Jafree et al. BMC Health Services Research (2016) 16:3
DOI 10.1186/s12913-015-1252-y
RESEARCH ARTICLE
Open Access
Nurse perceptions of organizational culture
and its association with the culture of error
reporting: a case of public sector hospitals
in Pakistan
Sara Rizvi Jafree1, Rubeena Zakar2, Muhammad Zakria Zakar3 and Florian Fischer4*
Abstract
Background: There is an absence of formal error tracking systems in public sector hospitals of Pakistan and also a lack
of literature concerning error reporting culture in the health care sector. Nurse practitioners have front-line knowledge
and rich exposure about both the organizational culture and error sharing in hospital settings. The aim of this paper was
to investigate the association between organizational culture and the culture of error reporting, as perceived by nurses.
Methods: The authors used the “Practice Environment Scale-Nurse Work Index Revised” to measure the six dimensions
of organizational culture. Seven questions were used from the “Survey to Solicit Information about the Culture
of Reporting” to measure error reporting culture in the region. Overall, 309 nurses participated in the survey,
including female nurses from all designations such as supervisors, instructors, ward-heads, staff nurses and student
nurses. We used SPSS 17.0 to perform a factor analysis. Furthermore, descriptive statistics, mean scores and multivariable
logistic regression were used for the analysis.
Results: Three areas were ranked unfavorably by nurse respondents, including: (i) the error reporting culture, (ii) staffing
and resource adequacy, and (iii) nurse foundations for quality of care. Multivariable regression results revealed
that all six categories of organizational culture, including: (1) nurse manager ability, leadership and support,
(2) nurse participation in hospital affairs, (3) nurse participation in governance, (4) nurse foundations of quality
care, (5) nurse-coworkers relations, and (6) nurse staffing and resource adequacy, were positively associated
with higher odds of error reporting culture. In addition, it was found that married nurses and nurses on
permanent contract were more likely to report errors at the workplace.
Conclusion: Public healthcare services of Pakistan can be improved through the promotion of an error
reporting culture, reducing staffing and resource shortages and the development of nursing care plans.
Keywords: Organizational culture, Error reporting, Pakistan, Nurse, Public sector
Background
Although confirmed statistics are missing, evidence from
developed countries estimates that billions of dollars are
wasted in the health care system annually due to underreporting of errors [1]. In the absence of formal error
tracking systems, especially for the developing world, the
successful maintenance of a voluntary error reporting
* Correspondence: f.fischer@uni-bielefeld.de
4
Department of Public Health Medicine, School of Public Health, Bielefeld
University, P.O. Box 10013133501 Bielefeld, Germany
Full list of author information is available at the end of the article
culture gains increased importance to ensure patient
safety [2]. A favorable error reporting culture is known
to be positively associated with a positive organizational
culture [3]. The organizational culture in a hospital setting is the product of shared values, attitudes and patterns of behavior which medical practitioners observe
during the process of care delivery [4].
Nurse practitioners are more competent in and likely to
report errors, compared to other health care providers [5].
Favorable organizational cultures for nurse practitioners
have been described as ones with satisfactory coworker
© 2015 Jafree et al. Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0
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Jafree et al. BMC Health Services Research (2016) 16:3
communication, higher levels of nurse autonomy, efficient nursing care plans and adequacy in staffing and
resources [6, 7]. When nurses and other medical practitioners are facilitated with a positive organizational culture, their commitment to a culture of error reporting
and error sharing increases, consequently improving
patient safety and reducing mortality rates [8, 9]. WHO
also indicates that the organizational culture of a hospital influences health practitioner job satisfaction, role
delivery and quality of patient care [10].
More than 95 % of nurses in Pakistan are females [11].
However, nurses are in extreme shortage in the region.
The nurse to doctor ratio is at 1:3 and the nurse to patient ratio at 1:50,000 [11]. Nurse problems related to recruitment and retention in the region have been found
to be linked to a complex combination of organizational
culture issues, including: (i) unsatisfactory coworker relations [12], (ii) the inferior status of the nurse profession and inadequate compensation and benefits [13, 14],
(iii) negative nurse identity and high rates of violence
against nurses [15, 16], and (iv) the absence of nursing
care plans and autonomous work participation [17]. The
Health Ministry and the Punjab Healthcare Commission
are the official government regulatory bodies that have
authority to improve the quality of health care service
provision and clinical governance in Pakistan. However,
budget allocations and policies for patient safety are
neglected areas in the health care organizations of the
country [18]. There is no formal error tracking system in
public sector hospitals of the region and no formal laws
exist to penalize offending practitioners [19]. The curriculum inclusion and monitoring of medical and nursing code of ethics is officiated by the Pakistan Medical
and Dental Council (PMDC) and Pakistan Nursing
Council (PNC). However, compulsory curriculum inclusion of medical ethics, examination of clinical ethics and
formal monitoring of clinical ethics practice is not carried out [20]. Additionally, the status of error reporting
from the perspective of public sector nurses in Pakistan
has not yet been addressed by research.
Study objective and relevance of this study
The aim of this paper was to investigate the association
between the organizational culture and the culture of
error reporting in the public health care sector, as perceived by nurses. It is agreed that policy improvements
in the public sector health care services are possible
only when there is adequate empirical research about
the status quo [21]. Therefore, the findings of this study
will attempt to map a plan for improved organizational
culture for nurses, and, consequently, facilitate to improve error reporting and patient safety. The study results are expected to be relevant not only for nurses
and other medical practitioners working in the public
Page 2 of 13
sector, but also for the private health care sector. Our
hypotheses for the study were: (1) When organizational
culture is favorable, the error reporting culture will be
favorable, and (2) When each of the six subscales of
organizational culture are favorable (1. nurse manager
ability, leadership and support, 2. nurse participation in
hospital affairs, 3. nurse participation in governance, 4.
nurse foundations of quality care, 5. nurse coworker
communication, 6. nurse staff and resource adequacy),
the error reporting culture will also be favorable.
Methods
This study is part of a doctoral dissertation entitled
“Nurses’ perceptions of organizational culture and its
association with error reporting: A study of tertiarycare public sector hospitals in Lahore”, conducted by
the first author of this paper. The study used a descriptive
and correlational design, using cross-sectional data and
mixed methodology. The qualitative parts of this study
have been published earlier [22, 23].
Setting and sampling procedure
The study was performed in the city of Lahore, which is
the capital of the Punjab province in Pakistan. Lahore is
the second largest city of Pakistan and the second highest populated city of the country. It is estimated to have
more than ten million inhabitants. Data from the website of Pakistan Institute of Medical Sciences official
website was used to conveniently sample two geographically spaced tertiary care public sector hospitals from
Lahore, out of a total of nine [24]. The two sampled hospitals have been named Hospital A and Hospital B. Both
hospitals have high patient turnovers and large inpatient capacities, and are catering to a different set of
patients from the rural and urban Lahore District and
also from the surrounding villages of Lahore City. Combined, the two hospitals have a large daily out-patient
turnover rate of more than 3,800 patients and an inpatient capacity of approximately 1,890 beds.
All registered female nurses who had been working in
the hospital for more than one year were sampled. Each
designation was sampled, including nurse supervisors,
nurse ward heads, nurse instructors, staff nurses and
nurse students. Registered nurse students were included
in the sample, because they actively perform clinical duties after the first three months of their enrollment as
students, and thus they also have rich experience about
the state of organizational culture and error reporting in
the hospital setting. In Hospital A there is 1 nurse supervisor, 650 staff nurses, 150 nurse ward heads, 20 nurse
instructors, and 415 nurse students. In Hospital B
(Sheikh Zayed hospital) there is 1 nurse supervisor, 600
staff nurses, 100 nurse ward heads, 13 nurse instructors,
and 320 nurse students. Both hospitals combined have a
Jafree et al. BMC Health Services Research (2016) 16:3
total of 2,270 nurses, with 2 nurse supervisors, 250 nurse
ward heads, 33 nurse instructors, 1,250 staff nurses, and
735 nurse students. Yamane’s formulae [25] was used to
determine a sample size from an estimated female
Punjab nurse workforce of 11,065. Surveys were distributed to the different nurse designations according
to their respective weightage. In this way, 35 % of
each nurse designation was sampled, including both
nurses supervisors, 440 staff nurses, 90 nurse ward
heads, 12 nurse instructors, and 260 nurse students.
Instruments
Survey questions and guidelines were conducted and written in the English language, which is the official academic
and working language of the country. Two standardized
instruments were used including the “Practice Environment Scale-Nurse Work Index Revised” (PES-NWI) [26],
and the “Survey to Solicit Information about the Culture
of Reporting” (SSICR) [27]. The validity and reliability of
both the PES-NWI [28, 29] and the SSICR [30, 31] has
been established by previous research in health care policy
improvements. Respondents were provided, through an
extensive literature review, with a summarized list of
errors that may occur during health care service delivery
by medical practitioners (Table 9 in Appendix) [32–34]. A
pretest of the questionnaire was conducted with 35 nurse
respondents to ascertain any loopholes that could be rectified before the final administration.
Section I of the questionnaire contained 18 questions
pertaining to the socio-demographic characteristics of
nurses. These questions include age (‘20–29 years’,
‘30–39 years’ and ‘40+ years’), marital status (‘Never
married’, ‘Currently married’ and ‘Divorced/separated/
widowed’), regional belonging (‘Punjab’, ‘Sindh’, ‘Baluchistan’
and ‘Khyber Pakhtun Khwan’), religion (‘Muslim’, ‘Christian’,
‘Hindu’ and ‘Ahmedi’), total number of children (‘None’,
‘1–2 children’ and ‘3 or more children’), total monthly
income (PKR ‘5,000–19,999’, ‘20,000–39,999’ and ‘≥40,000’),
place of residence (‘college hostel’, ‘hospital resident
colony’ and ‘private home’), highest nursing degree
(‘Nursing Diploma’, ‘BSc Nursing’ and ‘MSc Nursing’),
current designation (‘Nurse supervisor’, ‘Nurse instructor’,
‘Nurse ward head’, ‘Staff nurse’ and ‘Student nurse’), type
of labor contract (‘Permanent’ and ‘Contractual’), employment status (‘Full-time’ and ‘Part-time’), current
government grade (‘16 grade’ and ‘17 grade’), additional employment in private sector (‘Yes’ and ‘No’),
and additional hours worked at the public sector hospital
during the night, day or evening (‘Yes’ and ‘No’).
Section II contained 31 questions from the PES-NWI,
which measures the organizational culture of a hospital by
a composite score which is aggregated to the unit level
[26]. Items on the scale consist of 5 subscales which
measure different aspects of organizational culture,
Page 3 of 13
including: (1) nurse manager ability, leadership and
support (5 items), (2) nurse participation in hospital
affairs (7 items), (3) nurse participation in governance
(2 items), (4) nurse foundations of quality care (10
items), (5) nurse-coworkers relations (3 items), and
(6) nurse staffing and resource adequacy (4 items).
Section III contained seven questions from the SSICR.
The questions measure the culture of error reporting in
a hospital and indicate how comfortable the respondent
is in sharing errors at the workplace with supervisors
and coworkers.
Both the scales have a 4 point rating scale, which indicate respondent extent of agreement with each item.
The response categories include: 1 = strongly agree, 2 =
agree, 3 = disagree, 4 = strongly disagree. The instrument
is scored by calculating mean subscale scores and a total
composite score for each respondent which can range
from 1–4. Higher scores indicate a less favorable
organizational culture and culture of error reporting. Two
of the seven items from the error reporting variables had
to be reverse coded so that the scoring was aligned across
all items of the tool. Reliability analysis was conducted for
both the PES-NWI and the SSICR to confirm Cronbach’s
alphas of scales. A Cronbach’s alpha of above 0.7 is considered a reliable measure for health and social science research [35]. For this study, the overall internal consistency
ranged satisfactorily between values of 0.743 to 0.881.
Data collection
The questionnaire was distributed at the two hospitals in
the time period from November 2013 to January 2014. All
nurse employees are required to sign an attendance register daily, placed in the offices of their respective nurse
ward head, before the start of their shift. Hence all nurse
designations visited the nurse ward head office daily at the
start of three different shifts of either 08:00 am, 02:00 pm
or 08:00 pm. It was deemed suitable to communicate with
nurses at this place of contact to recruit interested participants. Nurses were asked to read the cover letter attached
to the survey and select a time to complete the survey in a
reserved room of the nursing school of each respective
hospital. Surveys were filled in nursing school class rooms,
specifically reserved for data collection, with 15–30 nurses
at a time. The classrooms afforded privacy and a comfortable setting, away from the hospital building, clinical
wards, patients and attendants, work pressures, male coworkers and other work-related intrusions. The survey
completion time fell between 20–35 min. The first author
was present to answer questions related to the survey. Respondents sealed their completed surveys and dropped
them in a box before leaving the nursing school. Both the
nurse supervisors from each hospital were sampled, 440
surveys were distributed to staff nurses, 90 to nurse ward
heads, 12 to nurse instructors and 260 to nurse students
Jafree et al. BMC Health Services Research (2016) 16:3
Page 4 of 13
(Table 1). In total, 804 questionnaires were distributed,
but only 309 nurses pre-booked a time to complete the
survey in reserved rooms. All 309 nurses completed the
survey and were included in the final analysis (response
rate: 34.8 %).
Data analysis
Raw data was first entered into Excel. It was then
transferred into SPSS 17.0 for analysis. A significance
level of 0.05 was assigned for all statistical analyses.
First, a factor analysis was used to reduce data and
confirm subscales of relevance for the study. Factor
analysis was deemed suitable to validate the NESPWI for Pakistani public sector hospitals [36–38], as
this tool, to the best of researchers’ knowledge, has
not been used in the region before. Principal component analysis (PCA) was used with varimax rotation,
as guided by previous research [26, 39, 40]. The following conditions for PCA were met: (i) sample size
of above 50 cases, (ii) normal distribution, and (iii) all
the variables of organizational culture correlating with
each other above 0.2 and no correlations of above 0.9
(avoiding fears of multicollinearity).
Descriptive statistics are provided to show sociodemographic and employment characteristics of nurse
respondents. Composite scores for subscales of
organizational culture and error reporting were calculated
[41–45]. Mean scores were also calculated ranging from
1–4 for subscales of organizational culture, composite
organizational culture and error reporting. As recommended by literature, scores under the values of 2.5 were
considered favorable and scores of above the value of 2.5
were considered unfavorable. Simple bivariate logistic regression and multivariable logistic regression models were
used [46–49] to check for the association between: (i)
organizational culture and its subscales with error reporting, and (ii) nurse socio-demographic characteristics and
error reporting. The aim was to identify the odds of a favorable error reporting culture when organizational culture and its subscales are favorable, and also to identify
the odds of a favorable error reporting culture in relation
to the socio-demographic features of the nurse. The enter
method was used. Variables were recoded into bivariate categories in order to use logistic regression.
Organizational culture and its six subscales were recoded
with dummy variables of 0 = unfavorable organizational
culture and 1 = favorable organizational culture. Error
reporting was recoded with a dummy variable of 0 = unfavorable error reporting culture and 1 = favorable error
reporting culture. The significance of the main effects was
estimated by computing the confidence level for Exp (B)
and was presented in form of odds ratios (OR), with accompanying 95 % confidence intervals (95 % CI). Each of
the variables of organizational culture, its subscales and
the socio-demographic characteristics of nurses were
adjusted for nurse age (as a continuous variable),
nurse literacy and nurse monthly income.
Ethical permission, reliability and validity
Ethics committee permission was obtained from the Institutional Review Board, University of the Punjab, and
also from the hospitals and nursing institutes where data
collection took place. The ethics of the research process
for this study were observed diligently, especially in consideration of sampling working women in developing regions, with the absence of structural and legal support
[50]. All participants were informed and assured by
attaching a cover letter to the questionnaire, describing
the objectives of the research and ensuring confidentiality and anonymity. Informed consent was taken from
the participants. Private rooms were requested in nursing schools where all surveys were filled and respondents were able to complete the survey in privacy and
also to ask any questions related to the survey. Face and
Table 1 Nurse samples from Hospital A and Hospital B
Hospital
Nurse supervisors
Staff nurses
Nurse ward heads
Nurse instructors
Students
Total
Actual headcount
1
650
150
20
415
1,236
Target sample
1
220
45
6
130
402
Response
1
126
28
5
42
202
Actual headcount
1
600
100
13
320
1,034
Target sample
1
220
45
6
130
402
Response
1
79
12
6
9
107
Total actual headcount
2
1,250
250
33
735
2,270
Total target sample
2
440
90
12
260
804
Total response
2
205
40
11
51
309
Hospital A
Hospital B
Hospitals combined
Jafree et al. BMC Health Services Research (2016) 16:3
content validity of the questionnaire was confirmed
through consultation and discussion with senior researchers, nurse supervisors and nurse ward heads.
Cronbach’s alpha was used to check the internal
consistency and reliability of the items in the instrument [51, 52]. Internal validity was ensured by using
a simple random sample so that each participant had
an equal chance of selection. Construct validity was
assured by using PCA.
Page 5 of 13
Results
Factor analysis
The Kaiser-Meyer Olkin test and the Bartlett test were
both satisfactory and supportive to conducting a factor
analysis. Six factors were extracted by PCA, including all
the six subscales for organizational culture represented in
the PES-NWI. Results showed 70.8 % of the variance of
the construct being studied (i.e. organizational culture).
Communalities were extracted (Table 2), and each item
Table 2 Factor loadings and communalities from PCA with varimax rotation for organizational culture
Component
Commun-alities
Nurse Participation in Governance
Q19. Staff nurses are involved in the internal governance of the hospital
.587
Q26. Staff nurses have the opportunity to serve on hospital and nursing department committees
.796
Nurse Manager Ability Leadership and Support
Q21. An administration who listens to and responds to employee concerns
.738
Q22. A director of nursing highly visible and accessible to staff
.668
Q25. Nursing administrators consult with staff on daily problems and procedures
.710
Q27. A nursing supervisor equal in power and authority to other top level hospital executives
.764
Q38. A head nurse who is a good manager and leader
.642
Q39. A head nurse/supervisor who backs up the nursing staff in decision making, even if the conflict is with a physician
.690
Q40. Supervisors use mistakes as learning opportunities, not criticism
.534
Q41. A supervisory staff that is supportive of the nurses
.753
Q42. Praise and recognition for a job well done
.757
Nurse Participation in Hospital Affairs
Q20. Many opportunities for advancement of nursing personnel
.768
Q23. Opportunity for staff nurses to participate in policy decisions
.761
Q24. Career development/clinical ladder opportunity
.658
Nurse Foundations for Quality of Care
Q28. Use of nursing diagnoses
.640
Q29. An active quality assurance program
.726
Q30. An orientation program for newly hired RNs
.737
Q31. Nursing care is based on a nursing, rather than a medical, model
.567
Q32. Patient care assignments that foster continuity of care
.747
Q33. A clear philosophy of nursing that pervades the patient care environment
.700
Q34. Written, up-to-date nursing care plans for all patients
.745
Q35. High standards of nursing care are expected by the administration
.717
Nurse coworker relations
Q43. A lot of teamwork between nurses and doctors
.651
Q44. Physicians and nurses have good relationships
.738
Q45. Functional collaboration (joint practice) between nurses and physicians
.728
Q46. Enough staff to get the work done
.780
Q26. Staff nurses have the opportunity to serve on hospital and nursing department committees
.796
Nursing Staffing and Resource
Q47. Enough registered nurses to provide quality patient care
.839
Q48. Adequate support services allow me to spend time with my patients
.712
Q49. Enough time and opportunity to discuss patient care problems with other nurses
.587
Jafree et al. BMC Health Services Research (2016) 16:3
explains at least 50 % of the variance of the study
construct.
Mean scores of scales
The nurse respondents average composite mean score
for organizational culture was ranked favorably at 2.38
(SD = 0.616). The following three areas were ranked unfavorably by nurses (Table 3): (i) error reporting culture
(Mean score = 2.62; SD = 0.500), (ii) staffing and resource
adequacy (Mean score = 2.56; SD = 0.901), and (iii) nurse
foundations for quality of care (Mean score = 2.59; SD =
0.630). The following subscales of organizational culture
have been ranked favorably by nurse respondents: (i)
nurse participation in hospital affairs (Mean score = 2.34;
SD = 0.726), (ii) nurse participation in governance (Mean
score = 2.33; SD = 0.781), and (iii) nurse-coworkers relations (Mean score = 2.26; SD = 0.704).
Socio-demographic characteristics of the sample
Of the 309 respondents (Table 4), 202 were from
Hospital A (65.4 %) and 107 were from Hospital B
(34.6 %). About half of the nurse respondents was in
the age group of 20–29 years (n = 161, 52.1 %), 87
belonged to the age group of 30–39 years (28.2 %)
and 19.7 % (n = 61) were 40 years of age and above.
The average age was 30.5 years (SD = 9.85). The majority was currently married (n = 173, 55.9 %); 130
respondents (42.1 %) were unmarried and 6 respondents (1.9 %) were divorced, widowed or separated.
Nearly all respondents belonged to the province of
Punjab (n = 301, 97.4 %), 6 were from Sindh (1.9 %)
and one each (0.3 %) was from Baluchistan and Khyber
Pakhtun Khwan, respectively. Most of the nurse respondents were Muslims (n = 231, 74.7 %), 76 were Christians
(24.6 %) and one respondent each (0.3 %) was Hindu and
Ahmedi. More than half of the respondents (n = 157,
50.8 %) had no children, 63 had one or two children
(20.4 %) and 89 had three children or more (28.8 %).
A total of 56 nurses earned between PKR 5,000–19,999
(18.1 %), 154 nurses earned between PKR 20,000–39,999
Page 6 of 13
(49.8 %) and 99 nurses earned more than PKR 40,000
(32.0 %). The average income per month of the
nurses in the sample was PKR 33,754. With regard to
the place of residence, the majority (n = 212, 68.6 %)
of nurse respondents lived in private accommodations, 53
(17.2 %) of nurse students lived in college hostel and 44
(14.2 %) lived in the hospital residence colony.
A total of 174 (56.3 %) nurses had a highest nursing degree of diploma (Table 5), 120 (38.8 %) had
earned a BSc in Nursing and 15 (4.8 %) had an MSc
in Nursing. Majority of the nurses (n = 205, 66.3 %)
had a designation of staff nurse, 51 were student
nurses (16.5 %), 40 nurses were ward heads (12.9 %), 11
were nurse instructors (4.2 %) and two were nurse supervisors (0.6 %). A little more than half of the nurse
respondents had a permanent position (n = 176, 57.0 %).
Nearly all the nurse respondents were full-time employees (n = 94.8 %). Most of the nurse respondents
belonged to the 16 grade government scale (n = 256,
82.8 %). 73.8 % (n = 228) of the nurses were not
working at a private clinic after duty hours at the
hospital, whereas 81 (26.2 %) were working at a private clinic. A total of 59 nurses reported having to
work additional hours as night duty (19.1 %), 128 reported having to work additional hours in the day
(41.4 %) and 124 had to work additional hours in the
evening (40.1 %).
Bivariate analysis
Composite scores for organizational culture, the six
subscales of organizational culture and error reporting
were calculated (Table 6). The normality assumption
was evaluated and scores of all subscales of organizational
culture followed the normal distribution. The correlations, using Pearson correlation, between all study
variables significantly correlated with values of above
0.3. Correlation coefficients also showed that the variables have a positive relationship and move together
in a linear fashion.
Table 3 Mean scores for organizational culture and error reporting scales and organizational culture subscales (score ranges
from 1 to 4)
Scale
Mean score
Standard deviation
Error reporting
2.620
.500
Organizational culture
2.384
.616
Nurse participation in governance
2.338
.781
Nurse participation in hospital affairs
2.348
.726
Nurse manager ability, leadership and support
2.296
.632
Nurse foundations for quality care
2.599
.630
Nurse staffing and resource adequacy
2.562
.902
Nurse coworker relations
2.261
.705
Jafree et al. BMC Health Services Research (2016) 16:3
Page 7 of 13
Table 4 Socio-demographic characteristics (n = 309)
Socio-demographic variables
Unfavorableerror reporting n (%)*
Favorable error reporting n (%)*
n (%)
Hospital A
107 (53.0)
95 (47.0)
202 (65.4)
Hospital B
24 (22.4)
83 (77.6)
107 (34.6)
20-29 years
28 (17.4)
133 (82.6)
161 (52.1)
30-39 years
68 (78.2)
19 (21.8)
87 (28.2)
40+ years
35 (57.4)
26 (42.6)
61 (19.7)
Never married
26 (20.0)
104 (80.0)
130 (42.1)
Currently married
102 (59.0)
71 (41.0)
173 (55.9)
Divorced/ separated/ widowed
3 (50.0)
3 (50.0)
6 (1.9)
Tertiary care public sector hospital
Age
Marital status
Region
Punjab
128 (42.5)
173 (57.5)
301 (97.4)
Sindh
2 (33.3)
4 (66.7)
6 (1.9)
Baluchistan
1 (100)
-
1 (0.3)
Khyber Pakhtun Khwan
-
1 (100)
1 (0.3)
Muslim
83 (35.9)
148 (64.1)
231 (74.7)
Christian
47 (62.7)
28 (37.3)
76 (24.6)
Hindu
1 (100)
-
1 (0.3)
Ahmedi
-
1 (100)
1 (0.3)
Religion
Children
None
30 (19.1)
127 (80.9)
157 (50.8)
1-2
36 (57.1)
27 (42.9)
63 (20.4)
3+
65 (73.0)
24 (27.0)
89 (28.8)
5,000-19,999
10 (18.9)
43 (81.1)
56 (18.1)
20,000-39,999
69 (44.8)
85 (55.2)
154 (49.8)
≥40,000
50 (50.5)
49 (49.5)
99 (32.0)
College hostel
16 (30.2)
37 (69.8)
53 (17.2)
Hospital resident colony
18 (40.9)
26 (59.1)
44 (14.2)
Private home
97 (46.6)
111 (53.4)
212 (68.6)
Income (in PKR)
Home residency
*Frequencies for each subscale add up to the number of participants in the study
Simple bivariate logistic regression
The contingency results for regression have been shown in
Table 7. Results for bivariate logistic regression (Table 8)
show that the composite organizational culture variable
and the subscales of organizational culture all have high
odd ratios with favorable culture of error reporting. When
organizational culture is favorable, nurses perceived higher
odds of error reporting (OR: 2.43, 95 % CI: 1.51–3.92).
When nurse participation in governance (OR: 1.83, 95 %
CI: 1.16–2.87) and nurse participation in hospital affairs
(OR: 2.96, 95 % CI: 1.85–4.70) are favorable, there is a
higher odds of error reporting. Similarly, when nurse manager ability, leadership and support (OR: 1.56, 95 % CI:
0.98–2.48), nurse foundations for quality of care (OR: 3.12,
95 % CI: 1.96–4.98), nurse staffing and resource adequacy
(OR: 7.83, 95 % CI: 4.64–13.22) and nurse–coworker relations (OR: 6.13, 95 % CI: 3.62–10.37) were favorable, the
odds of error reporting was high. The results also show
that nurses above the age of 30 years had extremely higher
odds of reporting errors (OR: 13.73, 95 % CI: 7.91–23.86).
Married nurses (OR: 5.54, 95 % CI: 3.39–9.05) and nurses
earning an income of above PKR 40,000 (OR: 2.55, 95 %
Jafree et al. BMC Health Services Research (2016) 16:3
Page 8 of 13
Table 5 Nurse employment characteristics (n = 309)
Employee variables
Unfavorableerror reporting n (%)*
Favorable error reporting n (%)*
n (%)
72 (41.4)
102 (58.6)
174 (56.3)
Highest degree attained
Nursing diploma
BSc in Nursing
56 (46.7)
64 (53.3)
120 (38.8)
MSc in Nursing
3 (20.0)
12 (80.0)
15 (4.8)
Supervisor
-
2 (100)
2 (0.6)
Student (+1 year clinical staff)
10 (19.6)
41 (80.4)
51 (16.5)
Staff nurse
93 (45.4)
112 (54.6)
205 (66.3)
Ward head
22 (55.0)
18 (45.0)
40 (12.9)
Nurse instructor
6 (46.2)
7 (53.8)
11 (3.6)
Permanent
106 (60.2)
70 (39.8)
176 (57.0)
Contractual
25 (18.8)
108 (81.2)
133 (43.0)
Current nurse designation
Labor contract
Employment status
Full-time
128 (43.7)
165 (56.3)
293 (94.8)
Part-time
3 (18.8)
13 (81.3)
16 (5.2)
16 grade
106 (42.6)
143 (57.4)
256 (82.8)
17 grade
21 (39.6)
32 (60.4)
53 (17.2)
Yes
55 (67.9)
26 (32.1)
81 (26.2)
No
76 (33.3)
152 (66.7)
228 (73.8)
Yes
27 (45.8)
32 (54.2 %)
59 (19.1 %)
No
104 (41.6)
146 (58.4 %)
250 (80.9 %)
Yes
86 (67.2)
42 (32.8)
128 (41.4)
No
45 (24.9)
136 (75.1)
181 (58.6)
Yes
84 (67.7)
40 (32.3)
124 (40.1)
No
47 (25.4)
138 (74.6)
185 (59.9)
Government grade
Private job
Additional night duty
Additional day duty
Additional evening duty
*Frequencies for each subscale add up to the number of participants in the study
CI: 1.54–4.21) had higher odds of reporting errors.
Also, nurses on a permanent contract (OR: 6.98, 95 %
CI: 4.21–11.57) were more likely to report errors.
Multivariable logistic regression
Multivariable logistic regression was performed to calculate
the adjusted odds ratio (AOR), holding income, education
and age (as a continuous variable) as constants (Table 8).
Results were highly significant for the odds ratios between
error reporting and organizational culture and its subscales. When organizational culture (AOR: 3.58, 95 % CI:
1.93–6.63), nurse participation in governance (AOR: 3.33,
95 % CI: 1.87–5.95), nurse participation in hospital affairs
(AOR: 5.08, 95 % CI: 2.69–9.57), nurse manager ability,
leadership and support (AOR: 2.61, 95 % CI: 1.40–4.84),
nurse foundations of quality of care (AOR: 4.83, 95 % CI:
2.59–9.02), nurse staffing and resource adequacy (AOR:
7.86, 95 % CI: 4.18–14.75) and nurse coworker relations
(AOR: 5.58, 95 % CI: 2.97–10.50) were all favorable, the
odds of error reporting were significantly higher. Also,
married nurses (AOR: 1.33, 95 % CI: 0.17–0.63) and
nurses with a permanent contract (AOR: 1.29, 95 %
CI: 0.14–0.599) had higher odds of reporting errors.
Discussion
The results of this study are consistent with expectations
that organizational culture and the culture of error
reporting are positively associated.
Jafree et al. BMC Health Services Research (2016) 16:3
Page 9 of 13
Table 6 Pearson’s correlation matrix for organizational culture
subscales and error reporting
Variables
ER
ER
1.000
Governance NPHA NMALS NFQC NSRA NCR
Governance .310* 1.000
NPHA
.406* .712*
1.000
NMALS
.324* .808*
.752*
1.000
NFQC
.350* .740*
.743*
.811*
1.000
NSRA
.630* .591*
.715*
.676*
.614*
1.000
NCR
.634* .472*
.582*
.557*
.509*
.710*
1.000
Notes: ER Error reporting, NPHA Nurse participation in hospital affairs, NMALS
Nurse manager ability, leadership and support, NFQC Nurse foundations for
quality care, NSRA Nurse staffing and resource adequacy, NCR Nurse
coworker relations
*p < 0.01
Mean score results
Our sample respondents ranked the error reporting culture in their hospitals as unfavorable. This has significant implications for other public sector hospitals in the
region, since previous research confirms that no formal
error tracking systems exist in the Pakistan healthcare
setup and also that education in ethics observance and
administrative policy measures for promotion of ethical
cultures are absent [53]. Currently, there are no allencompassing state medical laws in the country for the
safeguard of either patients or medical and nurse practitioners. There may be several reasons for the absence of
an error reporting culture in the hospital settings of
Pakistan, as perceived by female nurses in this study.
Table 7 Contingency table showing the relationship
between organizational culture, its subscales and error
reporting (n = 309)
Organizational culture
and its subscales
Unfavorable error
reportingn (%)*
Favorable error
reportingn (%)*
Favorable organizational culture
36 (22.9)
121 (77.1)
Unfavorable organizational culture
95 (62.5)
57 (37.5)
Favorable NPG
40 (27.2)
107 (72.8)
Unfavorable NPG
91 (56.2)
71 (43.8)
Favorable NPHA
37 (25.0)
111 (75.0)
Unfavorable NPHA
94 (58.4)
67 (41.6)
Favorable NMALS
58 (30.9)
130 (69.1)
Unfavorable NMALS
73 (60.3)
48 (39.7)
Favorable NFQC
31 (22.6)
106 (77.4)
Unfavorable NFQC
100 (58.1)
72 (41.9)
Favorable NSRA
40 (21.1)
150 (78.9)
Unfavorable NSRA
91 (76.5)
28 (23.5)
Favorable NCR
25 (17.0)
122 (83.0)
Unfavorable NCR
106 (65.4)
56 (34.6)
*Frequencies for each subscale add up to the number of participants in
the study
First, senior doctors and physicians have an elevated status and elite labels, which supports bullying and blameshifting in the hospital setting against junior medical
practitioners and nurses [54]. Second, the healthcare
sector of the region has a blame culture with punitive
action taken against individuals, which prevents individuals from error sharing [55]. Third, nursing is a feminized profession in the region, with female nurses
reluctant to report errors due to male dominated and
patriarchal work environments and the fear of having to
face workplace violence and retribution [19].
Study results also show that hospital staffing and resource
adequacy is perceived by nurse respondents as unsatisfactory. Severe shortages in resources and staffing in the public sector hospitals of Pakistan critically undermine efforts
of medical practitioners to ensure patient safety [14]. Other
research from the region confirms that corruption in the
health care sector, with public sector hospitals commonly
devoid of basic and life-saving medicines and medical
equipment, is responsible for both shortages and high rates
of mortality [56]. Of the total national gross domestic product, only 2.9 % is spent on health care and only 1.2 % is allocated to the public sector [57]. Although more than
70 % of the service provision in health care is provided by the private sector in the region, it is estimated that 74 % of the population of Pakistan avail
public health care services due to lack of funds [57].
In addition, public sector staffing is lacking due to inadequate budget allocations for hiring and compensation of medical and nurse practitioners. This has led
to low enrollment and high rates of immigration [58].
The nurse professional is an integral member of the
health care sector who is responsible directly for patient
safety, the efficiency of the health care organization and
the overall wellbeing of the population [59]. The results of
this study, however, highlight that nurse foundations for
quality of care in the hospital administration are ranked as
unfavorable by respondents. Other research also suggests
that Pakistani hospitals are dominated by medical care
plans, with little attention to nursing care plans [60]. This
may be because nursing is a feminized profession in the
region, and male dominated medial administrations give
minimal emphasis to nursing care plans for patient care
delivery and instead give prominence to medical care
plans [61]. Nursing is perceived in patriarchal regions as a
care provision, restricted to cleaning, washing and execution of orders passed by doctors and physicians [62]. Nonnurse medical practitioners, medical administrators and
patients do not recognize that nurses have medical training and are aware of patient’s medical needs. In this way
nursing care plans are not given precedence.
An unexpected finding was that nurses scored other
subscales of organizational culture, such as nurse participation in governance, nurse participation in hospital
Jafree et al. BMC Health Services Research (2016) 16:3
Page 10 of 13
Table 8 Simple bivariate logistic regression and multivariable regression for predictors of higher error reporting (n = 309)
Variables
OR for higher error reporting (95 % CI)
p-value
AOR for higher error reporting (95 % CI)
p-value
Favorable organizational culture
2.43 (1.51-3.92)
<0.001
3.58 (1.93-6.63)
<0.001
Unfavorable organizational culture
1
Organizational culture
1
Nurse participation in governance
Favorable NPG
1.83 (1.16-2.87)
Unfavorable NPG
1
0.009
3.33 (1.87-5.95)
<0.001
1
Nurse participation in hospital affairs
Favorable NPHA
2.96 (1.85-4.70)
Unfavorable NPHA
1
<0.001
5.08 (2.69-9.57)
<0.001
1
Nurse manager ability, leadership and support
Favorable NMALS
1.56 (0.98-2.48)
Unfavorable NMALS
1
0.057
2.61 (1.40-4.84)
<0.001
1
Nurse foundations for quality care
Favorable NFQC
3.12 (1.96-4.98)
Unfavorable NFQC
1
<0.001
4.83 (2.59-9.02)
<0.001
1
Nurse staffing and resource adequacy
Favorable NSRA
7.83 (4.64-13.22)
Unfavorable NSRA
1
<0.001
7.86 (4.18-14.75)
<0.001
1
Nurse coworker relations
Favorable NCR
6.13 (3.62-10.37)
Unfavorable NCR
1
<0.001
5.58 (2.97-10.50)
<0.001
1
Age
≥30 years
13.73 (7.91-23.86)
≤29 years
1
<0.001
Marital status
Married
5.54 (3.39-9.05)
Not married
1
<0.001
1.33 (1.17-1.64)
0.001
1
Income
≥40,000 PKR
2.55 (1.54-4.21)
≤39,999 PKR
1
<0.001
Degree
BSc in Nursing or above
1.68 (1.07-2.65)
Diploma
1
0.025
Designation
Manager or instructor
2.15 (1.15-4.02)
Staff or student nurse
1
0.017
Nature of employment contract
Permanent
6.98 (4.21-11.57)
Contractual
1
<0.001
1.29 (1.14-1.60)
0.001
1
Notes: NPG Nurse participation in governance, NPHA Nurse participation in hospital affairs, NMALS Nurse manager ability, leadership and support, NFQC Nurse
foundations for quality care, NSRA Nurse staffing and resource adequacy, NCR Nurse coworker relations
affairs, nurse manger ability, leadership and support,
and nurse coworker relations as favorable. Previous
studies in the region indicated that nurse autonomy, participation in hospital policy-making and teamwork are
extremely unfavorable [12–14, 17]. It may be that nurse
perceptions of favorable organizational culture are highly
dependent on nurse education, training and exposure.
For example, nurses in the sample may not be
Jafree et al. BMC Health Services Research (2016) 16:3
comparing their work environment to hospitals in developing nations. They could be strongly influenced
by cultures in their wider community. Their perception of the organizational culture at their workplace
may be better than their domestic and home environments [63]. There is also the disadvantage of attempting to collect survey data about sensitive topics in
blame cultures and patriarchal communities, which may
influence female respondents in indicating anything negative about governance and management.
Regression results
This study furthermore confirms, through multivariable
regression results, that for an improved error reporting
culture, organizational culture and all its six categories
(nurse manager ability, leadership and support, nurse
participation in hospital affairs, nurse participation in
governance, nurse foundations of quality care, nursecoworkers relations, and nurse staffing and resource adequacy) need to be favorable. Regression results support
findings from other international research [43, 64, 65].
Also, our findings show that error reporting is more common amongst nurses who are married and on a permanent contract. Other studies show that married nurses are
more likely to participate in studies about errors [66], and
this may be because married women are more secure in
facing the consequences of error reporting, like blame,
shame, retribution and job loss, due to the safety of a
dual-income earning household. Furthermore, nurses on
permanent contract may be more likely to report errors
because of the difficulty in having their state contracts or
jobs rescinded, due to extremely slow bureaucratic processing by the government [56].
Limitations
There are several limitations of this study. The size of the
sample is relatively small and excludes public sector tertiary care hospitals across other cities and rural areas of
Pakistan. The low response rate of 34.8 % was due to the
lack of time available of busy nurses and also the unwillingness of nurses to participate in what was considered a sensitive topic in a male-dominated work organization. In
addition, the responses of nurses are guided by their
perceptions, which are influenced by their level of
education, on-going training and exposure to magnet
hospitals. Also, because of the small sample, findings
cannot be generalized. Despite the limitations, this
study has significant strengths. It is the only research
from Pakistan assessing the relationships between nurse
perceptions of organizational culture and the culture of
error reporting in public sector hospitals. We hope that
our study’s findings will have wider macro implications, as
improved patient safety is known to help improve overall
public health and reduce health costs for the national
Page 11 of 13
economy. Additionally, the findings highlight the critical
shortages in staffing and resources and the inadequacy of
nursing care plans for patient safety culture in the healthcare sector of the region.
Conclusion and policy recommendations
Findings from our study indicate that a favorable
organizational culture, and each of its six components, is
important to encourage a favorable culture of error
reporting. Our study identifies three main areas that need
improvement, including an increase in staffing and resources, developing nursing care plans and improving the
error reporting culture. The installation of mandatory and
independently monitored error reporting systems, for
developing economies like Pakistan, is a process that requires time, fund allocation and structural changes. In
such circumstances the voluntary error reporting between
coworkers and management and subordinate assumes significance. There is need for independent monitoring of
organizational culture and error reporting culture to encourage honest and reliable feedback from healthcare
practitioners and nurses.
Nurses, and other health care practitioners must
make efforts through union mobilization and gender
solidarity, in order to improve (i) their professional status and the development of formal nursing care plans,
and (ii) budget allocations for staffing and resource adequacy in the hospital setting [22]. It is also recommended that the nursing profession is propped with
overtly manifest networks and facilities in the hospital
settings (e.g. separate nursing offices, nurse front-desk
enclosures, nurse trays and even nurse assistant wardboys who define the hierarchy) to emphasize the importance of the nursing care plans [67].
It will be important to invest time and resources in
the training of health care employee culture towards
a more progressive non-blame culture and encourage
a culture of error reporting between coworkers. This
may be done through regular and combined training
sessions for doctors, physicians and nurses [68]. Apart
from the inclusion of error reporting in the code of
ethics, and in formal curricula, monitoring and accountability bodies within the public sector healthcare
organizations must be established to oversee error
sharing and error reporting without individual penalization. It is also recommended that the medical, dental and nursing councils (PMDC and PNC) hold
monthly court sessions to protect and defend whistleblowers who are actively reporting errors and getting
penalized for it by coworkers. This will also help to
improve error reporting in an immediate manner,
until laws are altered.
There is a need for long-term structural improvements
that can only be mobilized through the government and
Jafree et al. BMC Health Services Research (2016) 16:3
top health care administrators, at both the national and
provincial level, including the Healthcare Ministry, the
PMDC and the PNC and the Punjab Healthcare Commission. It is recommended that: (i) a formal system to
track errors is established to monitor and mitigate error
making in the public sector of the region, with zerotolerance for non-reporting and installation of formal
error tracking systems, which can be adopted from magnet hospitals in developed countries, and (ii) an increase in budget allocations are made for staffing and
resource adequacy. Lastly, medical laws at the state
level should be passed with specific attention to (i)
penalization of medical and nurse practitioners in the
event of ethical violation and (ii) protecting medical
and nurse practitioners against wrongful claims by
patients.
Appendix
Table 9 Information provided to nurse respondents about
errors that may occur in the healthcare setup during service
delivery by healthcare providers
Type of error
Example
1. Lack of attentiveness
Nurse did not check wound drains or
dressing after surgery
2. Lack of fiduciary concern
Nurse knowledge that doctor is
misdiagnosing and failure to question
this to prevent patient harm
3. Inappropriate judgment
Lack of skill or knowledge or incorrect
application
4. Medication error
Administration of the wrong drug, drug
amount or dose of drug to patient
5. Lack of intervention on
patients behalf
Failure to provide for patient needs for
example advice on mother’s nutritional
needs post delivery
6. Lack of prevention
Failure to prevent harm to patient for
example in terms of hygiene and
infection
7. Mistaken doctor orders
Missing or mistaking an order and as a
result causing patient harm
8. Documentation errors
Error in making a chart entry or failure
to make a relevant entry all together
Competing interests
The authors declare that they have no competing interests.
Authors’ contributions
SRJ designed the study and was responsible for data collection and analysis.
RZ and MZZ supervised the conduction of the study. RZ, MZZ and FF
contributed to the interpretation of data. SRJ drafted the manuscript. RZ,
MZZ and FF revised it critically. All authors approved the published version.
Acknowledgements
We acknowledge support of the publication fee by Deutsche
Forschungsgemeinschaft and the Open Access Publication Funds of
Bielefeld University.
Page 12 of 13
Author details
1
Institute of Social and Cultural Studies, Sociology Department, University of
the Punjab, Lahore, Pakistan. 2Institute of Social and Cultural Studies,
University of the Punjab, New Campus, University of the Punjab, Lahore,
Pakistan. 3Institute of Social and Cultural Studies, Faculty of Behavioral and
Social Sciences, New Campus, University of the Punjab, Lahore, Pakistan.
4
Department of Public Health Medicine, School of Public Health, Bielefeld
University, P.O. Box 10013133501 Bielefeld, Germany.
Received: 3 July 2015 Accepted: 23 December 2015
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