Browsing by Subject "Organizational culture"
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Item Are we missing the boat? Examining managers’ perspectives on employee wellbeing in the foodservice industry(Edward Elgar, 2021-05-01) Liu-Lastres, Bingjie; Wen, HanThe purpose of this research note was to examine managers’ perspectives on employee wellbeing in the foodservice industry. Particularly, this study conducted 14 semi-structured individual interviews with upper-level managers of various organizations within the foodservice industry. Thematic analyses were employed to analyze the data. The overall findings addressed the essence of considering employee wellbeing in the industry. Particularly, this study revealed managers’ interpretation of employee wellbeing, identified major influences on employee wellbeing, reported the current measures, and presented the major challenges facing most organizations regarding improving employee wellbeing. From a theoretical point of view, this study used a qualitative approach and reflected managers’ perspectives on the concept of employee wellbeing. Building on those findings, this study provides practical implications, which mainly involves using a forward-thinking, top-down approach to enhance employee wellbeing, and highlights the roles of organizational support and organizational culture. Based on the findings, this study also discusses future research directions and limitations.Item Being Called to Safety: Occupational Callings and Safety Climate in the Emergency Medical Services(American College of Occupational and Environmental Medicine, 2016-12) Andel, Stephanie A.; Pindek, Shani; Spector, Paul E.Objective: The aim of this study was to investigate the importance of safety climate in the Emergency Medical Services (EMS) and to assess occupational callings as a boundary condition for the effect of safety climate on safety behaviors. Methods: EMS professionals (n = 132) participated in a three-wave survey study. Hierarchical linear regressions were conducted to test the moderating effects of occupational callings. Results: Safety climate was significantly related to safety behavior, and occupational callings moderated this direct relationship (ΔR2 = 0.02 to 0.03, P < 0.05). Specifically, when occupational callings were high, the relationship between safety climate and safety behaviors was stronger, and when occupational callings were low, the relationship was weaker. Conclusion: In this EMS sample, safety climate was an important predictor of safety behavior. Further, occupational callings moderated this relationship, suggesting that callings may serve as a boundary condition.Item Healthcare at the Crossroads: The Need to Shapean Organizational Culture of Humanistic Teaching and Practice(SpringerLink, 2018-07) Rider, Elizabeth A.; Gilligan, MaryAnn C.; Osterberg, Lars G.; Litzelman, Debra K.; Plews-Ogan, Margaret; Weil, Amy B.; Dunne, Dana W.; Hafler, Janet P.; May, Natalie B.; Derse, Arthur R.; Frankel, Richard M.; Branch, William T., Jr.; Medicine, School of MedicineBACKGROUND: Changes in the organization of medical practice have impeded humanistic practice and resulted in widespread physician burnout and dissatisfaction. OBJECTIVE: To identify organizational factors that promote or inhibit humanistic practice of medicine by faculty physicians. DESIGN: From January 1, 2015, through December 31, 2016, faculty from eight US medical schools were asked to write reflectively on two open-ended questions regarding institutional-level motivators and impediments to humanistic practice and teaching within their organizations. PARTICIPANTS: Sixty eight of the 92 (74%) study participants who received the survey provided written responses. All subjects who were sent the survey had participated in a year-long small-group faculty development program to enhance humanistic practice and teaching. As humanistic leaders, subjects should have insights into motivating and inhibiting factors. APPROACH: Participants' responses were analyzed using the constant comparative method. KEY RESULTS: Motivators included an organizational culture that enhances humanism, which we judged to be the overarching theme. Related themes included leadership supportive of humanistic practice, responsibility to role model humanism, organized activities that promote humanism, and practice structures that facilitate humanism. Impediments included top down organizational culture that inhibits humanism, along with related themes of non-supportive leadership, time and bureaucratic pressures, and non-facilitative practice structures. CONCLUSIONS: While healthcare has evolved rapidly, efforts to counteract the negative effects of changes in organizational and practice environments have largely focused on cultivating humanistic attributes in individuals. Our findings suggest that change at the organizational level is at least equally important. Physicians in our study described the characteristics of an organizational culture that supports and embraces humanism. We offer suggestions for organizational change that keep humanistic and compassionate patient care as its central focus.Item How Leaders at High-Performing Healthcare Organizations Think About Organizational Professionalism(Cambridge University Press, 2024) Agris, Julie L.; Gelmon, Sherril; Wynia, Matthew K.; Buder, Blair; Emma, Krista J.; Alasmar, Ahmed; Frankel, Richard; Medicine, School of MedicineThis pilot study is the first formal exploration of the concept of "Organizational Professionalism" (OP) among health system leaders in high-performing healthcare organizations. Semi-structured key informant interviews with 23 leaders from 8 healthcare organizations that were recipients of the Malcolm Baldrige National Quality Award (MBNQA) or Baldrige-based state quality award programs explored conceptualization, operationalization, and measurement of OP. Further exploration and understanding of OP in healthcare organizations has the potential to establish and sustain professional and ethical organizational cultures that bolster trust through the sound implementation of laws, policies, and procedures to support the delivery of high-quality patient care.Item Negotiating Organizational Constraints: Tactics for Technical Communicators(Canadian Association for the Study of Discourse and Writing, 2002) Hovde, Marjorie Rush