2003
DOI: 10.1108/01443330310790624
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Healthcare restructuring in Canada

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Cited by 5 publications
(27 citation statements)
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“…Organization restructuring is a demanding process and it is difficult to carry out without any harmful effects 5–7 . Hospital restructuring has impaired nurses' physical and psychological health, job motivation, professional efficacy and ability to provide quality care.…”
Section: Introductionmentioning
confidence: 99%
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“…Organization restructuring is a demanding process and it is difficult to carry out without any harmful effects 5–7 . Hospital restructuring has impaired nurses' physical and psychological health, job motivation, professional efficacy and ability to provide quality care.…”
Section: Introductionmentioning
confidence: 99%
“…In addition, the hospital restructuring has resulted in nursing shortages and a high turnover in nursing staff in industrial countries 5,7,8 . The nursing shortage is caused by the resignation and retirement of nurses 6 . Nurses quit their jobs more than before because their commitment to the nurse's work and hospital organization has diminished 5,7,9 .…”
Section: Introductionmentioning
confidence: 99%
See 1 more Smart Citation
“…Hence, leaders can influence their employees' learning 2 29 with respect to CSR objectives, thereby promoting sustainable behavior among employees (Ramus & Steger, 2000;Blok, Wesselink, Studynka, & Kemp, 2015). Moreover, leaders who are both visible and supportive increase their employees' commitment to achieving the company's goals (Burge, 2003), which is a key predictor of an employee's work behavior (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). Moreover, it is an important antecedent of an employee's readiness for change (Kwahk & Lee, 2008).…”
Section: H3mentioning
confidence: 99%
“…That is, managers and leaders play a crucial role in change processes, as they greatly influence employees' work behavior and because they can increase employees' commitment to achieving company's goals with respect to the change by being visible and supportive toward the intended change (Burge, 2003;Furst & Cable, 2008). As such, many scholars study CSR leadership and management by primarily addressing the role and support of the CEO.…”
Section: Introductionmentioning
confidence: 99%