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Team Efficiency in Organizations: A Group Perspective on Initiative.

ABSTRACT: Organizational research has shown that personal initiative is related to both climate for initiative and work engagement. Yet little is known about what happens to this relationship once the focus shifts to the team level. When organizational and team goals are involved this renders the relationship more complex, and team identification and organizational identification are likely to be key to understanding it. In this paper we develop a model to deal with these complexities. This predicts (a) that team identification will impact on team initiative through team work engagement while (b) organizational identification will impact on team initiative through climate for initiative. It is also expected that team initiative will, in turn, impact on team productivity, and on radical innovation as evaluated by the team leader. This model was tested in a field study with 327 participants of 76 workteams belonging to 50 organizations. Results of SEM and regression analysis supported our main hypotheses. Findings showed that initiative is related to performance and also underline the importance of initiative at a team level. At the same time they suggest that to develop teams with high levels of initiative it is important to promote both organizational and team identification.

SUBMITTER: Lisbona A

PROVIDER: S-EPMC7142817 | biostudies-literature | 2020 Mar

REPOSITORIES: biostudies-literature

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Team Efficiency in Organizations: A Group Perspective on Initiative.

Lisbona Ana A Las-Hayas Abel A Palací Francisco J FJ Bernabé Miguel M Morales Francisco J FJ Haslam Alexander A

International journal of environmental research and public health 20200316 6

Organizational research has shown that personal initiative is related to both climate for initiative and work engagement. Yet little is known about what happens to this relationship once the focus shifts to the team level. When organizational and team goals are involved this renders the relationship more complex, and team identification and organizational identification are likely to be key to understanding it. In this paper we develop a model to deal with these complexities. This predicts (a) t ...[more]

PMID: 32187999

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Project description:BackgroundThe number of people with multiple chronic conditions receiving primary care services is growing. To deal with their increasingly complex health care demands, professionals from different disciplines need to collaborate. Interprofessional team (IPT) meetings are becoming more popular. Several studies describe important factors related to conducting IPT meetings, mostly from a professional perspective. However, in the light of patient-centeredness, it is valuable to also explore the patients' perspective.ObjectiveThe aim was to explore the patients' perspectives regarding IPT meetings in primary care.MethodsA qualitative study with a focus group design was conducted in the Netherlands. Two focus group meetings took place, for which the same patients were invited. The participants, chronically ill patients with experience on interprofessional collaboration, were recruited through the regional patient association. Participants discussed viewpoints, expectations, and concerns regarding IPT meetings in two rounds, using a focus group protocol and selected video-taped vignettes of team meetings. The first meeting focused on conceptualization and identification of themes related to IPT meetings that are important to patients. The second meeting aimed to gain more in-depth knowledge and understanding of the priorities. Discussions were audio-taped and transcribed verbatim, and analyzed by means of content analysis.ResultsThe focus group meetings included seven patients. Findings were divided into six key categories, capturing the factors that patients found important regarding IPT meetings: (1) putting the patient at the center, (2) opportunities for patients to participate, (3) appropriate team composition, (4) structured approach, (5) respectful communication, and (6) informing the patient about meeting outcomes.ConclusionsPatients identified different elements regarding IPT meetings that are important from their perspective. They emphasized the right of patients or their representatives to take part in IPT meetings. Results of this study can be used to develop tools and programs to improve interprofessional collaboration.

Project description:ImportanceSurgical team communication is a critical component of operative efficiency. The factors underlying optimal communication, including team turnover, role composition, and mutual familiarity, remain underinvestigated in the operating room.ObjectiveTo assess staff turnover, trainee involvement, and surgeon staff preferences in terms of intraoperative efficiency.Design, setting, and participantsRetrospective analysis of staff characteristics and operating times for all total joint arthroplasties was performed at a tertiary academic medical center by 5 surgeons from January 1 to December 31, 2018. Data were analyzed from May 1, 2021, to February 18, 2022. The study included cases with primary total hip arthroplasties (THAs) and primary total knee arthroplasties (TKAs) comprising all primary total joint arthroplasties performed over the 1-year study interval.ExposuresIntraoperative turnover among nonsurgical staff, presence of trainees, and presence of surgeon-preferred staff.Main outcomes and measuresIncision time, procedure time, and room time for each surgery. Multivariable regression analyses between operative duration, presence of surgeon-preferred staff, and turnover among nonsurgical personnel were conducted.ResultsA total of 641 cases, including 279 THAs (51% female; median age, 64 [IQR, 56.3-71.5] years) and 362 TKAs (66% [238] female; median age, 68 [IQR, 61.1-74.1] years) were considered. Turnover among circulating nurses was associated with a significant increase in operative duration in both THAs and TKAs, with estimated differences of 19.6 minutes (SE, 3.5; P < .001) of room time in THAs and 14.0 minutes (SE, 3.1; P < .001) of room time in TKAs. The presence of a preferred anesthesiologist or surgical technician was associated with significant decreases of 26.5 minutes (SE, 8.8; P = .003) of procedure time and 12.6 minutes (SE, 4.0; P = .002) of room time, respectively, in TKAs. The presence of a surgeon-preferred vendor was associated with a significant increase in operative duration in both THAs (26.3 minutes; SE, 7.3; P < .001) and TKAs (29.6 minutes; SE, 9.6; P = .002).Conclusions and relevanceThis study found that turnover among operative staff is associated with procedural inefficiency. In contrast, the presence of surgeon-preferred staff may facilitate intraoperative efficiency. Administrative or technologic support of perioperative communication and team continuity may help improve operative efficiency.

Dataset Information

Team Efficiency in Organizations: A Group Perspective on Initiative.

Publications

Team Efficiency in Organizations: A Group Perspective on Initiative.

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