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Ferro AL, Swiger PA, Yoder LH. The relationship between managerial coaching and role ambiguity among nurses in the military health system. Nurs Outlook 2024; 72:102149. [PMID: 38432190 DOI: 10.1016/j.outlook.2024.102149] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/01/2023] [Revised: 02/09/2024] [Accepted: 02/11/2024] [Indexed: 03/05/2024]
Abstract
Managerial coaching may be an effective strategy to reduce role ambiguity among nurses. Although the benefits of coaching relationships have been demonstrated outside of nursing, there is a lack of evidence about this career development relationship in nursing. A cross-sectional design was used to determine the relationship between managerial coaching and role ambiguity among military and civilian nurses who work in the Military Health System (MHS). Nurses who worked at a large academic medical center in San Antonio, Texas were asked to participate by completing a survey to examine the variables of interest. Among the 382 nurses that responded, perceived role ambiguity was low and managerial coaching was seldom perceived from first-line supervisors. However, there was a significant negative relationship between managerial coaching and role ambiguity. This study provides foundational knowledge about the relationship between managerial coaching and role ambiguity for nurses working in the MHS.
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Affiliation(s)
- Allison L Ferro
- Department of Nursing, The University of Texas at Austin School of Nursing, Austin, TX.
| | - Pauline A Swiger
- Center for Nursing Science and Clinical Inquiry, US Army Nurse Corps, Madigan Army Medical Center, Joint Base Lewis-McChord, Tacoma, WA
| | - Linda H Yoder
- Department of Nursing, The University of Texas at Austin School of Nursing, Austin, TX
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2
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Clarke E, Näswall K, Wong J, Pawsey F, Malinen S. Enabling successful change in a high-demand working environment: a case study in a health care organization. J Health Organ Manag 2024; ahead-of-print. [PMID: 38509014 DOI: 10.1108/jhom-02-2023-0051] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/22/2024]
Abstract
PURPOSE The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process. DESIGN/METHODOLOGY/APPROACH Research on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes. FINDINGS Our findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change. ORIGINALITY/VALUE This research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.
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Affiliation(s)
- Emma Clarke
- University of Canterbury, Christchurch, New Zealand
| | | | | | - Fleur Pawsey
- University of Canterbury, Christchurch, New Zealand
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3
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Boucher F, Dextras-Gauthier J, Gilbert MH, Fournier PS, Dima J. One down, fifty to go: managers' perceptions of their workload and how they cope with it to maintain their psychological health. Front Psychol 2024; 14:1336560. [PMID: 38374933 PMCID: PMC10876056 DOI: 10.3389/fpsyg.2023.1336560] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/10/2023] [Accepted: 12/28/2023] [Indexed: 02/21/2024] Open
Abstract
Background Like many other countries, healthcare services in Canada face numerous organizational changes with the main objective of doing more with less. The approach taken within different healthcare networks has brought about a reform in healthcare facilities in Quebec, leading to several mergers and eliminating over 1,000 managerial positions. As a result, this has placed a progressively heavier workload on the shoulders of the remaining managers. Research on mental health in the workplace has mainly focused with the workforce and generally neglects managers. However, studies have shown that workload is a risk factor for managers. Therefore, the objectives of our study are to (1) better understand the elements that make up a manager's workload and the factors that influence it and (2) identify the coping strategies used by managers to deal with their workloads. Methods Employing a qualitative approach, we analyzed 61 semistructured interviews through an abductive method, utilizing diverse frameworks for data analysis. The participants came from the same Quebec healthcare establishment. Results Our findings align with the notion that workload is a multifaceted phenomenon that warrants a holistic analysis. The workload mapping framework we propose for healthcare network managers enables pinpointing those factors that contribute to the burden of their workload. Ultimately, this workload can detrimentally impact the psychological wellbeing of employees. Conclusion In conclusion, this study takes a comprehensive look at workload by using a holistic approach, enabling a more comprehensive understanding of this phenomenon. It also allows for the identification of coping strategies used by managers to deal with their workloads. Finally, our results can provide valuable guidance for the interventions aimed at addressing workload issues among healthcare network managers in Quebec by utilizing the specific elements we have identified.
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Affiliation(s)
- Frédéric Boucher
- Department of Management, Laval University, Quebec City, QC, Canada
| | | | | | | | - Justine Dima
- Haute École d’Ingénierie et de Gestion du Canton de Vaud, Yverdon-les-Bains, Switzerland
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Mazer BL. Mergers and afflictions: can wellness soothe the healthcare beast? J Clin Pathol 2024; 77:96-97. [PMID: 38053277 DOI: 10.1136/jcp-2023-209211] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/12/2023] [Accepted: 11/17/2023] [Indexed: 12/07/2023]
Affiliation(s)
- Benjamin L Mazer
- Department of Pathology, Johns Hopkins University, Baltimore, Maryland, USA
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Gilbert MH, Dextras-Gauthier J, Boulet M, Auclair I, Dima J, Boucher F. Leading well and staying psychologically healthy: the role of resources and constraints for managers in the healthcare sector. J Health Organ Manag 2023; ahead-of-print. [PMID: 38001565 DOI: 10.1108/jhom-12-2021-0442] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2023]
Abstract
PURPOSE Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them. DESIGN/METHODOLOGY/APPROACH A qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO). FINDINGS Results highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers. PRACTICAL IMPLICATIONS The results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results. ORIGINALITY/VALUE In addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.
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Affiliation(s)
| | | | - Maude Boulet
- École nationale d'administration publique, Montreal, Canada
| | | | - Justine Dima
- School of Management and Engineering Vaud, Yverdon-les-Bains, Switzerland
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Makowska-Tłomak E, Bedyńska S, Skorupska K, Nielek R, Kornacka M, Kopeć W. Measuring digital transformation stress at the workplace-Development and validation of the digital transformation stress scale. PLoS One 2023; 18:e0287223. [PMID: 37851687 PMCID: PMC10584111 DOI: 10.1371/journal.pone.0287223] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/07/2022] [Accepted: 06/01/2023] [Indexed: 10/20/2023] Open
Abstract
Despite the unquestionable advantages of digital transformation (DT) in organizations, the very process of DT could have an impact on the level of stress of the employees. The negative effects of the digital transformation process can be observed during the implementation of information and communication technologies (ICT) solutions. They are further enhanced by the effects of COVID-19 pandemic, as digital transformation has accelerated to allow for remote work. Herein we distinguish between general stress at the workplace and the very specific type of stress, namely digital transformation stress (DTS). We assumed that this type of stress appears when rapid implementation of ICT solutions is introduced with time pressure and incertitude of further results. To quantify this phenomenon, we developed a new self-report scale-the Digital Transformation Stress Scale (DTSS), measuring employees' stress stemming from the process of digital transformation in organizations. The psychometric validity of the scale was evaluated in two studies: Study1 conducted at the beginning of COVID-19 pandemic in 2020 (N = 229) and Study 2 in 2021 (N = 558), after a year of mostly remote work. The results confirmed good reliability with Cronbach's Alpha α = .91 in Study 1 and α = .90 in Study 2 and assumed unidimensional factorial validity of the scale in both studies. All items of the scale had good difficulty and discrimination values evaluated in Item Response Theory, i.e., IRT approach. The scale showed predicted convergent validity as the indicator of the digital transformation stress moderately correlated with general stress at work. Moreover, the assumption that even employees with high ICT skills could be affected by DTS was confirmed. Additionally, the results indicated that digital transformation stress was significantly higher among employees who reported both issues: ongoing digital solutions projects at the workplace and high impact of COVID-19 pandemic on their work. The scale could be used in future work on measuring and counteracting digital transformation stress at the workplace.
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Affiliation(s)
- Ewa Makowska-Tłomak
- Faculty of Psychology, Institute of Psychology, SWPS University of Social Sciences and Humanities, Warsaw, Poland
- Polish Japanese Academy of Information Technology, Warsaw, Poland
| | - Sylwia Bedyńska
- Center for Research on Social Relations, Institute of Psychology, SWPS University of Social Sciences and Humanities, Warsaw, Poland
| | - Kinga Skorupska
- Polish Japanese Academy of Information Technology, Warsaw, Poland
| | - Radosław Nielek
- Polish Japanese Academy of Information Technology, Warsaw, Poland
| | - Monika Kornacka
- Emotion Cognition Lab, SWPS University of Social Sciences and Humanities, Katowice, Poland
| | - Wiesław Kopeć
- Polish Japanese Academy of Information Technology, Warsaw, Poland
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Mak S, Hunt M, Riccio SS, Razack S, Root K, Thomas A. Attrition and Retention of Rehabilitation Professionals: A Scoping Review. THE JOURNAL OF CONTINUING EDUCATION IN THE HEALTH PROFESSIONS 2023; Publish Ahead of Print:00005141-990000000-00060. [PMID: 36881451 DOI: 10.1097/ceh.0000000000000492] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 06/18/2023]
Abstract
INTRODUCTION Attrition is defined as a permanent departure from one's profession or the workforce. Existing literature on retention strategies, contributing factors to the attrition of rehabilitation professionals and how different environments influence professionals' decision-making to stay in/leave their profession, is limited in scope and specificity. The objective of our review was to map the depth and breadth of the literature on attrition and retention of rehabilitation professionals. METHODS We used Arksey and O'Malley's methodological framework. A search was conducted on MEDLINE (Ovid), Embase (Ovid), AMED, CINAHL, Scopus, and ProQuest Dissertations and Theses from 2010 to April 2021 for concepts of attrition and retention in occupational therapy, physical therapy, and speech-language pathology. RESULTS Of the 6031 retrieved records, 59 papers were selected for data extraction. Data were organized into three themes: (1) descriptions of attrition and retention, (2) experiences of being a professional, and (3) experiences in institutions where rehabilitation professionals work. Seven factors across three levels (individual, work, and environment) were found to influence attrition. DISCUSSION Our review showcases a vast, yet superficial array of literature on attrition and retention of rehabilitation professionals. Differences exist between occupational therapy, physical therapy, and speech-language pathology with respect to the focus of the literature. Push , pull , and stay factors would benefit from further empirical investigation to develop targeted retention strategies. These findings may help to inform health care institutions, professional regulatory bodies, and associations, as well as professional education programs, to develop resources to support retention of rehabilitation professionals.
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Affiliation(s)
- Susanne Mak
- Ms. Mak: Assistant Professor (professional), School of Physical and Occupational Therapy, McGill University, Montréal, Québec, Canada, Institute of Health Sciences Education, McGill University, Montréal, Québec, Canada, and Centre de recherche interdisciplinaire en réadaptation du Montréal métropolitain, Montréal, Québec, Canada. Dr. Hunt: Associate Professor, School of Physical and Occupational Therapy, McGill University, Montréal, Québec, Canada and Centre de recherche interdisciplinaire en réadaptation du Montréal métropolitain, Montréal, Québec, Canada. Ms. Riccio: Physical Therapist, PhysioMobile Inc., Montréal, Québec, Canada. Dr. Razack: Professor, Institute of Health Sciences Education, McGill University, Montréal, Québec, Canada and Department of Pediatrics, McGill University, Montréal, Québec, Canada. Ms. Root: Assistant Professor (professional), School of Communication Sciences and Disorders, McGill University, Montréal, Québec, Canada. Dr. Thomas: Associate Professor, School of Physical and Occupational Therapy, McGill University, Montréal, Québec, Canada, Institute of Health Sciences Education, McGill University, Montréal, Québec, Canada, and Centre de recherche interdisciplinaire en réadaptation du Montréal métropolitain, Montréal, Québec, Canada
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Bernuzzi C, Sommovigo V, Maffoni M, Setti I, Argentero P. A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience. JOURNAL OF CHANGE MANAGEMENT 2023. [DOI: 10.1080/14697017.2023.2172057] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/02/2023]
Affiliation(s)
- Chiara Bernuzzi
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
| | - Valentina Sommovigo
- Department of Psychology, Faculty of Medicine and Psychology, Sapienza University of Rome, Roma, Italy
| | - Marina Maffoni
- Istituti Clinici Scientifici Maugeri IRCCS, Psychology Unit of Montescano Institute, Montescano (PV), Italy
| | - Ilaria Setti
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
| | - Piergiorgio Argentero
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
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Nienaber AM, Woodcook A, Soares AE, Searle R, Tietmeyer J. The role of women as change agents in a male-dominated context: Empirical findings from the transport and mobility industry. Work 2023; 76:853-865. [PMID: 37355919 DOI: 10.3233/wor-210996] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/26/2023] Open
Abstract
BACKGROUND A variety of scholars deal with change agents' role within change processes and highlight their relevance as role models in an organisation, but there are shortcomings. First, research on the impact of change processes has traditionally focused on the impact on employees' (change recipients') wellbeing but only limited attention has been paid to the impact on change agents' own well-being, resilience, and health. Second, studies that reflect on female CAs' well-being are missed. OBJECTIVE This study aims to enhance our knowledge on the role of women as change agents in analysing their perceived self-efficacy during change and their job satisfaction as job-related dimension of wellbeing. METHODS We applied a mixed-method design, conducting two studies based on data from 71 specialists - change agents - working in the transport or mobility departments of seven local authorities participating in the H2020 CIVITAS SUITS project, from six different countries, Greece, Spain, Italy, Romania, United Kingdom, and Lithuania. RESULTS The first quantitative survey shows that female change agents may have to perceive higher levels of self-efficacy during organisational change to perceive similar levels of job satisfaction as men. The second qualitative study (focus groups) provides more in-depth explanations of these results. This allows us to derive managerial implications to prevent decreases in women's well-being and strengthen their resilience and health during change. CONCLUSION This mixed-method study highlights the role of women as change agents, driving organisational change within male-dominated transport departments of local authorities. Our results show that female change agents need extra support in managing change processes within male-dominated contexts as the transport and mobility field to avoid a decrease in their perceived job satisfaction, their well-being and herewith, their physical and mental health.
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Affiliation(s)
- Ann-Marie Nienaber
- Centre for Trust, Peace and Social Relations, Coventry University, Coventry, UK
- Management Centre, University of Muenster, Muenster, Germany
| | - Andree Woodcook
- Research Centre for Arts, Memory and Communities, Coventry University, Coventry, UK
| | | | | | - Jan Tietmeyer
- FOM - University of Applied Sciences, Essen, Germany
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10
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Schulte PA, Delclos GL, Felknor SA, Streit JMK, McDaniel M, Chosewood LC, Newman LS, Bhojani FA, Pana-Cryan R, Swanson NG. Expanding the Focus of Occupational Safety and Health: Lessons from a Series of Linked Scientific Meetings. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:15381. [PMID: 36430096 PMCID: PMC9690540 DOI: 10.3390/ijerph192215381] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 10/06/2022] [Revised: 11/14/2022] [Accepted: 11/16/2022] [Indexed: 06/16/2023]
Abstract
There is widespread recognition that the world of work is changing, and agreement is growing that the occupational safety and health (OSH) field must change to contribute to the protection of workers now and in the future. Discourse on the evolution of OSH has been active for many decades, but formalized support of an expanded focus for OSH has greatly increased over the past 20 years. Development of approaches such as the National Institute for Occupational Safety and Health (NIOSH)'s Total Worker Health® concept and the World Health Organization (WHO)'s Healthy Workplace Framework are concrete examples of how OSH can incorporate a new focus with a wider view. In 2019, NIOSH initiated a multi-year effort to explore an expanded focus for OSH. This paper is a report on the outputs of a three-year cooperative agreement between NIOSH and The University of Texas School of Public Health, which led to subject matter expert workshops in 2020 and an international conference of global interest groups in 2021. This article traces the background of these meetings and identifies and assesses the lessons learned. It also reviews ten thematic topics that emerged from the meetings: worker health inequalities; training new OSH professionals; future OSH research and practice; tools to measure well-being of workers; psychosocial hazards and adverse mental health effects; skilling, upskilling and improving job quality; socioeconomic influences; climate change; COVID-19 pandemic influences; and strategic foresight. Cross-cutting these themes is the need for systems and transdisciplinary thinking and operationalization of the concept of well-being to prepare the OSH field for the work of the future.
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Affiliation(s)
- Paul A. Schulte
- Advanced Technologies and Laboratories International, Inc., Gaithersburg, MD 20878, USA
| | - George L. Delclos
- Southwest Center for Occupational and Environmental Health, The University of Texas Health Science Center at Houston School of Public Health, Houston, TX 77030, USA
| | - Sarah A. Felknor
- National Institute for Occupational Safety and Health, Atlanta, GA 30333, USA
| | - Jessica M. K. Streit
- National Institute for Occupational Safety and Health, Cincinnati, OH 45226, USA
| | - Michelle McDaniel
- Southwest Center for Occupational and Environmental Health, The University of Texas Health Science Center at Houston School of Public Health, Houston, TX 77030, USA
| | - L. Casey Chosewood
- National Institute for Occupational Safety and Health, Atlanta, GA 30333, USA
| | - Lee S. Newman
- Center for Health, Work & Environment and Department of Environmental and Occupational Health, Colorado School of Public Health, CU Anschutz, University of Colorado, Aurora, CO 80045, USA
| | | | - Rene Pana-Cryan
- National Institute for Occupational Safety and Health, Washington, DC 20024, USA
| | - Naomi G. Swanson
- National Institute for Occupational Safety and Health, Cincinnati, OH 45226, USA
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Eib C, Bernhard-Oettel C, Leineweber C, Näswall K. You can’t always get what you want: mechanisms and consequences of intra-organizational job change among middle managers in Sweden. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1080/09585192.2021.1886153] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Constanze Eib
- Department of Psychology, Uppsala University, Uppsala, Sweden
- Stress Research Institute, Stockholm University, Stockholm, Sweden
| | | | | | - Katharina Näswall
- School of Psychology, Speech and Hearing, University of Canterbury, Christchurch, New Zealand
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12
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Fauzi MA. A review of knowledge hiding in team: evaluation of critical research streams. TEAM PERFORMANCE MANAGEMENT 2022. [DOI: 10.1108/tpm-01-2022-0009] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to systematically review knowledge hiding (KH) behaviors in the team context. KH behavior is regarded as unethical and antisocial behavior, detrimental to team development and performance. The nature of its existence should not be allowed in team activities.
Design/methodology/approach
Applying a systematic literature review, this study investigated 39 related quantitative studies on KH behavior of employees in team and group contexts. This study discusses the fundamental concept of KH, analyzes current research findings, identifies relevant gaps in the team and group context and sheds light on future direction.
Findings
Findings observed that the KH phenomena had gained the interest of scholars since the year 2010. Five main research streams identified in this systematic review are role of leadership, team creativity and innovation, underlying theory, multilevel modeling and KH scale.
Research limitations/implications
The value of this paper is subjected to the specific notion of KH in team background where knowledge sharing should have been promoted instead of KH. This systematic review serves as insight and recognition on the importance of mitigating KH in team. Existing current literature, future research work and trends of KH in the organization may benefit from this new and anticipated behavior within the knowledge management field.
Originality/value
To the best of the authors’ knowledge, this review is the first to review KH behavior in the team context.
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Sabir RI, Nazri M, Majid MB, Mahmood H, Abbas K, Bano S. Restructuring Interlinked With Employer and Corporate Branding Amidst COVID-19: Embodying Crowdsourcing. Front Psychol 2022; 13:835017. [PMID: 35619784 PMCID: PMC9128859 DOI: 10.3389/fpsyg.2022.835017] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/14/2021] [Accepted: 02/28/2022] [Indexed: 12/01/2022] Open
Abstract
The COVID-19 pandemic is an unprecedented time in history. Surrounding this pandemic are many enormous uncertainties across the globe. Severe consequences have assessed for the incomes of almost 84% of employers and 68% of self-employed who are working and living in countries that are or have went through a phase of closing workplaces. Similarly, the global rate of unemployment is also expected to be increased in the coming years as 54% of employers worldwide are running their businesses in the hardest-hit sectors. All of these clearly show the uneven impact of the Coronavirus crisis (COVID-19) which will remarkably compound already present inequalities, difficulties, and vulnerabilities. The economic ramifications for 186 countries under the crunch of the COVID-19 pandemic is also considered tremendous for Pakistan. The core aim of this research was to test a new conceptual framework depicting the ramifications of restructuring processes carried out by management for their organizations amidst the COVID-19 pandemic on an Institute’s reputation as an employer brand. It also investigates the impact of perceived restructuring on a corporate brand promise made by the university or institute from the viewpoints of other key stakeholders and potential job seekers. The current study had proposed four hypotheses and according to the results of Structural Equation Modeling, the direct hypothesis based upon the relationship between restructuring and employer branding has been rejected. This study shows that restructuring and employer branding has a negative and insignificant effect on each other. The second direct hypothesis of the study that measures the effect of restructuring on corporate branding has been accepted. A corporate brand is a kind of a hub and it considers how an institute treats and deals with all of its stakeholders. It is different from employer brand as the perceptions of employees were the main focus. So, according to the results restructuring did not cause massive damage to the overall outlook of the institute. Furthermore, for the purpose of mediation analysis, the maximum likelihood method by bootstrapping was adopted to test the indirect hypotheses of the study. Crowdsourcing was introduced as a mediator in this study with restructuring, employer, and corporate brand all together in one framework, which is the novel aspect of this study. There are two indirect hypotheses and according to the results both of them did not show any insignificant results. Firstly, the study analyzed mediation among crowdsourcing, restructuring, and employer branding which was fully accepted as the results showed full mediation between these constructs. Secondly, the study analyzed mediation among crowdsourcing, restructuring, and corporate branding which was partially accepted as results showed partial mediation between these constructs.
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Affiliation(s)
- Raja Irfan Sabir
- Faculty of Management Studies, University of Central Punjab, Lahore, Pakistan
| | - Mohammad Nazri
- Department of Business and Accountancy, University of Malaya, Kuala Lumpur, Malaysia
| | - Muhammad Bilal Majid
- Faculty of Business and Management, Sultan Zainal Abidin University, Kuala Terengganu, Malaysia
| | - Hamid Mahmood
- Department of Business and Management, UniSZA, Kuala Terengganu, Malaysia
| | - Khurram Abbas
- Commission on Science and Technology for Sustainable Development in the South (COMSATS) University Islamabad, Sahiwal Campus, Sahiwal, Pakistan
| | - Sobia Bano
- Gujranwala Institute of Future Technology (GIFT) Business School, GIFT University, Gujranwala, Pakistan
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Ferrari F. Skills mismatch and change confidence: the impact of training on change recipients’ self-efficacy. EUROPEAN JOURNAL OF TRAINING AND DEVELOPMENT 2022. [DOI: 10.1108/ejtd-06-2021-0072] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Drawing on Bandura’s social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill match) has on change self-efficacy. Moreover, this research also aims to identify which specific skills sets (if any) act as a protective factor during organizational change, supporting the change confidence (CC) level of the people involved.
Design/methodology/approach
Quantitative research was carried out on a sample of 200 workers in the bank sector.
Findings
Findings of this study suggest that skill match has a significant impact on the CC level. Furthermore, this study demonstrates that, even in front-office jobs, a perceived skill match of soft skills does not have a significant impact on staff CC, unlike that suggested by common sense and by literature.
Research limitations/implications
Future research should investigate if and how a training process enables change self-efficacy over time or instead shows its utility only when it is relating to a specific and limited period.
Practical implications
This study suggests that in designing training, top and middle management should pay specific attention to change recipients’ needs by adopting a bottom-up approach. Moreover, to improve training effectiveness, it would be advisable to also train change recipients’ supervisors.
Social implications
This study has social implications in suggesting how to foster the adaptive capabilities of change recipients in current turbulent times. In doing so, it suggests how to prevent some undesirable change consequences such as anxiety, intention to quit, work-related stress and change cynicism.
Originality/value
This paper shows that, from a methodological point of view, it is necessary to evaluate training effectiveness at the level of a specific skill area and not simply by comparing the trained/not trained people, as typically practiced until now.
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Parlangeli O, Palmitesta P, Bracci M, Marchigiani E, Di Pomponio I, Guidi S. University Teachers During the First Lockdown Due to SARS-CoV-2 in Italy: Stress, Issues and Perceptions of Misconduct. SCIENCE AND ENGINEERING ETHICS 2022; 28:9. [PMID: 35166946 PMCID: PMC8847283 DOI: 10.1007/s11948-022-00362-9] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 05/03/2021] [Accepted: 01/13/2022] [Indexed: 06/14/2023]
Abstract
With the spread of the pandemic and the introduction of measures aimed at its containment, it is necessary to understand in specific national contexts how home quarantine has affected the psychophysical well-being of academics, and their ability to maintain integrity. To this end we constructed an online questionnaire to investigate the levels of stress, well-being, and work-life balance in relationship with living and working conditions. Moreover, the questionnaire was designed to obtain information about the perceived occurrence, increase or decrease of misconduct in research (e.g., research misconduct by colleagues) and professional relationships (e.g., misbehaviors between colleagues, from students and toward students). The questionnaire was administered online by contacting faculty at three universities in Tuscany, Italy, asking them to relate their experience during the first lockdown (March-May 2020). Faculty members were invited to complete the questionnaire by their institutional e-mail account. The final sample consisted of 581 respondents. The results showed that inadequacies of the equipment, and particularly poor internet connection, were significantly correlated with main issues reported, such as relationships with students and research activities. Female teachers primarily suffered from stressful conditions, lacked well-being, and experienced work-life imbalance. Stress levels were related to perceptions of the frequency of misconduct and of an increase in their frequency during the period of home quarantine. Female professors, when compared to their male counterparts, perceived misconduct from students as increased and more frequent in the period of quarantine. Results point to a gender issue that is likely to arise from conditions of domestic activities imbalance and that increases stress and misconduct perception.
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Affiliation(s)
- Oronzo Parlangeli
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy.
| | - Paola Palmitesta
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy
| | - Margherita Bracci
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy
| | - Enrica Marchigiani
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy
| | - Ileana Di Pomponio
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy
| | - Stefano Guidi
- Department of Social, Political and Cognitive Sciences, University of Siena, Via Roma 56, 53100, Siena, Italy.
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Van Vianen AEM, Van Laethem M, Leineweber C, Westerlund H. Work changes and employee age, maladaptive coping expectations, and well-being: a Swedish cohort study. Int Arch Occup Environ Health 2022; 95:1317-1330. [PMID: 34997325 PMCID: PMC9273551 DOI: 10.1007/s00420-021-01824-6] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/07/2021] [Accepted: 12/08/2021] [Indexed: 11/29/2022]
Abstract
Purpose Older workers are expected to suffer more from work changes than younger ones, but empirical evidence is lacking. Negative responses to work changes may result rather from maladaptive coping expectations. This study examined possible age differences in job and life satisfaction, and sleep disturbances, after work changes (voluntary and involuntary job changes, reorganizations) and the moderating role of maladaptive coping expectations. Methods Four biennial waves from the Swedish Longitudinal Occupational Survey of Health (SLOSH) including respondents who participated in all four waves (n = 3084). We used multilevel path analyses to estimate direct and moderated relationships between work changes and outcomes. Results Involuntary job changes were associated with lower job and life satisfaction and more sleep disturbances. Reorganizations were only associated with lower job satisfaction. Older employees were more satisfied with their jobs and lives than younger employees and experienced more sleep disturbances. After involuntary job changes, older employees had similar (lower) levels of well-being as younger ones, but they reported more sleep disturbances when having experienced reorganizations. Maladaptive coping expectations were related to lower job and life satisfaction and more sleep disturbances. Employees with maladaptive coping expectations reported more sleep disturbances after involuntary job changes and reorganizations. Conclusion Our results suggest that there are few age differences in well-being after work changes. Employee well-being seems to mostly depend on maladaptive coping expectations. Organizations aiming to prepare employees for job changes and reorganizations could focus their efforts on employees with maladaptive expectations rather than on older ones.
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Affiliation(s)
- Annelies E M Van Vianen
- Department of Work and Organizational Psychology, University of Amsterdam, Postbox 15919, 1001 NK, Amsterdam, Netherlands.
| | - Michelle Van Laethem
- Department of Work and Organizational Psychology, University of Amsterdam, Postbox 15919, 1001 NK, Amsterdam, Netherlands
| | - Constanze Leineweber
- Department of Psychology, Stress Research Institute, Stockholm University, Stockholm,, Sweden
| | - Hugo Westerlund
- Department of Psychology, Stress Research Institute, Stockholm University, Stockholm,, Sweden
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Stamate AN, Sauvé G, Denis PL. The rise of the machines and how they impact workers' psychological health: An empirical study. HUMAN BEHAVIOR AND EMERGING TECHNOLOGIES 2021. [DOI: 10.1002/hbe2.315] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Affiliation(s)
- Alina N. Stamate
- School of Management Sciences University of Quebec in Montreal Montreal Quebec Canada
| | - Geneviève Sauvé
- Department of Education and Pedagogy University of Quebec in Montreal Montreal Quebec Canada
| | - Pascale L. Denis
- School of Management Sciences University of Quebec in Montreal Montreal Quebec Canada
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How Human Resources Index, Relational Justice, and Perceived Productivity Change after Reorganization at a Hospital in Sweden That Uses a Structured Support Model for Systematic Work Environment Management. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2021; 18:ijerph182111611. [PMID: 34770126 PMCID: PMC8583354 DOI: 10.3390/ijerph182111611] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 10/04/2021] [Revised: 10/28/2021] [Accepted: 11/01/2021] [Indexed: 11/17/2022]
Abstract
To facilitate systematic work environment management, which should be a natural part of business development, a structured support model was developed. The Stamina model has previously been used in Swedish municipalities, showing positive results. The aim was to study how the Human Resources Index (HRI), relational justice, short-term recovery and perceived productivity changed in a recently reorganised perioperative setting in a hospital in Sweden that uses a structured support model for systematic work environment management. A longitudinal design that took measurements at four time points was used in a sample of 500 employees in a perioperative hospital department. The results for the overall sample indicated a positive trend in the HRI (Mt1 = 48.5, SDt1 = 22.5; Mt3 = 56.7, SDt1 = 21.2; p < 0.001). Perceived health-related production loss (Mdt1 = 2, IQR = 3; Mdt3 = 0, IQR = 3; p < 0.001) and perceived work environment-related production loss (Mdt1 = 2, IQR = 3; Mdt3 = 0, IQR = 4; p < 0.001) showed major improvements. Short-term recovery showed a minor improvement (Mt1 = 2.61, SDt1 = 1.33; Mt3 = 2.65, SDt3 = 1.22; p = 0.872). In conclusion, the implementation of the Stamina model, of which the HRI constitutes an important part, seems to be a helpful tool to follow-up on work environment processes, and minimise production losses due to health and work environment-related issues.
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Job Insecurity during an Economic Crisis: the Psychological Consequences of Widespread Corporate Cost-Cutting Announcements. ACTA ACUST UNITED AC 2021; 6:1-25. [PMID: 34642641 PMCID: PMC8494504 DOI: 10.1007/s41542-021-00102-8] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/16/2021] [Revised: 09/22/2021] [Accepted: 09/24/2021] [Indexed: 11/29/2022]
Abstract
Economic crises, such as the one induced by the COVID-19 pandemic, and resulting widespread corporate cost-cutting, drastically alter the nature of work. Job insecurity represents a critical intermediate between the economic ramifications of an economic crisis and work and stress outcomes, however, the underlying cognitive consequences of job insecurity and how to buffer those effects are not well understood. We examine how corporate cost-cutting announcements indirectly relate to employees’ attention through their relationship with employee job insecurity and investigate supervisor support as a potential buffer of these relationships. We used multi-source data to test our research model, combining data on cost-cutting announcements (budget cuts, layoffs, and furloughs) in news articles for 165 organizations with survey data from 421 full-time employees from these organizations between March 26, 2020 and April 8, 2020. Cost-cutting announcements are positively related to job insecurity, which is related to employee’s attention with supervisor support mitigating the effects of job insecurity on attention. Grounded in self-regulation theories, we contribute to and extend the theoretical understanding of the organizational context for job insecurity and cognitive outcomes. We discuss the implications for organizations to manage and prepare for future economic crises, specifically on organizational communication and supervisor interventions.
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Lundmark R, Richter A, Tafvelin S. Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring. JOURNAL OF CHANGE MANAGEMENT 2021. [DOI: 10.1080/14697017.2021.1951811] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
| | - Anne Richter
- Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, Stockholm, Sweden
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A dual model of coping with and commitment to organizational change: the role of appraisals and resources. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2021. [DOI: 10.1108/jocm-01-2021-0027] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeOrganizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change.Design/methodology/approachWe propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus.FindingsUsing appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it.Originality/valueThis is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change.
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22
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Lundmark R, Nordin M, Yepes‐Baldó M, Romeo M, Westerberg K. Cold wind of change: Associations between organizational change, turnover intention, overcommitment and quality of care in Spanish and Swedish eldercare organizations. Nurs Open 2021; 8:163-170. [PMID: 33318824 PMCID: PMC7729542 DOI: 10.1002/nop2.615] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/15/2020] [Revised: 07/27/2020] [Accepted: 08/06/2020] [Indexed: 11/06/2022] Open
Abstract
Aim To examine the association between organizational change, turnover intentions, overcommitment and perceptions of quality of care among nurses and nursing assistants employed in eldercare organizations. Design A longitudinal survey (baseline, 12-month follow-up) was used. Methods A panel sample of 226 eldercare employees in Spain and Sweden responded to survey questions concerning organizational change, turnover intentions, overcommitment and perceptions of quality of care. The data were analysed using structural equational modelling. Results We found a statistically significant positive relationship between organizational change, employees' turnover intention and overcommitment. We also found a statistically significant negative relationship between organizational change and perceived quality of care.
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Affiliation(s)
| | - Maria Nordin
- Department of PsychologyUmeå UniversityUmeåSweden
| | | | - Marina Romeo
- Department of Social PsychologyUniversity of BarcelonaBarcelonaSpain
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Seppälä P, Harju L, Hakanen JJ. Interactions of Approach and Avoidance Job Crafting and Work Engagement: A Comparison between Employees Affected and Not Affected by Organizational Changes. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2020; 17:ijerph17239084. [PMID: 33291374 PMCID: PMC7730691 DOI: 10.3390/ijerph17239084] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 10/20/2020] [Revised: 11/26/2020] [Accepted: 12/02/2020] [Indexed: 11/16/2022]
Abstract
Job crafting describes proactive employee behaviors to improve the design of their work and working conditions, and to adapt their job to better suit their abilities and needs. During organizational changes, employees may use job crafting to adjust to the changes in their work and protect their well-being and motivation, i.e., work engagement. However, research shows that although the effects of job crafting strategies that expand the design of work (approach job crafting) have been positive on work engagement, the effects of job crafting strategies that diminish the scope of work (avoidance job crafting) have often been negative. This study investigated the effects of the interactions between different job crafting strategies on work engagement, an aspect that has not thus far been studied. Specifically, we hypothesized that avoidance job crafting is not harmful for work engagement when it is conducted in combination with approach job crafting, particularly during times of organizational change. A two-wave, 18-month follow-up study was conducted among public sector workers who either experienced (n = 479) or did not experience (n = 412) changes in their work. Latent moderated structural equation modeling revealed that avoidance job crafting did not reduce work engagement when combined with approach job crafting behaviors. Moreover, job crafting best benefited work engagement when it was combined with these opposing strategies. However, job crafting was beneficial for work engagement only among employees who were affected by organizational changes, that is, among employees whose job design had changed. Practically, organizations implementing changes could encourage proactive job redesign approaches among their employees—particularly both approach and avoidance types of job crafting strategies.
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Affiliation(s)
- Piia Seppälä
- Finnish Institute of Occupational Health, Workability and Work Careers, Arinatie 3, FI-00370 Helsinki, Finland;
- Correspondence: ; Tel.: +358-30-474-2467
| | - Lotta Harju
- EMLYON Business School, 23 Avenue Guy de Collongue, 69134 Ecully, France;
| | - Jari J. Hakanen
- Finnish Institute of Occupational Health, Workability and Work Careers, Arinatie 3, FI-00370 Helsinki, Finland;
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Goetz TM, Boehm SA. Am I outdated? The role of strengths use support and friendship opportunities for coping with technological insecurity. COMPUTERS IN HUMAN BEHAVIOR 2020. [DOI: 10.1016/j.chb.2020.106265] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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25
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Grotto AR, Andreassi JK. Mix It Up? The Influence of Team Composition on Employee Perceptions of Stressors in a Post-Merger Environment. JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2020. [DOI: 10.1177/0021886320923370] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Organizational restructuring that follows mergers can be stressful for employees. Heterogeneous team structures may intensify merger-related stressors, as legacy company serves as a faultline, which can create conflict and disunity. However, findings from diversity studies suggest that team heterogeneity has some advantages. We addressed a major shortcoming in the team stressor research, which has insufficiently considered the roles of team heterogeneity (vs. homogeneity) in perceptions of stressors. We explored how team composition (based on legacy company) shapes perceptions of merger-related stressors. Qualitative analysis of employee comments post-merger revealed that stressors varied across team compositions. Heterogeneous teams were not unequivocally stressful and results differed by employee legacy company. Homogeneous acquired teams were most disadvantaged. Homogeneous acquiring teams were least stressed. Accordingly, we created labels that describe each team’s unique context, which can advance team stressor research and help leaders properly support employees in a post-merger environment based on their teams’ composition.
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Ribando SJ, Slade CP, Fortner CK. Status, stress and fit: comparing the faculty stress impact of university consolidations. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2020. [DOI: 10.1108/jocm-06-2019-0164] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeInstitutions of higher education face challenges of fiscal responsibility and their value proposition for students and other stakeholders they serve. Strategies used in business sectors, such as merger and acquisition, are being increasingly adopted by higher education governing boards, especially for public institutions and systems. The purpose of this paper is to guide policy decisions related to university mergers.Design/methodology/approachThis paper focuses on the interplay between the pre-merger status of the institution, the individual faculty member's sense of belonging, and their commitment to the organization on levels of job-related stress, which has well-established negative impacts on individual and organizational performance. Using survey data collected at the same time post-merger from two different universities within the same state system, we explore regression models to identify similarities and differences between the faculty responses in terms of the impact of the merger on faculty stress.FindingsDifferences are found between the two universities in terms of faculty stress with faculty of one low status institution pre-merger having significantly higher stress post-merger. A case is presented for differences in stress based on a part on differences in how the mergers were managed at the system and university levels.Practical implicationsThis research is instructive for higher education policy makers and university administrators as the institution of higher education continues this type of transformation.Originality/valueThis paper examines the impact of mergers on a university's single-most important asset, faculty. Comparative and timely faculty survey results from two related universities early post-merger provide valuable insights for leaders in higher education.
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Nielsen K, Dawson J, Hasson H, Schwarz UVT. What about me? The impact of employee change agents’ person-role fit on their job satisfaction during organisational change. WORK AND STRESS 2020. [DOI: 10.1080/02678373.2020.1730481] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Karina Nielsen
- IWP, Sheffield University Management School, University of Sheffield, Sheffield, UK
| | - Jeremy Dawson
- IWP, Sheffield University Management School, University of Sheffield, Sheffield, UK
| | - Henna Hasson
- Center for Epidemiology and Community Medicine, Region Stockholm, Sweden
- Karolinska Institutet, Stockholm, Sweden
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Parlangeli O, Guidi S, Marchigiani E, Bracci M, Liston PM. Perceptions of Work-Related Stress and Ethical Misconduct Amongst Non-tenured Researchers in Italy. SCIENCE AND ENGINEERING ETHICS 2020; 26:159-181. [PMID: 30719620 DOI: 10.1007/s11948-019-00091-6] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 02/26/2018] [Accepted: 01/29/2019] [Indexed: 06/09/2023]
Abstract
The relationship between stress and unethical behaviour amongst non-tenured research staff in academia is a relatively unexplored phenomenon. The research reported herein was therefore carried out with the aim of exploring the relationship(s) between stress, the socio-organisational factors which contribute to it, job satisfaction, perceptions of job instability, and the occurrence of unethical behaviour in research. 793 Italian researchers participated in the research-all of whom were working on fixed-term contracts-after being individually requested to complete an online questionnaire. The data indicate that unethical behaviours occur with alarming frequency. The stress level reported is quite high, as is the level of perceived job insecurity, both of which impact upon levels of job satisfaction. Perceived stress levels also seem to play a role in the commission of unethical behaviours, but this relationship is irrelevant when one considers the role of social and organisational factors that are known to induce it. Indeed, it seems that there are various socio-organisational determinants of stress that have an obvious direct negative influence on the commission of unethical behaviours more than the stress level per se. This research paints a worrying picture in relation to the psycho-physical state of non-tenured researchers as a result of the working conditions in which they find themselves in Italian universities.
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Affiliation(s)
- Oronzo Parlangeli
- Department of Social, Political and Cognitive Sciences, University of Siena, Palazzo San Niccolò, Via Roma 56, Siena, Italy
| | - Stefano Guidi
- Department of Social, Political and Cognitive Sciences, University of Siena, Palazzo San Niccolò, Via Roma 56, Siena, Italy.
| | - Enrica Marchigiani
- Department of Social, Political and Cognitive Sciences, University of Siena, Palazzo San Niccolò, Via Roma 56, Siena, Italy
| | - Margherita Bracci
- Department of Social, Political and Cognitive Sciences, University of Siena, Palazzo San Niccolò, Via Roma 56, Siena, Italy
| | - Paul M Liston
- Centre for Innovative Human Systems, School of Psychology, Trinity College Dublin, The University of Dublin, Dublin 2, Ireland
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Work-unit organizational changes and risk of cardiovascular disease: a prospective study of public healthcare employees in Denmark. Int Arch Occup Environ Health 2019; 93:409-419. [PMID: 31781903 DOI: 10.1007/s00420-019-01493-6] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/05/2019] [Accepted: 11/19/2019] [Indexed: 10/25/2022]
Abstract
PURPOSE The impact of organizational change at work on cardiovascular disease (CVD) among employees is poorly understood. We examined the longitudinal associations between different types of work-unit organizational changes and risk of CVD among employees. METHODS We used multilevel mixed-effects parametric survival models to assess the risk of incident ischemic heart disease and stroke (72 events) during 2014 according to organizational changes in 2013 among 14,788 employees working in the same work unit from January through December 2013. We excluded employees with pre-existing CVD events between 2009 and 2013. Data on organizational changes defined as mergers, split-ups, relocations, change in management, employee layoffs, and budget cuts were obtained from work-unit managers (59% response). RESULTS There was an excess risk of CVD in the year following change in management (HR 2.04, 95% CI 1.10-3.78) and employee layoff (HR 2.44, 95% CI 1.29-4.59) in the work unit relative to no change. Exposure to any organizational change also suggested increased risk of CVD (HR 1.48, 95% CI 0.91-2.43). Including perceived stress as mediator in the regression models attenuated the point risk estimates only slightly, indicating no important mediation through this psychosocial factor. CONCLUSIONS Work-unit organizational change may be associated with excess risk of incident CVD among the employees relative to stable workplaces.
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Grønstad A, Kjekshus LE, Tjerbo T, Bernstrøm VH. Organizational change and the risk of sickness absence: a longitudinal multilevel analysis of organizational unit-level change in hospitals. BMC Health Serv Res 2019; 19:895. [PMID: 31771576 PMCID: PMC6880570 DOI: 10.1186/s12913-019-4745-2] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/23/2018] [Accepted: 11/14/2019] [Indexed: 11/18/2022] Open
Abstract
BACKGROUND Organizational change is often associated with reduced employee health and increased sickness absence. However, most studies in the field accentuate major organizational change and often do not distinguish between and compare types of change. The aim of this study was to examine the different relationships between six unit-level changes (upsizing, downsizing, merger, spin-off, outsourcing and insourcing) and sickness absence among hospital employees. METHODS The study population included employees working in a large Norwegian hospital (n = 26,252). Data on unit-level changes and employee sickness absence were retrieved from objective hospital registers for the period January 2011 to December 2016. The odds of entering short- (< = 8 days) and long-term (> = 9 days) sickness absence for each individual employee were estimated in a longitudinal multilevel random effects logistic regression model. RESULTS Unit-level organizational change was associated with both increasing and decreasing odds of short-term sickness absence compared to stability, but the direction depended on the type and stages of change. The odds of long-term sickness absence significantly decreased in relation to unit-level upsizing and unit-level outsourcing. CONCLUSIONS The results from this study suggested that certain types of change, such as unit-level downsizing, may produce greater strain and concerns among employees, possibly contributing to an increased risk of sickness absence at certain stages of the change. By contrast, changes such as unit-level insourcing and unit-level upsizing were related to decreased odds of sickness absence, possibly due to positive change characteristics.
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Affiliation(s)
- Anniken Grønstad
- Department of Health Management and Health Economics, Institute of Health and Society, Faculty of Medicine, University of Oslo, Forskningsveien 3A, N-0373 Oslo, Norway
| | - Lars Erik Kjekshus
- Department of Sociology and Human Geography, Faculty of Social Sciences, University of Oslo, Moltke Moes vei 31, N-0851 Oslo, Norway
| | - Trond Tjerbo
- Department of Health Management and Health Economics, Institute of Health and Society, Faculty of Medicine, University of Oslo, Forskningsveien 3A, N-0373 Oslo, Norway
| | - Vilde Hoff Bernstrøm
- Work Research Institute, OsloMet, Oslo Metropolitan University, Stensberggata 26, N-0170 Oslo, Norway
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Xu J, Xie B, Chung B. Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2019; 16:E4503. [PMID: 31731590 PMCID: PMC6888382 DOI: 10.3390/ijerph16224503] [Citation(s) in RCA: 15] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 10/06/2019] [Revised: 11/11/2019] [Accepted: 11/12/2019] [Indexed: 12/13/2022]
Abstract
Workplace well-being has received considerable attention over the past decade. Relative to the positive relationship between affective well-being and in-role performance, the relationship between affective well-being and extra-role performance has received little empirical attention. The purpose of this study was to examine the relationships among affective well-being, work engagement, collectivist orientation, and organizational citizenship behavior. Specifically, we tested this model with a sample of 264 employees from a telecom company in China. We found that: (1) affective well-being was the positive predictor of organizational citizenship behavior (B = 0.482, p < 0.001); (2) work engagement mediated the relationship between employee affective well-being and organizational citizenship behavior (indirect effect = 0.330, p < 0.001); and (3) collectivist orientation moderated the relationship between affective well-being and work engagement (B = 0.113, p < 0.01) and affective well-being and organizational citizenship behavior (B = 0.084, p < 0.05). Our discussion highlights the benefits of understanding the role of work engagement and cultural values with regard to the relationship between affective well-being and organizational citizenship behavior.
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Affiliation(s)
- Jia Xu
- School of Political Science and Public Administration, Wuhan University, Wuhan 430072, China;
| | - Baoguo Xie
- School of Management, Wuhan University of Technology, Wuhan 430070, China
| | - Beth Chung
- Fowler School of Business, San Diego State University, San Diego, CA 92182, USA;
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Nikolova I, van Dam K, Van Ruysseveldt J, De Witte H. Feeling Weary? Feeling Insecure? Are All Workplace Changes Bad News? INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2019; 16:ijerph16101842. [PMID: 31126157 PMCID: PMC6572597 DOI: 10.3390/ijerph16101842] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 03/13/2019] [Revised: 04/30/2019] [Accepted: 05/21/2019] [Indexed: 11/16/2022]
Abstract
Prior research indicates that workplace changes can have both positive and negative consequences for employees. To explore the mechanisms that trigger these different outcomes, we propose and test a mediation model, which builds on the premises of the challenge-hindrance model of work stress. Specifically, we suggest that whereas workplace changes can engender positive outcomes (e.g., learning outcomes) through an increase in learning demands, they can also enhance negative outcomes (e.g., emotional exhaustion) through increased perceptions of qualitative job insecurity. While we made these specific assumptions, we also analyzed the reversed causation relationships. Two-wave data obtained from 1366 Dutch employees were used to test the study hypotheses. The results showed that the reciprocal causation model had the best fit for the data. However, whereas emotional exhaustion was only mediated by qualitative job insecurity, no mediation was found by learning demands. In addition to the hypothesized effects, several reversed causation effects emerged from the analyses, indicating that the relationships between workplace changes and employee learning and strain are not unidirectional. This underscores the need for a broader view on the causes and effects of workplace changes, as the traditional causation relationships (i.e., perceptions of workplace changes impacting employee learning and strain experiences) are insufficient to explain the complex dynamics between the studied phenomena.
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Affiliation(s)
- Irina Nikolova
- Faculty of Management, Science and Technology, Open University, Valkenburgerweg 177, 6419 AT Heerlen, The Netherlands.
- Research group for Work, Organisational and Personnel Psychology, KU Leuven, Dekenstraat 2, 3000 Leuven, Belgium.
| | - Karen van Dam
- Faculty of Psychology & Educational Sciences, Open University, Valkenburgerweg 177, 6419 AT Heerlen, The Netherlands.
| | - Joris Van Ruysseveldt
- Faculty of Psychology & Educational Sciences, Open University, Valkenburgerweg 177, 6419 AT Heerlen, The Netherlands.
| | - Hans De Witte
- Research group for Work, Organisational and Personnel Psychology, KU Leuven, Dekenstraat 2, 3000 Leuven, Belgium.
- Optentia Research Focus Area, Vanderbijlpark Campus, North-West University, Hendrik Van Eck Blvd, Vanderbijlpark 1900, South Africa.
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Decent Work as a Necessary Condition for Sustainable Well-Being. A Tale of Pi(i)gs and Farmers. SUSTAINABILITY 2019. [DOI: 10.3390/su11041051] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This article analyzes with a holistic and systematic approach the state of working conditions in the European labor market after the crisis, as well as their effects on worker well-being. For this, a distinction will be made between the southern countries most affected, namely Portugal, Italy, Ireland, Greece, and Spain (Piigs), and the northern countries that are, a priori, less damaged by the crisis (Farmers). The samples integrate 7867 workers from the five Piigs countries (36.2%) and 13,894 from the 10 Farmers countries (63.8%). The results have broadly confirmed the research purposes and they established that ensuring well-being is the key to sustainability, growth, and success for workers, groups, and organizations.
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Jensen JH, Bonde JP, Flachs EM, Skakon J, Rod NH, Kawachi I. Work-unit organisational changes and subsequent prescriptions for psychotropic medication: a longitudinal study among public healthcare employees. Occup Environ Med 2019; 76:143-150. [PMID: 30617127 PMCID: PMC6581106 DOI: 10.1136/oemed-2018-105442] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/20/2018] [Revised: 11/19/2018] [Accepted: 11/27/2018] [Indexed: 11/03/2022]
Abstract
OBJECTIVES We examined exposure to different types of organisational changes at work as risk factors for subsequent prescription for psychotropic medication among employees. METHODS The study population included 15 038 public healthcare employees nested within 1284 work units in the Capital Region of Denmark. Multilevel mixed-effects parametric survival models were developed to examine time to prescription for psychotropic medications (anxiolytics/hypnotics/sedatives/antidepressants) during the 12-month interval following exposure to organisational changes relative to no change from January to December 2013. Data on work-unit level organisational changes (including mergers, split-ups, relocation, change in management, employee lay-offs and budget cuts) were collected from work-unit managers (59% response). RESULTS Any organisational change versus no change was associated with a higher risk of psychotropic prescription (HR: 1.14, 95% CI: 1.02 to 1.26), especially change in management (HR: 1.23, 95% CI: 1.07 to 1.41). Splitting the 12-month follow-up period into two halves yielded particularly high rates of psychotropic prescription in the latter half of the follow-up, for example, any change (HR: 1.25, 95% CI: 1.11 to 1.41), change in management (HR: 1.42, 95% CI: 1.22 to 1.65), mergers (HR: 1.26, 95% CI: 1.06 to 1.50), employee lay-off (HR: 1.23, 95% CI: 1.03 to 1.46) and budget cuts (HR: 1.13, 95% CI: 1.00 to 1.41). The associations did not vary by sex. CONCLUSIONS Organisational changes in the workplace, especially change in management, may be associated with increased risk of psychotropic prescription among employees regardless of sex.
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Affiliation(s)
- Johan Høy Jensen
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark.,Department of Social and Behavioral Sciences, Harvard T.H. Chan School of Public Health, Boston, Massachusetts, USA
| | - Jens Peter Bonde
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark
| | - Esben Meulengracht Flachs
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark
| | - Janne Skakon
- Department of Psychology, University of Copenhagen, Copenhagen, Denmark
| | - Naja Hulvej Rod
- Section of Epidemiology, Department of Public Health, University of Copenhagen, Copenhagen, Denmark
| | - Ichiro Kawachi
- Department of Social and Behavioral Sciences, Harvard T.H. Chan School of Public Health, Boston, Massachusetts, USA
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Frawley T, Meehan A, De Brún A. Impact of organisational change for leaders in mental health. J Health Organ Manag 2018; 32:980-1001. [PMID: 30468417 DOI: 10.1108/jhom-08-2018-0220] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PURPOSE The purpose of this paper is to examine the impact of organisational and structural change on the evolution of quality and safety in health organisations, specifically in mental health services. DESIGN/METHODOLOGY/APPROACH Data were gathered through semi-structured interviews. In total, 25 executive management team members in both public and private mental health services were interviewed and data were analysed using Burnard's framework. FINDINGS Three overarching themes emerged: organisational characteristics, leadership and accountability; sustaining collaboration and engagement with stakeholders; and challenges to and facilitators of quality and safety. Taken together, the findings speak to the disruptive and disorienting impact of on-going organisational change and restructuring on leaders' ability to focus on, and advance, the quality and safety agenda. RESEARCH LIMITATIONS/IMPLICATIONS Typical with qualitative research of this nature, the potentially limited generalisability of the findings must be acknowledged. PRACTICAL IMPLICATIONS There is a need for strategies to implement change that are informed by evidence and theory and informed by decades of research on this topic, rather than introduced ad hoc. Change agents must pair effective change management and implementation science strategies to specific contexts, depending on what is being implemented and ensure appropriate evaluation of organisational change to bolster the evidence base around quality and safety and inform future decision-making. ORIGINALITY/VALUE The study explores an identified gap in the literature on the impact of on-going organisational re-structuring and transformation on the evolution of quality and safety in mental health services.
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Affiliation(s)
- Timmy Frawley
- School of Nursing, Midwifery and Health Systems, University College Dublin College of Health Sciences , Dublin, Ireland
| | - Annabel Meehan
- Mental Health Division, St John of God Community Mental Health Services, Dublin, Ireland
| | - Aoife De Brún
- School of Nursing, Midwifery and Health Systems, University College Dublin College of Health Sciences , Dublin, Ireland
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A job resources-based intervention to boost work engagement and team innovativeness during organizational restructuring. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2018. [DOI: 10.1108/jocm-11-2017-0448] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach.
Design/methodology/approach
The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement.
Findings
Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes.
Practical implications
During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease.
Originality/value
This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.
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Lucia-Casademunt AM, Cuéllar-Molina D, García-Cabrera AM. The role of human resource practices and managers in the development of well-being. CROSS CULTURAL & STRATEGIC MANAGEMENT 2018. [DOI: 10.1108/ccsm-05-2017-0054] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations.
Design/methodology/approach
Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change.
Findings
Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being.
Originality/value
The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.
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Jensen JH, Flachs EM, Skakon J, Rod NH, Bonde JP. Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees. Occup Environ Med 2018; 75:479-485. [PMID: 29760173 PMCID: PMC6035486 DOI: 10.1136/oemed-2017-104865] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/31/2017] [Revised: 04/10/2018] [Accepted: 04/21/2018] [Indexed: 11/17/2022]
Abstract
Objectives We investigated work-unit exit, total and long-term sickness absence following organisational change among public healthcare employees. Methods The study population comprised employees from the Capital Region of Denmark (n=14 388). Data on reorganisation at the work-unit level (merger, demerger, relocation, change of management, employee layoff or budget cut) between July and December 2013 were obtained via surveys distributed to the managers of each work unit. Individual-level data on work-unit exit, total and long-term sickness absence (≥29 days) in 2014 were obtained from company registries. For exposure to any, each type or number of reorganisations (1, 2 or ≥3), the HRs and 95% CIs for subsequent work-unit exit were estimated by Cox regression, and the risk for total and long-term sickness absence were estimated by zero-inflated Poisson regression. Results Reorganisation was associated with subsequent work-unit exit (HR 1.10, 95% CI 1.01 to 1.19) in the year after reorganisation. This association was specifically important for exposure to ≥3 types of changes (HR 1.52, 95% CI 1.30 to 1.79), merger (HR 1.29, 95% CI 1.12 to 1.49), demerger (HR 1.41, 95% CI 1.16 to 1.71) or change of management (HR 1.24, 95% CI 1.11 to 1.38). Among the employees remaining in the work unit, reorganisation was also associated with more events of long-term sickness absence (OR 1.15, 95% CI 1.00 to 1.33), which was particularly important for merger (OR 1.31, 95% CI 1.00 to 1.72) and employee layoff (OR 1.31, 95% CI 1.08 to 1.59). Conclusions Specific types of reorganisation seem to have a dual impact on subsequent work-unit exit and sickness absence in the year after change.
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Affiliation(s)
- Johan Høy Jensen
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark
| | - Esben Meulengracht Flachs
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark
| | - Janne Skakon
- Department of Psychology, University of Copenhagen, Copenhagen, Denmark
| | - Naja Hulvej Rod
- Section of Epidemiology, Department of Public Health, University of Copenhagen, Copenhagen, Denmark
| | - Jens Peter Bonde
- Department of Occupational and Environmental Medicine, Copenhagen University Hospital, Bispebjerg Hospital, Copenhagen, Denmark
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Abildgaard JS, Nielsen K, Sverke M. Can job insecurity be managed? Evaluating an organizational-level intervention addressing the negative effects of restructuring. WORK AND STRESS 2017. [DOI: 10.1080/02678373.2017.1367735] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
| | - Karina Nielsen
- Institute of Work Psychology, University of Sheffield, Sheffield, UK
| | - Magnus Sverke
- Department of Psychology, Stockholm University, Stockholm, Sweden
- WorkWell: Research Unit for Economic and Management Sciences, North-West University, Potchefstroom, South Africa
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von Thiele Schwarz U, Nielsen KM, Stenfors-Hayes T, Hasson H. Using kaizen to improve employee well-being: Results from two organizational intervention studies. HUMAN RELATIONS; STUDIES TOWARDS THE INTEGRATION OF THE SOCIAL SCIENCES 2017; 70:966-993. [PMID: 28736455 PMCID: PMC5502903 DOI: 10.1177/0018726716677071] [Citation(s) in RCA: 27] [Impact Index Per Article: 3.9] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Indexed: 06/07/2023]
Abstract
Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions.
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Bergström O, Arman R. Increasing commitment after downsizing: the role of involvement and voluntary redundancies. JOURNAL OF CHANGE MANAGEMENT 2016. [DOI: 10.1080/14697017.2016.1252784] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Ola Bergström
- Department of Business Administration, School of Business, Economics and Law, University of Gothenburg, Gothenburg, Sweden
| | - Rebecka Arman
- Department of Business Administration, School of Business, Economics and Law, University of Gothenburg, Gothenburg, Sweden
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