Search

The operating theatre is a dynamic and challenging environment where effective teamwork is essential. Routine clinical debriefings, which involve brief reflections on collaboration to identify successes and areas for improvement, have proved to enhance teamwork, particularly in the operating theatre. However, barriers such as time constraints, conflicting priorities, and a lack of standardised debriefing processes hinder their regular use. Implementation of TALK©, a voluntary self-debriefing method, showed significant improvements in debriefing performance and integration of debriefing into routine practice, although long-term consistency remains a challenge. [ABSTRACT FROM AUTHOR]

ABSTRACT Aim(s) Design Methods Results Conclusion Implications for the Profession Impact Patient or Public Contribution Reporting Method To explore the impact of the COVID‐19 pandemic on nurse's well‐being, experiences of delivering healthcare within acute settings and their emotional management.Sequential mixed methods.February to July 2021 an online well‐being survey was disseminated to nurses working in acute settings within one Scottish health board. In‐depth interviews with a purposive sample of respondents were conducted. Survey data were analysed descriptively, and interview data using Framework analysis and emotional management as the theoretical framework.Well‐being was poor overall. Infection control measures impeded interactions, with loss of connection between patients, families and nurses. Emotional work was extended in caring for patients and families when visits were forbidden or restricted. Disconnect between colleagues was intensely felt. On COVID and non‐COVID wards, nurses were caring for patients with a significantly reduced workforce and often outside their clinical speciality. Nurses masked their own anxieties, fears, moral distress and exhaustion on the ward. Communal ‘backstage’ spaces, were reduced to enable more infection‐control space but reduced opportunity for collegial support. Formal psychological intervention required access after shift, and/or nurses feared they could not contain their emotions afterwards.Working during the pandemic was emotionally and physically demanding for those in COVID a.nd non‐COVID wards. Unintended consequences of infection control measures significantly extended nurses' emotional management, by caring for isolated patients and families but impeding opportunities to care for each other, compounding their emotions.There is a need to value emotional work in nursing to better support mental well‐being.We advance the nursing emotional management literature by addressing the gap of exploration in challenging conditions. The importance of emotional management on nurses' mental well‐being has been overlooked but focusing on this in the next crisis could improve nurse's well‐being.No patient or public contribution.GRAMMS. [ABSTRACT FROM AUTHOR]

This study adopted a mixed methods approach, with the quantitative element forming the core component and the qualitative dimension assuming the supplementary component to assess Job Satisfaction (JS) and Organisational Commitment (OC) as mediators in the relationship between Spirit at Work (SAW) and Organisational Citizenship Behaviour (OCB) within the Australian higher education sector. It is expected that by 2025, job satisfaction and burnout will cause large numbers of academic staff to leave Australian universities. Regression and structural equation modelling analysed the study’s quantitative data. NVivo was used to analyse qualitative data. The findings illustrate that SAW significantly predicts OCB, JS and OC. Most notably, the results indicate no significant differences between the permanent and casual staff’s level of SAW and none between their JS, OC and OCB levels. This finding contradicts previous research. The overall findings in this article further highlight necessary changes to Australian universities’ current management and leadership approaches to create more satisfied and committed employees. [ABSTRACT FROM AUTHOR]

The need to 'rethink leadership' is on the radar of many, from global finance and auditing organisations (e.g., Deloitte) and global sports organisations (e.g., the International Olympic Committee) to national and local sports organisations concerned about the decreasing numbers of participants or the lack of women coaches. Yet, is the dominant Western leadership orthodoxy fit for purpose in the 21st century? The purpose of this article is two-fold. First, to advocate for ways of 'rethinking leadership' that challenge the current dominant ethnocentric, gender-biased, leader-centric orthodoxy. Second, to introduce an expanded global and diverse leadership paradigm that is underpinned by clearly delineated dimensions of diversity and cultural competence, which recognises the importance of the organisational and cultural contexts. The literature discussed in this article draws from leadership studies generally and sports leadership and sports coaching more specifically. Key to this article is the discussion of the implications of adopting a diverse leadership paradigm for policy, practice, development, and research of leadership. This advocacy article does not end with a definitive conclusion but rather with an invitation to participate in a journey to realise the potential of diverse leadership. [ABSTRACT FROM AUTHOR]

Open innovation (OI) application has gradually expanded to traditional and institutionalised industries, which have their own institutional logic. Organisations in such industries are subject to strict regulations designed to mitigate risk and build organisational legitimacy. Despite its various advantages, OI adoption and implementation is challenging. Yet, institutional effects could play a critical role in facilitating organisations' change, especially when uncertainty exists. This study focuses on the analytical investigation of the three main institutional effects, i.e. coercive, mimetic and normative forces, on the implementation of OI. A case study approach was used to analyse the issue concerned. A total of four case studies were conducted. The research outcome highlights the role of institutional effects in the implementation of OI. It suggests that institutional effects are an effective means of stimulating the adoption of OI and can guide the organisational innovation process. Moreover, the results highlight the relationship between organisational characteristics and institutional effects. Coercive forces are more important for organisations that are government owned and controlled, while mimetic forces are more crucial for organisations with limited resources. Normative forces have a particular impact on the actions of organisations having direct or indirect ties with the professional networks. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to examine the direct effect of job commitment (JCT) on student retention (REN), exploring the mediating roles of total quality management (TQM) and information communication technology adoption (ADT), and moderating roles of toxic leadership (TLE) and job demands (JDD). Design/methodology/approach – The paper develops a conceptual framework along with postulations by integrating both empirical and theoretical literature in the fields of employee well-being, strategic management, information communication technology, leadership, as well as work and occupational psychology. Findings – This paper proposes that JCT will be positively related to REN, and this positive relationship will be mediated by TQM and ADT. Additionally, TLE and JDD will moderate the direct positive effect of JCT on REN. Research limitations/implications – This paper provides implications for both researchers and practitioners in the areas of strategic decision-making in educational institutions and behaviour management for enhancing REN by applying JCT, TQM and ADT as strategic tools, while keeping TLE and JDD under control. It also offers implications for upcoming researchers to empirically test this conceptual framework in different educational settings. Practical implications – By boosting employees JCT, educational institutions stand the chance of improving REN via TQM and ADT. Additionally, JCT can foster REN under a working environment where TLE and JDD are kept low. Originality/value – The paper offers unique insights into how TQM and ADT connect JCT to REN, and how JCT relates to REN under varied levels of TLE and JDD. It also highlights the theoretical contributions of the resource-based theory of a firm, affective events theory and activation theory.

Fostering environmental sustainability practices inside an organisation requires the convergence of organisational behaviour and human resource management in today's fast-paced and constantly-evolving business world. Integrating sustainable practices into an organ-isation's operations is essential as they grow more conscious of its environmental impact. In order to shape corporate culture in a way that promotes environmental sustainability, HRM is essential and ensures that sustainability becomes an important part of the corporate culture by integrating sustainable practices into the company's values, vision, and mission. This can be accomplished by providing staff with incentives, training opportunities, and effective communi-cation to encourage them to incorporate eco-friendly practices into their daily work. This pa-per examines the intersection of Human Resource Management (HRM) and organisational culture concerning environmental sustainability within organisations. It synthesises existing research findings on key themes: the factors that enable the development of environmentally-conscious organizational cultures, the effects of Green HRM practices and Green Intellectual Capital on sustainability, and how HRM practices influence employees' environmentally-friendly behaviour. The review emphasises the positive effects of Green HRM practices, partic-ularly in recruitment, selection, rewards, and Green Intellectual Capital encompassing human, structural, and relational aspects, on organisational sustainability efforts. Additionally, the re-view highlights HRM practices such as managing the employee life cycle, providing education and training, fostering empowerment, and encouraging managerial involvement as influential drivers of employees' environmentally-conscious behaviour, both within and outside their des-ignated roles. [ABSTRACT FROM AUTHOR]

In the current study, we aimed to investigate whether moral foundations and consideration of future consequences are related to prosocial intentions at work (corporate volunteering intention and pro‐environmental behaviours and practices). Four hundred forty participants, employees from medium‐ and large‐sized organisations, participated in the study. The results showed that most of the assumptions were confirmed. Individualising moral foundations were positively linked to corporate volunteering intentions and pro‐environmental behaviours and practices. Binding moral foundations were positively related to corporate volunteering intentions and general pro‐environmental behaviours at work but negatively to pro‐environmental individual practices. Consideration of future consequences related positively to corporate volunteering intentions and pro‐environmental behaviours at work only when individualising moral foundations were high. This relationship was also observed when binding moral foundations were low or average. The present findings are of interest to employers, corporate psychologists, business executives, and educators raising awareness about social and environmental responsibility. [ABSTRACT FROM AUTHOR]

Objectives The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era. Material and methods The study used a diagnostic survey method. In the first stage of the research, the questionnaire was filled in by employees of enterprises from various industries. The responses were then supplemented with the information gathered during in-depth interviews with managers of the selected organisations and further empirical analyses were conducted. Results The leadership competencies necessary in crisis situations were identified thanks to an analysis of the literature on the subject and then it was examined how they influence the attitudes and behaviour of contemporary employees. The authors also diagnosed the characteristics and behaviours of leaders shaping both positive and negative attitudes as well as approaches of employees. Furthermore, the relationship between a leadership style and employee commitment was identified, and the dominant communication style in the supervisor-subordinate relationship in situations of uncertainty was determined. In addition, the authors identified the actions taken by leaders who prioritise the development of their team. The research is an attempt to answer the following question: what concept of leadership and what leadership opportunities and threats are present in contemporary organisations? Conclusions The presented results may contribute to the popularisation of knowledge about leadership in the VUCA/BANI era, enrich the literature on the subject with practical issues concerning the formation of positive employee behaviour as well as contribute to further research on this issue.

Aim: The aim of the study was to evaluate a person‐centred model of clinical supervision to enhance person‐centredness. Design: Experimental, quantitative. Methods: One hundred and three New Graduates were supported to reflect through a person‐centred lens (July–December 2020). Evaluation was undertaken at 6 months using: the Manchester Clinical Supervision Scale‐26 (effectiveness of supervision) and the Person‐centred Practice Inventory (measures attributes of the nurse/midwife, the care environment and person‐centred processes). Due to participation difficulties, scores were calculated by attendance rates using descriptive and inferential statistics. Results: Regular attendees scored higher on the supervision's effectiveness; however, this did not reach efficacy. 'Finding time' to attend contributed to low scores. Supervision scored well on its supportive function when attended. Many New Graduates perceived a decline in their care environment. Attendance aside, New Graduates averaged an increased in their person‐centred attributes and processes. Greater participation was found in those who scored higher at baseline on their person‐centred attributes and processes, and this higher scoring continued at 6 months than those who attended less. Conclusion: New Graduates who perceive themselves as person‐centred and reflective at baseline are more likely to attend a person‐centred clinical supervision and score higher at 6 months than those who attended less often. New Graduates found support within supervision during challenging times. Implications for Practice for Professional and/or Patient Care: For successful implementation of Person‐centred Clinical Supervision, New Graduates need support to attend, as attendance supports them to begin seeing value in the process. Impact: This intervention kept person‐centred practice at the forefront of New Graduates reflection, in a time of extreme change. The research has implications for nursing and midwifery management with the imperative to deliver person‐centred care and create the person‐centred cultures for staff to feel supported and empowered. Reporting Method: Transparent Evaluation of Non‐randomized Designs (TREND). Patient of Public Contribution: No patient or public contribution. Contribution to Wider Community: New Graduates grow their person‐centredness over their transitioning year; however, this can be enhanced with regular clinical supervision underpinned by person‐centred theory.Clinical supervisors can provide support to New Graduates when the environment is challenged. [ABSTRACT FROM AUTHOR]

Corporate governance is gaining interest not only from investors but companies that want to operate in international markets, prompting a more thorough analysis of the field to prioritise stakeholder interests alongside shareholder value. By adopting a holistic approach that considers stakeholders' diverse needs and expectations, companies can build resilience, foster trust, and create sustainable value for all stakeholders, ensuring long-term success and societal impact. This paper analyses corporate governance principles applied at the international, European, and national levels, emphasising the importance of the field for the stakeholders. The practical approach of the paper analyses the application and compliance of the corporate governance code of 18 companies in the field of financial intermediation and insurance, which are listed on the Bucharest Stock Exchange, underlining the crucial role of transparency of operations in instilling confidence and reassurance in stakeholders. The conclusions present proposals for measures to improve corporate governance practices at the level of companies. [ABSTRACT FROM AUTHOR]

The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. An organisation is often able to overcome difficulties owing to a leader who does not only make strategic decisions, but also supports employees. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era. The leadership competencies necessary in crisis situations were identified thanks to an analysis of the literature on the subject. Then it was examined how they influence the attitudes and behaviour of contemporary employees. The authors of the study also diagnosed the characteristics and behaviour of leaders shaping both positive and negative attitudes as well as approaches of employees. Furthermore, the relationship between a leadership style and employee commitment was identified, and the dominant communication style in the supervisor-subordinate relationship in situations of uncertainty and threat was determined. In addition, the authors identified the actions taken by leaders who prioritise the development of their team. The research is an attempt to answer the following question: what concept of leadership and what leadership opportunities and threats are present in contemporary organisations? The study used a diagnostic survey method. At the first stage of the research the questionnaire was filled in by employees of enterprises from various industries. The responses were then supplemented with the information gathered during in-depth interviews with managers of the selected organisations and further empirical analyses were conducted. The research confirmed that leaders play a key role in shaping positive behaviour of their subordinates in the VUCA/BANI era, thanks to their attitude, commitment and a proper leadership style. The uncertainty of tomorrow as well as the complexity and instability of organisations constitute a test of leadership. In case of a crisis good leaders seek opportunities for themselves and their organisations, demonstrate creativity, take care of their own and their subordinates’ development, set ambitious goals, are resilient to stress, empathetic and able to respond to changing conditions and needs of employees immediately. The presented results may contribute to the popularisation of knowledge about leadership in the VUCA/BANI era, enrich the literature on the subject with practical issues concerning the formation of positive employee behaviour as well as contribute to further research on this issue. [ABSTRACT FROM AUTHOR]

Due to the increasing complexity in the job itself and the workplace in which it is performed, counterproductive work behaviour has attracted growing attention in recent years. While the existing literature has established that workplace conflict factors could be significant drivers of employees' counterproductive work behaviour, there has been a dearth of literature on this issue in academia. Therefore, this study examines the interactions between workplace conflict factors and employee counterproductive work behaviour using universities in South-West Nigeria as Moderated by organisational justice as the theatre of the study. The study relied primarily on questionnaires as its major data collection method, reflecting its adoption of a survey research strategy. The results revealed that workplace conflict factors do not affect employee outcomes in selected private universities in South-West Nigeria as moderated by organisational justice. This research suggests that universities that want to foster employee loyalty must develop and execute effective incentive systems. [ABSTRACT FROM AUTHOR]

Succession planning is crucial in the business world as it enables the identification of appropriate talent, whether from inside or outside the organization, to step into important roles should a leader or non-leader leave their position. Nevertheless, numerous high-ranking executives often need support in formulating or refining their strategies, which can create challenges for companies when their leaders depart. Numerous businesses, including major corporations such as Microsoft, have faced the challenges of abrupt departures by their executives. This leadership vacuum can result in a decline in productivity and organizational efficiency. This paper will delve into the importance of preparing for leadership changes, pinpoint the common errors in succession planning, and offer advice on preventing them. The Microsoft case study serves as a poignant reminder of the significance of succession planning. It exemplifies that succession planning goes beyond filling leadership roles; it encompasses the creation of a roadmap for fostering growth, and innovation and ensuring long-term sustainability. [ABSTRACT FROM AUTHOR]

This article uses a case study method to explore implementing an organisation's digital competencybuilding strategy. The research examines the organisation's context, including its size, industry and current digital landscape, to comprehensively understand its challenges and opportunities in developing digital competencies. Through qualitative data collection techniques such as interviews, surveys and observations, the research uncovers the specific strategies employed by the organisation to build digital competencies. These strategies may include training programmes, mentorship initiatives, online learning platforms and other relevant interventions. Additionally, the research explores the factors that influence the success or failure of these strategies, such as leadership support, organisational culture and employee engagement. This study used the multi-criteria decision-making analysis technique VIKOR to prioritise these factors and provide a prescriptive approach for digital competency building in a business programme to remove subjectivity and bias. Findings indicate that the digital competencybuilding initiative, including improved employee performance, enhanced digital literacy and increased innovation, is analysed to gauge the overall impact on the organisation's success. Ultimately, this research aims to inform organisations about the importance of digital competency building and provide guidance on effective strategies for implementation. The case study approach allows for a deep exploration of the contextual factors and provides actionable recommendations for organisations looking to enhance their digital capabilities. By aligning their workforce's skills with the demands of the digital age, organisations can better position themselves for success in an increasingly digitalised world. [ABSTRACT FROM AUTHOR]

The aim of the current study is to investigate the influence of human capital dimensions on knowledge hiding behaviour of public sector employees. A simple random sampling technique was used, and data were collected through a survey from 336 individuals working in different companies within the Italian public sector. The results show that, in most cases, the influence of human capital dimensions on knowledge hiding behaviour was significant. Furthermore, these findings contribute to identifying and highlighting how gender also plays a significant role in the way people hide their knowledge. The work is novel in the context of investigating the factors that may influence knowledge hiding behaviour in the public sector and seeks to contribute to the development of knowledge risks strand and, more generally, to the research on knowledge management in public sector organisations. It also encourages managers to consider the potentially harmful effects of this practice. [ABSTRACT FROM AUTHOR]

The need to ‘rethink leadership’ is on the radar of many, from global finance and auditing organisations (e.g., Deloitte) and global sports organisations (e.g., the International Olympic Committee) to national and local sports organisations concerned about the decreasing numbers of participants or the lack of women coaches. Yet, is the dominant Western leadership orthodoxy fit for purpose in the 21st century? The purpose of this article is two-fold. First, to advocate for ways of ‘rethinking leadership’ that challenge the current dominant ethnocentric, gender-biased, leader-centric orthodoxy. Second, to introduce an expanded global and diverse leadership paradigm that is underpinned by clearly delineated dimensions of diversity and cultural competence, which recognises the importance of the organisational and cultural contexts. The literature discussed in this article draws from leadership studies generally and sports leadership and sports coaching more specifically. Key to this article is the discussion of the implications of adopting a diverse leadership paradigm for policy, practice, development, and research of leadership. This advocacy article does not end with a definitive conclusion but rather with an invitation to participate in a journey to realise the potential of diverse leadership.

Quantum physics, with its divergence from conventional human conceptual frameworks, presents an intriguing challenge in comprehension and application. This enigmatic field appears incongruent with everyday experiences and resists interpretation through even the most rigorous mathematical formulations. Yet, the impending advent of commercial quantum computing, anticipated within the next decade, offers a unique perspective for understanding these complexities. Drawing from historical instances where the emergence of novel technologies catalysed the evolution of elucidating metaphors, this paper postulates the synchronous rise of quantum computing with the development of metaphors to explicate quantum effects. These metaphors hold significant potential to illuminate poorly understood areas of organisational behaviour, offering new lenses to view, interpret and analyse such phenomena. Three case studies, namely the agile transformation of ING Bank, the seminal Hawthorne experiments and two large-scale training programs implemented by Starbucks, are deployed to substantiate the proposed use of quantum metaphors as supplementary interpretative tools. The emergence of this new metaphorical language, intrinsically tied to the unfolding of quantum computing technology, may herald the advent of novel research methodologies and paradigms. This exploratory study serves as a precursor to further research in organisational studies through the lens of quantum metaphors, opening doors to a more profound understanding of complex organisational phenomena. [ABSTRACT FROM AUTHOR]

Aims: To examine task duration and frequency of self‐interruptions among study participants during externally interrupted compared with externally uninterrupted simulated medication administration. Background: Interruptions are prevalent during nursing medication administration and can lead to inefficient, delayed, omitted and unsafe patient care. Interrupted nursing tasks are shown to take longer to complete compared to uninterrupted tasks; however, studies seldom indicate if the time spent in the interruption was included or excluded in the reported task duration. It is unknown if the time spent in the interruption leads to longer task completion times or if other factors, such as the time needed to re‐engage in the primary task and/or self‐interruptions, are involved. Little is known about associations between external interruptions and self‐interruptions during nursing tasks. Self‐interruptions are caused by an individual's own decision to stop an activity to attend to something else. Design: Cross‐sectional within‐subjects design. Methods: This two‐site study investigated task duration and frequencies of self‐interruptions during externally interrupted and externally uninterrupted simulated medication administration. Data on medication administration duration, external interruption duration and self‐interruptions were collected via direct observation from November 2019–February 2020. The time spent in the external interruption was deducted from the medication administration duration. Results: Thirty‐five participants were included in the study. The externally interrupted task had a significantly longer duration and significantly more frequent self‐interruptions within‐subjects compared to the externally uninterrupted task. Self‐interruptions were most often due to forgotten supplies. Conclusions: The findings suggest that the time needed to re‐engage with an externally interrupted task and/or self‐interruptions may lead to longer task completion times. Impact: Researchers are encouraged to investigate mediators of interruptions that lead to longer task completion times and errors. Findings can be used to develop and implement interruption management strategies that aim to improve the safety and quality of patient care. Reporting Method: Equator guidelines were followed using the STROBE reporting method. Patient/Public Contribution: No patient or public involvement in this study. Implications for the profession and/or patient care: Educators and researchers can use the study findings to guide teaching methods and direct future studies. By gaining a better understanding of the mediators of interruptions that create longer task completion times and increase the risk for errors, tailored interruption management strategies that aim to improve the safety and quality of healthcare can be developed and implemented. [ABSTRACT FROM AUTHOR]

Copyright of Education of Economists & Managers / Edukacja Ekonomistow i Menedzerow is the property of Warsaw School of Economics, Department of Human Capital Development and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Early childhood care and education (ECCE) have received increased attention in recent years, as this formative period has a significant impact on children's development (Kim, 2021). Effective human welfare organisational behaviour can improve the organisation's reputation, and contribute to the community's overall social and economic development (Veltmeyer & Rushton, 2011). This study explains human welfare organisational behaviour in the early childhood education service. A qualitative approach was employed, and a documentary method was used. In-depth interviews were conducted with ten early childhood development experts and academics in Thailand. The data were analysed using content analysis. The findings indicate that human welfare organisational behaviour in early childhood education services in Asia encompasses the attitudes and practices of organisations involved in providing education and care to children. This perspective focuses on fostering supportive environments that promote the well-being of children, families, and educators, while also ensuring the quality of educational services. Key elements of this viewpoint include prioritising the child's needs, promoting positive relationships, creating a safe and inclusive environment, and valuing the contributions of all stakeholders. Effective human welfare organisational behaviour in the early childhood education sector has the potential to enhance children's outcomes and contribute to the long-term development of Asia. [ABSTRACT FROM AUTHOR]