Employee engagement within the NHS: a cross-sectional study

Jeve, Yadava; Oppenheimer, Christina; Konje, Justin C.

doi:10.15171/ijhpm.2015.12

Cited by 38 publications

(38 citation statements)

References 32 publications

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“…Employee engagement, which may be defined as “the emotional commitment of the employee towards the organization” 66 affects the non-negligible issues of cost-effectiveness and employee retention as well as patient safety. All-clinician and physician favorability scores in 3 EE-related categories (teamwork, tools and resources, and quality of patient care) ranged from 89% to 100%.…”

Section: Resultsmentioning

confidence: 99%

Simulation for Operational Readiness in a New Freestanding Emergency Department

et al. 2016

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Summary StatementSimulation in multiple contexts over the course of a 10-week period served as a core learning strategy to orient experienced clinicians before opening a large new urban freestanding emergency department. To ensure technical and procedural skills of all team members, who would provide care without on-site recourse to specialty backup, we designed a comprehensive interprofessional curriculum to verify and regularize a wide range of competencies and best practices for all clinicians. Formulated under the rubric of systems integration, simulation activities aimed to instill a shared culture of patient safety among the entire cohort of 43 experienced emergency physicians, physician assistants, nurses, and patient technicians, most newly hired to the health system, who had never before worked together. Methods throughout the preoperational term included predominantly hands-on skills review, high-fidelity simulation, and simulation with standardized patients. We also used simulation during instruction in disaster preparedness, sexual assault forensics, and community outreach. Our program culminated with 2 days of in-situ simulation deployed in simultaneous and overlapping timeframes to challenge system response capabilities, resilience, and flexibility; this work revealed latent safety threats, lapses in communication, issues of intake procedure and patient flow, and the persistence of inapt or inapplicable mental models in responding to clinical emergencies.

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Section: Resultsmentioning

confidence: 99%

Simulation for Operational Readiness in a New Freestanding Emergency Department

et al. 2016

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“…Employee efficiency could not be improved by overloading staff with work commitments, as NHS employees are already overstretched. Focus could instead be placed on strategies to improve work engagement among NHS employees, in order to achieve a higher level of efficiency . Innovative improvisation in infrastructure, patient care pathways, and use of information technology could result in improved process efficiency.…”

Section: Discussionmentioning

confidence: 99%

Raising quality whilst reducing cost in health care: A retrospective cohort study

Jeve

2017

Health Planning & Management

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The results indicated that, after the trade-off value, an improvement in the quality would result in reduced costs for the unit. Clinical efficiency of the services was found to be the key factor determining this relationship. Therefore, strategies to increase clinical efficiency, and thus overall quality, above the trade-off level could result in significant financial savings. Patient safety and patient experience were positively correlated with clinical efficiency.

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“…The importance of personal characteristics and attributes are seen as being significantly influencing an individual's behavior at his workplace (Judge, Locke, & Durham, 1997;Hobfoll 1989;Handa & Gulati, 2014). These personality traits are generally consistent over a period of time and impact an individual's response to various circumstances at work (Mc Crae, Costa, Ostendorf, Angleitner, Hrebickova, & Avia, 2000).…”

Section: Emotional Connotations Of Employee Engagementmentioning

confidence: 99%

“…Neurotic people have irrational ideas, unable to control impulses and are stressed due to the negative emotions that depart them from adjusting to surrounding including organization (Costa & McCrae, 1992;Handa & Gulati, 2014). Positive affect regulates direction, type and speed of cognition (Schwarz & Bless, 1991;Carver & White, 1994;Kazan & Kuhl, 2005).…”

Section: Emotional Connotations Of Employee Engagementmentioning

confidence: 99%

Role of Emotional Intelligence on Employee Engagement: A Study among Indian Professionals

Sarangi¹,

Vats²

2015

IJBM

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Business firms across the globe have always endeavoured to identify and strengthen drivers of employee engagement at the individual, group and organizational level. Drivers at the individual level have been less researched and tested in previous studies. This study attempts to examine the role of emotional intelligence as an individual antecedent of employee engagement. This is hypothesized drawing from literature that emotional intelligence plays an important role in shaping positive workplace feelings, attitudes and behaviour. Responses captured and analyzed from randomly selected sample of 182 professionals working in Indian organizations revealed that emotional intelligence especially mood repair augments high levels of employee engagement manifested through higher vigor, dedication and absorption in employees. These findings have significant implications for both research and practice.

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Employee engagement within the NHS: a cross-sectional study

Cited by 38 publications

References 32 publications

Simulation for Operational Readiness in a New Freestanding Emergency Department

Simulation for Operational Readiness in a New Freestanding Emergency Department

Raising quality whilst reducing cost in health care: A retrospective cohort study

Role of Emotional Intelligence on Employee Engagement: A Study among Indian Professionals

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