Research On Hospital Management Personnel Investment Based On JD - R Model

Background and Objectives:With the reform of public hospitals in recent years, the construction of the hospital management team drew the attention of all stakeholders and job engagement became an important indicator of measuring occupational health and an inseparable issue in the construction of the hospital management team. Based on this, this paper set the hospital managers as research subject, analyzed the differences in job engagement with diversified demographic statistical variants, applied the job demands—resources (JD-R) model as the theoretical foundation and discussed the influential mechanisms of job engagement, aiming at providing references for hospital managers in terms of efficient management.Methodologies:1. Literature research:Collect and sort national and international studies related to job engagement and JD-R model, design questionnaires on job engagement of hospital managers.2. Interview:Conduct semi-structured interview with five hospital managers to learn the features of job engagement of hospital managers and assist the design of the questionnaires.3. Questionnaire:Select 65 hospital managers for the pilot investigation; Select 158 hospital managers for the official investigation.4. Statistical analysis:Apply item analysis, factor analysis and Cronbach alpha coefficient to test the validity and reliability of the questionnaire in the pilot investigation; Apply multiple comparisons including independent t-test, one-way analysis of variance and Dunnett t-test in the official investigation to analyze the differences in job engagement of hospital managers with diversified demographic statistical variants; Apply AMOS 21.0 to build the structural equation model and discuss the influential mechanisms of job demands and resources on the job engagement of hospital managers.Findings:1. The Cronbach alpha coefficients of job engagement scale, questionnaires on job demands and job resources are all above 0.9. The factor analysis shows the cumulative contribution rates of the common factor in all scales (questionnaires) are above 70%.2. The result shows that 58.67% hospital managers are in the state of high job engagement,38.67% of medium job engagement and 2.67% of low job engagement rate.3. Different educational backgrounds, employment types, job positions and titles are statistically significant to the differences in job engagement of hospital managers. 4. According to the structural equation model, there is no significant effect of vigor and decication in jod demands, the standardized factor loading of concentration in job demands is 0.32; The standardized factor loading of vigor in job resources is 0.56; The standardized factor loading of dedication in job resources is 0.50; The standardized factor loading of absorption in job resources is 0.77.Conclusion:1. The validity and reliability of the designed questionnaires (scales) on job engagement of hospital managers are trustable and applicable for empirical studies on the job engagement of hospital managers.2. Compared with the job engagement level of medical workers shown in the 4th National Health Interview Survey, the hospital managers are at a relatively high level of job engagement.3. There are differences in job engagement rates of hospital managers with different educational backgrounds, employment types, job positions and titles.4. Job demands pose a weak positive prediction function on the job engagement of hospital managers. Within such an influence of low intensity, the contribution of individual’s quality demand counts the most, followed by the workload demand. Job resources pose a strong positive prediction function on the job engagement of hospital managers, among which the occupational development contributes the most, followed by the performance feedback.