With a little help from my friends: the positive contribution of teamwork to safety behaviour in public hospitals

Trinchero, Elisabetta; Kominis, Georgios; Dudau, Adina; Corduneanu, Roxana-Iuliana

doi:10.1080/14719037.2019.1638443

Cited by 19 publications

(8 citation statements)

References 88 publications

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“…These clinicians and their colleagues felt at ease to raise their doubts with the FPG and to propose suggestions for quality improvement, some of which involved novel initiatives not available elsewhere. Our findings are in line with Trinchero et al. (2020: 125), who found by looking at public hospitals that ‘promoting inter-professional teamwork between, for instance, doctors and nurses is a step towards enhancing patient safety within healthcare organizations’.…”

Section: Discussionsupporting

confidence: 92%

The role of Post-New Public Management in shaping innovation: the case of a public hospital

Melo

Waele

Polzer

2020

International Review of Administrative Sciences

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This article examines how the Post-New Public Management administrative model adopted by a teaching hospital in Portugal shapes innovation processes. We find that innovation is a multi-level organizational phenomenon that relies substantially on the interplay of three factors: (1) trust-based professional autonomy at the individual level; (2) an intra-organizational collaborative approach in innovation (re)design at the team level; and (3) staff involvement/commitment towards the hospital’s strategy in the implementation of innovations at the organizational level. Additionally, innovation is facilitated by interconnected formal and informal processes that mutually reinforce each other. The study contributes to the literature on innovation and administrative models by providing a nuanced understanding of how intra-organizational innovation processes take place within a Post-New Public Management model. As such, it is one of the first attempts to empirically analyse and link the administrative model of Post-New Public Management with innovation. Points for practitioners This research provides an account of how a Post-New Public Management administrative model can foster intra-organizational innovation through collaboration across different hierarchies and professions. The article also helps to better understand the role of organizational dynamics at individual, team and organizational levels on innovation, as well as how these can shape and be shaped by formal and informal processes.

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Section: Discussionsupporting

confidence: 92%

The role of Post-New Public Management in shaping innovation: the case of a public hospital

Melo

Waele

Polzer

2020

International Review of Administrative Sciences

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“…However, as Scambler [ 10 ] notes, the consequent effects on preparedness for crises, such as a pandemic, have been severe. The emphasis on efficiency, privatisation, accountability, and austerity all contribute to a work environment where there is little “organisational slack” [ 11 ] and where work becomes “intensified”, with potentially negative consequences for job satisfaction among health workers and for patient care [ 12 ]. The experience of such intensified work conditions can be described as “extreme work”.…”

Section: Introductionmentioning

confidence: 99%

“Covid Just Amplified the Cracks of the System”: Working as a Frontline Health Worker during the COVID-19 Pandemic

Willis

Ezer

Lewis

et al. 2021

IJERPH

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The COVID-19 pandemic has intensified existing workplace stresses and created new challenges for people working on the healthcare frontline, including rapid workplace changes and increasing uncertainty at work, along with fear of contracting the virus. The purpose of this study is to examine the workplace challenges described by Australian frontline health workers during the pandemic. Drawing on a national online anonymous survey of 9518 healthcare workers, we analysed free-text responses to the question: “What did you find to be the main challenges that you faced during the pandemic?” A qualitative content analysis was undertaken. We identified five key themes relating to participant experiences of workplace challenges. These were: Work-life imbalance; Following orders or caring for patients; Unpredictability, disruption, and inconsistency at work; The right to be safe at work; and (Un)preparedness in the workplace. We argue that working during the COVID-19 pandemic illuminated existing occupational health and safety issues that have serious implications for job satisfaction, health workforce retention, and ultimately, patient care.

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“…PsyCap) is teamwork. There is existing evidence in the Italian health professional context that teamwork has a significant and positive influence on PsyCap (β 5 0.229, p < 0.01) (Trinchero et al, 2020). Teamwork is examined because it potentially provides employees with a supportive resource, providing a climate of psychological support and access to other resources, which employees can draw upon when dealing with workplace problems (Brunetto et al, 2012).…”

mentioning

confidence: 99%

Nurturing psychological capital: an examination of organizational antecedents: the role of employee perceptions of teamwork, training opportunities and leader–member exchange

Xerri

Farr‐Wharton

Brunetto

2020

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PurposeThis paper uses conservation of resources (COR) theory to examine antecedents of psychological capital (PsyCap). Past research shows that employees with high personal resources such as PsyCap also have high work performance. Hence, organizations need information about how to enhance PsyCap. This paper extends existing research by examining potential antecedents of PsyCap. A total of three potential antecedents are tested, including perceptions of individual-level cooperation between employees (i.e. teamwork), relationships between employees and their supervisors (i.e. supervisor–subordinate relationships) and a human resource (HR) practice (i.e. training opportunities).Design/methodology/approachStructural equation modeling (SEM) was used to compare the impact of organizational factors on US and Australian employees' PsyCap.FindingsThe results indicate a significant direct effect of leader–member exchange (LMX) onto PsyCap and a significant indirect effect between LMX and PsyCap through teamwork and through training opportunities for employees in Australia and the USA. Teamwork and training opportunities partially mediate the impact of LMX onto PsyCap for both Australian and US employees.Practical implicationsAustralian employees are likely to reduce their performance because of a perceived loss of personal resources and/or may even experience burnout and/or become a stress-related workers compensation statistic.Originality/valueThe findings suggest that employees in Australia perceived significantly lower levels of supportive resources to draw upon, including from their managers and peers. On applying COR theory, when comparing employees, it was observed that those who perceive fewer resources will be less equipped to produce resource gains. Taking into consideration that employees require the use of resources to maintain personal resources, Australian employees have fewer resources at their disposal to maintain their personal resources (i.e. PsyCap).

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With a little help from my friends: the positive contribution of teamwork to safety behaviour in public hospitals

Cited by 19 publications

References 88 publications

The role of Post-New Public Management in shaping innovation: the case of a public hospital

The role of Post-New Public Management in shaping innovation: the case of a public hospital

“Covid Just Amplified the Cracks of the System”: Working as a Frontline Health Worker during the COVID-19 Pandemic

Nurturing psychological capital: an examination of organizational antecedents: the role of employee perceptions of teamwork, training opportunities and leader–member exchange

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