Keywords

organizational culture, values, social work values, values alignment, organizational change, competing values

Abstract

The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.

Notes

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Graduation Date

2005

Semester

Fall

Advisor

House, Jess

Degree

Doctor of Education (Ed.D.)

College

College of Education

Department

Educational Research, Technology, and Leadership

Degree Program

Educational Leadership

Format

application/pdf

Identifier

CFE0000866

URL

http://purl.fcla.edu/fcla/etd/CFE0000866

Language

English

Release Date

January 2006

Length of Campus-only Access

None

Access Status

Doctoral Dissertation (Open Access)

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