The Effects of the Civility, Respect, and Engagement in the Workplace (CREW) Program on Social Climate and Work Engagement in a Psychiatric Ward in Japan: A Pilot Study

Abstract

Background: Good social climate and high work engagement are important factors affecting outcomes in healthcare settings. This study observed the effects of a program called Civility, Respect, and Engagement in the Workplace (CREW) on social climate and staff work engagement in a psychiatric ward of a Japanese hospital. Methods: The program comprised 18 sessions installed over six months, with each session lasting 30-min. Participation in the program was recommended to all staff members at the ward, including nurses, medical doctors, and others, but it was not mandatory. A serial cross-sectional study collected data at four time-points. Nurses (n = 17 to 22), medical doctors (n = 9 to 13), and others (n = 6 to 10) participated in each survey. The analysis of variance was used to evaluate the changes in the following dependent variables, the Essen climate evaluation schema (EssenCES), the CREW civility scale, and the Utrecht work engagement scale (UWES) over time. Result: We found no significant effects. The effect size (Cohen’s d) for EssenCES was 0.35 from baseline to post-installation for all staff members. Effect sizes for EssenCES for medical doctors and UWES for nurses were 0.79 and 0.56, respectively, from baseline to post-program. Conclusions: Differences in social climate and work engagement among Japanese healthcare workers between the baseline and post-installation of the CREW program were non-significant.

Work engagement of psychiatric nurses: a scoping review

“…Any disagreements on eligibility were resolved through discussions with the last author (HF). For example, we discussed whether a paper19 could be accepted as an eligible article because it included nurses, clinicians and others in a psychiatric ward as participants in a WE intervention. However, more than half of the participants were found to be non-nurses at certain points between the four time points (baseline, midpoint, post and 1-month post); therefore, we opted to exclude this article based on the exclusion criteria.…”

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0262-1711.htm (Campbell et al, 2021;der Kinderen et al, 2020), social climate (Sawada et al, 2021); team humility (Rego and Simpson, 2018); OCB (Myers et al, 2016); work engagement (Sawada et al, 2021); and organizational performance (Oppel et al, 2019). Civility climate is also confirmed to reduce employee deviance and burnout (Clark and Walsh, 2016;Laschinger and Read, 2016).…”

“…, 2021; der Kinderen et al. , 2020), social climate (Sawada et al. , 2021); team humility (Rego and Simpson, 2018); OCB (Myers et al.…”

“…, 2021); team humility (Rego and Simpson, 2018); OCB (Myers et al. , 2016); work engagement (Sawada et al. , 2021); and organizational performance (Oppel et al.…”

Investigating the Effect of Leader Humility on Innovative Work Behavior: The Role of Civility Climate and Job Insecurity

“…Except for Achmadi et al ( 2022) study, in the context of climate, several researchers have proven the role of leader humility. For example, leader humility relates to social climate (Sawada et al, 2021). Furthermore, although not specific to leader humility, Bunce (2021) found that leadership is essential in developing a civility climate.…”