International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies


:: International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies

ISSN 2228-9860
eISSN 1906-9642



  • Impacts of Training and Quality Culture on the Satisfaction of Patients and Administrative Staff: A Study in Saudi Arabia Public Hospitals

    Saja Ahmed Albliwi (Business Administration Department, Faculty of Economics and Administration, King Abdulaziz University, Jeddah, SAUDI ARABIA).
    Wajanat Kamil Alhashimy (Ministry of Health, Quality and Patient Safety Department and Transformation management Office, Jeddah First Health Cluster, Jeddah, SAUDI ARABIA).
    Mohammed Binkhamis (University of Business and Technology, College of Business Administration, Jeddah, SAUDI ARABIA).

    Disciplinary: Hospital Management.

    ➤ FullText

    doi: 10.14456/ITJEMAST.2022.118

    Keywords:Training; culture quality; administrative staff; patients; satisfaction.

    Training and quality culture are important approaches that hospitals use to improve performance. This study aimed to investigate the impact of training and quality culture on the administrative staff performance and patient satisfaction in public hospitals in Saudi Arabia (SA). This study followed a deductive, quantitative, and descriptive-analytical approach. Data was collected from public hospital administrative staff (n=211) through a Google Forms questionnaire which was distributed as a link to the study participants through social media applications and e-mails. Data analysis reveals that the training and quality culture of administrative staff in SA public hospitals has helped improve their behavior and service to their clients. There is no relationship between training, quality culture, and employee satisfaction. There is a positive relationship between quality culture and employee satisfaction. There is a statistically significant impact of training culture and quality culture on administrative services. Therefore, this study recommends developing deliberate training plans for raising administrative competencies and services in public hospitals in SA and encouraging administrators to practice and apply what has been acquired from training programmers and quality principles. Further studies should be conducted to find effective strategies for adopting training and quality culture in hospitals during pandemics (e.g., COVID-19).

    Paper ID: 13A6M

    Cite this article:

    Albliwi, S.A., Alhashimy, W.K. and Binkhamis, M. (2022). Impacts of Training and Quality Culture on the Satisfaction of Patients and Administrative Staff: A Study in Saudi Arabia Public Hospitals. International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies, 13(6), 13A6M, 1-7. http://TUENGR.COM/V13/13A6M.pdf DOI: 10.14456/ITJEMAST.2022.118


  1. Abdul Rahim, A. M. (2019). The effect of training on improving the quality of medical services in Saudi Arabia's hospitals. Practical study on King Abedallah hospital-Bisha province. Journal of Economic, Administrative & Legal Sciences, 3(5),20-40.
  2. Abed, H., Mansur, M. and Saleh, B. (2016). Effect of organizational culture and business climate within the work environment on transfer of training from the perspective of workers in Palestinian government hospitals. Arab Journal of Management, 36(1),459-490.
  3. Al- Hashimy, R. H. and Al-Adailah, A. M. (2017). The impact of the quality of functional life on organizational effectiveness in military hospitals in the Riyadh region from the point of view of its employees. Jordan Journal of Business Administration, 13(1), 1-30.
  4. Al- Hyasat, W. (2020). The impact of training programs on job performance, an empirical study on banks in Al-Balqa governorate. Global Journal of Economics and Business, 9(2), 226-234.
  5. Al Salman, W. and Hassan, Z. (2016) Impact of effective teamwork on employee performance. International Journal of Accounting & Business Management, 4(1), 76-85.
  6. Alharbi, M.F. (2018). Does health financing in Saudi Arabia need a national health accounts framework? International Journal of Health Sciences (Qassim), 12(4), 72-77.
  7. Al-Jobairi, N. M., Taibah, H. A. and Jifri, A. O. (2021). The effectiveness of training on managing public employee performance - A field study at the ministry of commerce branches in Makkah region. Journal of Economic, Administrative & Legal Sciences. 5(9), 103-120.
  8. Al-Mzary, M.M., Al-rifai, A.M. and Eid Al-Momany, M.O. (2015). Training and its impact on the performance of employees at Jordanian Universities from the perspective of employees, The case of Yarmouk University. Journal of Education and Practice, 6(32), 128-140.
  9. Asraf, H. J. (2017). Effect of training programs on administrative innovation among UAE general pension and social security authority personnel. Provisional Intellect, 26(4), 199-153.
  10. Boudia, B. B. (2017). The impact of adopting and applying the principles of total quality management on the quality of the health service provided at Trabi Boudjemaa Hospital. Al Bashaer Economic Journal, 3(2), 165-180.
  11. Chang, C. C., Chiu, C. M. and Chen, C. A. (2010). The effect of TQM practices on employee satisfaction and loyalty in government. Total Quality Management & Business Excellence, 21(12), 1299-1314.
  12. Del Rio-Rama, M. D. L. C., Alvarez-Garcia, J., Saraiva, M. and Ramos-Pires, A. (2016). Influence of quality on employee results, the case of rural accommodations in Spain. Total Quality Management & Business Excellence, 28(13-14), 1489-1508.
  13. Dhaka, D., Jahan, K., Rahman, T. and Tabassum, A. (2011). A comparative analysis of quality of work life among the employees of local private and foreign commercial banks in Bangladesh, World Journal of Social Sciences, 1(1),17-33.
  14. EL Hajjarm, S.T. and Alkhanaizi, M.S. (2018). Exploring the factors that affect employee training effectiveness, A case study in Bahrain. SAGE Open - Research Paper, 2018, 1-12.
  15. Eskildsen, J. K. and Dahlgaard, J. J. (2000). A causal model for employee satisfaction. Total Quality Management, 11(8), 1081-1094.
  16. Ghawari, M. (2016). Total quality management in health care services. 1st ed., Vol.1. Yazori Scientific House.
  17. Greenhaw, L. and D'Abreau Denny, M. (2020). When technical skills aren't enough, training for the softer side of community action leadership. Journal of Leadership Education, 19(1), 29-36.
  18. Jenish, P. (2019). Impact of quality of work life on employee satisfaction at private organization. CLEAR International Journal of Research in Commerce & Management, 10(5), 20-24.
  19. Kaynak, H. and Hartley, J. L. (2005). Exploring quality management practices and high-tech firm performance. Journal of High Technology Management Research, 16(2), 255-272.
  20. Lee , S.M. and Lee D. (2022). Effects of healthcare quality management activities and sociotechnical systems on internal customer experience and organizational performance. Service Business, 16 ,1-28.
  21. Noe, R. (1986). Trainees' attributes and attitudes, Neglected influences on training effectiveness. Academy of Management Review, 11, 736-749.
  22. Oakland, J.S. (2004). Oakland on Quality Management. 3rd Ed. Routledge Tayor & Francis Group.
  23. Patel, C. S. and Pitroda, J. R. (2021). Quality management system in construction, a review. Quality Management System, 16(1),121-130.
  24. Polo, F., Cervai, S., and Kantola, J. (2018). Training culture. Journal of Workplace Learning, 30(3), 162-173.
  25. Prakash, B. (2010). Patient satisfaction. Journal of Cutaneous and Aesthetic Surgery, 3(3), 151-155.
  26. Sadikoglu, E. and Zehir, C. (2010). Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance, An empirical study of Turkish firms. International Journal of Production Economics, 127(1), 13-26.
  27. Schmidt, S. W. (2007). The relationship between satisfaction with workplace training and overall job satisfaction. Human Resource Development Quarterly, 18(4), 481-498.
  28. Slamet, P., Yasir, A. and Rohana, (2021). The contribution of work motivation and training towards employee performance at the inland water and ferries transport polytechnic of Palembang. Excellent Human Resource for the Sustainable Safety of Inland Water and Ferries Transport in New Normal Era-International Webinar
  29. Summers, J. K., Smith, L. M., Case, J. L. and Linthurst, R. A. (2012). A review of the elements of human well-being with an emphasis on the contribution of ecosystem services. Ambio, 41(4), 327-340.
  30. Tang, G., Chen, Y., Jiang, Y., Paille, P. and Jia, J. (2018). Green human resource management practices, scale development and validity. Asia Pacific Journal of Human Resources, 56(1), 31-55.
  31. Thampson, S.K. (2012). Sampling. 3rd Ed., John Willey & Sons, New Jersey.
  32. Tsai, P. C. F., Yen, Y. F., Huang, L. C. and Huang, I. C. (2007). A study on motivating employees' learning commitment in the post-downsizing era, Job satisfaction perspective. Journal of World Business, 42(2), 157-169.
  33. Velada, R. and Caetano, A. (2007). Training transfer, the mediating role of perception of learning. Journal of European Industrial Training, 31(4), 283-296.
  34. Velmurugan, G., Shubasini, R., SaravanaBhavan, N. and Selvam, V. (2019). A study on service quality of a health care organization. International Journal of Online and Biomedical Engineering, 15(10), 91.
  35. Yusoff, R. (2013). Relationship between hard total quality management practices and organizational performance in municipalities. American Journal of Applied Sciences, 10(10), 1214-1223.
  36. Zelnik, M., Maletic, M., Maletic, D. & Gomiscek, B. (2012). Quality management systems as a link between management and employees. Total Quality Management & Business Excellence, 23(1), 45-62.

Other issues:


Call-for-Scientific Papers
Call-for-Research Papers:
ITJEMAST invites you to submit high quality papers for full peer-review and possible publication in areas pertaining engineering, science, management and technology, especially interdisciplinary/cross-disciplinary/multidisciplinary subjects.

To publish your work in the next available issue, your manuscripts together with copyright transfer document signed by all authors can be submitted via email to Editor @ (please see all detail from Instructions for Authors)

Publication and peer-reviewed process:
After the peer-review process, articles will be on-line published in the available next issue. However, the International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies cannot guarantee the exact publication time as the process may take longer time, subject to peer-review approval and adjustment of the submitted articles.