Role ambiguity, participative management, interpersonal relationship, and organizational commitment of staffs in primary care units, public health region 9
Abstract:
The purposes of this research were to study the level of role ambiguity, participative management, interpersonal relationship, and organizational commitment, study the relationship between role ambiguity, participative management, interpersonal relationship, and organizational commitment of staffs and analyze variables that can predict the organizational commitment of staffs in primary care units. Study samples were 248 staffs in primary care units of public health region 9. The sample were selected using cluster random sampling technique. Research instruments were self-reported questionnaires including 1) demographic questionnaire, 2) role ambiguity questionnaire, 3)participative management questionnaire, 4) interpersonal relationship questionnaire and 5) organizational commitment questionnaire. the questionnaires of role ambigiguity, participative management, and interpersonal relationship were generated by researcher. The organizational commitment questionnaire was generated by La-iad Natwong (2001) and modified by the researcher. The Cronbach's alpha coefficient of role ambiguity, participative management, interpersonal relationship, and organizational commitment questionaire were .75, .87, .92 and .87, respectively. Data were analyzed using descriptive statistics, Pearson's correlation coefficient, and stepwise multiple regression. Research finding were as follows; 1. Staffs in primary care units of public health region 9 had low level of role ambiguity, high level of participative management, interpersonal relationship and organiztional commitment. 2. At the .01 level, there was significant negative, moderate relationships between role ambiguity and organizational commitment. The positive moderate relationship were found to be significant not only between participative management and organizational commitment but also between interpersonal relationship and organizational commitment of staff were role ambiguity, participative management and interpersonal relationship. They contributed to 46 percents of variance.