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Investigating Managers' Fine-Grained Evaluation Processes in Organizations: Exploring Two Dual-Process Perspectives.

ABSTRACT: The dual-process theory is a significant theory in both organizational theory and social psychology and two conjectures about this theory are considered in this manuscript; the default-interventionist vs. parallel-competitive account. Our research goal is to empirically investigate these two views. In concrete terms, by using event-related potentials (ERPs), we seek to study the fine-grained brain processes and self-reported feelings involved in managers' evaluations of target employees within an economic context (firing employees) vs. a social network context (excluding employees). Using the stereotype content model categories, each target employee has high (or low) warmth and high (or low) levels of competence. In the fine-grained ERP analysis of the brain process, we focus on three time windows of interest: novelty detection (N2) and goal violation detection (N400) at the unconscious level, and we then evaluate conscious emotional arousal (late positive potential, LPP). Finally, we focus on the self-reported feelings when having to fire or exclude target employees. As goal pursuit theory predicts, the brain dynamics and self-reported measures differ widely across the two organizational contexts; in concrete terms, processes at a later stage overrule early stages depending on the context. This implies that the data bespeaks more for the parallel-competitive account than the default-interventionist account. We discuss the implications of these findings for research in management and management practice.

SUBMITTER: Sun H

PROVIDER: S-EPMC8445034 | biostudies-literature |

REPOSITORIES: biostudies-literature

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Project description:BackgroundHospital managers are responsible for the delivery of organisational strategy, development of clinical services and maintaining quality standards. There is limited research on hospital managers, in particular how stress manifests and impacts managers and the presence of individual resilience. Managers must work closely with clinical colleagues, however these relationships can be hindered by the perception of stereotyping and differing priorities. This study aimed to explore the working environment of hospital managers, focusing upon the unique stresses faced, psychological safety and the presence of resilience.MethodsThis study utilised mixed methodology using an embedded approach. Participants were purposively recruited from all levels of hospital management within one National Health Service Trust in London, United Kingdom. An exploration of managers experiences was undertaken using semi-structured qualitative interviews. Psychological safety and individual resilience were additionally assessed using validated surveys. Qualitative data were analysed iteratively using inductive thematic analysis, and triangulated with quantitative data. Kruskal-Wallis statistical analysis was performed to evaluate differences in resilience and psychological safety according to seniority and background experience.ResultsTwenty-two managers were recruited and interviewed, with 20 returning completed surveys. Key findings from the thematic analysis included the importance of good working relationships with clinical colleagues, the persistence of some stereotyping, and feeling unsupported in times of challenge. Stresses described included the bureaucracy involved when delivering change, conflict with colleagues and target driven expectations. Participants described their own psychological safety as lower than desired, supported by quantitative data; but recognised its importance and strived to create it within their own teams. Sixteen participants had 'normal' scores for resilience, with senior managers more likely to have higher scores than those more junior (p=0.011).ConclusionPositive working relationships, high psychological safety and individual resilience are important for organisational safety and individual wellbeing. Our data illustrate unique stressors faced by hospital managers, provide detail on sometimes challenging working relationships, and demonstrate scope to improve both the psychological safety and resilience of those in managerial positions. A map for senior healthcare leaders was constructed, facilitating the identification of modifiable areas within their organisation to promote good working relationships and improve the working environment of hospital managers.

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Investigating Managers' Fine-Grained Evaluation Processes in Organizations: Exploring Two Dual-Process Perspectives.

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