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Organizational culture

Organizational culture. Factor analysis of a Competing Values Framework instrument. Christian D. Helfrich, MPH, PhD Implementation Research Coordinator Ischemic Heart Disease Quality Improvement Research Initiative. Background. Organizational culture

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Organizational culture

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  1. Organizational culture Factor analysis of a Competing Values Framework instrument Christian D. Helfrich, MPH, PhD Implementation Research Coordinator Ischemic Heart Disease Quality Improvement Research Initiative

  2. Background • Organizational culture • Within organizations and groups, individuals share common beliefs, assumptions and values that create powerful behavioral norms (James et al. 1990). • These norms are taught to new members and guide members’ actions and interactions (Barker 1993).

  3. Background • Competing values framework (CVF) • A dominant organizational culture model • Linked to patient satisfaction (Meterko et al 2004), physician and nurse turnover (Mohr et al 2005) and adoption of QI activities (Shortell et al 1995) • All VHA employees surveyed in 2004

  4. Competing Values Framework

  5. Specific Aims • To validate an instrument based on the Competing Values Framework among non-managers • Conduct item analysis to determine subscale reliability and assess the convergent / divergent qualities of the subscales • Conduct exploratory factor analysis to determine if emergent factor solutions (i.e., emergent subscales) match conventional subscales • Conduct confirmatory factor analysis to compare model fit between emergent and conventional subscales

  6. Methods • Design • Cross-sectional, observational study • Analysis • Item analysis • Cronbach’s alpha • Item-rest correlation • Item-to-scale correlation • Factor analysis • Exploratory factor analysis • Confirmatory factor analysis

  7. Data • 2004 All Employee Survey (AES) • Employee-level survey • 14 items based on CVF subscales • ~52% response rate among 200k employees (n = 102,118) • Sample: non-supervisory employees • n = 71,776

  8. Questions so far?

  9. Results - Respondents

  10. Results – Item analysis • Item analysis: see Table 1

  11. Culture scatter plots, facility-level

  12. Results - EFA • Exploratory factor analysis: see Table 2

  13. Results - CFA • Confirmatory factor analysis: see Table 3

  14. Discussion - External validity • The CVF as a model, or the CVF instrument, may not generalize • To VHA • To non-managers • Or to the combination of both • Need for measurement equivalence / invariance analysis (ME/I) • Among supervisory levels • Over time

  15. Discussion – Internal Validity • Measurement error in original instrument • Modifications made to the survey used in VHA • Wording of individual items was adapted; primarily four items • VHA instrument had two fewer items than the original 16-item scale • Used normative (Likert) scales versus ipsative scales • Terms such as “bureaucratic” and “innovative” likely carry normative connotations for lay readers • Most original CVF items consist of two declarative statements • Items within subscale were organized across four organizational domains: institutional characteristics, institutional leader, institutional “glue” and institutional emphases

  16. Discussion – Construct Validity • Possible poor construct validity for the four CVF culture types • Three of four subscales may reflect single underlying factor • One subscale may reflect multiple underlying factors

  17. Conclusions • CVF instrument did not perform as predicted in a population of non-managers from VHA • May suggest caution in drawing inferences based on aggregated CVF scales when applied to populations where they have not been validated, such as non-managers • Importance of validating organizational culture instruments in each new context they are used

  18. Questions

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