Association of Organizational Behavior with Work Engagement and Work-Home Conflicts of Physician in China.
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ABSTRACT:
SUBMITTER: Liu N
PROVIDER: S-EPMC8158697 | biostudies-literature |
REPOSITORIES: biostudies-literature
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Project description:Organizational citizenship behaviors (OCBs) are commonly studied in the organizational and occupational health literature, yet, current OCB measures inherently assume individuals are performing these behaviors while physically at work. However, recent technological advances have afforded employees greater flexibility to engage in work-related behaviors at home, begging the question of whether OCBs are also being performed from home and their distinction from traditional OCBs. We provide evidence that OCBs performed while physically at work (OCB-W; i.e., traditional OCBs) are conceptually and empirically distinct from OCBs performed while physically at home (OCB-H). In Study 1 (N = 292), we examine construct validity evidence for OCB-H with regard to its distinction from OCB-W and its unique nomological network. In Study 2, we further examine the distinction between OCB-H and OCB-W at the between- and within-person level using an experience sampling approach in a sample of 162 workers. Using results from multilevel confirmatory factor analysis, we show that between-person variance in OCB-H is considerably higher than for OCB-W, and that although OCB-H and OCB-W are strongly correlated at the between-person level, they are independent of one another at the within-person level. We also examine these two forms of OCB as parallel mediators of the relation between work engagement and work interfering with family. Results suggest OCB-H and OCB-W are indeed distinct in the strength of their relationships to work engagement and work interfering with family at between- and within-person levels. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
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Project description:BackgroundGiven that increasing attention is being given to the burdens on medical systems, researchers have concentrated their attention on nurses' work engagement, especially in emergency departments.PurposeTo investigate the current situation of work engagement of nurses in emergency department, and to find out the impact of psychological violence on work engagement and its impact path.Basic proceduresThe research is a cross-sectional study. Questionnaires were distributed to 243 nurses from the emergency departments of ten tertiary hospitals from September to October 2019. SPSS was used to conducted ANOVA. The AMOS was used to conduct structural equation model to test the mediating effect of organizational climate on the association between psychological violence and dimensions of work engagement.Main findingsPsychological violence was negatively correlated with organizational climate, vitality, dedication, and focus, and organizational climate was positively correlated with dimensions of work engagement. A negative relationship was found between psychological violence and three dimensions of work engagement, which was mediated by organizational climate.ConclusionIn order to curb workplace psychological violence and improve the work engagement level of emergency nurses, organizational climate can be used as an intervention measure. The support of leaders, the care of colleagues and the mutual understanding and communication between doctors and patients can alleviate the job burnout of nurses in the face of heavy work, so that nurses can face their daily work with a better mental outlook.
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Project description:This study aims to investigate the association of organizational and patient behaviors (reflecting the internal and external environment of hospital, respectively) with physician well-being. A national cross-sectional survey was conducted in 77 hospitals across seven provinces in China between July 2014 and April 2015. Physician well-being was assessed with job satisfaction, career regret and happiness. Organizational behaviors were assessed with organizational fairness, leadership attention and team interaction; patient behaviors were assessed with patient trust and unreasonable requests from patients. Of a study sample of 3,159 physicians, 1,788 were men (56.6%) and 1,371 were women (43.4%). Overall, positive organizational and patient behaviors reported by physicians were relatively low. Negative organizational behaviors and patient behaviors including lower organizational fairness, lower leadership attention, lower team interaction and lower patient trust were associated with lower job satisfaction and lower life satisfaction, and higher career regret. The association between organizational behaviors and physician well-being exhibited some gender differences, while no clear gender difference was found for the relationship between patient behaviors and physician well-being. Given the importance of physician well-being for the healthcare system, interventions for improving internal and external hospital environments (e.g., organizational fairness, leadership attention, team interaction and patient trust) may benefit physician well-being.
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Project description:Work engagement is important for medical residents and the healthcare organizations they work for. However, relatively little is known about the specific predictors of work engagement in medical residents. Therefore, we examined the associations of work and home characteristics, and work-home interference with work engagement in male and female residents.This study was conducted on a nationwide sample of medical residents. In 2005, all Dutch medical residents (n = 5245) received a self-report questionnaire. Path analysis was used to examine the associations between the potential predictors and work engagement.In total, 2115 (41.1%) residents completed the questionnaire. Job characteristics, home characteristics and work-home interference were associated with work engagement. Important positive contributing factors of work engagement were opportunities for job development, mental demands at work, positive work-home interference and positive home-work interference. Important negative contributing factors were emotional demands at work and negative home-work interference. The influence of these factors on work engagement was similar in male and female residents.Opportunities for job development and having challenging work are of high relevance in enhancing work engagement. Furthermore, interventions that teach how to deal skilfully with emotional demands at work and home-work interference are expected to be the most effective interventions to enhance work engagement in medical residents.
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Project description:ObjectiveThis study tested the effects of interpersonal relationships on nurse managers' work engagement and proactive work behavior.BackgroundAn engaged workforce may help healthcare organizations improve performance. In healthcare, nurse managers are responsible for creating motivating work environments. They also need to be engaged, yet little is known about what influences nurse managers' performance.MethodsA self-administered electronic survey was used to collect data from 323 nurse managers working in acute care hospitals. Instruments included the Relational Coordination Scale, Utrecht Work Engagement Scale, and Proactive Work Behavior Scale.ResultsInterpersonal relationships with nurse administrators were most predictive of nurse managers' work engagement. Interpersonal relationships with physicians were most predictive of nurse managers' proactive work behavior.ConclusionOrganizational cultures that foster quality interpersonal relationships will support the job performance of nurse managers.
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Project description:ImportanceConsolidation among physician practices and between hospitals and physician practices has accelerated in the past decade, resulting in higher prices in commercial markets. The resulting integration of health care across clinicians and participation in alternative payment models (APMs), which aim to improve quality while constraining spending, are cited as reasons for consolidation, but little is known about the association between integration and APM participation.ObjectiveTo examine the association of organizational characteristics, ownership, and integration with intensity of participation in APMs among physician practices.Design, setting, and participantsA cross-sectional descriptive study, adjusted for sampling and nonresponse weights, was conducted in US physician practice respondents to the National Survey of Healthcare Organizations and Systems conducted between June 16, 2017, and August 17, 2018; of 2333 responses received (response rate, 46.9%) and after exclusion of ineligible and incomplete responses, the number of practices included in the analysis was 2061. Data analysis was performed from April 1, 2019, to August 31, 2019.ExposuresSelf-reported physician practice characteristics, including ownership, integration (clinical, cultural, financial, and functional), care delivery capabilities, activities, and environmental factors.Main outcomes and measuresParticipation in APMs: (1) bundled payments, (2) comprehensive primary care and medical home programs, (3) pay-for-performance programs, (4) capitated contracts with commercial health plans, and (5) accountable care organization contracts.ResultsA total of 49.2% of the 2061 practices included reported participating in 3 or more APMs; most participated in pay-for-performance and accountable care organization models. Covariate-adjusted analyses suggested that operating within a health care system (odds ratio [OR] for medical group: 2.35; 95% CI, 1.70-3.25; P < .001; simple health system: 1.46; 95% CI, 1.08-1.97; P = .02; and complex health system: 1.76; 95% CI, 1.25-2.47; P = .001 relative to independent practices), greater clinical (OR, 4.68; 95% CI, 2.28-9.59; P < .001) and functional (OR, 4.24; 95% CI, 2.00-8.97; P < .001) integration, and being located in the Northeast (OR for Midwest: 0.47; 95% CI, 0.34-0.65; P < .001; South: 0.47; 95% CI, 0.34-0.66; P < .001; and West: 0.64; 95% CI, 0.46-0.91; P = .01) were associated with greater APM participation.Conclusions and relevanceGreater APM participation appears to be supported by integration and system ownership.
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Project description:ObjectiveNurse shortage is a critical problem for global healthcare services. It impacts the quality of clinical care. Work engagement is the core competence of hospitals, which indicates employee's positive attitude toward organization and work. This study aimed to explore the relationships among calling, organizational commitment, and work engagement.MethodsA cross-sectional study was designed, and 320 nurses from tertiary hospitals in China completed the questionnaires that included demographic information, calling scale, employee engagement scale, and organizational commitment scale. Pearson correlation was performed to test the correlations among calling, organizational commitment, and work engagement. Stepwise regression analyses were performed to explore the mediating role of organizational commitment. The bootstrap method was employed to confirm the mediating effect.ResultsNurses' work engagement score was at the medium degree, whereas calling and organizational commitment were in the medium to high level. The results revealed that calling, organizational commitment, work engagement, and each dimension were positively correlated with one another (r = 0.145-0.922, P < 0.01). The organizational commitment plays a partially mediating effect between calling and work engagement (β = 0.603 to 0.333, P < 0.01).ConclusionsThe mediation effect of organizational commitment was verified, which provided a comprehensive understanding of how calling impacted work engagement. Moreover, administrators should not only promote interventions to increase work engagement but also pay attention to calling and organizational commitment so as to improve their work engagement. Taken together, increased level of work engagement is required in the current nursing field.
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Project description:Purpose of review:Symptoms of burnout affect approximately half of pediatricians and pediatric subspecialists at any given time, with similarly concerning prevalence of other aspects of physician distress, including fatigue, depressive symptoms, and suicidal ideation. Physician well-being affects quality of care, patient satisfaction, and physician turnover. Organizational factors influence well-being, stressing the need for organizations to address this epidemic. Recent findings:Organizational characteristics, policies, and culture influence physician well-being, and specific strategies may support an environment where physicians thrive. We highlight four organizational opportunities to improve physician well-being: developing leaders, cultivating community and organizational culture, improving practice efficiency, and optimizing administrative policies. Leaders play a key role in aligning organizational and individual values, promoting professional fulfillment, and fostering a culture of collegiality and social support among physicians. Reducing documentation burden and improving practice efficiency may help balance job demands and resources. Finally, reforming administrative policies may reduce work-home conflict, support physician's efforts to attend to their own well-being, and normalize use of supportive resources. Summary:Physician well-being is critical to organizational success, sustainment of an adequate workforce, and optimal patient outcomes. Because burnout is primarily influenced by organizational factors, organizational interventions are key to promoting well-being. Developing supportive leadership, fostering a culture of wellness, optimizing practice efficiency, and improving administrative policies are worthy of organizational action and further research.
| S-EPMC6801108 | biostudies-literature