HRM and strategic climates in hospitals: does the message come across at the ward level?

Veld, Monique; Paauwe, Jaap; Boselie, Paul

doi:10.1111/j.1748-8583.2010.00139.x

Cited by 96 publications

(127 citation statements)

References 42 publications

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“…Although prior empirical research studied the positive impact of EI climates on employee attitudes and organizational effectiveness (e.g., Tesluk et al, 1999;Riordan et al, 2005), the study of climate strength in this relationship has been notably absent from the existing literature. Studies on organizational climate in the health care context in particular have neglected this critical distinction and have narrowly focused on climate level only (Veld et al, 2010). The present research addresses this gap and extends previous research on EI in decision"making in the health care context by studying the moderating role of EI climate strength in the EI climate level"outcome relationships (Parkes, et al, 2007;West and Dawson, 2012;.…”

Section: ( And(mentioning

confidence: 75%

Employee involvement climate and climate strength

Bosak

Dawson

Flood

et al. 2017

JOEPP

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 2 ! " Addressing the continuing productivity challenge the purpose of this paper is to analyze data from the National Health Service (NHS) on employee involvement (EI) in order to gain critical insights into how employees' shared perception of employee involvement in organizational decision"making (labelled EI climate) might address two persistent issues: how to enhance positive staff attitudes and improve organizational performance. In doing so we respond to recent calls for more multilevel research and extend previous research on EI climate by attending to both EI climate level and EI climate strength.Data from 4702 employees nested in 33 UK hospitals was used to test the moderating role of EI climate strength in the (a) cross" level EI climate level"employee attitudes relationship and in the (b) organizational" level EI climate"organizational effectiveness relationship. % "The results of the multilevel analyses showed that EI climate level was positively associated with individual"level employee attitudes (i.e. job satisfaction, affective commitment). Further the results of the hierarchical regression analysis and the ordinal logistic regression analysis showed that EI climate level was also positively related to organizational effectiveness (i.e. lower outpatient waiting times; performance quality). In addition, both analyses demonstrated the cross"level moderating role of EI climate strength in that the positive impact of EI climate level on employee attitudes and organizational effectiveness was more marked in the presence of a strong compared to a weak EI climate. !" By creating and maintaining a positive and strong climate for involvement hospital managers can tackle the productivity challenge that UK hospitals and health care institutions more generally are currently facing while improving the attitudes of their employees who are critical in the transformative process and ultimately underpin organizational success. &$ " This is the first study which provides evidence that a favorable and consistent collective recognition of EI opportunities by staff enhances both employee attitudes and hospital performance. Results highlight the role of EI climate strength and underscore its importance in future research and practice. '" EI climate, climate strength, hospital performance, employee attitudes

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Section: ( And(mentioning

confidence: 75%

Employee involvement climate and climate strength

Bosak

Dawson

Flood

et al. 2017

JOEPP

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“…Quality of care is to mean the "degree to which health service for individuals and populations increase the likelihood of desired health outcomes(reduced pain, illness or morbidity and mortality) and are consistent with current professional knowledge in the sector" (9,(26)(27)(28).…”

Section: Resultsmentioning

confidence: 99%

“…Scholars (14,28) contend that in the HR field different types of outcomes are relevant and they make a distinction between three types: (1) financial outcomes (e.g. profits, sales, return on invested capital), (2) organizational outcomes (e.g.…”

Section: Resultsmentioning

confidence: 99%

“…Yet, despite the substantial empirical evidence that has amassed worldwide in the last many years since the pioneering studies into this relationship (e.g., Arthur, 1994; Huselid, 1995 as cited (in 2,5,28). Researchers in the field still require a theory about HRM, a theory about performance, and how they are linked.…”

Section: "Ss Antonio E Biagio E Cesare Arrigo" Working Paper Of Publmentioning

confidence: 99%

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The Effect of Human Resource Practices on Employee Performance in Hospitals: A Systematic Review

Gile

2013

Work Paper Public Hlth

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“…Affected by HRM practices, procedures and social interactions with their peers, employees form collective perceptions on what the organization expects from them (Zhang et al, 2014). Previous research has indicated that the level of perceived expectations is linked with job performance (Jiwen Song et al, 2009) and that the level of different facets of climate impacts on employee outcomes, with employees found to comply with a group-level climate (Veld et al, 2010). Collective perceptions are thus important as they affect employee performance and ultimately organizational performance (Nishii and Wright, 2008).…”

Section: Introductionmentioning

confidence: 99%

Setting high expectations is not enough

Audenaert

Decramer

Lange

et al. 2016

IJM

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Purpose -Drawing on Climate Theory and Social Exchange Theory, we examine whether and how the strength of the expectation climate, defined as the degree of agreement amongst job incumbents on what is expected from them, affects their job performance. To explain this relationship, we utilize mediating trust-in-the-organization effects as an explanatory avenue.Design/methodology/approach -In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, we apply multilevel modelling. We employed stratified random sampling techniques across 75 job functions in a large, public sector organization in Belgium.Findings -Our analysis provides support for the argument that expectation climate strength via mediating trust-in-the-organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization's trustworthiness and reliability to pursue intentions that are deemed favorable for employees. We conjecture that expectation climate strength breeds trust which strengthens employees' job performance.Practical implications -HRM professionals in general, and line managers in particular, should heed our advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles.Originality/value -Our results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.

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HRM and strategic climates in hospitals: does the message come across at the ward level?

Cited by 96 publications

References 42 publications

Employee involvement climate and climate strength

Employee involvement climate and climate strength

The Effect of Human Resource Practices on Employee Performance in Hospitals: A Systematic Review

Setting high expectations is not enough

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