Determination Leadership, Compensation, Organizational Culture on Health Madani through Performance of Public Hospital in Batam
DOI:
https://doi.org/10.61841/zgjaq535Keywords:
Leadership, Compensation, Organizational Culture, Performance, Health of MadaniAbstract
The Vision of Batam is "The Realization of The City of Batam as a Modern World Level Bandar Madani and becomes a Locomotive of the National Economic Growth," which is must be based on health. The hospital as the spearhead of the leading health care services, there are two kinds of the hospital in Batam, Public and Private Hospital. The orientation performance of hospitals is undoubtedly influenced by the spirit and variable determiner of the hospital's performance, so this study aims to: "determine the Leadership, Compensation, and Culture on Health Madani through Performance of Public Hospitals in Batam". The study population was all over the State Civil Apparatus in a public hospital, using the formula of Slovin as the sample of 185 respondents. Data were analyzed using Structural Equation Model (SEM). The research proves that Leadership, Compensation, and organizational culture on Health of Madani through the Performance of a Public Hospital have a significant Effect, except leadership on performance and compensation on health Madani. Pursuant to the result of this study, it is suggested that management of the hospital in order to have a spirit of service so that health of Madani or Civil Society, which is "Healthy, Self-reliant and Equitable People," can be reached.
Downloads
References
[1] Bai, G. (2013). How Do Board Size and Occupational Background of Directors Influence Social
Performance in for-profit and non-profit organizations? Evidence from California Hospitals. J Bus Ethnic,
171-87.
[2] Basu, S., Andrews, J., KIlshore, S., Panjabi, R., & Stuckler, D. (2012). Comparative Performance of Private
and Public Healthcare System in Low- and Middle-Income Countries: A Systematic Review. Open Journal
of PLoS Medicine, 9, 6.
[3] Braithwaite, J., Hibbert, P., Blakely, B., Plumb, J., Hannaford, N., Cameron, J., et al. (2017). Health
System Framework and Performance Indicators in Eight Countries: A Comparative International Analysis.
SAGE Open Medicine, 5, 1-10.
[4] Buchan, J., Thompson, M., & O'May, F. (2000). Health Workforce Incentive and Remuneration. Geneva:
© World Health Organization.
[5] Creswell, J. (2009). Research Design Pendekatan Penelitian Kualitatif, Kuantitatif, dan Mixed. (A. Fawaid,
Trans.) Yogyakarta: Pustaka Pelajar.
[6] De Andrade, C. (2014). The Effect of Physician Board Membership on Uncompensated Care Provision.
Appl Econ, 2, 290-300.
[7] G., V., Kirkpatrick, I., & Vallascas, F. (2014). Does Clinical Management Improve Efficiency? Evidence
from the English National Health Service. Public Money. Manag., 35-41.
[8] Goldstein, S., & Ward, P. (2004). Performance Effects of Physician's Involvement in Hospital Strategy
Decisions. J Serv. Res., 26(3), 61-72.
[9] Goodall, A. (2011). Physician-Leaders and Hospital Performance: Is There an Association? Soc. Sci. Med.,
5-9.
[10] Ham, C., & Tremblay, M. (1998). Future Health Care Options. London: Institute of Health Services
Management.
[11] Jiang, H., Lockee, C., Bass, K., I., F., & Board. (2009). Oversight of Quality: Any Differences in Process of
Care and Mortality? Journal of Health Management, 15-30.
[12] Kingma, M. (1999). Can Financial Incentives Influence Medical Practice? Human Resource for Health
Development Journal, 121-131.
[13] LD., P., & Size. (2006). Composition and Culture of High-Performing Hospital Boards. Am. J. Med. Qual.,
4-9.
[14] Molinari, C., Alexande, J., Marlock, L., & CA., L. (1995). Does the hospital board need a doctor? The
Influence of Physician Board Participation on Hospital Financial Performance. Med. Care, 70-85.
[15] Prybil, L., Levey, S., Killian, R., D., B., & Roach, W. (2012). Governance in Large Nonprofit Health
Systems: Current Profile and Emerging Patterns. Lexington: Commonwealth Center for Governance
Studies.
[16] Sarto, F., & Veronesi, G. (2016). Clinical Leadership and Hospital Performance: Assessing The Evidence
Base. Open Journal Access of BMC Health Services Research, 169.
[17] Sarto, F., Cuccurullo, C., & Aria, M. (2014). Exploring Healthcare Governance Literature: Systematic
Review and Paths for Future Research. Mecosan, 61-80.
[18] Sarto, F., Veronesi, G., Kirkpatrick, I., & Cuccurullo, C. (2014). Clinicians in Governance: Evidence for
Hospital Performance from the Italian NHS. In XVII ISA World Congress of Sociology Proceeding.
[19] Succi, M., & J., A. (1999). Physician Involvement in Management and Governance: The Moderating
Effects of Staff Structure and Composition. Health Care Manage Rev., 33-44.
[20] Sugiyono. (2014). Quantitative Research Method, Qualitative and Combined (Mix Methods). Bandung:
Alfabeta.
[21] Ursachi, G., Zait, A., & Horodnic, I. (2013). How Reliable are Measurement Scales? External Factors with
Indirect Influence and Reliability Estimators. Procedia Economics and Finance.
[22] Veronesi, G., Kirkpatrick, I., & Altanlar, A. (2015). Clinical Leadership and the Changing Governance of
Public Hospitals: Implications for Patient Experience. Public Adm. Early View, 1-18.
[23] Veronesi, G., Kirkpatrick, I., & Vallascas, F. (2013). 2013. Soc. Sci. Med., 47-55.
[24] West, M., Armit, K., Loewenthal, L., Eckert, R., West, T., & Lee, A. (2015). Leadership and
Leadership Development in Healthcare: The Evidence Base. London: Faculty of Medical Leadership and
Management.
[25] Yukl, S. (2013). Leadership in Organizations (8th Edition ed.). England: Pearson Education Limited.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 AUTHOR

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.