A closer look at how managerial support can help improve patient experience: Insights from the UK’s National Health Service

Abstract

<jats:p> Recent debates in healthcare have emphasized the need for more respectful and responsive services that meet patients’ preferences. These debates centre on patient experience, one of the most critical factors for measuring healthcare performance. In exploring the relevance of patient experience key questions need answers: what can managers or supervisors do to help improve the quality of healthcare? What is the role of employees? Addressing these questions, this study examines whether perceived supervisor support (PSS) promotes patient experience through a serial mediation involving perceived organizational support (POS), and positive employee outcomes such as engagement, involvement and advocacy. Using two-wave data from the British National Health Service, we show that PSS is strongly associated with POS, which in turn improves engagement, involvement and advocacy among employees. PSS also has a positive indirect influence on patient experience through POS and advocacy; but the indirect paths involving engagement and involvement are not supported. We offer useful guidance on how healthcare employers can support employees towards improving the quality of services rendered to patients. </jats:p>

Perceived supervisor support and learner’s career curiosity: the mediating effect of sense of belonging, engagement and self-efficacy

“…Drawing on SET, we argue that learners can interpret supportive supervisor actions as indicative of the organization's goodwill towards their career development (e.g. Ogbonnaya and Babalola, 2020). If learners participating in a work placement perceive their supervisors as being supportive and caring, they might respond favourably.…”

“…Such learners may be more curious about learning new skills, pursuing certain career goals and, in turn, be of benefit to the labour market (e.g. Ogbonnaya and Babalola, 2020). PSS can help to shape learners' experience, and this is the core aim of the work placement programme (Industrial Training Fund, 2013).…”

“…A major benefit of this approach was to reduce common method bias and to match and combine data from different sources into a unified data set (e.g. Ogbonnaya and Babalola, 2020). To aggregate the data for waves 1, 2 and 3, we applied the interclass correlational coefficients to verify the interrater reliability among the respondents.…”

Remote working and employee engagement: a qualitative study of British workers during the pandemic

“…In other words, employees are more likely engaged if key aspects of their jobs or assigned tasks are perceived to be significant, useful, and worthwhile (Chaudhary, 2019). Other studies have associated various forms of support, including organisational, supervisory, collegial, and familial support, with higher levels of employee engagement (Anitha, 2014;Bakker et al, 2011;Ogbonnaya and Babalola, 2020;Rich et al, 2010 (Ogbonnaya and Babalola, 2020;Saks, 2006). This type of support promotes employees' sense of obligation to reciprocate via positive actions directed towards improving organizational performance (Harter et al, 2002;May et al, 2004).…”

The Role of Health Promotion in Management Development. A Systematic Review of Training Concepts in an Organizational Context

“…Health promotion programs are increasingly implemented in corporate practice (Busch et al, 2017). In addition to ethical considerations, economic reasons play a central role (Ogbonnaya & Babalola, 2019). Relying on empirical studies, workplace health promotion increases the quality of work and reduces the number of days of absence due to illness (Freire & Bettencourt, 2020).…”