Accreditation Process and Employee Well-Being in Healthcare Organizations

Abstract

Organizations may choose means for their aim of accomplishing an extensive spectrum of activities. One of the possible choices is performance accreditation—a voluntary undertaking evaluating organizational performance compliance with the determined standards. Accreditation is considered a tool not only for improving the quality of services but also for developing coherence in the organization; such a process contributes to the achievement of the organization members’ well-being. Yet personal healthcare organizations choose accreditation as an alternative to the execution of their quality management system, and accreditation is considered a tool for service quality improvement by these organizations, even though several studies provide data on the impact on employees. This study evaluates the attitudes of employees of personal healthcare organizations toward the effect of accreditation on organizational cohesion and employee well-being. Five hundred sixty-nine employees of healthcare organizations participated in the study. This study revealed that healthcare professionals statistically significantly better evaluate the impact of accreditation on service quality improvement than on organizational performance, which is related to the influence on the employees’ well-being.