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Objectives : One of the current concerns of hospitals is how to become a health promoting hospital (HPH). This qualitative research aimed at exploring the views of members of the medical staff in two Iran hospitals about the defined standards to transform the hospitals into a health promoting one. Methods : The research reported in this paper was a content analysis qualitative study. The license numbered (IR.UMSHA.REC.1395.388) was obtained from the ethics committee of Hamadan Medical Science University. Sampling was carried out through the snowballing method. Also, 55 interviews were conducted with the members of the medical staff. To collect data, the semi-structured interview guide was used based on the standards of HPHs. The framework analysis method was used to analyze the data qualitatively. Results : From three central questions on the basis of the main study question, nine themes were earned. Policies governing the hospitals were in the direction of converting them to health promoting organizations including the creation of a health promoting work environment, empowering personnel and health promoting corporate culture. Also, suggestions to create a HPH included improving management, paying attention to patients and their satisfaction, as well as increasing effective interpersonal relationships in the hospital. Conclusion : The findings showed that it can be a key strategy in this field to use staff's solutions for the existing problems and their opinions on the challenges against establishing the standards for HPHs. People usually accept more comfortable and easy changes in decision-making and implementing processes of which they are involved.

Objectives: The prophecy of health promoting hospitals (HPH) is bringing about a change and transition from treatment-oriented to health-oriented attitudes. In Iran, hospitals usually play the traditional roles. The present study was aimed at the evaluation of the health promotion status in specialized hospitals associated with Hamadan University of Medical Sciences (HUMS)., Methods: This applied study was conducted in two Hamadan specialized hospitals in the Hamadan city. The health promotion status was evaluated using a self-assessment checklist designed by the World Health Organization's HPH. The evaluation was done in five standards including management policy, patient assessment, patient information and intervention, promotion of a healthy workplace and continuity and cooperation., Results: The results showed that both the hospitals studied had a poor status in terms of promoting a healthy workplace (average = 31.24%) and management policy standards (average = 35.29%) in comparison with the other relevant standards: patient assessment (53.12%), patient information and intervention (62.5%), continuity and cooperation (65.78%)). The results of the standards and sub-standards status displayed better performance in the cardiovascular hospital (53.67%) compared to the women and parturition hospital (42.64%)., Conclusion: The findings indicated that HPH standards are very low in the studied hospitals. The reason behind this wide gap might be due to the fact that hospitals in Iran are more treatment-oriented and patient-oriented and they do not play an active part in health promoting. It was found that management policy and promoting healthy workplace standards had the worst status and must be improved.

The purpose of this study was to manage total quality management (TQM) to increase the standard of management policy and contribute to achieve the standards for health promotion hospitals (HPHs). This was a quasi-experimental intervention study. A total of 35 managers participated in this study were selected in the census. Based on the TQM components, educational items were provided as lectures, posters and pamphlets. The TQM questionnaire and HPHs checklist used to collect data in three different periods: before the interventions, immediately after the interventions and 3 months after the interventions (follow-up). The data analysis was done by means of SPSS software (version 23). The results showed that the average difference of the components of the qualitative groups (p  < 0.001), education (p  = 0.004), evaluation and feedback (p  < 0.001), customer-orientation (p  < 0.001), suggestion system (p  = 0.024), leadership commitment (p  < 0.001) was significant over the three periods. Excluding the employment status before the educational intervention (p  = 0.002), there was no significant relationship between the demographic characteristics and mean score of TQM (p  > 0.05). Based on the findings of this study, the educational interventions had a positive effect on quality management and management policy. Therefore, educational interventions should be accompanied by changes in the culture and management policies of the hospital to meet HPH standards. [ABSTRACT FROM AUTHOR]

Introduction: Job satisfaction is one of the factors that can affect the health of staff in hospitals. Organisations often cause job dissatisfaction among employees in three mechanisms which include formal structure of organisation, command-andcontrol leadership. Aim: To investigate organisational culture and job satisfaction of specialty hospitals in Hamadan. Materials and Methods: This descriptive analytical study was conducted in two Hamadan specialised hospitals in the west of Iran. The organisational culture and job satisfaction were evaluated using Robins' Organisational Culture and Minnesota Job Satisfaction Questionnaires. Based on inclusion criteria (lack of significant physical and psychological disorders, at least one year of work experience), 600 staff were entered in this study. Results: The results showed that the organisational culture score was average in both hospitals (131-206) and the mean score of organisational culture in the hospital 1 (175.89±12.35) was higher than that of the hospital 2 (171.86±11.35), but this difference was not statistically significant (p=0.216). In term of job satisfaction, the average score of internal (30.69±7.22), external (29.60±6.80) and overall job satisfaction (60.29±13.61), in hospital 1 was better than the hospital 2 (29.29±7.45, 29.07±7.15, 58.27±14.17 respectively), but for external and overall satisfaction the difference was not statistically significant (p>0.05). Also, job satisfaction was average in two hospitals (48-76). The results showed that, organisational culture has a significant relationship with internal, external and overall job satisfaction (p<0.001). Conclusion: The findings indicated that organisational culture and job satisfaction have an average score in the studied hospitals. The treatment-oriented policy and vertical management in hospitals are the important reasons that affect organisational culture and job satisfaction. [ABSTRACT FROM AUTHOR]