Isfahan University of Medical Sciences Health Information Management 1735-7853 21 3 2024 09 22 Design of an Employee Experience Management Model in the Health Sector: A Structural Equation Modeling Approach Model in the Health Sector: A Structural Equation Modeling Approach Design of an Employee Experience Management Model in the Health Sector: A Structural Equation Modeling Approach Model in the Health Sector: A Structural Equation Modeling Approach 125 134 32927 10.48305/him.2025.43519.1278 FA Vahid Ghadamkheir 1- PhD student in Organizational Behavior Management, Semnan Branch, Islamic Azad University, Semnan, Iran. 0000-0001-7596-0397 Ali Akbar Farhangi Full Professor, Department of Media Management, Science and Research Branch, Islamic Azad University, Tehran, Iran 0000-0002-6306-9537 Abolfazl Danaei Associate Professor, Management Department, Semnan Branch, Islamic Azad University, Semnan, Iran 0000-0002-2999-6177 Mohammad Taghi Shakeri Professor, Biostatistics Department, School of Health, Mashhad University of Medical Sciences, Mashhad, Iran. 0000-0002-8287-9594 Journal Article 2025 03 04 Introduction: Employees play a crucial role as key assets of organizations in achieving objectives and enhancing service quality. Modern organizations are redesigning their structures with a human-centered approach to improve employee experience. This research develops a model for managing employee experience in the health sector and presents an innovative framework. Method: This descriptive-analytical and cross-sectional study was conducted from October to December 2023, involving 400 employees from Mashhad University of Medical Sciences. Participants were selected using a convenience sampling method, and data were collected through a researcher-designed questionnaire sent via organizational email. Analyses were performed using SPSS25 and Smart PLS software. Hypotheses were formulated based on the impact of dimensions (organizational, job-related, individual, cultural, technological, physical environment, management, and supervision) on managing employee experience. The validity and reliability of the model were assessed, and the significance of the hypotheses was examined. Findings: Among the respondents, 61.3% were female, and 37% held a bachelor's degree. The average work experience was calculated at 14.59 years (±7.90). A total of 72 items were validated, and all relevant indices exceeded standard values for validity and reliability assessment. The results showed that all dimensions had a positive and significant impact on managing employee experience (p<0.001), with organizational factors having the highest effect size (0.305). Conclusion: This research underscores the necessity of a comprehensive approach to managing employee experience, highlighting that organizational, cultural, and managerial dimensions enhance employee satisfaction and productivity. Addressing individual and job-related needs can improve organizational performance and reduce occupational burnout. Introduction: Employees play a crucial role as key assets of organizations in achieving objectives and enhancing service quality. Modern organizations are redesigning their structures with a human-centered approach to improve employee experience. This research develops a model for managing employee experience in the health sector and presents an innovative framework. Method: This descriptive-analytical and cross-sectional study was conducted from October to December 2023, involving 400 employees from Mashhad University of Medical Sciences. Participants were selected using a convenience sampling method, and data were collected through a researcher-designed questionnaire sent via organizational email. Analyses were performed using SPSS25 and Smart PLS software. Hypotheses were formulated based on the impact of dimensions (organizational, job-related, individual, cultural, technological, physical environment, management, and supervision) on managing employee experience. The validity and reliability of the model were assessed, and the significance of the hypotheses was examined. Findings: Among the respondents, 61.3% were female, and 37% held a bachelor's degree. The average work experience was calculated at 14.59 years (±7.90). A total of 72 items were validated, and all relevant indices exceeded standard values for validity and reliability assessment. The results showed that all dimensions had a positive and significant impact on managing employee experience (p<0.001), with organizational factors having the highest effect size (0.305). Conclusion: This research underscores the necessity of a comprehensive approach to managing employee experience, highlighting that organizational, cultural, and managerial dimensions enhance employee satisfaction and productivity. Addressing individual and job-related needs can improve organizational performance and reduce occupational burnout.

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