Organizational Climate and Doctor's Works Satisfaction

Rinawati, Ermi Girsang*, Ali Napiah Nasution

Faculty of Medical, Universitas Prima Indonesia, Indonesia

Keywords: Organizational climate, doctor's job satisfaction

Abstract: A conducive organizational climate will encourage members of the organization to interact with each other

and feel fulfilled as in the hospital satisfaction. The facts show that the organizational climate is not in line

with the expectations of the doctor in charge. This study aims to analyze the relationship of organizational

climate including organizational structure, organizational standards, responsibilities, rewards, organizational

support, and commitment to doctor's job satisfaction. This research is a quantitative research with a descriptive

analytic approach. From the population of 121 doctors respondents were taken as many as 56 respondents.

The research instrument was a questionnaire that has been arranged according to variables and has been tested

for validity and reliability. Data analysis used univariate, bivariate analysis with Pearson product moment

correlation where organizational structure, organizational standards, responsibilities, rewards, organizational

support and commitment were related to doctor job satisfaction with p <0.005. Multivariate analysis with

multiple linear regression tests obtained coefficient values of organizational structure (0.420), organizational

standards (0.533), responsibilities (0.465), awards (0.759), organizational support (0.384) and commitment

(0.374). The most dominant variable related to doctor job satisfaction was appreciation (0.759).

1 INTRODUCTION

Job satisfaction is a pleasant feeling that can be

reflected in the doctor’s assessment in carrying out

his duties.This level of doctor satisfaction can be

assessed from this work results in an effective and

efficient manner and is related to organizational

support in providing a conducive work environment

in the hospital.(Deng et al,2018;Adegoke, 2015).

Doctor’s works satisfaction can be caused by

various factors.In Italia,general practitioners who

take spesific training (GP-ST) are satisfied 46,6%

(Mazzucco et al., 2017). Doctors at the Brazillian

general hospital of education,the biggest doctor

dissatisfaction in work,especially regarding

relationships with fellow doctors,where they feel

annoyed to be contacted outside of working

hours,payment is not yet (Filho, 2016).Doctors at the

East India Hospital found that the proportion of job

satisfaction was 59,6 % and the most dominant factor

affecting it was the inadequate working space.

(Bhattacherjee et al., 2016).

A satisfying or unsatisfactory job depends not

only on individual needs and on what is provided by

the work, but also depends on perceptions and

assessments related to the work environment, which

includes organizational climate factors.

Organizational climate is the employee's perception

of the quality of the organization's internal

environment relatively perceived by members of the

organization which will then affect their behavior.

Attitudes and behavior and performance of members

of the organization will affect organizational

performance. (Dewa Gede et all, 2018).

Organizational climate is an important factor in health

care,where employee commitment and how

employees perceive significant results with the health

services provided. (Aysen, 2018).Good

organizational climate is needed to shape the image

of an organization, so that the organization can exist.

(Rosilawati, 2008).

There are 6 components to measure organizational

climate, namely 1) structure, 2) standards, 3)

responsibility, 4) recognition, 5) support and 6)

commitment (Stringer, 2002). Organizational climate

is an important factor in health care, where employee

commitment and how employees view organizational

performance will provide significant results with the

health services provided (Berberoglu A, 2018; Turnip

et al, 2020;Wijaya et al, 2019). A hospital is a service

organization that processes inputs and produces

services. Demands and needs arising in quality health

Rinawati, ., Girsang, E. and Nasution, A.

Organizational Climate and Doctor’s Works Satisfaction.

DOI: 10.5220/0010293102070214

In Proceedings of the International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical (HIMBEP 2020), pages 207-214

ISBN: 978-989-758-500-5

207

services need to be addressed by improving the

quality of human resources, especially doctors as the

spearhead. Doctors must follow their professional

standards and operational procedure standards that

apply when conducting health services. (Law No. 29

of 2004 concerning medical practice ).

In providing health services, doctors also need a

conducive organizational climate that will encourage

members of the organization to interact with each

other and fulfill their satisfaction, thereby increasing

the quality of cooperation and improving the

performance of organizational members.

(Hutagalung and Ritonga, 2018).

Kesawa et all (2016), examined the influence of

organizational climate on job satisfaction and

organizational commitment and found a positive

influence of organizational climate on job

satisfaction. This is in line with research by Putra and

Sudarma, 2016: Sanad A, 2016: Johny PR, Pradeep

VS, 2020.

Research Syahidin R, 2018 found the influence of

Compensation and Motivation on doctor job

satisfaction.Taleghani&Ghafary,2018 adopted the

model proposed by Claiborne et al, 2013,Permarupan

et al,2013, Chatzoglou et al,2011 in evaluating

organizational climate and job satisfaction.Dewi

&Swastadiguna,2018,examined the dimensions of

organizational climate namely Relationship

Oriented,Goal Setting and Work Independence

Oriented,Power Oriented and found that

organizational climate has a positive effect on

organizational commitment mediated by job

satisfaction.

Li&Mahadevan,2018,examined the impact of

each organizational climate variable,namely role

clarity,communication,reward system,team work and

support,relationship, direction on employee

performance.

Based on the initial survey through interviews

with several doctors in the health service area, it was

found that there were some who were not satisfied

with the rewards received and some said they were

not free in making decisions related to health services,

so a study was conducted on the Relationship

between Organizational Climate and Doctor Job

Satisfaction.

The difference with other researchers is the data

processing method and the number of variables

studied.

2 METHOD

The study was conducted at RSU Royal Prima Medan

from December 2019 to March 2020. The population

was 121 respondents consisted of 30 general

practitioners, 89 specialist doctors and 2 dentists.

Samples were taken in proportion (size to proportion)

from the three medical professions about 56

respondents with age characteristics (years) 31-40

(66.4%),> 40 (19.6%), <30 (14.3%), men (66.1%),

women (33.9%) who have worked 1-3 years (46.4%)

and 4-6 years (53.6%). Primary data collection was

carried out through questionnaires containing

questions about independent variables

(organizational structure, organizational standards,

responsibilities, rewards, organizational support and

commitment) each consisting of 5 statements. The

dependent variable is doctor's job satisfaction which

consists of 15 statements with alternative answers

namely agree (score 3), quite agree (score 2), less

agree (score 1). The results of the answers are

grouped into good if the score is 13-15, good enough

if the score is 9-12 and not good if the score is 5-8

(independent variable) and satisfied if the score is 36-

45, quite satisfied if the score is 25-35and less

satisfied if the score 15-24 (variable job satisfaction).

Data were analyzed univariately by describing the

frequency distribution of each study variable,

bivariately using Pearson product moment correlation

and multivariate using multiple linear regression

tests.

The results of the validity and reliability test of the

research variables conducted at RSIA Stella Maris

with 30 respondents obtained rcount> rtable, (0.361)

and cronbach alpha value calculated> 0.600, it is

assumed the question items on the questionnaire are

valid and reliable which can be seen in Table 1.

Table 1. Test results for validity and reliability

Variables

count

r tabel

Cronbach’s

Alpha

Organizational

structure

0,845 0,361 0,942

Organizational

standards

0,816 0,362 0,93

Responsibilities

0,854 0,361 0,946

Rewards

0,784 0,361 0,918

Organizational

ort

0,677 0,361 0,856

Commitment

0,446 0,361 0,685

HIMBEP 2020 - International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical

208

Figure 1. Research Scheme

3 RESULTS AND DISCUSSIONS

Based on the results of questionnaire data from 56

respondents, the following results were obtained:

Organizational structure (column A), Organizational

standards (column B), Responsibilities (column C),

Awards (column D), Organizational support (Column

E), Commitments (column F), and Job satisfaction

(column G) each have the highest and lowest scores:

15 and 6 (mean 10.45), 15 and 5 (mean 10.18), 15 and

5 (mean 10.16), 15 and 5 (mean 10.14), 15 and 6

(mean 10.61), 15 and 5 (mean 10.21), 42 and 18

(mean 29.63). Of all the variables, the average

respondent's answer was quite good and satisfied.

Full results can be seen in Table 2.

From the questionnaire data a univariate analysis

was performed and the results were obtained.

Organizational structure: good results 23.2%, good

enough 55.4%, not good 21.4%. Organizational

standards: 17.9% good results, 55.4% good enough,

26.8% unfavorable. Responsibility: good results

21.4%, good enough 57.1%, not good 21.4%. Award:

33.9% good results, 35.7% good enough, 30.4% bad.

Organizational support: good results 28.6%, good

enough 53.6%, less good 17.9%. Commitment: good

results 26.8%, good enough 55.4%, less good 25.0%.

For the doctor's job satisfaction variable, the results

are 26.8% satisfied, 51.8% quite satisfied, 21.4% less

satisfied.

Table 2: Questionnaire Results Data.

1 11 9 1313121333

213115 6 9 625

31111109 9 827

49971391328

5 15111314131537

6 10111213111333

7 10111012131231

8 9 11 9 8 9 9 28

9 1110101113 9 30

10 13 12 12 13 8 15 36

116136108 925

12 15 10 12 13 12 13 39

13111271091127

14 9 9 9 10 7 7 29

15 7 10 9 10111026

16 9 10 9 6 8 7 24

17 8 13 9 6 8 9 22

18 15 10 11 13 12 14 36

19 7 8 14 9 9 10 26

20 14 12 11 13 14 13 38

21 8 7 6 10 13 10 25

22 12 5 9 9 9 7 26

23 10 14 12 15 13 14 36

24 9 8 9 9 111029

2514 9 1214141338

26 15 9 14 5 8 6 22

27 8 9 12 9 121026

28 9 8 10 9 10 9 26

29 7 11 5 7 7 5 18

30 12 8 9 8 10 9 23

31 14 13 14 13 13 13 36

32 10 8 9 7 8 6 22

3311 7 1412111032

34 12 8 10 8 8 9 22

35 14 14 14 14 13 14 37

3696999721

37 10 11 8 10 10 12 29

38 9 13 10 5 9 7 24

39 7 8 8 7 9 12 28

40 7 10 6 8 6 9 23

41 13 10 13 12 13 12 35

429127 912929

43 11 13 14 13 14 15 42

44 9 12 9 8 9 7 28

4515 8 1313111236

46 9 8 9 6 11 9 28

47 9 12 9 6 9 8 28

48 14 13 14 13 15 12 40

49 11 9 9 10 11 8 25

50 9 111110131033

51 6 7 8 8 131223

52 11 15 14 14 13 7 40

53 14 12 12 15 9 13 39

54 9 141114111338

55 9 101011131030

56 7 5 8 6 10 7 22

Details of the results of the univariate analysis are

given in Table 3. The results of bivariate analysis

using Pearson product moment correlation test with

the Statistical Package for the Social Sciences (SPSS)

program obtained correlation coefficient (r)

organizational structure variables (r 0.681; p 0.000),

organizational standards (r 0.484; p 0.000),

responsibility (r 0,683; p 0,001), awards (r 0,868; p

0,001), organizational support (r 0,663; p 0,001) and

commitment (r 0,742; p 0,003). It can be seen that the

independent variable has a probability value smaller

than α = 0.05; this means that all organizational

climate variables were related to doctor satisfaction.

Organizational Climate and Doctor’s Works Satisfaction

209

Table 3: Variable Frequency Distribution.

Variables N %

Org.Structure



Good 13 23,2

Average 31 55,4

NotGood 12 21,4

Org.Standard



Good 10 17,9

Average 31 55,4

NotGood 15 26,8

Responsibilities



Good 12 21,4

Average 32 57,1

NotGood 12 21,4

Rewards



Good 16 33,9

Average 20 35,7

NotGood 17 30,4

Org.Support



Good 16 28,6

Average 30 53,6

NotGood 10 17,9

Commitment



Good 15 26,8

Average 27 55,4

NotGood 14 25

Commitment



Good 15 26,8

Average 29 51,8

NotGood 12 21,4

The strength of the relationship between the

variables based on the correlation coefficient

indicates the variable organizational structure,

responsibility, organizational support and

commitment are strong, organizational standards are

moderate and rewards are very strong. The coefficient

r was very strong relationship if the interval 0800-

1000; strong when the interval 0.600-0.799 and

medium if the interval 0.400-0.599. It is clear as the

following Table 4.

Table 4: Pearson Product Moment correlation test results

Variables

Pearson

Correlation

(

)

Significance

(p)

Organizational

structure

0,681

(

stron

)

0,000

Organizational

Standards

0,484

(

avera

)

0,000

Responsible 0,683

(

stron

)

0,001

Appreciation 0,868

(Very

strong)

0,001

Organizational

Support

0,663

(strong)

0,001

Commitment 0,742

(strong)

0,003

Based on multivariate analysis using multiple

linear regression tests with the Enter method on each

organizational climate variable (organizational

structure, organizational standards, responsibilities,

rewards, organizational support and commitment),

the multiple linear regression equation can be seen as

follows: Y = -0,383 + 0,420 X1 + 0.533X2 + 0.465X3

+ 0.759X4 + 0.384X5 + 0.374X4; Y's statement is

doctor's job satisfaction; α is a constant; β1 ... β6 is

the regression coefficient; X1 is the organizational

structure; X2 is an organizational standard; X3 is

responsibility; X4 is an award; X5 is organizational

support; and X6 is commitment.

The magnitude of the value of the coefficient B of

each organizational climate variable implies any

improvement in the organization's climate in terms of

organizational structure, organizational standards,

responsibilities, rewards, organizational support

commitment will lead to an increase in patient

satisfaction by the value of the coefficient B

respectively. The coefficient value of award B is the

largest, meaning it is the dominant factor affecting

doctor satisfaction. More clearly, as in Table 5 below.

Table 5: Results of testing the Coefficients hypothesis (a)

Variables

Nilai

Sig.

Constant

0,383

Organizational

structure

0,420

0,008

Organizational

standards

0,533

0,000

Responsibilities

0,465

0,004

Rewards

0,759

0,001

Organizational

suppor

0,384 0,042

Commitment

0,374 0,040

3.1 Organizational Structure

Respondents' answers about the organizational

climate in terms of organizational structure are quite

good (55.4%), the majority of respondents agreed

with the statement that doctors understand the

division of tasks given at the hospital and the planning

and coordination of hospital management encourage

doctor's work productivity. agree with the statement

of democratic decision making Pearson product

moment correlation test on the organizational

structure obtained p value = 0,000 <α means there is

HIMBEP 2020 - International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical

210

a relationship between organizational structure and

doctor job satisfaction. In the multiple linear

regression test, the coefficient value of organizational

structure B is 0.420; implies that any improvement in

the organization's climate from the aspect of

organizational structure will result in an increase in

doctor satisfaction.The organizational structure in

hospitals regarding decision-making by doctors is not

evely distributed,causing by doctors to be dissatisfied

and this can affect their health services. In this case,

the hospital needs to involve doctors in decision

making related to service.

The results of this study are in line with Wirawan's

statement that the organizational structure reflects the

feeling that employees in the organization are well

and have a clear definition of their roles and

responsibilities, for example the position of

employees in the company. Researchers found that

there were doctors who stated that the organizational

structure was not good but were satisfied at work.

This is due to the support of co-workers in performing

health service tasks to patients. This condition creates

a working climate and good mutual cooperation in

completing health service tasks and doctors feel

unburdened by the large number of patients to be

served (Wirawan, 2015).

3.2 Organizational Standards

Respondents' answers about organizational climate

from the aspect of organizational standards are quite

good (55.4%). The majority of respondents agree

with the statement that the hospital has a high

standard of work and the existence of an emphasis

that encourages performance. means there is a

relationship between organizational standards and

doctor satisfaction. The results of the multiple linear

regression test obtained the coefficient value of

organization standard B 0.533 which means that

every increase in organizational standards resulted in

an increase in doctor satisfaction by 0.533.One of the

criteria for a good doctor’s performance is being able

to complete their work on time.From research,there

are still doctors who have not carried out their duties

and responsibilities properly,this could be due to

fatique at work,so that the health services provided do

not satisfy the patient.This is accordance with

Panagioti’s opinion,et al,2018.In this case,hospitals

need a good division of tasks and if necessary

increase the numbers of doctors.

3.2.1 Responsible

Respondents' answers about organizational climate

from the aspect of responsibility were good enough

(57.1%). The majority of respondents agreed with the

statement that the same group and individual

assessments needed to be applied, some doctors

disagreed with the statement that doctors should try

to solve the problems themselves. The correlation test

results on the responsibility variable obtained p value

0.001 <α, meaning that there is a relationship of

responsibility with doctor satisfaction. The results of

multivariate analysis obtained a coefficient of B of

0.465; implies that any improvement in the

organization's climate from the aspect of

responsibility would result in an increase in doctor

satisfaction by 0.465. In this case, the management

needs to coordinate with the doctor regarding the

extent to which the doctor's responsibilities.

3.2.2 Appreciation

From the aspect of appreciation, the respondent's

answer was quite good (35.7%), the majority of

respondents agreed with the statement of honorarium

received in accordance with their duties and

responsibilities, but some of them disagreed with the

statement that the doctor received an award for his

performance results. Correlation test results showed

that there was a relationship award with doctor

satisfaction (p = 0.001). The results of the multiple

linear regression test obtained a coefficient value of

B of 0.759 which implies that any increase in

organizational climate from the aspect of appreciation

will result in an increase in doctor satisfaction by

0.759.

Compensation is an important factor that

influences how and why people who choose to work

in one organization rather than another (Mathis &

Jackson, 2006). Income, incentives, and work

environment have a major contribution for medical

personnel in providing an assessment of their

satisfaction with what they get from work and

motivation to improve performance (Danardono &

Personal, 2016).

3.2.3 Organizational Support

From the aspect of organizational support, the

respondents' answers were quite good (53.6%) the

majority of respondents agreed with the doctor's

statement that they received support and assistance

from colleagues when having difficulties.

organization with doctor satisfaction. In the multiple

linear regression test, the coefficient of organizational

Organizational Climate and Doctor’s Works Satisfaction

211

support B obtained a value of 0.384 which means that

any increase in organizational climate from the aspect

of appreciation will result in an increase in doctor

satisfaction by 0.384. / seminar so that it can cause a

doctor's satisfaction at work.

Previous studies have suggested that the

organizational support dimension is related to

doctor’s job satisfaction (Batura et al., 2016)

Doctors

who work feel that a good relationship with

colleaques can increase job satisfaction.(Filho, 2016).

Conflict resolution at work and ralationships with

other co-workers have an effect on the satisfaction of

health workers in Laos health centers.(Khamlub et al.,

2013).

Organizational support for providing training or

promotion activities is not evenly distributed and

transparant because the leadership still emphasizes

the aspects of closeness and kinship in providing

opportunities.The same opportunities for training and

promotion can stimulate doctors to work

harder.According to Werdhani,2017,efforts to

increase satisfaction,commitment,and determine the

direction of health services require management

support,information systems,and strengthening

leadership capacity.

3.2.4 Commitment

From the aspect of commitment, the respondent's

answer was quite good (55.4%), the majority of

doctors expressed their agreement about the doctors

having a high commitment in providing health

services and the doctors concerned about the progress

and development of this hospital. . Doctor's

commitment is the desire and determination in

doctors to provide health services in order to create a

work climate and a sense of pride, work unit

engagement and loyalty. Respondents expressed

concern in a variety of ways, because they consider

the hospital as part of themselves, by following

hospital regulations and by providing suggestions and

input for improving the image of the hospital and for

the prosperity of the hospital. In the correlation test

the value of p = 0.003 is obtained, which means there

is a relationship of commitment with doctor

satisfaction. Whereas in the multiple linear regression

test obtained the coefficient value of commitment B

was 0.374 which means that each improvement in the

organizational climate from the aspect of

commitment would result in an increase in doctor

satisfaction by 0.374. This is in line with research by

Sugiarto I, 2018 which states that organizational

climate and organizational commitment affect job

satisfaction which ultimately has a positive effect on

employee performance.

Commitment to the organization is the

relationship between the individual and his

organization, where a person with high commitment

shows a strong desire to become a member of the

organization and has a strong acceptance of the values

and goals of the organization. Commitment reflects

the members' sense of pride in their organization and

the degree of loyalty towards the achievement of

organizational goals. A strong sense of commitment

is associated with a low level of personal loyalty,

meaning that employees feel apathetic towards the

organization and its goals (Meeusen et al., 2011).

The results of this study are in line with Dewi's

research results that the organizational climate has a

positive and significant influence on job satisfaction.

In order to achieve harmony between parts of an

organization, a conducive climate needs to be built

within the organization, namely the climate within the

organization that allows each member to interact, set

work targets, and develop organizational members.

Through the process of interaction, members of the

organization examine the existence of trust, support,

or even openness to the decisions taken by members

of the organization to carry out work effectively and

creatively, engage themselves with the organization,

seize opportunities in the organization vigorously,

and to offer innovative ideas for organizational

improvement (Dewi and Swastadiguna, 2018).

Work satisfaction of health workers is very

important in building employee motivation and

efficiency because higher job satisfaction determines

better employee performance and higher levels of

patient satisfaction (Akula and Talluri, 2013). This

study is in line with the research of Mohamed and

Gaballah, who found that statistically there was a

positive and significant relationship between

organizational climate and nurse performance

(Abdullah Mohammed and Gaballah, 2018). This

research is also in line with the study of Syahidin,

2018 about the effect of compensation and motivation

on job satisfaction. Johny's research found a

significant relationship between organizational

climate and job satisfaction. These results can be

contributed to the organization's development

strategy and corporate policy making in the future

(Johny, P.R., Pradesh, 2020).

4 CONCLUSIONS

The results showed that the organizational climate

(P=0,000), organizational standards (p = 0,000),

HIMBEP 2020 - International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical

212

responsibilities (0,001), awards (0,001),

organizational support (0,001) and commitment

(0,003) with doctor job satisfaction. The award

dimension is the most dominant one related to

doctor's job satisfaction (B value = 0.759). Hospital

management can increase doctor's job satisfaction

through increasing organizational climate dimensions

such as establishing doctor's SOP based on indicators

of clarity of the right task, giving trust, regular

supervisors doing assessments, giving appropriate

workload awards, increasing teamwork and involving

more doctors as part of the unit his place of duty.

REFERENCES

Abdullah Mohamed, H. and Gaballah, S. (2018) ‘Study of

the Relationship between Organizational Climate and

Nurses’ Performance: A University Hospital Case’,

American Journal of Nursing Research, 6(4), pp. 191–

197. doi: 10.12691/ajnr-6-4-7.

Adegoke, A. A., Atiyaye, F. B., Abubakar, A. S., Auta, A.,

& Aboda, A. (2015). Job satisfaction and retention of

midwives in rural Nigeria. Midwifery, 31(10), 946–

956. https://doi.org/10.1016/j.midw.2015.06.010

Akula, R. L. K. and Talluri, S. (2013) ‘Impact of

Organisational Climate on Job Satisfaction of Doctors

in Hospitals of’, International Journal of Social Science

& Management, 3(3), pp. 76–80.

Aysen, B. (2018). Impact of organizational climate on

organizational commitment and perceived

organizational performance: Empirical evidence from

public hospitals. BMC Health Serv Res 2018; 18: 1–9.,

18, 1–9.

Batura, N., Skordis-Worrall, J., Thapa, R., Basnyat, R., &

Morrison, J. (2016). Is the Job Satisfaction Survey a

good tool to measure job satisfaction amongst health

workers in Nepal? Results of a validation analysis.

BMC Health Services Research, 16(1), 1–13.

https://doi.org/10.13181/mji.v26i2.1877

Berberoglu, A. (2018) ‘Impact of organizational climate on

organizational commitment and perceived

organizational performance: Empirical evidence from

public hospitals’, BMC Health Services Research.

BMC Health Services Research, 18(1), pp. 1–9. doi:

10.1186/s12913-018-3149-z.

Bhattacherjee, S., Ray, K., Roy, J. K., Mukherjee, A., Roy,

H., & Datta, S. (2016). Job Satisfaction among Doctors

of a Government Medical College and Hospital of

Eastern India. Napal Journal of

Epidemiology,6(3),595-602

https://doi.org/10.4103/0975-2870.153136

Danardono, I. and Pribadi, F. (2016) ‘Kepuasan dan

Motivasi Tenaga Medis: Studi Kasus Terhadap

Pendapatan, Kompensasi dan Lingkungan Kerja Pada

Rumah Sakit Umum Daerah Dr. Soedirman Kabupaten

Kebumen’(Medical Personnel Satisfaction and

Motivation: A case Study of Income,Compensation and

Work Environment at Dr Soedirman

Hospital,Kebumen), Jurnal Medicoeticolegal dan

Manajemen Rumah Sakit, 5(1), pp. 63–72. doi:

10.18196/jmmr.5108.

Deng, S., Yang, N., Li, S., Wang, W., Yan, H., & Li, H.

(2018). Doctors’ job satisfaction and its relationships

with doctor-patient relationship and work-family

conflict in china: A structural equation modeling.

Inquiry (United States), 55(115).

https://doi.org/10.1177/0046958018790831

Dewa Gede et all (2018)’ The Influence of Leadershipand

Organizational Climate ofEmployee Performance

through Motivation as a Mediation

Variable’International Journal of Contemporary

Research and Review

Dewi, I. G. A. M. and Swastadiguna (2018) ‘the Effect of

Organizational Climate on Organizational

Commitment With Job’, VI(11), pp. 140–152.

Filho, de Oliveira Vasconcelos, P., de Souza, M. R., Elias,

P. E. M., & D’Ávila Viana, A. L. (2016). Physicians’

job satisfaction and motivation in a public academic

hospital. Human Resources for Health, 14(1).

https://doi.org/10.1186/s12960-016-0169-9

Hutagalung, I. dan and Ritonga, R. (2018) ‘Pengaruh Iklim

Komunikasi dan Komitmen Organisasi Terhadap

Kepuasan Kerja Pegawai Kecamatan XYZ Bekasi’(The

Influence of Communication Climate and

Organizational Commitment on Employee Job

Satisfaction of XYZ Bekasi), Jurnal Kajian

Komunikasi, 6(2), p. 204. doi:

10.24198/jkk.v6i2.16712.

Johny, P.R., Pradesh, V. S. (2020) ‘A Study on

Organizational Climate and Job Satisfaction : A Critical

Analysis on the Personnel in Catholic Hospitals in

Kerala’, 6(1), pp. 19–28.

Kesawa, I.M.W., Supartha, I.W.G., Subudi, M. (2016)

‘PENGARUH IKLIM ORGANISASI TERHADAP

KEPUASAN KERJA DAN KOMITMEN

ORGANISASIONALONAL PADA PT SUKA

PANDAWA’(The Influence of Organizational Climate

on Job Satisfaction and Organizational Commitment at

PT Suka Pandawa), 5(8), pp. 2665–2694.

Khamlub, S., Harun-Or-Rashid, M., Sarker, M. A. B.,

Hirosawa, T., Outavong, P., & Sakamoto, J. (2013). Job

satisfaction of health-care workers at health centers in

Vientiane capital and Bolikhamsai province, Lao pdr.

Nagoya Journal of Medical Science, 75(3–4), 233–241.

https://doi.org/10.18999/nagjms.75.3-4.233

Mazzucco, W., Marotta, C., de Waure, C., Marini, G.,

Fasoletti, D., Colicchio, A., … Russo, S. (2017).

Motivational aspects and level of satisfaction of Italian

junior doctors with regard to knowledge and skills

acquired attending specific general practice training

courses. A national web survey. EuroMediterranean

Biomedical Journal, 12(17), 077–086.

https://doi.org/10.3269/1970-5492.2017.12.17

Meeusen, V. C. H. et al. (2011) ‘Work climate related to job

satisfaction among dutch nurse anesthetists’, AANA

Journal, 79(1), pp. 63–70.

Organizational Climate and Doctor’s Works Satisfaction

213

Panagioti, M., Geraghty, K., Johnson, J., Zhou, A.,

Panagopoulou, E., Chew-Graham, C., … Esmail, A.

(2018). Association between Physician Burnout and

Patient Safety, Professionalism, and Patient

Satisfaction: A Systematic Review and Meta-analysis.

JAMA Internal Medicine, 178(10), 1317–1330.

https://doi.org/10.1001/jamainternmed.2018.3713

Pemerintah Republik Indonesia (2004) Undang-Undang

Republik Indonesia No.29. Tahun 2004 Tentang

Praktik Kedokteran.(Low of the Republic Indonesia No

29 0f 2004 concerning Medical Practice).

Putra, I.G.A.Y.L., Sudharma, I. N. (2016) ‘PENGARUH

IKLIM ORGANISASI DAN STRES KERJA

TERHADAP KEPUASAN KERJA KARYAWAN

PADA HOTEL ASANA AGUNG PUTRA BALI’(The

Effect of Organizational Climate and Job Stress on

Employee job satisfaction at Hotel Asana Agung Putra

Bali), 5(9), pp. 5524–5553.

Rosilawati, Y. (2008) ‘Employee Branding Sebagai

Strategi Komunikasi’(Employee Branding as a

Communication Strategy), Jurnal Ilmu Komunikasi,

6(3), pp. 153–161.

Stringer, R. (2002) Leadership and Organizational Climate.

New Jersey: Prentice Hall.

Sugiarto, I. (2018) ‘Organizational climate, organizational

commitment, job satisfaction, and employee

performance’, Diponegoro International Journal of

Business, 1(2), p. 112. doi:

10.14710/dijb.1.2.2018.112-120.

Syahidin, R. (2018a) ‘Pengaruh Kompensasi dan Motivasi

Dokter Terhadap Kepuasan Kerja Dokter di Rumah

Sakit Tipe C di Wilayah Bandung Raya’(The Influence

of Doctor's Job Satisfaction in Type C Hospital in

Greater Bandung Area), Almana: Jurnal Manajemen

dan Bisnis, 2(3).

Taleghani, G. R. and Ghafary, A. L. I. (2018) ‘THE

EFFECT OF ORGANIZATIONAL CLIMATE AND

JOB SATISFACTION ON EMPLOYEES ’

PREPAREDNESS IN THE FACE’, (February).

Turnip, A., Andrian, Turnip, M., Dharma, A., Paninsari, D.,

Nababan, T., Ginting, C.N., 2020. An application of

modified filter algorithm fetal electrocardiogram

signals with various subjects, International Journal of

Artificial Intelligence, vol. 18, no., 2020.

Wijaya ,C., Andrian, M., Harahap, M., Turnip, A., 2019.

Abnormalities State Detection from P-Wave, QRS

Complex, and T-Wave in Noisy ECG, Journal of

Physics: Conference Series, Volume 1230, (2019)

012015. doi:10.1088/1742-6596/1230/1/012015.

Wirawan (2015) Budaya dan Iklim Organisasi: Teori

Aplikasi dan Penelitian. Jakarta: Salemba

Empat.(Culture and Organizational

Climate:Application Theory and Research.Jakarta.

Yee Poh Li and Mahadevan, A. (2018) ‘A Study on the

Impact of Organisational Change on It Employees’,

International Journal of Accounting & Business

Management, 7(8), pp. 1–5. doi: 10.9780/2249894X.

Werdhani, R. A. (2017). Leadership in doctor-patient

relationship: Implementation on patient’s case

management in primary care. Medical Journal of

Indonesia, 26(2), 158–166.

HIMBEP 2020 - International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical

214