The role of organizational behavior on the relationship between organizational governance and the quality of performance of health sector employees: a field study

Authors

  • Hussain K. Hussain Alagele, Nagham H. Neama, Natalya ahmed alkaseer, Haidar Ali Al Dulaimi, Sanaa Eesee Abd

DOI:

https://doi.org/10.63278/jicrcr.vi.2074

Abstract

The health sector is considered one of the important sectors in public institutions, as the world is interested in this sector and the vital artery of the country passes through it. Accordingly, this study has focused attention on this sector due to the lack of studies in this field, The health sector includes a workforce that must be highly skilled and experienced in the field of specialization. This is what this study focused on in terms of the behavior of workers in this sector. This study focused on three basic variables in the health sector: organizational behavior, organizational governance, and performance quality, due to their great importance in improving the performance quality of this sector. as a random sample of workers in the health sector was collected 177 questionnaire , The tool used in collecting data is the questionnaire, and the data collected was analyzed through SPSS version 25 and through the Amos SEM structured equations program version 25. The results showed that there is a statistical relationship with a positive moral effect between organizational behavior, organizational governance, and performance quality. In addition, organizational behavior directly affects organizational governance and performance quality with a moral effect with a statistically significant moral effect..

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Published

2024-12-18

How to Cite

Hussain K. Hussain Alagele, Nagham H. Neama, Natalya ahmed alkaseer, Haidar Ali Al Dulaimi, Sanaa Eesee Abd. (2024). The role of organizational behavior on the relationship between organizational governance and the quality of performance of health sector employees: a field study. Journal of International Crisis and Risk Communication Research , 42–51. https://doi.org/10.63278/jicrcr.vi.2074

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Articles