Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations

Palumbo, Rocco

doi:10.1108/jhom-02-2021-0072

Cited by 14 publications

(15 citation statements)

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“…In line with this result, previous research has underlined that employee involvement may have some side effects in the shape of work intensification and greater stress (Neirotti, 2020). Such negative implications may impair the effectiveness of employee involvement initiatives to establish an organizational climate conducive to organizational excellence (Palumbo, 2021), impoverishing the quality of individual and collective work (Boxall and Mackie, 2016).…”

Section: Discussionmentioning

confidence: 99%

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

Cavallone

Palumbo

2021

TQM

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PurposeSoft total quality management (STQM) is a requisite for the successful implementation of hard total quality management interventions. However, there is limited empirical evidence on the implications of adopting soft total quality management practices. Inter alia, little is known about the consequences of employee involvement in addressing organizational and management challenges. To fill this gap, the article investigates the effects of employees' involvement on their commitment to organizational excellence.Design/methodology/approachSecondary data were collected from the European Company Survey (ECS). A large sample of 15,958 European companies was involved in the analysis. A parallel mediation model was devised to investigate the effects of employee involvement on commitment to organizational excellence. Training and motivation were contemplated as mediating variables to investigate the indirect implications of employee involvement on commitment to organizational excellence.FindingsEmployee involvement contributed marginally towards establishing an increased individual commitment to organizational excellence. Training and motivation played a relevant and statistically significant mediating role, boosting the implications of involvement on commitment to organizational excellence.Practical implicationsEmployee involvement is critical for establishing an organizational climate conducive to organizational excellence. However, its implications should be contextualized in light of the mediating role of training and motivation. On the one hand, training is expected to increase employees' participation in the enhancement of organizational excellence. On the other hand, motivation fosters employee engagement in the improvement of organizational dynamics.Originality/valueThe article investigates the implications of employee involvement on commitment to organizational excellence in a large sample of European companies, emphasizing that soft TQM interventions should be implemented according to a systemic perspective in order to pave the way for a viable commitment to organizational excellence.

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Section: Discussionmentioning

confidence: 99%

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

Cavallone

Palumbo

2021

TQM

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“…This means that HRMPs should be tailored in terms of contents and modalities in relation to the specific problems experienced by people who participate in open innovation (de Araujo Burcharth et al , 2014). The design and the implementation of fitting HRMPs should stimulate the employees' commitment to open innovation, leveraging their involvement and engagement in organisational dynamics (Palumbo, 2021). This allows people to overcome structural hurdles, cognitive barriers, stress and anxiety associated with working across organisational boundaries, all of which may hinder their willingness to participate in collaborative knowledge generation (Hong et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

“…On the one hand, investing in training, motivation and interpersonal exchanges fosters positive sensations with the working environment and unleashes the employees' commitment to open innovation (Naqshbandi and Kamel, 2017). On the other hand, it empowers people to have an active role in taking relevant work-related decisions and in shaping working conditions (Palumbo, 2021), which enable their proclivity to have a stake in open innovation (Amundsen et al, 2014). In sum, it is assumed that H2b.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…Firstly, the study relied on secondary data source and, thus, a tailored collection for the variables being enquired was impossible. However, the EWCS database is a reliable and dependable source of evidence, which is widely used to assess organisational phenomena (Chou et al , 2004; Mathieu and Boethius, 2021; Palumbo and Manna, 2021). Moreover, using validated data consolidates the knowledge on the human dimension of open innovation in the food industry.…”

Section: Conclusion Limitations and Avenues For Further Researchmentioning

confidence: 99%

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Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

Palumbo

Manesh

Pellegrini

et al. 2021

BFJ

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PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

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“…Las organizaciones sanitarias deben mantener el compromiso de los profesionales de la salud para mejorar su potencial de innovación. Se necesitan intervenciones específicas para fusionar el compromiso laboral con la mejora del entorno organizacional, un clima organizacional positivo promulga un ambiente de trabajo liderazgo, que motiva al personal sanitario (6) .…”

Section: Introductionunclassified

Engagement en personal de salud de un policlínico privado de Lima Norte

Solis¹

2022

Cuidado y Salud Pública

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Objetivos: Determinar el engagement en personal de salud de un policlínico privado de Lima Norte. Materiales y métodos: El presente trabajo de investigación fue desarrollado desde un enfoque cuantitativo y su diseño metodológico fue descriptivo/transversal. La población estuvo conformada por 57 personas que forman parte del personal de salud. La técnica de recolección de datos fue la encuesta y el instrumento de medición fue la escala Ultrech Work Engagement Scale-17, que presenta 17 ítems y 3 dimensiones. Resultados: En cuanto al engagement, predomino el nivel alto con 52,6% (n=30), seguido del nivel medio con 35,1% (n=20) y nivel muy alto con 12,3% (n=7). De acuerdo a sus dimensiones, en vigor, predomino el nivel alto con 50,9% (n=29), seguido del medio con 42,1% (n=24) y muy alto con 7% (n=4); en dedicación, predomino el nivel muy alto con 49,1% (n=28), seguido del alto con 38,6% (n=22) y medio con 12,3% (n=7) y en absorción, predomino el nivel medio con 50,9% (n=29), seguido del alto con 40,4% (n=23) y muy alto con 8,8% (n=5). Conclusiones: En cuanto al engagement, predomino el nivel alto, seguido del medio y muy alto. De acuerdo a sus dimensiones, en vigor, predomino el nivel alto, seguido del medio y muy alto, en dedicación, predomino el nivel muy alto, seguido del alto y medio y absorción, predomino el nivel medio, seguido del alto y muy alto.

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Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations

Cited by 14 publications

References 85 publications

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

Engagement en personal de salud de un policlínico privado de Lima Norte

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