Exploring the Michigan model: The relationship of personality, managerial support and organizational structure with health outcomes in entrants to the healthcare environment

Abstract

Few studies have examined the role of managerial support in the adaptation of entrants to healthcare. The purpose of this study was to identify the job characteristic and role-related variables that mediate the effects of managerial support and personality on the mental and physical health and sickness absence in two independent groups of new recruits to a healthcare organization. Entrants to a healthcare environment (student nurses) were surveyed 25 weeks after entry. Latent variables represented neuroticism, demand, control, role clarity and affective outcome variables in a simplified version of the Michigan model of work stress (House, 1981). This study used a two-stage approach to structural equation modelling, exploring hypothesized structural models on an initial data set (N 0/ 195) prior to confirmation on an independent replication data set (N 0/239) using multi-sample methods. Finally the confirmed model of choice was evaluated using the combined data (N0/434). Emotional distress reported at 6 months was found to be associated with dispositional characteristics of the entrant and indirectly, via job satisfaction, with managerial support from academic and clinical sources. Managerial support from academic and clinical sources had an indirect influence on job satisfaction, but by differing mechanisms involving role clarity and control. The demands perceived by the entrants arose from neuroticism and were independent of any other variable. Emotional distress had its deleterious association with sickness absence via somatic health. This study details a series of mechanisms that will subsequently be tested longitudinally.

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

“…For organizational newcomers, individual differences—reflected in patterns of thought, feeling, and action that persist over time—represent personal resources for mastery and control of their surrounding environments and are thus particularly critical for dealing with the uncertainties of organizational entry (Bauer & Erdogan, ; Ellis et al., ; Hurst et al., ). Prior studies have associated emotional stability or low neuroticism (Jones, Smith, & Johnston, ), self‐esteem (Saks & Ashforth, ), self‐efficacy (Saks, ), and locus of control (Spector & O'Connell, ) with positive socialization outcomes. Recent reviews of socialization scholarship have called for research to address the effect of core self‐evaluations—a second‐order construct comprising neuroticism, self‐esteem, self‐efficacy, and locus of control and collectively tapping into fundamental assessments of personal worthiness, competence, and capability (Judge et al., )—on socialization processes and outcomes (cf.…”

A knowledge marketing model: determinants of organisational resource-based capabilities on e-retail performance

“…The RBV of the firm requires the need for increasing human resource management (HRM) training practices that can reduce turnover, increasing knowledge to reinforce or upgrade employee skills and capabilities (Li et al, 2006). Furthermore, supportive managerial culture and involvement are important sources of improving positive relationships with employees in the work environment and are noted to have a range of direct effects on role stress outcomes and job satisfaction (Jones et al, 2005). A supportive managerial culture is one that provides employees with leadership and diversity training to perform their work to the best of their abilities.…”

Social determinants of mental health: the missing dimensions of mental health nursing?

“…Other models, such as the Michigan model include the multiple mediation of personality and managerial support by job characteristics such as control (House 1981, Israel et al . 1992, Jones & Johnston 2005).…”

“…Other models, such as the Michigan model include the multiple mediation of personality and managerial support by job characteristics such as control (House 1981, Israel et al 1992, Jones & Johnston 2005). The Michigan model has been highly influential in directing the study of work-related stress and distress across a range of professional groupings and work settings.…”