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Medical institutions operate in an extremely dynamic environment, in accordance with the legal framework, through the organization and management of resources and processes, often in an emergency situation. The main element of a health organization is its human resources. Health facilities operate in an extremely dynamic environment, in accordance with the regulatory framework, through the organization and management of resources and processes, often in an emergency situation. The main element of a health organization is its human resources. The development of staffs, their motivation, and training in a number of competencies are also developed by the organization itself. For its stability, the organizational structure, communication channels and people, as well as their capabilities (knowledge and skills), are important. The selection and development of personnel depends on the management. For a specific field, such as health care, the competence of employees is important. Through various methods, management must constantly emphasize its personnel (selection, development, certification, audit) in order to be able to adequately perform its activities. This study aims to analyze the importance of human resources audit in the health organization and to find out its need for each medical institution to fulfill its mission and provide quality services. The questions concerning motivation of work, workload, problems accompanying the working process are considered. The main conclusions relate to the necessity and advantages of using audit in healthcare organizations. [ABSTRACT FROM AUTHOR]

In today's modern information society, the success of organizations and managers is increasingly dependent on factors such as attachment, loyalty, communication, leadership and trust that are a circumstance for staff motivation. By loyalty we mean the desire to do the best work, striving for compliance with the principles of the organization. The purpose of the study is to derive indicators that determine respondents' connectedness with the healthcare organization and to clarify the interaction between various aspects of loyalty to the organization and job satisfaction. We proceed from the understanding that occupational satisfaction and staff loyalty to the healthcare organization are key indicators of managerial competence in the field of human resources development and organizational behavior. The study was conducted among 55 health managers and 145 medical specialists from the hospital care in Sofia. Methods: documentary method; questionnaire method; a questionnaire for assessing loyalty to the organization (Organizational Commitment Questionnaire), adapted to the Bulgarian organizational environment and the specifics of health care activity; statistical methods. Results: We tracked the interdependencies between different aspects of loyalty and job satisfaction. The emotional component of loyalty was found to have a positive effect on staff efforts and negatively on their tendency to leave the healthcare facility. Payment satisfaction increases the emotional and rational components of loyal behavior. Older employees have a higher degree of loyalty to the healthcare organization, with its value increasing significantly in the group of over 45 years. Conclusions: Job satisfaction and loyalty to the organization are interdependent variables. Conclusion: It is necessary to create and maintain such an organizational culture in the healthcare facility, which creates a strong emotional and rational connection of the staff with the healthcare institution. [ABSTRACT FROM AUTHOR]