The quality of exchange relationships between work teams and their members was assessed for 103 manufacturing workers. Higher levels of team-member exchange quality, as well as of cohesiveness, satisfaction with coworkers, and general job satisfaction were reported by members of teams expected to be self-managing in contrast to teams expected to function as traditional work groups. Gains in departmental production efficiency were also found to be related to the work unit's average change in team-member exchange over time.

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Data on measures of organizational culture and organizational performance were collected at two different points in time from a sample of 12 organizations of a firm in the electric utility industry. Pearson correlations indicated measures of organizational culture were significantly related to objective measures of performance. Teamwork was strongly associated with organizational performance. If measures of organizational culture could be integrated into the reward system, managers might pay more attention to improving organizational culture and thereby improve organizational performance.

Employees (N = 165) of an academic institution described their supervisors with the Supervisory Behavior Description and completed the Job Descriptive Index. Correlations between supervisory leadership and subordinate satisfaction were examined for four subgroups: female supervisor, male subordinates; male supervisor, female subordinates; male supervisor and subordinates; and female supervisor and subordinates. For all groups, subordinates with supervisors higher in consideration displayed greater satisfaction with work. This relationship was significantly higher for subordinates with female supervisors. Relationships between supervisory structure and subordinate satisfaction were more situational. While most of the relationships between the supervisor's initiating structure and the subordinates' satisfaction were not significant, there was some tendency for male subordinates to have lower satisfaction with female supervisors who were higher in structure.

Background: Identification of evidence-based factors related to status of the clinical research professional (CRP) workforce at academic medical centers (AMCs) will provide context for National Center for Advancing Translational Science (NCATS) policy considerations and guidance. The objective of this study is to explore barriers and opportunities related to the recruitment and retention of the CRP workforce. Materials and Methods: Qualitative data from a series of Un-Meeting breakout sessions and open-text survey questions were analyzed to explore barriers and recommendations for improving AMC CRP recruitment, retention and diversity. Results: While certain institutions have established competency-based frameworks for job descriptions, standardization remains generally lacking across CTSAs. AMCs report substantial increases in unfilled CRP positions leading to operational instability. Data confirmed an urgent need for closing gaps in CRP workforce at AMCs, especially for attracting, training, retaining, and diversifying qualified personnel. Improved collaboration with human resource departments, engagement with principal investigators, and overcoming both organizational and resource challenges were suggested strategies, as well as development of outreach to universities, community colleges, and high schools raising awareness of CRP career pathways. Discussion: Based on input from 130 CRP leaders at 35 CTSAs, four National Institute of General Medical Sciences’ Institutional Development Award (IDeA) program sites, along with industry and government representatives, we identified several barriers to successful recruitment and retention of a highly trained and diverse CRP workforce. Results, including securing institutional support, champions, standardizing and adopting proven national models, improving local institutional policies to facilitate CRP hiring and job progression point to potential solutions.