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This study investigates gender-specific preferences in one important human resource management ( HRM) practice-namely, global performance management ( GPM). GPM has major consequences for the career advancement of women and can therefore also represent a barrier if it is rooted in traditional male corporate cultures. As prior research suggests that the underrepresentation of women in top management positions is a worldwide phenomenon with only minor national variations, empirical data were collected in five countries belonging to various cultural clusters: China, France, Germany, South Africa, and the United States. For all countries, the results show that preferences vary significantly between male and female managers for crucial parts of the GPM system (actors' roles, evaluation methods, feedback procedures, and GPM purposes). This study confirms that the preferences of female managers do not match more male-oriented GPM practices, indicating that female managers are less satisfied with existing GPM procedures. It was particularly surprising to find that these gender differences do not vary according to cultural background, but rather display the same pattern in all investigated countries. These findings not only have the potential to explain the often-limited career advancement of women, but also have major implications for multinational companies aiming to retain talented women. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This article builds on the argument that research on the link between HRM and performance benefits from investigating how HR practices are envisioned by managers (in terms of underlying philosophies), and how they are perceived by employees (in terms of psychological climates). Our study focuses on the effects of a strengths-based HR philosophy assuming that employee performance can be maximized through leveraging individual strengths. This philosophy relates to a strengths-based psychological climate, that is, employee perceptions of the opportunities they get to identify, develop, and use their strengths. We hypothesized that a strengths-based psychological climate positively influences employees' positive affect, which in turn enhances their in-role and extra-role performance. In our study, 442 respondents working in 39 departments of eight Dutch and Belgian organizations gave ratings on the strength-based psychological climate of their organization, and indicated their level of work-related positive affect, in-role performance, and extra-role performance. Results of multilevel hierarchical regression analyses supported our hypotheses by indicating that strengths-based psychological climate was positively linked to in-role and extra-role performance, and that this link was mediated by positive affect. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Efforts to recruit and retain employees with disabilities are often tempered by employers' concerns over potential workplace accommodation costs. This study reports on accommodations requested and granted in intensive case studies of eight companies, based on more than 5,000 employee and manager surveys, and interviews and focus groups with 128 managers and employees with disabilities. Two unique contributions are that we analyze accommodations for employees without disabilities as well as for those with disabilities, and compare perspectives on accommodation costs and benefits among employees, their coworkers, and their managers. We find people with disabilities are more likely than those without disabilities to request accommodations, but the types of accommodations requested and the reported costs and benefits are similar for disability and non-disability accommodations. In particular, fears of high accommodation costs and negative reactions of coworkers are not realized; all groups tend to report generally positive coworker reactions. Multilevel models indicate granting accommodations has positive spillover effects on attitudes of coworkers, as well as a positive effect on attitudes of requesting employees, but only when coworkers are supportive. Consistent with recent theorizing and other studies, our results suggest the benefits from a corporate culture of flexibility and attention to the individualized needs of employees. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home-based teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM-process model and the job demands-resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work-related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home-based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This article critically examines how outsourcing and devolvement of HR activities influence the strategic position of HR departments. Past research has offered conflicting predictions about their impact, ranging from a very positive move of HR departments to powerful strategic positions to a rather negative move toward marginality as their tasks are being taken over by either external providers or line managers. In an effort to resolve existing inconsistencies in the literature, we base our propositions on the strategic contingency theory of subunit power (Hickson, Hinings, Lee, Schneck, & Pennings, 1971). Our results suggest that the strategic position of HR departments is negatively influenced by devolvement to line management and positively influenced by outsourcing of noncore HR tasks. No significant effect of outsourcing core HR activities was found. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM duties. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This study investigates the impact of a strategic role for human resource management (HRM) on organizational financial performance. Survey data from 118 financial and manufacturing organizations in Jordan is analyzed to investigate a moderated mediated pathway between a strategic role for HRM and organizational financial performance. The first finding, that high-performance human resource practices (HPHRPs) mediate the relationship between the HR strategic role and performance, suggests that the position of the HR professional as a strategic partner enhances the legitimacy of HR initiatives, as well as facilitating the resourcing and support for their implementation. The second finding, that line management devolvement moderates the relationship between the HR strategic role and HPHRPs, suggests a trade-off between a strategic and operational focus for HR professionals, and also indicates the value of embedding HR practice execution in operational administration. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

In this study, we empirically examine the consequences of devolving HR responsibilities to first-line managers (FLMs) who make daily contacts with frontline workers. Drawing from HR strength theory, we propose that FLMs' involvement in HR enhances HR effectiveness. We also argue that the positive relationship between FLMs' HR involvement and HR effectiveness is compromised when a company employs an institutionally emerging HR system, and that this negative combinative effect will be alleviated by transferring HR knowledge to FLMs. We tested the hypothesized relationships using panel survey data from South Korea (N = 215). The results of our hierarchical regression analysis generally support our claims. Implications, limitations, and future research directions are also discussed. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Current competitive environments have created a growing interest in employee flexibility in firms. Recently researchers have differentiated between two facets of employee flexibility: behavior flexibility and skill flexibility. This study proposes a model of relationships between these two facets of employee flexibility and the extent to which HR practices influence them. This model is tested by estimating structural equation models on a sample of 226 commercial departments in Spanish companies. The results of the study show that the two facets of employee flexibility are interrelated, in that skill flexibility influences behavior flexibility. Furthermore, findings confirm the influence of job enrichment on employee flexibility and the significant effect of the internal fit among HR practices on employee flexibility. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as 'talent' and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as 'talent' and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories. [ABSTRACT FROM AUTHOR]

This study examines the demographic, economic, and psychographic characteristics of 324 blue-collar workers who were offered four options for either retirement or severance from the organization. Consistent with previous research, individuals who accepted retirement options have more organizational tenure and believed that the packages would provide stable financial futures. A key finding for those who accepted the nonretirement options is that comparable employment would be available. The study concludes with research limitations and suggestions for future research. [ABSTRACT FROM AUTHOR]

Complementing previous research that showed a positive effect of general human resource management (HRM) systems on general firm performance, this article undertakes an integrative approach to compare the main effects and examine the interaction effects of two particular HRM systems on influencing firm innovation and performance. Using data from 179 organizations in China, we found that both the commitment-oriented system, which emphasized internal cohesiveness, and the collaboration-oriented system, which was intended to build external connections, contributed to firm innovation and, subsequently, bottom-line performance. We also found an attenuated interaction between the two HRM systems in predicting firm innovation. We employed a mediated-moderation path model to extricate the relationships. Results suggested that organizations that implemented both HRM systems to promote innovation might face ambidexterity challenges. Ideas for future research and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Invoking strategic human resource management (SHRM) theory and tenets of the resource-based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices-racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two-year period, our results suggest that minority opportunity-based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated. [ABSTRACT FROM AUTHOR]

Previous research on employee-turnover intention has focused mostly on a single level of analysis. This multilevel study of 1,149 employees and 144 managers from a 21-store Taiwanese retail home improvement chain demonstrated that individual and store-level factors were significantly associated with employee-turnover intention. Job characteristics explain within-store variance. In addition to age and tenure similarity among employees, transformational leadership and compensation explain between-store variance. Theoretical and practical implications of the research are also discussed. [ABSTRACT FROM AUTHOR]

Utilizing perceived organizational support (POS) as the mechanism linking HR practices to employee behaviors in the workplace, we examine a broad set of HR practices in order to understand the relative importance of each HR practice (i.e., those that explain incremental variance over other practices) in influencing employee behaviors. We differentiate between discretionary and transactional HR practices to test the discretionary investment requisite of POS theory. The results show that of the eight discretionary practices, only participation and decision making directly influenced the extra-role behaviors that employees exhibit, and only training and development directly impacted the customer-oriented behaviors. Furthermore, one of the transactional HR practices was found to have a direct effect on organizational citizenship behavior. Our findings indicate that the performance management process, promotional opportunities, participation, and involvement in decision making affect how employees behave toward the customer and the extra-role behaviors they exhibit. Furthermore, this occurs through the view employees develop of the organization as a place to work. That is, these four HR practices demonstrate to employees that they are valued, and, in turn, this feeling of being appreciated impacts their commitment to delivering high-quality service to the customer and going beyond their job responsibilities. Implications for research and practice are discussed. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Perceived supervisor support (PSS) has been found to predict employee in-role and extra-role performance at the individual level of analysis. With respect to the unit level of analysis, the research on the predictive role of PSS remains limited. In particular, calls have been made for research on the role of leadership in facilitating perceived HR practices at the business-unit level and on the role of line managers as implementers of such systems. In response to such calls, this study investigated the associations between PSS climate, perceived investment in employee development (PIED) climate, and business-unit performance among 75 gas stations located in Norway. The results showed that the PSS climate was positively related to both the PIED climate and the business-unit performance. This study contributes to research on PSS by extending the prior findings at the individual level to the unit level of analysis. Also, the study contributes to the research on perceived HR practices by demonstrating the facilitative role of the PSS climate. Finally, the study contributes to the research on shared perceptions of HR practices generally and the concept of the 'strength' of the HRM system in particular. Implications for practice and future research are discussed. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

While it is well established that high-performance work systems (HPWSs) affect firm-level outcomes within large, complex organizations, less is known about how they create benefits for firms within the small-business sector. Using a knowledge-creation perspective, this study examines the impact of HPWSs in small and medium enterprises and examines whether the impact observed depends on the small-business leader's capacity to obtain additional HR knowledge from an external expert, as well as the leader's HR background and knowledge. Archival and survey data were obtained from 294 small-business organizations, with survey responses obtained from both the small-business leader and an HR consultant assigned to the small business. Findings suggest that leader perceptions of HR effectiveness are positively related to the use of HPWSs and that this relationship is moderated both by the communication patterns between the small-business leader and the HR consultant assigned to the firm and the small-business leader's HR knowledge. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The current study intends to uncover the strategic contribution of human resource management by introducing a unique construct of options-based (vis-à-vis project-based) HRM and examining its links to intellectual capital and exploratory and exploitative learning in the context of law firms' practice groups. Empirical results show that options-based HRM is positively related to the practice group's explorative and exploitative learning. The intellectual capital mediates the relationships between options-based HRM and the practice group's learning for exploration and exploitation. This study makes a valuable contribution to the HRM literature by establishing the mechanisms by which HRM enables organizational learning and extending the scope of HRM research to professional service firms. Our findings also provide valuable implications for the literature of organizational learning. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Companies increasingly make use of geographically dispersed teams to capture knowledge residing at different locations. In this context, shared leadership is considered a key enabler of team performance. Taking a functional perspective on shared leadership, we thus investigate the relationship between shared leadership behaviors and team performance in dispersed teams. Furthermore, we analyze how socio-demographic factors that are characteristic for dispersed teams (i.e., high female-to-male ratio, high mean age, and high levels of national diversity) affect shared leadership behaviors. Based on data from 96 dispersed teams, we show that shared leadership behavior fosters team performance. Further, we find the socio-demographic characteristics typical for dispersed teams to foster shared leadership. Theoretical and managerial implications for human resource management are discussed. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Building on two studies, the current article responds to urgent calls in the literature for more empirical research on how to identify leadership potential. Based on an extensive review of the 1986-2010 literature, and applying a combination of qualitative and quantitative techniques, we developed a model of leadership potential consisting of four quadrants: Analytical skills (containing the factors Intellectual curiosity, Strategic insight, Decision making, and Problem solving); Learning agility (containing the factors Willingness to learn, Emotional intelligence, and Adaptability); Drive (containing the factors Results orientation, Perseverance, and Dedication); and Emergent leadership (containing the factors Motivation to lead, Self-promotion, and Stakeholder sensitivity). Notably, the developed model steers clear from some of the typical issues that tend to hinder valid assessments of leadership potential (i.e., the confound between performance and potential, as well as that between leadership potential and successful, mature leadership). Furthermore, high consensus was found between top managers, line managers, and HR managers about the practical relevance of the proposed model. The article concludes with some specific future avenues for research and practice. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This study investigated the relationship between perceived training intensity and knowledge sharing, including the moderating roles of intrinsic motivation and social and economic exchange perceptions. Data from 310 employees working in three organizations located in Norway revealed a positive relationship between perceived training intensity and knowledge sharing for employees with low levels of intrinsic motivation and economic exchange perception, and high levels of social exchange perception. These findings suggest that perceived training intensity increases knowledge sharing only under specific motivational influences. Implications for practice and directions for future research are discussed. © 2012 Wiley Periodicals, Inc [ABSTRACT FROM AUTHOR]

Both researchers and managers are increasingly interested in how firms can pursue ambidextrous learning-that is, simultaneously exploring new knowledge domains while exploiting current ones. In this study, we attempt to bring human resource management into this forum by introducing and testing how high-involvement human resource practices shape the social climate that affects the firm's ambidextrous learning and subsequent performance. A field study of 198 companies from Spain showed that high-involvement human resource practices were positively related to the social climate that, in turn, facilitates ambidextrous learning and improved performance. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Business periodicals, such as Fortune magazine, rank organizations in lists such as the 'Best Companies to Work For,' providing applicants with information about firms' human resource practices, including pay, benefits, work-life, and diversity practices. It is not clear what influence this reputational information about HR practices has on applicant interest in pursuing employment or, more important, why it does so. Given that firms invest substantial resources in HR practices to vie for positions on these lists, the current study sought to fill these gaps in the literature. In the 2 (compensation) × 2 (work-family) × 2 (diversity) factorial design, 232 college students read about magazine rankings in which a firm's reputation in each HR practice was manipulated as ranking either high or low relative to competitors. We examined perceptions of organizational prestige, anticipated organizational support, and anticipated role performance as mechanisms that explain the influence of HR practice reputation on job pursuit intentions. Our results indicate that a firm's reputation in compensation, work-family, and diversity efforts increase college students' intentions to pursue employment with a firm. They do so because college students perceive that the organization is prestigious, will be supportive, and will foster their job performance. Our results suggest that a strong employer brand derived from employee-centered HR practices is important for recruiting college students. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The shift toward individualistic career management requires a supportive and developmental career approach. Using coaching practices as a manifestation of such an approach, this study reports on coaching and other career practices that are part of supportive and developmental career management in a Belgium sample ( n = 154). Three other types of career management were identified as well. Supportive and developmental career management was most present in organizations that had a past or current prospector strategy, and was the least present in past or current defenders. The type of business strategy organizations indicated to pursue in the future did not have an influence on the type of career management they currently had. © 2012 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This study examines the relationships among organizational achievement values, high-involvement work practices (HIWP), and business unit performance. Specifically, we examine whether HIWP mediate or moderate the effect of achievement values on retail store performance. Using data collected at three points in time from more than 1,000 employees, we found support for the mediation model. The article concludes with directions for future research and implications for management practice. © 2011 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Background: The use of high-performance work practices (HPWPs) related to career development (e.g., tuition remission, career ladders) is becoming more common in health care organizations, where skill shortages and concerns about quality of care have led to increasing investment in the frontline health care workforce. However, few studies have examined the effectiveness of these policies in shaping the career trajectories of health care workers. Purposes: The aim of this study is to examine how HPWPs that focus on career development are related to an individuals' perceived mobility with their current employer. We will also examine the relationships between perceived mobility, job satisfaction, and turnover intent. Methodology/Approach: We use confirmatory factor analysis and structural equation modeling to examine the relationships between HPWPs and perceived mobility in a sample of 947 frontline health care workers in 22 health care organizations across the United States. Findings: The findings suggest that tuition remission and educational release time positively predict perceived mobility. Measures of perceived organizational support in one's current position (e.g., financial rewards, workload, and autonomy) and perceived supervisor support for career development arc also significant predictors of perceived mobility. Finally, perceived mobility is a significant predictor of job satisfaction and intent to stay with current employer. Practice Implications: Our findings suggest that HPWPs related to career development may be effective tools in improving workers' assessments of their own career potential and improving overall job satisfaction of front line health care workers. Consequently, HPWPs related to career development may help employers both retain valuable workers and fill worker shortages. [ABSTRACT FROM AUTHOR]

There has been a growing trend recently to examine the various factors affecting an age-friendly workplace. Through structural equation modelling (SEM), this study purports to test a model that shows the interaction between and among declining memories, wisdom, age discrimination, and an age-friendly workplace in Filipino elderly in a government setting. Two hundred elderly from a large government bank in the Philippines participated in this study. Data were obtained through a self-completion questionnaire and a one-on-one interview. Surprisingly, results revealed that declining memory has no significant effect on wisdom. However, wisdom has a positive impact on age discrimination as does age-discrimination on an age-friendly workplace. The authors discuss the implications of these results and highlight directions for future research. [ABSTRACT FROM AUTHOR]

Background: Human resource (HR) practices, such as training and communication, have been linked to positive employee job commitment and lower turnover intent for direct care workers (DCWs). Not many studies have looked at the combined interaction of HR practices and organizational structure. Purpose: The aim of this study is to examine the relationship between organizational structure (centralization, formalization, and span of control) and HR practices (training, horizontal communication, and vertical communication) on DCW's job satisfaction and turnover intent. Methodology: Data were collected from 58 long-term care facilities in five states. We used latent class analysis to group facility characteristics into three sets of combinations: "organic," "mechanistic," and "minimalist." We used multivariate regression to test the relationship of each of these groups on DCW's job satisfaction and turnover intent. Findings: After controlling for state, organizational, and individual covariates, the organic group, which represents decentralized and less formalized structures and high levels of job training and communication, was positively related to job satisfaction and negatively related to intent to leave. On the other hand, the minimalist group, which is characterized by low levels of job-related training and communication, showed no significant differences from the mechanistic group (referent) on job satisfaction and intent to leave. Practice Implications: These findings imply that managers in long-term care facilities may want to consider adopting organic, decentralized structures and HR practices to retain DCWs. [ABSTRACT FROM AUTHOR]

Cannabis is the most frequently used illicit drug by Australian secondary school students yet there is scant research investigating school staff responses to student cannabis use. As such, this study surveyed 1,692 school staff who attended Generation Next seminars throughout Australia. The self-complete survey identified that the majority of school staff had discussed cannabis use at least once in the past year, although teachers were less likely to report having cannabis-related discussions compared to other school staff. Staff drug education training was consistently associated with an increased prevalence of cannabis-related discussion and assistance. These findings highlight a need for drug education among school staff and particularly among teachers. [ABSTRACT FROM AUTHOR]

The article describes a job satisfaction survey of caregiver staff in an assisted living facility, with particular focus on the effectiveness of an inservice restorative care training program. The restorative care program is designed to train staff to help patients achieve activities of daily living with minimal assistance. The survey results indicated that the training program increased job satisfaction, which can improve patient care and reduce employee turnover.

To implement restorative care in assisted living facilities, staff need to understand the philosophy and learn methods to help residents maintain optimal function. In this study, the researchers developed a multimedia training program designed to teach staff how to encourage residents to increase their participation in dressing themselves. Researchers conducted a pilot test to measure the short-term effects of the training on 40 staff from two states. Program effects were measured by completing a survey developed by the researchers. Pretest scores were significantly related to gender (women as a group had higher scores than men). Results indicated significant gains in knowledge at posttest. In addition, 93% of participants described positive changes related to restorative care that they planned to make at their facility as a result of the training. [ABSTRACT FROM AUTHOR]

Abstract: Research suggests pay and benefits are ineffective to sustain a stable workforce in public child welfare. It is important to know what other mechanisms would motivate caseworkers to stay at the job. However, the relation of factors contributing to the prevalent problem of turnover in public child welfare remains unclear in part due to a lack of theoretical base in research. This study therefore develops a conceptual framework based on the human needs theory of Alderfer (1969, 1972) to examine what motivates caseworkers'' turnover intention. The three categories of needs are existence needs regarding pay and benefits, relatedness needs regarding at-work relationships and life-work balance, and growth needs regarding career development and fulfillment. With a secondary dataset of 289 caseworkers in a northeastern state, our structural equation modeling results show the dynamics between caseworkers'' needs and their differential impact on turnover intention. The effect of existence needs on turnover intention is completely mediated by growth needs. Moreover, the variable of growth needs is found to have the strongest total effect among the three need categories. Administration and management may attenuate turnover intention by enhancing caseworkers'' growth needs with respect to meaningfulness of daily practice, contingent rewards, and development of personal career goals. [Copyright &y& Elsevier]

The aim of this study was twofold: The first aim was to investigate the level of employee commitment in child day care centers toward different foci, i.e., the organization, occupation, and team. The second aim was to examine the influence of high-performance work practices on these types of commitment. A cross-sectional design was used to collect data through a questionnaire from employees (N = 212) working in Dutch child day care organizations. The findings suggest that employee scores on organizational commitment were significantly lower than scores on occupational and team commitment. Furthermore, the results showed that several high-performance work practices were positively related to the three types of commitment. [ABSTRACT FROM AUTHOR]

Introduction: Despite an explosion of interest in improving safety and reducing error in health care, one important aspect of patient safety that has received little attention is a systematic approach to education and training for the whole health care workforce. This article describes an evaluation of an innovative multiprofessional, team-based training program that embeds patient safety within quality improvement methods. Methods: Kirkpatrick's 'levels of evaluation' model was adopted to evaluate the program in health organizations across one city in the north of England. Questionnaires were used to assess reaction of participants to the program (Level 1). Improvements in patient safety knowledge and patient safety culture (Level 2) were assessed using a 12-item multiple-choice questionnaire and a culture questionnaire. Interviews and project-specific quantitative measurements were used to assess changes in professional practice and patient outcomes (Levels 3 and 4). Results: All aspects of the program were positively received by participants. Few participants completed the MCQ at both time points, but those who did showed improvement in knowledge. There were some small but significant improvements in patient safety culture. Interviews revealed a number of additional benefits beyond the specific problems addressed. Most importantly, 8 of the 11 teams showed improvements in patient safety practices and/or outcomes. Discussion: This program is an example of interprofessional education in practice and demonstrates that team-based learning using quality improvement methods is feasible and can be effective in improving patient safety, but requires time and space for participants. Alignment with continuing education arrangements could support mainstream adoption of this approach within organizations. [ABSTRACT FROM AUTHOR]

The aim of this study was to determine the engagement level among healthcare workers in a Swiss hospital, identifying organizational predictors that could affect it. A four-part survey (a demographic questionnaire, Maslach Burnout Inventory-General Survey, Areas of Worklife Scale, and the General Health Questionnaire) was completed by 206 nurses and physicians. With regards to organizational predictors of job engagement, energy was primarily influenced by workload, involvement by values, and efficacy by reward. Moreover, we found that engagement might affect psychophysical health conditions: better health generally corresponds to higher levels of engagement. These results confirm that engagement is influenced by organizational variables and that engaged employees are generally more healthy and efficient. Therefore, interventions to minimize the impact of work stressors and to improve engagement are needed. Effective management of excessive workload, higher levels of autonomy, and greater job support are vital to limit psychological problems of healthcare workers. [ABSTRACT FROM AUTHOR]