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Multidisciplinary teams (MDTs) are common in colorectal cancer and have been deemed important when providing care. Yet they take place outside of the patient, often with little consideration of the patient's views, goals and desires. In this paper specific examples from a patient perspective are integrated with the social science literature to provide an overview of areas of disconnect between MDT recommendations and the individual patient. The reasons for these disconnects are explored, including how MDTs relate to dyadic patient–clinician relationships, weak incorporation of patient‐oriented outcomes in MDTs, poor integration of nonmedical patient information and the patient perspective and the impact of team dynamics and cognitive decision biases. Consideration of these issues should facilitate higher‐quality MDT recommendations that are also more acceptable to patients. [ABSTRACT FROM AUTHOR]

Incivility in surgery is prevalent and negatively impacts effectiveness and staff well-being. The purpose of this study was to a) examine relationships between incivility, team dynamics, and well-being outcomes, and b) explore a low-cost intervention of 'eye' signage in operating theater areas to reduce incivility in surgical teams. A mixed methods design was used in an orthopedic hospital. Surveys of incivility, teamwork, and well-being were administered three months apart in a small private hospital. An intervention of signage with eyes was placed in the theater area after administration of the first survey, using a pretest-posttest design. Participants also responded to an open-ended question about suggestions for improvements at the end of the survey which was then thematically analyzed. At the individual level (n = 74), incivility was statistically significantly related to team dynamics which in turn was significantly related to burnout, stress, and job attitudes. At the aggregate level, reported incivility was statistically significantly lower after the 'eye' sign intervention. Thematic analysis identified core issues of management behaviors, employee appreciation, communication, and work practices. Incivility in surgical teams has significant detrimental associations with burnout, stress, and job attitudes, which occurs through its impact on decreased team dynamics and communication. A simple intervention that evokes perceptions of being observed, such as signage of eyes in theater areas, has the potential to decrease incivility at least in the short term, demonstrating that incivility is amenable to being modified. Additional research on targeted interventions to address incivility are needed to improve teamwork and staff well-being. [ABSTRACT FROM AUTHOR]

Different degrees of willingness to accept mobility opportunities were found among 545 workers. They were most willing to accept promotions, especially without relocating, and least willing to accept lateral transfers, especially if relocation was involved. Women and older workers were more likely to accept lateral moves with no relocation, the only gender-significant difference. (Contains 40 references.) (SK)

Responses from 343 of 496 business/engineering graduates revealed different patterns of acquisition of information about their new job setting. The 105 who had mentors relied on observation and their mentors, the others on observation and co-workers. Mentored workers learned more about organizational issues and practices. (SK)

Research on organizational climate has tended to focus on independent dimensions of climate rather than studying the total social context as configurations of multiple climate dimensions. The authors examined relationships between configurations of unit-level climate dimensions and organizational outcomes. Three profile characteristics represented climate configurations: (1) elevation, of the mean score across climate dimensions; (2) variability, or the extent to which scores across dimensions vary; and (3) shape, of the pattern of the dimensions. Across 2 studies (1,120 employees in 120 bank branches and 4,317 employees in 86 food distribution stores), results indicated that elevation was related to collective employee attitudes and service perceptions, while shape was related to customer satisfaction and financial performance. With respect to profile variability, results were mixed. The discussion focuses on future directions for taking a configural approach to organizational climate. Keywords: organizational climate, employee attitudes, customer satisfaction, financial performance, climate configurations

Research has consistently demonstrated that both individual-level climate perceptions and organizational climate are related to job satisfaction; however, little work has investigated their relative importance in a single study. Using a sample of 1,076 employees from 120 branches of a US-based bank, the relative importance of individual-and unit-level climate on individual satisfaction was examined. Cross-level results of hierarchical linear models indicated that individuals' perceptions of the climate accounted for a large percentage of variance in individuals' satisfaction. Further, unit-level climate systems accounted for a small but significant portion of individual satisfaction above and beyond individuals' perceptions of the climate. These results suggest that the overall climate in a work unit has some influence on individual attitudes, after accounting for individuals' idiosyncratic perceptions of the climate., Researchers in organizational behaviour have long been interested in understanding employees' perceptions of the work environment and how these perceptions influence individuals' work-related attitudes and behaviours. Early researchers suggested that [...]

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi-source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style., As the competitive global environment puts increasing pressure on organizations to adapt, the interest in transformational leadership and all of its ramifications has grown. Survival of the organization in the [...]

Much research has examined gender and age effects on compensation, concluding that a wage gap exists favoring men and negative stereotypes against older workers persist. Although the effect of an employee's gender or age has been widely studied, little work has examined the impact of the demographic characteristics of a focal employee's immediate referent groups (e.g., subordinates, peers, or supervisors) on pay. The effect of the gender and age composition of a focal manager's subordinates, peers, and supervisor on the manager's compensation levels was investigated in a sample of 2,178 managers across a wide range of organizations and functional areas. After controlling for a number of human capital variables, results indicated that not only does a wage gap favoring men exist, but also managerial pay is lower when managers' referent groups are largely female, when subordinates are outside the prime age group, and when peers and supervisors are younger.

Two studies tested whether method variance is present at multiple levels of analysis and whether methodological procedures can minimize its impact. In Study 1, 8,052 employees from 71 hotels completed measures of climate, work environment characteristics, and satisfaction. A comparison of correlations at the individual level, cross-level, cross-level split, aggregate level, and aggregate-split level of analysis revealed that response bias was present across multiple levels. Results suggest that samples should be split in half when cross-level and aggregate correlations are computed to ameliorate response bias problems that arise from individual-level method variance. In Study 2, results indicated that the temporal spacing of measures of climate and satisfaction influenced response bias. Implications and recommendations for future research are discussed.

Meta-analytic procedures allow for determining best estimates of the individual-level, the within-organization, and the organizational-level population correlations. In most validity generalization work, meta-analytic procedures have been used to provide best estimates of the within-organization correlation. However, in many other organizational domains, researchers often do not clearly specify which population parameter is of interest. Further, researchers often combine studies in which data were collected at different levels of analysis or with mixed (single- and multiple-organization) sampling schemes, making it difficult to interpret unambiguously the meta-analytic (mathematical expression not reproducible in ASCII). The authors focus on how to make appropriate inferences from meta-analytic studies by integrating a levels-of-analysis framework with meta-analytic techniques, highlighting how meta-analytic procedures can aid researchers in better understanding multilevel relationships among organizational constructs. The authors provide recommendations for clearer specifications of populations and levels issues in future meta-analytic studies.

A current controversy in the self-other rating and 360-feedback literature is the extent to which self-other agreement (and lack of agreement) has an impact on individual and organizational outcomes. Using a large sample and a multi-source data set, the current study addressed some methodological limitations of prior research. Results from polynomial regression analyses demonstrated that both self- and other ratings are related to performance outcomes. This procedure revealed the underlying three-dimensional relationship between self-ratings, other ratings, and effectiveness. Findings indicate that the relationship between self-ratings, other ratings and outcomes are somewhat more complex than previous conceptualizations in this area. Simultaneous consideration of both self- and other ratings in terms of the direction and magnitude of self- and other ratings is important for explaining effectiveness outcomes. (Reprinted by permission of the publisher.)

Since the 2004 publication of "Understanding HRM-Firm Performance Linkages: The Role of the 'Strength' of the HRM System," the concept of HRM strength has been widely accepted in the field. We reflect on how the construct of HRM system strength has been used in subsequent theory and research, devoting particular attention to identifying consistencies and inconsistencies from the original intent and implications of the construct for related areas and topics such as strategic HRM, HRM architecture, social psychological contracts, and organizational climate strength. Our review indicates that subsequent work has considerably added to the original; however, challenges remain in capitalizing on this construct in both theory and research. We conclude by offering promising directions for further developing the construct of HRM system strength. [ABSTRACT FROM AUTHOR]

This study investigated the role of employee tenure in the relationship between person and environment factors whereby person factors were represented by personal orientations of teachers and environment factors by organizational climates in schools. Questionnaires assessing personal orientations and tenure were completed by 597 employees from 29 organizations. Climate scores were assessed based on the perceptions of a separate sample of 581 employees from the same organizations. Consistent with Schneider's ASA framework, results suggest that tenure moderates the relationship between person and environment; teachers with longer tenure generally fit the school better than their colleagues with shorter tenure. The effects were stronger at the aggregate group level than at the individual level. Implications of these findings are discussed., The notion of person-environment fit has long been a focus of theory and research in vocational, organizational and related research domains (cf. Aronoff & Wilson, 1985; Chatman, 1989; Morse, 1975; [...]

Models of performance appraisal processes and systems indicate that rater and ratee characteristics, interactions among raters and ratees, rating formats, raters' cognitive processes, the rating process and rating context all [...]

Researchers are often interested in comparing correlations between variables at different levels of analysis (e.g., individual and organizational) to determine if the same relationship holds across the levels. A special situation emerges when correlations at higher levels are based on aggregated data. This article contains an analysis of the nature of the relationship between correlations based on individual-level data and correlations based on aggregated data from individuals. In particular, the conditions under which differences between individual correlations and correlations based on aggregates represent statistical artifacts or meaningful differences are explored. (Reprinted by permission of the publisher.)

This study investigated newcomers' information acquisition about organizational contextual domains from different sources, the relationship between information acquisition and knowledge of domains, relationships between information acquisition from sources, knowledge of domains and socialization outcomes, and shifts in these processes over time. Questionnaires assessing information acquisition strategies, knowledge and socialization outcomes were completed by 151 new organizational members across a variety of organizations, after an average of 17 weeks on the job and again several months later. Results of the study indicated that newcomers differentially relied on sources to gather information, that different sources were of varying importance for gaining knowledge, and that supervisors, coworkers, task and role mastery were related to the assimilation process of new employees. Research and practical implications of these findings are discussed. (Reprinted by permission of the publisher.)

Previous research has consistently shown little relationship between job satisfaction, job attitudes, and performance for individuals, but little work has investigated these relationships at the organizational level of analysis. This study investigated the relationship between employee satisfaction, other job-related attitudes (commitment, adjustment, and psychological stress), and organizational performance. Organizational performance data were collected for 298 schools; employee satisfaction and attitude data were collected from 13,808 teachers within these schools. Correlation and regression analyses supported the expected relationships between employee satisfaction/attitudes and organizational performance. Implications of these findings are discussed. (Reprinted by permission of the publisher.)