Goal Setting in Teams: Goal Clarity and Team Performance in the Public Sector

Enhancing team communication to improve implementation of a supervised walking program for hospitalized veterans: Evidence from a multi-site trial in the Veterans Health Administration

INTRODUCTION

The timely translation of evidence-based programs into real-world clinical settings is a persistent challenge due to complexities related to organizational context and team function, particularly in inpatient settings. Strategies are needed to promote quality improvement efforts and implementation of new clinical programs.

OBJECTIVE

This study examines the role of CONNECT, a complexity science-based implementation intervention to promote team readiness, for enhancing implementation of the 'Assisted Early Mobility for Hospitalized Older Veterans' program (STRIDE), an inpatient, supervised walking program.

DESIGN

We conducted a stepped-wedge cluster randomized trial using a convergent mixed-methods design. Within each randomly assigned stepped-wedge sequence, Veterans Affairs Medical Centers (VAMCs) were randomized to receive standardized implementation support only or additional training via the CONNECT intervention. Data for the study were obtained from hospital administrative and electronic health records, surveys, and semi-structured interviews with clinicians before and after implementation of STRIDE.

SETTING

Eight U.S. VAMCs.

PARTICIPANTS

Three hundred fifty-three survey participants before STRIDE implementation and 294 surveys after STRIDE implementation. Ninety-two interview participants.

INTERVENTION

CONNECT, a complexity-science-based intervention to improve team function.

MAIN OUTCOME MEASURES

The implementation outcomes included STRIDE reach and fidelity. Secondary outcomes included validated measures of team function (i.e., team communication, coordination, role clarity).

RESULTS

At four VAMCs randomized to CONNECT, reach was higher (mean 12.4% vs. 3.8%), and fidelity was similar to four non-CONNECT VAMCs. VAMC STRIDE delivery teams receiving CONNECT reported improvements in team function domains, similar to non-CONNECT VAMCs. Qualitative findings highlight CONNECT's impact and the influence of team characteristics and contextual factors, including team cohesion, leadership support, and role clarity, on reach and fidelity.

CONCLUSION

CONNECT may promote greater reach of STRIDE, but improvement in team function among CONNECT VAMCs was similar to improvement among non-CONNECT VAMCs. Qualitative findings suggest that CONNECT may improve team function and implementation outcomes but may not be sufficient to overcome structural barriers related to implementation capacity.

Linking public leadership with project management effectiveness: Mediating role of goal clarity and moderating role of top management support

Objective

Grounding on social learning theory (SLT), this study examines the effect of public leadership on project management effectiveness (PME). Further, this study examines the mediating role of goal clarity and moderating role of top management support.

Methodology

Hierarchical linear regressions were used to investigate the relationships. PROCESS Hayes (2003) Model 7 was used for the moderation and mediation analysis. The data was collected from 322 Pakistani public sector developmental project employees.

Findings

The results show that public leadership positively affects goal clarity (β = 0.049, p < 0.001) and project management effectiveness (0.032, p < 0.001). In addition, goal clarity mediates the association between public leadership and project management effectiveness (0.36, p < 0.001). Furthermore, the strength of the mediated relationship between public leadership and project management effectiveness (via goal clarity) depends on top management support. The indirect effect of public leadership on project management effectiveness is high when top management support is high (compared to low).

Conclusion

The role of public leadership contributes significantly to the project's success. The project leader recognises, enlists, and promotes the organisation's core competencies, identifies, corrects, and controls key rigidities, places a high value on goal clarity, and continually lines up procedures with the project's overarching goals.

Implications

Public leadership is crucial in project management effectiveness, especially in the public sector, where projects often involve multiple stakeholders, limited resources, and complex regulatory requirements. Effective public leadership ensures that projects are aligned with the organization's mission and goals and carried out efficiently, on time, and within budget.

Leader extraversion and team performance: A moderated mediation model

Extraversion is the best and most consistent predictor of important leadership outcomes. However, there has been little exploration and examination of the mechanisms underlying the effects of extraverted leadership on performance. Drawing on distal-proximal motivational theory and situational strength theory, the present study proposes and examines a moderated mediation model that explains how leader extraversion affects team performance and how situational characteristics strengthen or constrain this relationship. Respondents were recruited through management team training courses run by the eight Chinese companies. We conducted two rounds of electronic questionnaire collection. The first round of data was collected during the training session. Four weeks later, we collected the data through the training courses' WeChat groups. Data collected from 226 Chinese team leaders was analyzed using SPSS 26 and Mplus 7. We find that leader extraversion predicts team performance through a motivational mechanism operationalized as leader work engagement. We further find that goal clarity and process clarity play an important role in strengthening the positive effect of leader extraversion on leader work engagement as well as the motivational mechanism, providing an empirical explanation of how leader extraversion affects team performance through a motivational mechanism operationalized as leader work engagement. We also explore how two potential situational characteristics, operationalized as goal clarity and process clarity of leaders, affect the relationship between leader extraversion and leader work engagement as well as the motivational mechanism. Addionally, the findings suggest important practical implications for the organizations seeking to identify effective team leaders.

University Wellness Program-A Pedagogic Innovation to Nudge Wellness and Sustainability Among Students

Anthropocentric activities have induced climate change, threatened planetary health, and harmed human health and wellness. The changing lifestyles, dietary patterns and digital obsession have affected the mental and physical health, particularly of the youth. University campuses reflect the challenges faced by the society at large and therefore make for an ideal ecosystem to initiate positive changes toward wellness and sustainability. The energy of ~200 million university students globally is largely unleveraged for facing these challenges. Values of empathy and sustainable living are crucial to be inculcated, alongside technical and managerial skills for leading the mass transformation. This article describes a novel pedagogic approach called the University Wellness Program (UWP). The aim of UWP is to equip students with technical and leadership skills to achieve wellness and campus sustainability. That is, UWP is a platform that facilitates the students to design and implement multi-disciplinary projects that address campus related challenges. In the process, they acquire the necessary soft and technical skills to solve real-life problems. The durability of UWP is secured since the projects and activities are explicitly linked to existing curricula and evaluation system of the university. The strategy and framework adopted, and the early experiences of implementing UWP are shared. UWP is amenable for replication globally and has the potential to create change-makers.

Achieving organizational effectiveness of MNCs through People: Evidence from India and Mozambique

Purpose

The purpose of this study is to provide human resource (HR) practitioners of multinational companies aspiring to invest in these two countries with guidelines for attaining organizational effectiveness through people.

Design/methodology/approach

This study develops and tests a multiple criteria decision-making model with data collected in the banking sectors of India and Mozambique. It compares the job engagement, team building and innovation strategy preferences of Indian personnel with those of Mozambican employees.

Findings

The findings of the study reveal the differences in the perceptions of the respondents of both countries regarding the importance of the strategies for organizational effectiveness.

Research limitations/implications

Despite several contributions, the study has certain limitations too. Although utmost care was taken to avoid the issue of common method variance, the cross-sectional self-reported design of the study might be adversely affected by common method bias (MacKenzie and Podsakoff, 2012). Hence, future research might be conducted using different designs, such as diary studies or longitudinal studies. Future research might also be conducted making use of organizational productivity case studies to demonstrate the practicability of customizing the HR strategies using the multi-attribute decision-making approach.

Practical implications

This body of work is an addition to the existing literature on cross-national studies in the field of HR management (HRM) and adds to the limited literature on HRM in the least developed countries. The study is designed to provide guidelines for the HR practitioners of multi-national companies in these two countries to help them achieve enhanced organizational effectiveness. This should be of particular interest to the HR managers of the Indian companies aspiring to invest in Mozambique.

Originality/value

Research in the area of HRM is mainly limited to the developed and developing nations, with very few studies centering on emerging economies. While most cross-national studies on organizational effectiveness are also largely focused on developed and developing nations, this study is unusual, in that its focus is on a fast-developing nation (India) and an emerging economy (Mozambique).

The mechanism of goal-setting participation's impact on employees' proactive behavior, moderated mediation role of power distance

Organizations nowadays are under immense external pressure due to advancements in information technology, making it precarious. It also inserts extra pressure to keep the employees motivated and productive. Therefore, while information technology benefits the organization, it also challenges the organization and employees more. In order to meet these challenges, many organizations have begun to flatten their organizational structures and decentralized their management approaches. This study collected 336 valid questionnaires from 20 service companies. The reliability and validity of the questionnaire were tested. In addition, the exploratory factor analysis and confirmatory factor analysis. Relevant analysis and empirical analysis were also carried out using hierarchical regression. The study finds that (1) Goal-setting participation positively affects employees' proactive behavior. (2) Perceived insider status plays a mediating role between goal-setting participation and employee proactive behavior. (3) The power distance positively modifies the goal-setting participation in the relationship of employee's perceived insider status. (4) Power distance positively moderates perceived insider status in the relationship of goal-setting participation on employee proactive behavior through perceived insider status. This research applies goal-setting theory and social cognition theory to build a theoretical framework for the influence mechanism of goal-setting participation on employee's proactive behavior. Expands the application scope of fundamental theoretical research and improve understanding of the relationship between goal-setting participation and employee's proactive behavior. The research conclusions help organizations understand the formation mechanism of employees' proactive behaviors, strengthen the focus on goal-setting participation, and optimize the relationship between leaders and employees.

Public service motivation and organizational performance: Catalyzing effects of altruism, perceived social impact and political support

With the increasing pressures and demands from the public sector to be more efficient and effective and accountable, the idea of Public Service Motivation (PSM) and Organization Performance (OP) has become more relevant and critical. This quantitative research hypothesizes that PSM leads towards higher level of organizational performance among public sector officials and also explores the intervening effects of Altruism (ALT), Perceived Social Impact (PSI) and Political Support (PS) in this context. Based on self-administered questionnaire, data was collected from 405 public officials using random sampling strategy. Covariance Based Structural Equation Modelling was used to test the hypothesized model. Following the validation of the measurement model, structural model was developed to test the various paths predicted in the hypotheses. Analysis revealed that PSM, PS and ALT have a positive relationship with OP whereas PSM relationship with PS could not be established.

Workplace Friendship is a Blessing in the Exploration of Supervisor Behavioral Integrity, Affective Commitment, and Employee Proactive Behavior - An Empirical Research from Service Industries of Pakistan

Purpose

Workplace friendships are typically complicated, serving various goals, imposing varying levels of expectation on the members, and representing the interaction among employees. Recent research has highlighted the multifaceted nature of friendship; however, the purpose of this study is to quantify the benefits of friendship at work. The study investigates the impact of supervisor behavioral integrity on employee proactive behavior. Moreover, it constructed a moderated mediation model based on attachment theory to examine the function of affective commitment as a mediator and workplace friendship as a moderator.

Methods

In three stages, 266 employee data from 20 Pakistani service industries were gathered (including seven banks, four educational institutes, five travel firms, and four telecom providers). Data on supervisor behavioral integrity, workplace friendship, affective commitment, employee proactive behavior, and demographics were collected between March and September 2020.

Findings

The findings indicated that supervisor behavioral integrity had a beneficial impact on employee proactive behavior. Affective commitment mediates the relation between supervisor behavioral integrity and employee proactive behavior. Furthermore, workplace friendship moderates the relationship between supervisor behavioral integrity and affective commitment and the indirect impact of supervisor behavioral integrity on employee proactive behavior through affective commitment.

Conclusion

According to the findings of this study, workplace friendship is an essential informal aspect in any organization. Leadership as a formal organizational component would be greatly agitated even when employees have a low level of workplace friendship. Friendship in the workplace inspires employees to take action in order to succeed.

A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

Perceived organizational performance (POP) is an important factor that influences employees’ attitudes and behaviors such as retention and turnover, which in turn improve or impede organizational sustainability. The current study aims to identify interaction patterns of risk factors that differentiate public health and human services employees who perceived their agency performance as low. The 2018 Federal Employee Viewpoint Survey (FEVS), a nationally representative sample of U.S. federal government employees, was used for this study. The study included 43,029 federal employees (weighted n = 75,706) among 10 sub-agencies in the public health and human services sector. The machine-learning classification decision-tree modeling identified several tree-splitting variables and classified 33 subgroups of employees with 2 high-risk, 6 moderate-risk and 25 low-risk subgroups of POP. The important variables predicting POP included performance-oriented culture, organizational satisfaction, organizational procedural justice, task-oriented leadership, work security and safety, and employees’ commitment to their agency, and important variables interacted with one another in predicting risks of POP. Complex interaction patterns in high- and moderate-risk subgroups, the importance of a machine-learning approach to sustainable human resource management in industry 4.0, and the limitations and future research are discussed.

Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the relevance of work engagement and organisational justice in the public sector and acknowledging a worldwide employee engagement crisis, the paper aims at revealing the linkage between leaders’ behaviour in performance management, organisational justice, and employee engagement in the public sector. In doing this, quantitative data were collected in a survey from employees working in the public sector in Lithuania (299 responses). The findings showed that goal setting and feedback had a significant and positive effect on employee engagement, supporting the theoretical notion that leaders’ behaviour in performance management was crucial in engaging people. As it was expected, goal setting and feedback had a positive effect on organisational justice; meanwhile, organisational justice significantly and positively predicted employee engagement. Turning to the mechanism by which leaders’ behaviour influences work engagement, it seems that organisational justice partly mediated the relationships between goal setting and employee engagement and fully mediated the relationships between feedback and work engagement. These findings affirm that public sector should strive for improving the leaders’ behaviour in performance management as it in turn might impact overall organisational performance.

Key strategies for improving transitions of care collaboration: lessons from the ECHO-care transitions program

Transitioning the care of a patient from a hospital to a skilled nursing facility (SNF) is critical and often risky. Poor care transitions can result in delays, medication mistakes, incomplete follow-up care, and adverse health outcomes. Ensuring a smooth and effective care transition is the goal for providers at both the hospital and SNF. At its foundation, successful care transitions rely on teamwork, relationship building, and communication among diverse groups of providers. Beth Israel Deaconess Medical Center (BIDMC) developed the ECHO-CT (Extension for Community Healthcare Outcomes-Care Transitions) program to improve transitions of care through structured, bi-directional communication between hospital-based and SNF-based providers. This paper describes key strategies for success in this model including: facilitating teamwork, eliminating hierarchy, and encouraging a bi-directional learning environment. We propose these as strategies that could be implemented in other organizations seeking to improve value during transitions of care.

Enhancing reproducibility using interprofessional team best practices

The pervasive problem of irreproducibility of preclinical research represents a substantial threat to the translation of CTSA-generated health interventions. Key stakeholders in the research process have proposed solutions to this challenge to encourage research practices that improve reproducibility. However, these proposals have had minimal impact, because they either 1. take place too late in the research process, 2. focus exclusively on the products of research instead of the processes of research, and/or 3. fail to take into account the driving incentives in the research enterprise. Because so much clinical and translational science is team-based, CTSA hubs have a unique opportunity to leverage Science of Team Science research to implement and support innovative, evidence-based, team-focused, reproducibility-enhancing activities at a project's start, and across its evolution. Here, we describe the impact of irreproducibility on clinical and translational science, review its origins, and then describe stakeholders' efforts to impact reproducibility, and why those efforts may not have the desired effect. Based on team-science best practices and principles of scientific integrity, we then propose ways for Translational Teams to build reproducible behaviors. We end with suggestions for how CTSAs can leverage team-based best practices and identify observable behaviors that indicate a culture of reproducible research.