A Configurational Approach to the Relationship between High‐Performance Work Practices and Frontline Health Care Worker Outcomes

“…Contextually speaking, employees' perceptions of SHRD alignment may be especially important in industries that are dynamic and tied to 276 DOI: 10.1002/piq Performance Improvement Quarterly critical human outcomes, such as the healthcare industry. Healthcare organizations are confronted with extraordinary pressures from strategic forces at all levels (Chuang, Dill, Morgan, & Konrad, 2012;Hernandez & O'Connor, 2010). In the United States, such organizations face a continually shifting environmental context, dependent on changing and uncertain state and national political forces.…”

Section: Research Questionsmentioning

confidence: 99%

“…In the United States, such organizations face a continually shifting environmental context, dependent on changing and uncertain state and national political forces. Increased demands to use resources more efficiently to provide continuous quality improvements in patient care have led healthcare researchers and practitioners to consider the role of HR as an integral component contributing to positive healthcare outcomes (Chuang, Dill, Morgan, & Konrad, 2012;De Koejier, Paauwe, & Huijsman, 2014;Gowen, McFadden, & Tallon, 2006;Jiang, Lepak, Hu, & Baer, 2012;Taylor et al, 2015). Strategic alignment of HRD is likely to be one such factor contributing to healthcare organizations' effectiveness in promoting positive patient outcomes.…”

Section: Research Questionsmentioning

confidence: 99%

Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

Herd¹,

Shuck²,

Githens³

2018

Perf Improvement Qrtly

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Through fieldwork at a large healthcare organization, an initial measure of employees' perceptions of strategic human resource development (SHRD) alignment was developed. An empirical investigation of the 12‐item measure was conducted with 2062 employees from all levels and position types in a large healthcare organization in the mid‐south United States. The measure (SHRD‐AI) was found to have one factor with 82% of explained variance and was positively correlated as hypothesized with measures of perceived investment in employee development, learning‐organization culture, manager support for HRD, and psychological climate. Implications of the study include potential linkages between (a) employees' perceived SHRD alignment and (b) a learning culture promoting employee voice, which may be especially critical variables in healthcare organizations facing a wide range of strategic challenges.

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“…H6 states that WS has positive association with JS. Many studies (Dawis & Lofquist, 1984;Harmon et al, 2003;Harley et al, 2007;Chang et al, 2009, Young et al, 2010Chuang et al, 2012;Weinberg et al, 2012;Fan et al, 2014) have acquired the positive and significant relationship between work style and job satisfaction. The result of this study (β=.665; p<0.001) is consistent with previous study and consequently H3 is accepted.…”

Section: The Influence Of Work Style (Ws) On Job Satisfaction (Js)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

Moslehpour¹,

Altantsetseg²,

Mou³

et al. 2018

Preprint

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Purpose - The purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology - The questionnaire is designed by a synthesis of existing constructs in the current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of territory and administration of Mongolia. Factor analysis, reliability test, collinearity test, and correlation analyses confirm validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. Practical implications - This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of findings are beneficial to organizations aiming at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. Appropriate leadership style is most effective when it matches organizational climate as well as employees’ work style. Furthermore, suitable organizational climate will increases the level of job satisfaction. If work style of employees is respected and taken into consideration, leadership style can find its way into job satisfaction. Originality/value - This study is the first to understand the motivators of job satisfaction in government sector of Mongolia. This study suggests valuable findings for executive officers, junior and primary unit’s officers of register sector of government in Mongolia. The findings of this study help managers and executives in their effort to develop and implement successful human resource strategies.

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A Configurational Approach to the Relationship between High‐Performance Work Practices and Frontline Health Care Worker Outcomes

Cited by 51 publications

References 51 publications

Can you see me? Experiences of nurses working night shift in Australian regional hospitals: a qualitative case study.

Can you see me? Experiences of nurses working night shift in Australian regional hospitals: a qualitative case study.

Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

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A Configurational Approach to the Relationship between High‐Performance Work Practices and Frontline Health Care Worker Outcomes

Cited by 51 publications

References 51 publications

Can you see me? Experiences of nurses working night shift in Australian regional hospitals: a qualitative case study.

Can you see me? Experiences of nurses working night shift in Australian regional hospitals: a qualitative case study.

Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees&nbsp;<strong> </strong>

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Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>