Assessing civility at an academic health science center: Implications for employee satisfaction and well-being

Campbell, Lisa; LaFreniere, Jenna R.; Almekdash, Mhd Hasan; Perlmutter, David D.; Song, Huaxin; Kelly, Patricia J.; Keesari, Rohali; Shannon, Kay

doi:10.1371/journal.pone.0247715

Cited by 7 publications

(10 citation statements)

References 32 publications

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“…Since the pandemic, there has been greater focus on the prevalence of moral distress and moral injury in HCWs. 36,[38][39][40][41][42][43][44] A recent study described the common experiences of moral injury among HCWs across disciplines during the pandemic; however, it did not focus specifically on emergency providers and did not include the EMS population. 23 Few studies have focused specifically on the high levels of moral distress experienced by emergency HCWs due to ethically challenging issues such as rationing care, relying on inexperienced personnel, and not providing the emotional support to patients and families that they normally would.…”

Section: Discussionmentioning

confidence: 99%

“…As a result, we revised our theoretical framework to add moral distress as one of the mental health outcomes (see Figure 1). Since the pandemic, there has been greater focus on the prevalence of moral distress and moral injury in HCWs 36,38–44 . A recent study described the common experiences of moral injury among HCWs across disciplines during the pandemic; however, it did not focus specifically on emergency providers and did not include the EMS population 23 .…”

Section: Discussionmentioning

confidence: 99%

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In their own words: Experiences of emergency health care workers during the COVID‐19 pandemic

Blanchard

Bentley³

et al. 2022

Academic Emergency Medicine

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Background During the COVID‐19 pandemic, a substantial number of emergency HCWs have screened positive for anxiety, depression, risk of post‐traumatic stress disorder and burnout. The purpose of this qualitative study is to describe the impact of COVID‐19 on emergency care providers’ health and well‐being using personal perspectives. We conducted in‐depth interviews with emergency medicine (EM) physicians, EM nurses and emergency medical service providers at ten collaborating sites across the United States between September 21, 2020, and October 26, 2020. Methods We developed a conceptual framework that described the relationship between the work environment and employee health. We used qualitative content analysis to evaluate our interview transcripts classified the domains, themes and subthemes that emerged from the transcribed interviews. Results We interviewed 32 emergency HCWs. They described difficult working conditions, such as constrained physical space, inadequate personnel protective equipment and care protocols that kept changing. Organizational leadership was largely viewed as unprepared, distant, and unsupportive of employees. Providers expressed high moral distress caused by ethically challenging situations, such as the perception of not being able to provide the normal standard of care and emotional support to patients and their families at all times, being responsible for too many sick patients, relying on inexperienced staff to treat infected patients, and caring for patients that put their own health and the health of their families at risk. Moral distress was commonly experienced by emergency HCWs, exacerbated by an unsupportive organizational environment. Conclusion Future preparedness efforts should include mechanisms to support frontline health care workers when faced with ethical challenges in addition to an adverse working environment caused by a pandemic such as COVID‐19.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

In their own words: Experiences of emergency health care workers during the COVID‐19 pandemic

Blanchard

Bentley³

et al. 2022

Academic Emergency Medicine

View full text Add to dashboard Cite

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“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0262-1711.htm (Campbell et al, 2021;der Kinderen et al, 2020), social climate (Sawada et al, 2021); team humility (Rego and Simpson, 2018); OCB (Myers et al, 2016); work engagement (Sawada et al, 2021); and organizational performance (Oppel et al, 2019). Civility climate is also confirmed to reduce employee deviance and burnout (Clark and Walsh, 2016;Laschinger and Read, 2016).…”

Section: Introductionmentioning

confidence: 95%

“…, 2012). The civility climate is essential as it increases employee satisfaction and well-being (Campbell et al. , 2021; der Kinderen et al.…”

Section: Introductionmentioning

confidence: 99%

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

Achmadi

Hendryadi

Oktrivina

et al. 2022

JMD

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PurposeThis study aimed to examine the relationship between leader humility, civility climate and employee voice and uncover the moderating effect of competitive climate on the relationship between leader humility, civility climate and employee voice.Design/methodology/approachThree hundred seventy-nine respondents from various sectors in Indonesia participated in this study. All hypotheses were examined using hierarchical multiple regression analysis using the Hayes' macro PROCESS.FindingsLeader humility positively and significantly impacts civility climate and employee voice. Competitive climate was confirmed as a moderator in the relationship between leader humility and civility climate and employee voice. The effect of team humility and civility climate on employee voice was strongest in a highly competitive climate.Practical implicationsBy encouraging the adoption of leader humility, organizations can develop a civility climate and promote employee voice in the workplace. Leader humility is congruent with leadership practices in Asian countries, which are more strongly influenced by the virtues of certain religions. Leaders should demonstrate humble behaviors to generate a civility climate and employee voice. Authoritarian leadership and the high power distance inherent in Asian countries pose a challenge to the prioritization of humble behavior.Originality/valueThis study adds to the extant literature by revealing that leader humility fosters a civility climate and civility climate has positive consequences on employee voice; it is the first study to examine these relationships. Drawing on the social exchange theory, new insights explain the psychological mechanism underlying the relationship between leader humility, civility climate and employee voice while proposing a competitive climate as the boundary condition.

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“…For example, incivility can reduce collective work performance, altruism, creativity, and commitment, 4,15 which are salient qualities of high-functioning teams such as those in surgery. 16 Although incivility has been described in other sectors of medicine and healthcare, 6,17 less is known about the prevalence and impact of incivility within academic surgery.…”

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confidence: 99%

Incivility, Work Withdrawal, and Organizational Commitment Among US Surgeons

Santosa¹,

Hayward

Matusko³

et al. 2021

Annals of Surgery

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Objective: To evaluate the prevalence of incivility among trainees and faculty in cardiothoracic surgery, general surgery, plastic surgery, and vascular surgery in the U.S, and to determine the association of incivility on job and work withdrawal and organizational commitment. Background: Workplace incivility has not been described in surgery and can negatively impact the well-being of individuals, teams, and organizations at-large. Methods: Using a cross-sectional, web-based survey study of trainees and faculty across 16 academic institutions in the U.S., we evaluated the prevalence of incivility and its association with work withdrawal and organizational commitment. Results: There were 486 (18.3%) partial responses, and 367 (13.8%) complete responses from surgeons [including 183 (56.1%) faculty and 143 (43.9%) residents or fellows]. Of all respondents, 92.2% reported experiencing at least 1 form of incivility over the past year. Females reported significantly more incivility than males (2.4 ± 0.91 versus 2.05 ± 0.91, P < 0.001). Asian Americans reported more incivility than individuals of other races and ethnicities (2.43 ± 0.93, P = 0.003). After controlling for sex, position, race, and specialty, incivility was strongly associated with work withdrawal (β = 0.504, 95% CI: 0.341–0.666). There was a significant interaction between incivility and organizational commitment, such that highly committed individuals had an even greater impact of incivility on the outcome of job and work withdrawal (β = 0.178, 95% CI: 0.153–0.203). Conclusions: Incivility is widespread in academic surgery and is strongly associated with work withdrawal. Leaders must invest in strategies to eliminate incivility to ensure the well-being of all individuals, teams, and organizations at-large.

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Assessing civility at an academic health science center: Implications for employee satisfaction and well-being

Cited by 7 publications

References 32 publications

In their own words: Experiences of emergency health care workers during the COVID‐19 pandemic

In their own words: Experiences of emergency health care workers during the COVID‐19 pandemic

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

Incivility, Work Withdrawal, and Organizational Commitment Among US Surgeons

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