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Purpose – The purpose of this paper is to examine the effect of work characteristics on members' self-efficacy and collective efficacy, and the subsequent effect on police officers' performance. Design/methodology/approach – A multilevel model is adopted to analyze quantitative data obtained by using 812 police officers and 54 chiefs of police stations in Taiwan as the research objects. Findings – The authors found that work characteristics affected members' self-efficacy and collective efficacy, which further affected the individual- and group-level performance and the contextual effect of social work characteristics (SWCs) and collective efficacy on self-efficacy and individual performance. The authors also confirmed the cross-level moderation of social characteristics on the relationship between motivational work characteristics (MWCs) and self-efficacy, and between self-efficacy and individual performance. Research limitations/implications – A limitation was the characteristics of the sample, which consisted of mostly first-line uniformed police officers in Taiwan. From the perspective of managerial implications, it is felt that police organizations should beef up the training on police officers' collective efficacy, such as building group spirit, improving members' sense of responsibility, and building up trust with the organization. Originality/value – The findings prove that the study of work design is particularly important for enhancing the management effectiveness of police organization, because it explains the causes of a number of organizational behaviors as well as a number of important results that influence the police organization (e.g. efficacy and performance). [ABSTRACT FROM AUTHOR]

The article discusses a study which examined the application of process reengineering on an outpatient pharmacy in a medical center in Taiwan. Particular focus is given to attempts to decrease waiting time. Topics covered include the problems faced by pharmacists in filling prescriptions, the benefit of the reengineering process in reducing outpatients' waiting time and the analysis of original dispensing process.

The article discusses the impact of the application of the Business Process Method (BPM) to the clinical efficiency of a midsize hospital in Taiwan. Topics discusses include the concept of Total Quality Management (TQM) systems in healthcare as in the application of the Architecture of Integrated Information Systems (ARIS) framework for clinical processes optimization, the U.S. Baldrige National Quality Program with its Excellence Assessment Model and the TO-BE processes.

This paper examines the relationship between community policing officers and their work. The study was based on work redesign theory, and the questions in the questionnaire were mainly adapted from the Job Diagnostic Survey. Selective sampling was employed and a total of 69 community policing officers of the national police force of Taiwan were surveyed. Findings indicate that officers of various role orientations and personality traits can take on the work that is by and large motivating. The two moderators — growth need strength and context satisfaction jointly interact with the five work attributes and determine the outcome of the work design — job satisfaction. Promoting context satisfaction through exercising effective management is the key to the success of the programme. [ABSTRACT FROM AUTHOR]

This empirical study examines the relationship between job standardization, role stress and job burnout components (i.e. emotional exhaustion, diminished personal accomplishment and depersonalization). Data used here comes from 412 employees of manufacturing and service companies in Taiwan. A path analysis model is developed and tested that posits role conflict and ambiguity as a partial mediator of job standardization resulting in job burnout relationship. Empirical results suggest that increased job standardization diminishes job burnout indirectly, such that the true effect of job standardization may be understood with role stress constructs. However, we show that job standardization and job burnout components have spurious relationships. Results are contrasted with those from previous studies, and implications for managers are discussed. [ABSTRACT FROM AUTHOR]