‫ﻓﺮﺻﺖﻫﺎﯼ ﺗﺮﻓﯿﻊ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﺮﻓﯿﻊ‬ ‫‪PE1‬‬
‫‪693.‬‬ ‫ﺑﺮﺍﺳﺎﺱ ﺗﻮﺍﻧﺎﯾﯽ ﺷﺨﺼﯽ‬ ‫‪PE2‬‬
‫‪744.‬‬ ‫ﯾﮏﺗﺒﻠﯿﻎ ﭼﻨﺪ ﮐﺎﻧﺎﻟﻪ ﮐﻪ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ ﺷﺪﻩ‬ ‫‪PE3‬‬
‫ﺍﺳﺖ‬
‫‪661.‬‬ ‫ﻣﺰﺍﯾﺎﯼﻭﺍﻗﻌﯽ ﺍﺭﺯﯾﺎﺑﯽ ﻋﻤﻠﮑﺮﺩ‬ ‫‪PE4‬‬
‫ﻋﺎﻣﻞ‪ :6‬ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‬
‫‪686.‬‬ ‫ﺗﻮﺟﻪﻭ ﺗﺸﻮﯾﻖ ﺗﻮﺳﻂ ﺳﺮﭘﺮﺳﺘﺎﻥ‬ ‫ﺍﻡﺍﺱ ‪1‬‬

‫‪782.‬‬ ‫ﺻﻼﺣﯿﺖﺳﺮﭘﺮﺳﺘﺎﻥ ﺩﺭ ﺗﺼﻤﯿﻢ ﮔﯿﺮﯼ‬ ‫‪MS2‬‬

‫‪766.‬‬ ‫ﻧﻈﺎﺭﺕﺑﺮ‬ ‫ﻭ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺍﺯ‬ ‫ﺍﻧﺼﺎﻑ‬ ‫ﺍﻡﺍﺱ ‪3‬‬

‫ﺭﻭﺵﻫﺎﯼ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪719.‬‬ ‫ﺍﯾﺠﺎﺩﮐﺎﻧﺎﻟﯽ ﺑﺮﺍﯼ ﺷﮑﺎﯾﺎﺕ ﻭ ﺷﮑﺎﯾﺎﺕ ﮐﺎﺭﮐﻨﺎﻥ‬ ‫‪MS4‬‬

‫‪757.‬‬ ‫ﺍﺭﺍﺉﻪﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﮐﺎﺭ ﻭﺍﺿﺢ‬ ‫‪MS5‬‬

‫‪683.‬‬ ‫ﻣﻘﺮﺭﺍﺕﺍﺳﺘﺨﺪﺍﻣﯽ ﻋﺎﻟﯽ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﻘﺴﯿﻢ ﺭﻭﺷﻦ‬ ‫‪MS6‬‬
‫‪651.‬‬ ‫ﺍﺧﺘﯿﺎﺭﺍﺕﻭ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪MS7‬‬

‫‪645.‬‬ ‫ﺍﺳﺘﻘﻼﻝﮐﺎﺭﯼ ﻣﻨﺎﺳﺐ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ ﺷﺪﻩ‬ ‫‪MS8‬‬

‫ﺍﺳﺖ‬
‫‪569.‬‬ ‫ﻣﺸﺎﺭﮐﺖﺳﯿﺎﺳﺘﮕﺬﺍﺭﯼ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪MS9‬‬
‫ﺗﻮﺟﻪﺩﺍﺷﺘﻪ ﺑﺎﺷﯿﺪ‪:‬ﺁ‪ :‬ﻣﻮﺭﺩ ﺩﺭ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺗﺎﯾﯿﺪﯼ ﺑﻌﺪﯼ ﺩﺭ ﺳﺎﻝ ‪ 2012‬ﺣﺬﻑ ﺷﺪ‬

‫ﺟﺪﻭﻝ‪ :1‬ﺳﺎﺧﺘﺎﺭ ﻋﺎﻣﻠﯽ ﺑﺮﺍﯼ ﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺳﺎﻝ ‪2012‬‬

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‫ﻫﻮﺍﻧﮓﻭ ﻫﻤﮑﺎﺭﺍﻥ‬

‫ﺿﻤﯿﻤﻪ‪III-‬‬
‫ﻋﻮﺍﻣﻞ‬
‫‪6‬‬ ‫‪5‬‬ ‫‪4‬‬ ‫‪3‬‬ ‫‪2‬‬ ‫‪1‬‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﮐﺪ‬
‫ﻓﺎﮐﺘﻮﺭ‪ :1‬ﻣﺤﯿﻂ ﮐﺎﺭ‬
‫‪530.‬‬ ‫ﺩﺭﺟﻪﺭﻭﺷﻨﺎﯾﯽ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭﺏ‬ ‫‪WE1‬‬
‫‪704.‬‬ ‫ﮐﻨﺘﺮﻝﺻﺪﺍ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ ﺩﺭﺟﻪ ﺗﻤﯿﺰﯼ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ‬ ‫‪WE2‬‬
‫‪751.‬‬ ‫ﺩﺭﺟﻪﺗﻬﻮﯾﻪ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭ ﺩﺭﺟﻪ ﻓﻀﺎ ﺩﺭ ﻣﺤﯿﻂ ﮐﺎﺭﺏ‬ ‫‪WE3‬‬
‫‪749.‬‬ ‫‪WE4‬‬
‫‪649.‬‬ ‫‪WE5‬‬
‫‪659.‬‬ ‫ﻧﻈﺎﻓﺖﺗﻮﺍﻟﺖ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﻌﻤﯿﺮ ﻭ‬ ‫‪WE6‬‬
‫‪.518.‬‬ ‫ﻧﮕﻬﺪﺍﺭﯼﺗﺠﻬﯿﺰﺍﺕ ﺩﺭ ﻣﻄﺐ‬ ‫‪WE7‬‬
‫ﻋﺎﻣﻞ‪ :2‬ﺩﺳﺘﺎﻭﺭﺩ ﮐﺎﺭﯼ‬
‫‪746.‬‬ ‫ﺧﻮﺩﺳﺎﺯﯼﺩﺭ ﮐﺎﺭ ﺷﻨﺎﺧﺖ ﻭ ﺗﺎﯾﯿﺪ ﺍﺯ ﮐﺎﺭ‬ ‫‪WA1‬‬
‫‪708.‬‬ ‫ﻇﺮﻓﯿﺖﺍﺭﺍﺩﻩ ﺩﺭ ﮐﺎﺭ‬ ‫‪WA2‬‬
‫‪846.‬‬ ‫‪WA3‬‬
‫‪811.‬‬ ‫ﺁﺯﺍﺩﯼﺍﻧﺠﺎﻡ ﻋﺪﺍﻟﺖ ﺩﺭ ﻣﺤﻞ ﮐﺎﺭ‬ ‫‪WA4‬‬
‫ﻋﺎﻣﻞ‪ :3‬ﻏﺮﺍﻣﺖ ﻭ ﻣﺰﺍﯾﺎ‬
‫‪772.‬‬ ‫ﯾﺎﺭﺍﻧﻪﻫﺎﯼ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﻫﺪﯾﻪ ﻧﻘﺪﯼ‪ ،‬ﯾﺎﺭﺍﻧﻪ‬ ‫‪CB1‬‬
‫ﻏﺬﺍ‪،‬ﺭﻓﺎﻩ ﻣﺠﺎﻟﺲ ﻋﺮﻭﺳﯽ ﻭ ﻋﺰﺍ ﻭ ‪ (...‬ﺳﺎﺧﺘﺎﺭ ﺣﻘﻮﻕ ﻭ‬
‫‪842.‬‬ ‫ﺩﺳﺘﻤﺰﺩﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB2‬‬
‫‪837.‬‬ ‫ﺳﯿﺴﺘﻢﺑﺮﺭﺳﯽ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB3‬‬
‫‪814.‬‬ ‫ﭘﺎﺩﺍﺵﻋﻤﻠﮑﺮﺩ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻧﻈﺎﻡ ﺑﺎﺯﻧﺸﺴﺘﮕﯽ‬ ‫‪CB4‬‬
‫‪788.‬‬ ‫ﺑﯿﻤﺎﺭﺳﺘﺎﻥﻣﻘﯿﺎﺱ ﺳﻬﻢ ﮐﺎﺭﯼ ﻭ ﺣﻘﻮﻕ‬ ‫‪CB5‬‬
‫‪837.‬‬ ‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﭘﺎﺩﺍﺵ ﭘﺎﯾﺎﻥ ﺳﺎﻝ‬ ‫‪CB6‬‬
‫‪818‬‬ ‫‪CB7‬‬
‫‪574.‬‬ ‫ﺳﻔﺮﻫﺎﯼﺷﺮﮐﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻓﻌﺎﻟﯿﺖ‬ ‫‪CB8‬‬
‫‪603.‬‬ ‫ﻫﺎﯼﺍﻭﻗﺎﺕ ﻓﺮﺍﻏﺖ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪CB9‬‬
‫ﻋﺎﻣﻞ‪ :4‬ﺁﻣﻮﺯﺵ ﻭ ﭘﺮﻭﺭﺵ‬
‫‪577.‬‬ ‫ﺍﺳﺖﺁ‬ ‫ﺁﻣﻮﺯﺵﮐﺎﺭﮐﻨﺎﻥ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﺮﺗﯿﺐ ﺩﺍﺩﻩ ﺷﺪﻩ‬ ‫‪ET1‬‬
‫‪766.‬‬ ‫ﻓﻀﺎﯼﻣﻄﺎﻟﻌﻪ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺩﺳﺘﮕﺎﻩ‬ ‫‪ET2‬‬
‫‪773.‬‬ ‫ﻫﺎﯼﻣﻄﺎﻟﻌﻪ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﻣﻨﺎﺑﻊ ﮐﺎﻓﯽ‬ ‫‪ET3‬‬
‫‪734.‬‬ ‫ﺍﺭﺍﺉﻪﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ )ﻣﺎﻧﻨﺪ ﮐﺘﺎﺑﺨﺎﻧﻪ‪ ،‬ﭘﺎﯾﮕﺎﻩ‬ ‫‪ET4‬‬
‫ﺍﻟﮑﺘﺮﻭﻧﯿﮑﯽ‪،‬ﭘﻠﺖ ﻓﺮﻡ ‪ Eleading‬ﻭ ﻏﯿﺮﻩ(‬

‫ﻋﺎﻣﻞ‪ :5‬ﺍﺭﺗﻘﺎء ﻭ ﺍﺭﺯﯾﺎﺑﯽ‬

‫‪782.‬‬ ‫ﻓﺮﺻﺖﻫﺎﯼ ﺗﺮﻓﯿﻊ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﺮﻓﯿﻊ‬ ‫‪PE1‬‬
‫‪804.‬‬ ‫ﺑﺮﺍﺳﺎﺱ ﺗﻮﺍﻧﺎﯾﯽ ﺷﺨﺼﯽ‬ ‫‪PE2‬‬
‫‪800.‬‬ ‫ﯾﮏﺗﺒﻠﯿﻎ ﭼﻨﺪ ﮐﺎﻧﺎﻟﻪ ﮐﻪ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ ﺷﺪﻩ‬ ‫‪PE3‬‬
‫ﺍﺳﺖ‬
‫‪753.‬‬ ‫ﻣﺰﺍﯾﺎﯼﻭﺍﻗﻌﯽ ﺍﺭﺯﯾﺎﺑﯽ ﻋﻤﻠﮑﺮﺩ ﺑﺮﻧﺎﻣﻪ ﺍﺭﺯﯾﺎﺑﯽ ﻋﻤﻠﮑﺮﺩ‬ ‫‪PE4‬‬
‫‪729.‬‬ ‫ﻋﯿﻨﯽﻭ ﺷﻔﺎﻑﺁ‬ ‫‪PE5‬‬

‫ﻋﺎﻣﻞ‪ :6‬ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ‬

‫‪642.‬‬ ‫ﺗﻮﺟﻪﻭ ﺗﺸﻮﯾﻖ ﺗﻮﺳﻂ ﺳﺮﭘﺮﺳﺘﺎﻥ‬ ‫ﺍﻡﺍﺱ ‪1‬‬

‫‪748.‬‬ ‫ﺻﻼﺣﯿﺖﺳﺮﭘﺮﺳﺘﺎﻥ ﺩﺭ ﺗﺼﻤﯿﻢ ﮔﯿﺮﯼ‬ ‫‪MS2‬‬

‫‪734.‬‬ ‫ﻧﻈﺎﺭﺕﺑﺮ‬ ‫ﻭ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺍﺯ‬ ‫ﺍﻧﺼﺎﻑ‬ ‫ﺍﻡﺍﺱ ‪3‬‬

‫ﺭﻭﺵﻫﺎﯼ ﺍﺭﺍﺉﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬
‫‪585.‬‬ ‫ﺍﯾﺠﺎﺩﮐﺎﻧﺎﻟﯽ ﺑﺮﺍﯼ ﺷﮑﺎﯾﺎﺕ ﻭ ﺷﮑﺎﯾﺎﺕ ﮐﺎﺭﮐﻨﺎﻥ‬ ‫‪MS4‬‬

‫‪628.‬‬ ‫ﺍﺭﺍﺉﻪﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﮐﺎﺭ ﻭﺍﺿﺢ‬ ‫‪MS5‬‬

‫‪541.‬‬ ‫ﻣﻘﺮﺭﺍﺕﺍﺳﺘﺨﺪﺍﻣﯽ ﻋﺎﻟﯽ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺗﻘﺴﯿﻢ ﺭﻭﺷﻦ‬ ‫‪MS6‬‬
‫‪579.‬‬ ‫ﺍﺧﺘﯿﺎﺭﺍﺕﻭ ﻣﺴﺉﻮﻟﯿﺖ ﻫﺎ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪MS7‬‬

‫‪590.‬‬ ‫ﺍﺳﺘﻘﻼﻝﮐﺎﺭﯼ ﻣﻨﺎﺳﺐ ﺗﻮﺳﻂ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ ﺍﺭﺍﺉﻪ ﺷﺪﻩ‬ ‫‪MS8‬‬

‫ﺍﺳﺖ‬
‫‪518.‬‬ ‫ﻣﺸﺎﺭﮐﺖﺳﯿﺎﺳﺘﮕﺬﺍﺭﯼ ﺩﺭ ﺑﯿﻤﺎﺭﺳﺘﺎﻥ‬ ‫‪MS9‬‬
‫ﺗﻮﺟﻪﺩﺍﺷﺘﻪ ﺑﺎﺷﯿﺪ‪:‬ﺁ‪ :‬ﻣﻮﺭﺩ ﺣﺬﻑ ﺷﺪﻩ ﺩﺭ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺍﮐﺘﺸﺎﻓﯽ ﺩﺭ ﺳﺎﻝ ‪2012‬‬
‫ﺏ‪ :‬ﻣﻮﺭﺩ ﺩﺭ ﺗﺤﻠﯿﻞ ﻋﺎﻣﻠﯽ ﺗﺎﯾﯿﺪﯼ ﺑﻌﺪﯼ ﺩﺭ ﺳﺎﻝ ‪ 2013‬ﺣﺬﻑ ﺷﺪ‬
‫ﺟﺪﻭﻝ‪ :2‬ﺳﺎﺧﺘﺎﺭ ﻋﺎﻣﻠﯽ ﺑﺮﺍﯼ ﻣﻘﯿﺎﺱ ﺭﺿﺎﯾﺖ ﺷﻐﻠﯽ ﺩﺭ ﺳﺎﻝ ‪2013‬‬