Organizational Culture and Job Performance in Nursing Human Capital: A Management Proposal from New Public Management

Abstract

This scientific article aims to design a management action plan oriented towards strengthening organizational culture and optimizing job performance in the nursing staff of the Central Hospital of San Cristóbal, Táchira State. Grounded in New Public Management and Organizational Development Theory, the study followed a quantitative approach within a positivist paradigm, field design, descriptive-projective level, and Feasible Project modality. The population consisted of 601 nursing professionals, from which a proportional stratified random sample of 120 subjects across four work shifts was selected. Data collection utilized a survey technique with a 19-item dichotomous (Yes/No) questionnaire, validated by expert judgment and showing a Kuder-Richardson (KR-20) reliability coefficient of 0.84. Diagnostic findings revealed a predominantly young workforce (62.5% under 40 years) alongside critical structural bottlenecks: 78.3% perceived autocratic leadership styles, 82.5% reported deficient formal communication channels, 85.0% cited lack of recognition and incentives, and 71.7% stated that organizational friction compromises patient care quality. The feasibility study confirmed technical, institutional, legal, and financial viability. The article concludes with a strategic management proposal structured around transformational leadership, assertive communication, recognition systems, and intergenerational clinical mentorship.