Sağlık Sektöründe Çalışan Adanmışlığı: Küresel Şirketlerin Sürdürülebilirlik Raporlarına Dayalı Bir Analiz

Öz

Sağlık sektöründe sürdürülebilirlik, kaynakların etkin ve adil bir şekilde yönetilmesi, hizmet kalitesinin korunması, çevresel etkilerin minimize edilmesi ve toplumsal refahın artırılması gibi faktörlerle bütünleşerek sektörün uzun vadeli başarısı açısından stratejik bir öneme sahiptir. Bu çerçevede, sağlık sektörü çalışanlarının adanmışlığı, sürdürülebilirlik hedeflerine ulaşma konusunda belirleyici bir faktör olarak öne çıkmaktadır. Bu çalışmanın amacı, küresel sağlık şirketlerinin sürdürülebilirlik hedeflerine ulaşmak için çalışan adanmışlığını nasıl teşvik ettiklerini sistematik bir biçimde belirlemektir. Bu amaç doğrultusunda, 2023 Fortune Global 500 listesinde yer alan sağlık şirketlerinin sürdürülebilirlik raporları nitel içerik analizi yöntemiyle incelenmiştir. Bulgular, şirketlerin sürdürülebilirlik hedeflerine ulaşmak için iletişim ve katılım, performans değerlendirme ve ödüllendirme, liderlik geliştirme, çalışan sağlığı ve refah, çeşitlilik, eşitlik ve kapsayıcılık, sosyal sorumluluk ve gönüllülük temel kategorilerinde çalışan adanmışlığı stratejileri ve uygulamaları geliştirdiklerini ortaya koymaktadır.

Anahtar Kelimeler

• Çalışan adanmışlığı
• sağlık sektörü
• sürdürülebilirlik

Employee Engagement in the Healthcare Sector: An Analysis Based on Sustainability Reports of Global Companies

Abstract

Sustainability in the healthcare sector is strategically significant for the long-term success of the industry, integrating factors such as the effective and equitable management of resources, preservation of service quality, minimization of environmental impacts, and enhancement of societal well-being. In this context, the engagement of healthcare sector employees stands out as a crucial factor in achieving sustainability goals. The aim of this study is to systematically determine how global health companies promote employee engagement to achieve sustainability goals. In pursuit of this aim, sustainability reports of health companies listed in the 2023 Fortune Global 500 have been scrutinized using qualitative content analysis method. The findings demonstrate that companies have developed strategies and practices for employee engagement in the fundamental categories of communication and participation, performance assessment and rewards, leadership development, employee health and well-being, diversity, equality and inclusivity, social responsibility, and volunteerism, to achieve sustainability goals.

Keywords

• Employee engagement
• healthcare sector
• sustainability

References

1. Abbas, W., Wu, W. ve Amin, H. (2021). Fostering Innovative Behaviour: Does Work Engagement and Leader Humility Matter? Middle East Journal of Management, 8(6), 553-572.
2. Albrecht, S. L., Bocks, A., Dalton, J., Lorigan, A. ve Smith, A. (2022). Pro-Environmental Employee Engagement: The Influence of Pro-Environmental Organizational, Job and Personal Resources. Sustainability, 14(1), 1-18.
3. Ali Taha, V., Skerhakova, V., Abu Zaid, J. ve Kmec, M. (2020). Employee Engagement as a Driver of Health Care Quality: An Analytical Study of its Factors. Quality-Access to Success, 21(177), 152-156.
4. Andrew, J. ve Rogelberg, A. S. (2012). Workplace Meetings as a Venue for Promoting Employee Engagement. Society for Industrial and Organizational Psychology Conference, San Diego, CA.
5. Bakker, A. B. ve Demerouti, E. (2007). The Job Demands‐Resources Model: State of the Art. Journal of Managerial Psychology, 22(3), 309-328.
6. Bao, P., Xiao, Z., Bao, G. ve Noorderhaven, N. (2022). Inclusive Leadership and Employee Work Engagement: A Moderated Mediation Model. Baltic Journal of Management, 17(1), 124-139.
7. Batmomolin, A. M. D., Sadikin, M., Hadi, J. S., Gunawan, A. W. ve Sadana, S. M. S. (2022). Effect of Diversity Management on Organizational Trust, Employee Innovative Behavior, and Employee Engagement: Evidence from Indonesia. Scientific Papers of the University of Pardubice Series D: Faculty of Economics and Administration, 30(2), 1-11.
8. Belyaeva, T. ve Kozieva, I. (2020). Employee Engagement in HR Analytical Systems. Economic Annals-XXI, 186(11-12), 94-102.

9. Burhan, Q.-A. ve Khan, M. A. (2023). Empowering Leadership Ripple Effect: Improving Employee Engagement, Performance and Knowledge Sharing through Relational Energy and Autonomy. European Business Review, https://doi.org/10.1108/EBR-08-2023-023
10. Costa, A. ve Veloso, A. (2015). Employee Analytics through Sentiment Analysis. Brazilian Symposium on Databases, Petropolis, RJ, Brazil.
11. Deshpande, L. (2018). Employee Volunteerism in Corporate Social Responsibility and Employee Engagement in India. Journal of Social Work Education and Practice, 3(3), 26-30.
12. Du, S., Bhattacharya, C. B. ve Sen, S. (2010). Maximizing Business Returns to Corporate Social Responsibility (CSR): The Role of CSR Communication. International Journal of Management Reviews, 12(1), 8-19.
13. Fortune (2023). Fortune Global 500. https://fortune.com/ranking/global500/2023/search/?sector=Health+Care (Erişim: 12.10.2023)
14. Glavas, A. (2012). Employee Engagement and Sustainability: A Model for Implementing Meaningfulness at and in Work. The Journal of Corporate Citizenship, 46, 13-29.
15. Godkin, L. (2015). Mid-Management, Employee Engagement, and the Generation of Reliable Sustainable Corporate Social Responsibility. Journal of Business Ethics, 130(1), 15-28.
16. Gupta, A. ve Gomathi, S. (2022). Mediating Role of Employee Engagement on the Effect of Inclusion and Organizational Diversity on Turnover Intention: A Study on IT Professionals. International Journal of Human Capital and Information Technology Professionals, 13(1), 1-23.
17. Hashmi, G. (2018). Appreciative Mentoring as an Innovative Micro-Practice of Employee Engagement for Sustainability: A Luxury Hotel’s Entrepreneurial Journey. Gardetti, M. ve Muthu, S. (Eds.) Sustainable Luxury, Entrepreneurship, and Innovation. Environmental Footprints and Eco-Design of Products and Processes içinde (ss. 31-55). Singapore: Springer.
18. Ho, B. C. Y., Mustamil, N. M. ve Jayasingam, S. (2021). Building a Conducive, Engaged, and Learning Working Environment through Sustainable and Impactful Organisational Culture. International Journal of Innovation and Sustainable Development, 15(3), 280-304.
19. Hsieh, H. F. ve Shannon, S. E. (2005). Three Approaches to Qualitative Content Analysis. Qualitative Health Research, 15(9), 1277-1288.
20. Jiang, H. ve Shen, H. (2023). Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors. International Journal of Business Communication, 60(3), 948-975.
21. Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. The Academy of Management Journal, 33(4), 692-724.
22. Khoreva, V. ve Vaiman, V. (2015). Intent vs. Action: Talented Employees and Leadership Development. Personnel Review, 44(2), 200-216.
23. Kim, W., Khan, G. F., Wood, J. ve Mahmood, M. T. (2016). Employee Engagement for Sustainable Organizations: Keyword Analysis Using Social Network Analysis and Burst Detection Approach. Sustainability, 8(7), 1-11.
24. Kişi, N. (2023). Çalışan Adanmışlığı. Çakmak, A. F. ve Açıkgöz, B. (Eds.), Çalışan Davranışlarına Yön Veren İş Tutumları içinde (ss. 77-100), Ankara: Gazi Kitabevi.
25. Kumari, K. T. (2021). Effect of Career Determinants on Employee Engagement in the Indian IT Sector: Gender as a Moderator. International Journal of Human Capital and Information Technology Professionals, 12(4), 18-30.
26. Kwarteng, S., Frimpong, S. O., Asare, R. ve Wiredu, T. J. N. (2023). Effect of Employee Recognition, Employee Engagement on their Productivity: The Role of Transformational Leadership Style at Ghana Health Service. Current Psychology, https://doi.org/10.1007/s12144-023-04708-9
27. Marrelli, A. F. (2011). Employee Engagement and Performance Management in the Federal Sector. Performance Improvement, 50(5), 5-13.
28. Mishra, K., Boynton, L., ve Mishra, A. (2014). Driving Employee Engagement: The Expanded Role of Internal Communications. International Journal of Business Communication, 51(2), 183-202.
29. Mone, E. M. ve London, M. (2018). Employee Engagement through Effective Performance Management: A Practical Guide for Managers, 2nd ed., New York and London: Routledge.
30. Muddle, G. R. (2020). The Relationship between Leadership Style and Hospital Employee Engagement in Papua New Guinea. Asia Pacific Journal of Health Management, 15(4), 42-55.
31. Nikolic, T. M., Peric, N. ve Bovan, A. (2020). The Role of Feedback as a Management Tool in Performance Management Program. Quality-Access to Success, 21(177), 3-8.
32. Nyagadza, B., Gwiza, A. ve Hove, P. K. (2022). Workplace Diversity, Equality and Inclusivity in Zimbabwean Labour Market. Cogent Social Sciences, 8(1), 1-13.
33. Othman, S. A. ve Mahmood, N. H. N. (2016). Leveraging Employee Engagement towards Individual Work Performance in Malaysia Manufacturing Industry. 3rd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2016 içinde (ss. 589-596). Albena, Bulgaria: SGEM.
34. Parent, J. D. ve Lovelace, K. J. (2018). Employee Engagement, Positive Organizational Culture and Individual Adaptability. On the Horizon, 26(3), 206-214.
35. Parry, E. ve Solidoro, A. (2013). Social Media as a Mechanism for Engagement? Bondarouk, T. ve Olivas-Lujan, M. R. (Eds.) Social Media in Human Resources Management (Advanced Series in Management, Vol. 12) içinde (ss. 121-141), Bingley, UK: Emerald Group Publishing Limited.
36. Pekaar, K.A. ve Demerouti, E. (2023). Crafting for Sustainability: A Daily Diary Study and Self-Training Intervention on Proactive Employee Engagement in Sustainability. European Journal of Work and Organizational Psychology, https://doi.org/10.1080/1359432X.2023.2255318
37. Popli, S. ve Rizvi, I. A. (2016). Drivers of Employee Engagement: The Role of Leadership Style. Global Business Review, 17(4), 965-979.
38. Ramirez-Lozano, J., Penaflor-Guerra, R. ve Sanagustin-Fons, V. (2023). Leadership, Communication, and Job Satisfaction for Employee Engagement and Sustainability of Family Businesses in Latin America. Administrative Sciences, 13(6), 1-18.
39. Rao, V. (2016). Innovation through Employee Engagement. Asia Pacific Institute of Advanced Business and Social Studies, 2(2), 337-345.
40. Robertson, I. T. ve Cooper, C. L. (2010). Full Engagement: The Integration of Employee Engagement and Psychological Well‐Being. Leadership & Organization Development Journal, 31(4), 324-336.
41. Roşca, P. C., Badulescu, A. ve Bac, D. P. (2018). Employee engagement: A Cornerstone for Building a Culture of Sustainability. Proceedings of the International Management Conference, Bucharest içinde (ss. 631-643). Bucharest, Romania: Faculty of Management, Academy of Economic Studies.
42. Rupp, D. E., Ganapathi, J., Aguilera, R. V. ve Williams, C. A. (2006). Employee Reactions to Corporate Social Responsibility: An Organizational Justice Framework. Journal of Organizational Behaviour, 27, 537-543.
43. Sadilla, V. ve Wahyuningtyas, R. (2023). The Effect of Reward and Recognition on Employee Engagement (Case Study at Pt. X Part Directorate H). International Journal of Engineering Technologies and Management Research, 10(8), 19-32.
44. Saks, A. M. (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619.
45. Saratun, M. (2016). Performance Management to Enhance Employee Engagement for Corporate Sustainability. Asia-Pacific Journal of Business Administration, 8(1), 84-102.
46. Semwal, A. ve Dasgupta, A. R. (2022). A Study of the Factors Impacting Employee Engagement and Productivity. International Journal of Early Childhood Special Education, 14(4), 2774-2790.
47. Shuck, B., Alagaraja, M., Rose, K., Owen, J., Osam, K. ve Bergman, M. (2017). The Health-Related Upside of Employee Engagement: Exploratory Evidence and Implications for Theory and Practice. Performance Improvement Quarterly, 30(3), 165-178.
48. Singh, A. P. ve Dangmei, J. (2016). Employee Engagement: An Inevitable Factor to Organizational Success in the Contemporary Business. Indian Journal of Applied Research, 6(6), 89-90.
49. Southgate, G., Aderibigbe, J. K., Balogun, T. V. ve Mahembe, B. (2023). Leadership Styles as Predictors of Employee Engagement at a Selected Tertiary Institution. SA Journal of Human Resource Management, 21, 1-10.
50. Stephanie ve Gustomob, A., (2015). Proposal to Improve Employee Engagement in PT Maju Sentosa by AON Hewitt Model and Mercer Model. 6th Indonesia International Conference on Innovation, Entrepreneurship and Small Business, Procedia - Social and Behavioral Sciences içinde (ss. 363-370). Bali, Indonesia.
51. Swarnalatha, D. C. ve Prasanna, T. S. (2013). Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role. Global Journal of Commerce & Management Perspective, 2(1), 1-6.
52. Szabo, A. ve Kajos, A. (2023). Which Factors can be Used to Persuade Managers to Start Workplace Physical Activity Programmes and What Motivates Employees to Participate? A Hungarian Study on Goals, Effects and Motivations. Sport, Business and Management, https://doi.org/10.1108/SBM-05-2023-0061
53. Tannady, H., Tannady, H., Ismuhadjar ve Zami, A. (2019). The Effect of Organizational Culture and Employee Engagement on Job Performance of Healthcare Industry in Province of Jakarta, Indonesia. Quality-Access to Success, 20(169), 18-22.
54. The Australian Charities Fund ve Centre for Social Impact (2013). Engagement-Recognising the value of workplace giving. https://workplacegivingaustralia.org.au/app/uploads/2013/05/130624-ACFCSI-Research-Report.pdf (Erişim: 20.01.2024).
55. Tokdemir, G. (2022). Software Professionals during the Covid-19 Pandemic in Turkey: Factors Affecting their Mental Well-Being and Work Engagement in the Home-Based Work Setting. Journal of Systems and Software, 188, 1-15.
56. UN (2023). Goal 3: Ensure Healthy Lives and Promote Well-Being for all at all Ages. https://www.un.org/sustainabledevelopment/health/ (Erişim: 13.01.2024)
57. UNDP (2023). People for 2030: Phase 2 Progress Report. https://www.undp.org/sites/g/files/zskgke326/files/2023-12/Pf2030-Progress-Report_Oct-23.pdf (Erişim: 19.01.2024)
58. Vakira, E., Shereni, N. C., Ncube, C. M. ve Ndlovu, N. (2023). The Effect of Inclusive Leadership on Employee Engagement, Mediated by Psychological Safety in the Hospitality Industry. Journal of Hospitality and Tourism Insights, 6(2), 819-834.
59. Vila-Vazquez, G., Castro-Casal, C., Alvarez-Perez, D. ve Del Rio-Araujo, L. (2018). Promoting the Sustainability of Organizations: Contribution of Transformational Leadership to Job Engagement. Sustainability, 10(11), 1-17.
60. Werner, H., Karel, S. ve Jan, V. (2011). Evaluating the Difference in Employee Engagement before and after Business and Cultural Transformation Interventions. African Journal of Business Management, 5(22), 8804-8820.
61. WTO (2016). Global Strategy on Human Resources for Health: Workforce 2030. https://iris.who.int/bitstream/handle/10665/250368/9789241511131-eng.pdf?sequence=1 (Erişim: 13.01.2024)
62. Zhou, Z. C., Luo, B. N. ve Tang, T. L. P. (2018). Corporate Social Responsibility Excites Exponential Positive Employee Engagement: The Matthew Effect in CSR and Sustainable Policy. Corporate Social Responsibility and Environmental Management, 25(4), 339-354.