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Background Satisfaction with the salary and other payments and the way they are distributed are of the most important and effective dimensions of human resources management. The purpose of this study was to determine the level of employee satisfaction with the performance-based payment plan in 2021 across hospitals. Materials & Methods This was a cross-sectional study conducted in 2021 on 280 employees of teaching hospitals affiliated to Iran University of Medical Sciences. Data were collected by a questionnaire and analyzed by non-parametric tests and Spearman correlation in SPSS. Results The mean of total satisfaction in the staff was 2.95 ± 0.55 (out of 5). Among the various categories in the field of satisfaction, the highest mean of satisfaction was related to the physical conditions of the workplace with 3.3 ± 0.64 (out of 5) and the least was related to the payment system with 2.56 ± 0/86. The mean performance of all employees was 63.72 ± 8.82. (out of 100). In this regard, the mean score of staff attendance was 74.22 ± 6.97, job type was 30.97 ± 15.78 and the average quality coefficient of performance was 85.98 ± 11.12. According to the Spearman correlation test, there was a significant correlation between mean total satisfaction and attendance score (r = 0.19), job type score (r = 0.32) and performance quality coefficient (r = 0.21) (p-value

Introduction: Root cause analysis is one of the most important tools in disaster management that aims to identify the real causes of an issue and find ways to eliminate them. Surgery is one of the areas in which the possibility of clinical error is significant. Therefore, the study aims to explain the weaknesses and challenges of root cause analysis in surgical events and identify the experience of staff around the technology. Materials and methods: This qualitative study was conducted through interviews in 2021. Twenty members of the root cause analysis team working in teaching hospitals affiliated to Iran University of Medical Sciences were interviewed. After conducting the interviews, MAXQDA software version 10 was used to analyze the thematic content and extract concepts related to the research objectives. Results: The majority of participants were female, head nurse, aged 30 to 40, work experience of 11 to 15, and employed in Hasheminejad Hospital. The most important weaknesses identified for root cause analysis included the lack of proper implementation of the root cause analysis process and the lack of participation of individuals, hospitals and universities in this process. Conclusion: Health managers and policymakers should address the weaknesses of root cause analysis by explaining the necessity of the process, root cause analysis immediately after each clinical event, evaluating the effectiveness of root cause analysis, and providing adequate feedback from the authorities. Upstream therapy, creating a culture of root cause analysis, providing the necessary facilities to perform these analyzes, providing clear instructions to encourage and punish employees.

Background: This study aimed to explore the process of establishing a non-governmental and nonprofit hospital, as a corporate infantry, and a model for the establishment of autonomous and corporate hospitals. Materials and Methods: This was a qualitative case study. The data were collected by interviewing the founders of Moheb Mehr Hospital, staff and some university officials and charity organizations. The data analysis was conducted based on grounded theory principles and data were coded in three stages of open, axial and selective coding. Results: The primary factors behind the establishment of Moheb Hospital were the low level of physicianschr('39') fees and the physicians’ dual practice in the public and private sectors. The existence of unused spaces at Hashemi-Nejad Hospital and the possibility of contracting supplementary insurance were the secondary factors. The reaction included welcoming from hospital physicians and opposition from the government and the Ministry of Health. A good patient access was created due to the lower charges, in comparison to the private sector, and having contract with the supplementary insurance. The negative comments from the government and the Ministry were gradually adjusted. Conclusion: The decentralization initiatives of the public sector in hospitals should be considered as a bottom-up process. Instead of turning government hospitals into independent or corporate, it is better to re-establish them in an autonomous or corporate form. Also, before any decentralization action, financial and managerial stability must be created in the organizations. Morevoer, employee benefits must be preserved. Instead of receiving government funding, it is better to use the capacity of the endowment and receive bank loans.