Journal of Education and Health Promotion

Abstract BACKGROUND: Today, hospitals need managers who, in addition to having the necessary skills for
management and leadership, are accountable to stakeholders, especially the community. Accordingly,
the purpose of this study was to evaluate the social accountability of managers of public and private
hospitals in Tehran.
MATERIALS AND METHODS: The present study is descriptive‑analytical and cross‑sectional and
was performed on 155 managers of selected public and private hospitals in Tehran. The research
tools included a demographic characteristic questionnaire and a researcher‑made social accountability
questionnaire for managers. Data analysis was performed using descriptive and inferential statistics
in SPSS 22 software.
RESULTS: The situation of social accountability in the managers of public hospitals was at a
weak level and in the managers of private hospitals in Tehran was at a good level. In comparing
the status of social accountability and its dimensions in the managers of public hospitals with the
managers of private hospitals, the status of social accountability in the dimensions of human resource
management, quality improvement, executive management, and overall social accountability were
significantly different from each other (P ≤ 0.05). However, in terms of governance, the status
of social accountability of public hospital managers was not significantly different from private
hospitals (P ≥ 0.05). Overall, the results of social accountability in private hospitals were better
than in public hospitals.
CONCLUSION: The social response status of managers in private hospitals was better than public
ones. Lack of attention of managers to social accountability affects the quality of other educational,
health, and medical services. This fact raises the need for managers to pay more attention to the
issue of social accountability.

Abstract INTRODUCTION: Electronic medical record system (EMRS) is a valuable system for safe access
to the patient’s data and increases health care quality. Manpower is one of the requirements for
EMRS, among which manager is the most important person in any hospital. Taking into account
manager’s positive attitude and good commitments, EMRS will be implemented successfully. As
such, we decided to assess manager’s attitude and commitment toward EMRS in Isfahan hospitals
in the year of 2014.
AIM: This article aimed to determine the hospital managers’ attitude and commitment toward the
implementation of EMRS.
MATERIALS AND METHODS: The present article is an applied analytic study. Research society
consisted of the managers of all the hospitals in Isfahan that include hospitals affiliated to Isfahan
University of Medical Sciences, private, and social security hospitals. This study was done in 2014.
Data collection tools included a questionnaire for which reliability and validity were determined. Data
were analyzed by means of SPSS 20.
RESULTS: Average score for the managers’ attitude toward EMRS in the city of Isfahan was 77.5
out of 100 and their average score for commitment was 74.7. Manager’s attitude in social security
hospitals was more positive than the private and governmental ones (83.3%). In addition, the amount
of commitment by the managers in social security hospitals was higher than the same in private and
governmental hospitals (86.6%).
CONCLUSION: At present, managers’ attitude and commitment in Isfahan hospitals toward EMRS
are very high and social security hospitals show more readiness in this respect.