CAUSE ANALYSIS OF THE LABOR OPPORTUNISM OF CLINICAL STAFF
Authors:   Ministry of Health of the Republic of Tatarstan, MINNULLIN MARSEL M. , BODROV OLEG G. ,   Kazan Federal University, DELYAN ARTUR M. ,   City Clinical Hospital No. 7 named after M.N. Sadykov, Kazan, BODROVA REZEDA A. ,   Kazan State Medical Academy
Published: January 2025

Abstract. Introduction. The nature of labor opportunism, especially in Russian institutions, is informal, it acts as a
“counterbalance” to the existing formal legally accepted rules, supplementing their shortcomings, outdated provisions,
and ineffective communication processes created based on the above. The opportunism of personnel and organizational leaders is aimed at restoring the broken balance between their mutual expectations. Labor opportunism is the response
to the management opportunism found in most organizations in abundance. The aim of the study is to analyze the
methods of detecting and quantifying the level of the staff labor opportunism based on the analysis of labor opportunism
of the clinical staff and forms of its external manifestations, taking into account the job categories of employees at different
hierarchical levels. Special attention is paid to studying the causes of the employees’ labor opportunism. Materials
and Methods. The questionnaire survey findings of 618 healthcare professionals of the hospital and 42 managers of
different levels were analyzed using the Gretl application software package. In accordance with the study purpose, the
necessary statistical calculations were carried out using the methods of correlation, analysis of variance, t-criterion,
and regression analysis. Results and Discussion. The predicted opportunism level of the hospital management was
0.40, which is significantly higher than the staff opportunism level, which was 0.28. Increase in the office managers’
trust in their employees leads to an increase in the staff labor opportunism, abusing this trust [R=0.50, R2=0.25, F=5.08,
p <0.05]. To a greater extent, management opportunism is manifested by regularly loading subordinates with work
assignments beyond the scope of their functional responsibilities [R=0.48, R2=0.23, p<0.01]. Hospital management
opportunism depends on that of department managers by 68.3%. The findings obtained in the study allow us to assert
that the source of labor opportunism in a clinic is the opportunism interdependence of the hospital management and
department managers. The mean quantitative score of the opportunism level of the hospital department managers is
Y=0.39. The stability of the opportunistic balance in the clinic is almost perfect as it is the closest to 1. This result is
very close to the equilibrium result. Conclusions. The findings obtained in the study allow us to state that the source
of labor opportunism in the clinic is the opportunism interdependence of the hospital management and department
managers. The nature of this interaction generates relevant wave effects used to identify the opportunism level of the
entire clinic staff. To test the validity of this conclusion, models 6 and 7 of paired regressions were constructed, whereby
the strength of the mutual influence of these factors can be assessed based on the regression coefficients obtained.