| ORIGINAL ARTICLE |
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| Year : 2016 | Volume
: 3
| Issue : 2 | Page : 40-46 |
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The relationship between structure and performance organizational from emergency staff viewpoints
Hassan Hosseinpour1, Mojtaba Tabari2
1 Department of Public Administration, Master of Public Administration, Qaemshahr Branch, Islamic Azad University, Qaemshahr, Iran
2 Department of Management, Qaemshahr Branch, Islamic Azad University, Qaemshahr, Iran
Correspondence Address:
Hassan Hosseinpour
Department of Public Administration, Master of Public Administration, Qaemshahr Branch, Islamic Azad University, Qaemshahr
Iran
 Source of Support: None, Conflict of Interest: None
DOI: 10.18869/acadpub.jnms.3.2.40
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Background and Purpose: This study aimed to evaluate the relationship between organizational structure and organizational performance from the perspective of the staff of 115 emergency departments of Mazandaran province, Iran.
Materials and Methods: In this study, data were collected from the emergency personnel of different hospitals of Mazandaran province, Iran in 2014. Moreover, data on two variables of organizational performance and organizational structure were obtained using Frank's standard organizational structure questionnaire (2006). In this questionnaire, organizational structure is assessed in three dimensions of formalization, centralization, and complexity. This study was conducted on the staff of 115 emergency departments of Mazandaran province. Initially, 499 emergency personnel were selected, and sample population was determined using the Cochran's formula and random sampling. In total, 207 participants were enrolled in this study. Data analysis was performed using the Kolmogorov-Smirnov test, Spearman's correlation-coefficient, and Friedman's rank test.
Results: According to the results of Spearman's correlation-coefficient, the correlation-coefficient between organizational structure and organizational performance was 0.793. Moreover, the correlation-coefficients of the complexity and centralization dimensions of organizational performance were 0.979 and 0.493, respectively. Correlation-coefficient of the formalization dimension of organizational performance was obtained at 0.287.
Conclusion: According to the results of this study, all the dimensions of organizational structure (formalization, complexity, and centralization) had significant, positive correlations with organizational performance in the viewpoint of the staff of 115 emergency departments of Mazandaran province.
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