The role of mean item ratings, topic distance, direct leadership, and voice climate in action planning after employee surveys

Huebner, Lena-Alyeska; Zacher, Hannes

doi:10.1016/j.actpsy.2023.103950

Cited by 3 publications

(3 citation statements)

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“…Now, further investigation on how to improve the WE is needed. Huebner and Zacher [ 38 ] found that active follow-up discussions and action planning after employee surveys benefitted improvement of the WE. The open question in the CoCB-NL could be a useful place to start such active follow-up discussions [ 39 ].…”

Section: Discussionmentioning

confidence: 99%

Measuring the work environment among healthcare professionals: Validation of the Dutch version of the Culture of Care Barometer

Maassen,

van Oostveen,

Weggelaar

et al. 2024

PLoS ONE

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Objectives A positive work environment (WE) is paramount for healthcare employees to provide good quality care. To stimulate a positive work environment, employees’ perceptions of the work environment need to be assessed. This study aimed to assess the reliability and validity of the Dutch version of the Culture of Care Barometer (CoCB-NL) survey in hospitals. Methods This longitudinal validation study explored content validity, structural validity, internal consistency, hypothesis testing for construct validity, and responsiveness. The study was conducted at seven departments in two Dutch university hospitals. The departments were included based on their managers’ motivation to better understand their employees’ perception of their WE. All employees of participating departments were invited to complete the survey (n = 1,730). Results The response rate was 63.2%. The content of the CoCB-NL was considered relevant and accessible by the respondents. Two factor models were found. First, confirmative factor analysis of the original four-factor structure showed an acceptable fit (X2 2006.49; df 399; p = <0.001; comparative fit index [CFI] 0.82; Tucker-Lewis index [TLI] 0.80; root mean square error of approximation [RMSEA] 0.09). Second, explanatory factor analysis revealed a five-factor model including ‘organizational support’, ‘leadership’, ‘collegiality and teamwork’, ‘relationship with manager’, and ‘employee influence and development’. This model was confirmed and showed a better fit (X2 1552.93; df 395; p = < 0.00; CFI 0.87; TLI 0.86; RMSEA 0.07). Twelve out of eighteen hypotheses were confirmed. Responsiveness was assumed between the measurements. Conclusions The CoCB-NL is a valid and reliable instrument for identifying areas needing improvement in the WE. Furthermore, the CoCB-NL appears to be responsive and therefore useful for longitudinal evaluations of healthcare employees’ work environments.

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Section: Discussionmentioning

confidence: 99%

Measuring the work environment among healthcare professionals: Validation of the Dutch version of the Culture of Care Barometer

Maassen,

van Oostveen,

Weggelaar

et al. 2024

PLoS ONE

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“…A common strategy for healthcare organisations to gain insight into employees' perceptions of their WE is to conduct a (satisfaction) survey. 14 Multiple validated questionnaires are available to assess WE, each with a slightly different area of focus, target audience or length. 15 16 These questionnaires are commonly composed of statements linked to Likert-type scales that ask how much a respondent agrees with the specific statement.…”

Section: Strengths and Limitations Of This Studymentioning

confidence: 99%

Systematic RADaR analysis of responses to the open-ended question in the Culture of Care Barometer survey of a Dutch hospital

Maassen,

Spruit-van Bentvelzen,

Weggelaar-Jansen

et al. 2024

BMJ Open

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ObjectivesSystematically measuring the work environment of healthcare employees is key to continuously improving the quality of care and addressing staff shortages. In this study, we systematically analyse the responses to the one open-ended question posed in the Dutch version of the Culture of Care Barometer (CoCB-NL) to examine (1) if the responses offered new insights into healthcare employees’ perceptions of their work environment and (2) if the original CoCB had any themes missing.DesignRetrospective text analysis using Rigorous and Accelerated Data Reduction technique.SettingUniversity hospital in the Netherlands using the CoCB-NL as part of the annual employee survey.ParticipantsAll hospital employees were invited to participate in the study (N=14 671). In total, 2287 employees responded to the open-ended question.Results2287 comments were analysed. Comments that contained more than one topic were split according to topic, adding to the total (n=2915). Of this total, 372 comments were excluded because they lacked content or respondents indicated they had nothing to add. Subsequently, 2543 comments were allocated to 33 themes. Most comments (n=2113) addressed the 24 themes related to the close-ended questions in the CoCB-NL. The themes most commented on concerned questions on ‘organisational support’. The remaining 430 comments covered nine additional themes that addressed concerns about work environment factors (team connectedness, team effectiveness, corporate vision, administrative burden and performance pressure) and themes (diversity and inclusion, legal frameworks and collective bargaining, resilience and work–life balance, and personal matters).ConclusionsAnalysing responses to the open-ended question in the CoCB-NL led to new insights into relevant elements of the work environment and missing themes in the COCB-NL. Moreover, the analysis revealed important themes that not only require attention from healthcare organisations to ensure adequate improvements in their employees’ work environment but should also be considered to further develop the CoCB-NL.

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“…A leader with his/her abilities will positively influence the organization, for example, growing and increasing employees' resilience in carrying out their work. Strengths and weaknesses are integrated into resilience intrinsically (Huebner & Zacher, 2023). A leader must be able to take a strategic approach characterized by idealism and carry out a leadership pattern.…”

Section: Literature Reviewmentioning

confidence: 99%

Dynamic resilient leadership: Mediating effects on logistics bureau performance

Widakdo,

Andi Sularso,

Titisari

et al. 2024

Problems and Perspectives in Management

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The majority of new employees come from the millennial generation and are required to know things related to technology and information. On the other hand, the leadership’s ability to utilize technology, which is generally not very high, will create a gap between leaders and subordinates, affecting organizational performance. This study seeks to determine whether dynamic resilient leadership can mediate the influence of personality, communication, and work abilities on organizational performance both directly and indirectly. The study sampled logistics bureau office employees in twelve cities of Indonesia. A cross-sectional survey technique with a total sampling method was used to obtain a sample of 527 respondents. Path analysis was employed using the IBM AMOS program. The findings reveal that personality, communication, and work ability directly have a positive and significant effect on dynamic resilient leadership and organizational performance. Personality, communication, and work ability indirectly have a positive and significant effect on organizational performance through dynamic resilient leadership. Thus, it is concluded that dynamic resilient leadership can mediate the influence of personality, communication, and work ability on organizational performance. This study provides contributions and suggestions for policymakers to improve organizational performance. AcknowledgmentThe authors are grateful to the Banyuwangi State Polytechnic for funding the PMDD research in 2023.

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The role of mean item ratings, topic distance, direct leadership, and voice climate in action planning after employee surveys

Cited by 3 publications

References 70 publications

Measuring the work environment among healthcare professionals: Validation of the Dutch version of the Culture of Care Barometer

Measuring the work environment among healthcare professionals: Validation of the Dutch version of the Culture of Care Barometer

Systematic RADaR analysis of responses to the open-ended question in the Culture of Care Barometer survey of a Dutch hospital

Dynamic resilient leadership: Mediating effects on logistics bureau performance

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