The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

Job satisfaction is an important construct in the organizational behavior domain because it affects several organizational variables, such as performance, organizational citizenship behavior, and organizational commitment. This study investigates the effect of innovation and participation as workplace values on job satisfaction and the mediating role of psychological ownership. Participants ( N = 316) were adults working at different hotels in Antalya, Turkey. The results show innovation and participation as workplace values manifest their effects on job satisfaction through psychological ownership. Moreover, psychological ownership, along with participation, is one of the best estimators of job satisfaction, while participation is the best estimator of psychological ownership among studied variables.

Workplace Values and Organizational Commitment of Basic Education Teachers in Catholic Schools

One of the basic essential questions that many thinkers ask is whether values are teachable or not. Values essentially play a significant role in people's behavior, attitudes, perceptions, and motivations. Accordingly, these are manifested in the practice of their work. In this context, the workplace values are concerned with an individual's belief towards performance and evaluative standards relative to their professional duties and responsibilities. The fact that the integration of these values is the best predictor of organizational commitment. In the Diocesan schools of Antique, the teachers seem to have inadequately assimilated and minimally imbibed the practice of Christian and work values, which compromise their commitment to the profession. Thus, the paper assessed the practice of workplace values and the degree of organizational commitment of basic education teachers in Antique Diocesan Catholic Schools (ADCS) for the School Year 2019-2020. Likewise, it determined the difference in the two variables when teachers were grouped according to their age, sex, length of service, and educational attainment. Also, it analyzed the correlation between their practice of workplace values and the degree of organizational commitment.

PSV-20 Preliminary exploration of swine veterinarian perspectives on euthanasia on-farm

Euthanasia is a critical component of swine production. Veterinarians should play a key role in development of euthanasia protocols and training to ensure humane euthanasia. This study aimed to understand veterinarian involvement and perspectives on euthanasia training on swine farms. An online survey was disseminated through the American Association of Swine Veterinarians newsletter in February 2020. The survey consisted of 56 questions. Twenty-six veterinarians responded to the survey. The majority (88%, n = 23) of respondents indicated that most of the facilities with which they work have a written euthanasia protocol, and 69% of respondents indicated that they participated in the protocol design. The majority of respondents (88%; n = 23) indicated that caretakers are responsible for performing euthanasia of the pigs. When presented with the statement: “All employees performing euthanasia have been trained adequately,” 52% of respondents agreed while 42% disagreed. Additionally, 81% (n = 21) of the respondents indicated a desire to facilitate additional euthanasia training. All respondents (100%; n = 26) “believe that euthanasia is a humane way to end animal suffering” and that “the euthanasia process on-farm is necessary.” Over half of respondents (62%; n = 16) reported feeling emotionally upset after euthanizing an animal. Approximately half (54%; n = 14) of respondents believe their workplace values the mental health of employees, yet 50% (n = 13) indicated there were no programs to promote worker mental health and 96% (n = 25) indicated there were no mental health evaluations. Fifty four percent of respondents (n = 14) reported there were no employee check-ins with supervisors. Preliminary data supports the need for further euthanasia training on-farm developed with veterinarians and suggests veterinarians want to deliver more training. Although some facilities are considering employee mental well-being, further development of euthanasia training and wellness programs could benefit caretakers.

How do doctors experience the interactions among professional fulfilment, organisational factors and quality of patient care? A qualitative study in a Norwegian hospital

ObjectivesDoctors increasingly experience high levels of burnout and loss of engagement. To address this, there is a need to better understand doctors’ work situation. This study explores how doctors experience the interactions among professional fulfilment, organisational factors and quality of patient care.DesignAn exploratory qualitative study design with semistructured individual interviews was chosen. Interviews were transcribed verbatim and analysed by a transdisciplinary research group.SettingThe study focused on a surgical department of a mid-sized hospital in Norway.ParticipantsSeven doctors were interviewed. A purposeful sampling was used with gender and seniority as selection criteria. Three senior doctors (two female, one male) and four in training (three male, one female) were interviewed.ResultsWe found that in order to provide quality care to the patients, individual doctors described ‘stretching themselves’, that is, handling the tensions between quantity and quality, to overcome organisational shortcomings. Experiencing a workplace emphasis on production numbers and budget concerns led to feelings of estrangement among the doctors. Participants reported a shift from serving as trustworthy, autonomous professionals to becoming production workers, where professional identity was threatened. They felt less aligned with workplace values, in addition to experiencing limited management recognition for quality of patient care. Management initiatives to include doctors in development of organisational policies, processes and systems were sparse.ConclusionThe interviewed doctors described their struggle to balance the inherent tension among professional fulfilment, organisational factors and quality of patient care in their everyday work. They communicated how ‘stretching themselves’, to overcome organisational shortcomings, is no longer a feasible strategy without compromising both professional fulfilment and quality of patient care. Managers need to ensure that doctors are involved when developing organisational policies, processes and systems. This is likely to be beneficial for both professional fulfilment and quality of patient care.

Addressing Workplace Values in the Organization: Learning from Different Perspectives

For managing effective performance at workplace, it is desirable to introduce and implement the essential element of workplace values. Lack in application of these values at workplace may pose a challenge for maintaining positive organizational outcomes. The purpose of this paper is to understand that how the application of human values at workplace can benefits the organization. The main focus is to underline the concept of workplace values from the perspective of leaders and employees. The authors researched literature studies in workplace values through online management journals and articles on human and workplace values. This study is split into two sections: first, exploring the concept of workplace values from different viewpoints and second, understanding the application of values in real workplace settings. This study provides useful insights to HR strategists for understanding workplace values from different perspectives and its significance in creating numerous organizational benefits. The briefing saves HR executives reading time by selecting essentially relevant information and presenting it in an easy-to-understand format.

Developing the Upcoming Generation of Leaders in the Workplace

This project is designed to understand the different generations coexisting in the workplace and create recommendations for corporate leadership on most effectively managing and developing leadership competencies in the younger generation. This investigation, examined through secondary sources and interviews with 20-35 year-olds, provides insight on the tools upcoming leaders need in order to build on current corporate success. Current research from psychology and business journals, and publications released by consulting companies and other sources was consolidated to evaluate the status of the workforce given the recent generational spread. Interviews were conducted with twelve employees and consultants from various industries in Calgary to understand their workplace values, definition of effective leadership, career aspirations, and views on their needs from current employers. Gen Yer’s and Traditionalists want to learn from one another in order to combine skills and strengths. This learning should take the form of both structured and informal mentorship as well as 360-degree feedback. The incoming generation wants a company to invest in them, which many companies are reluctant towards because they accurately believe Gen Xer’s and Yer’s have less longevity. The paradox lies in the reality that this generation is drawn to an environment in which their capacity for learning and opportunities are extensive. They are eager to build their careers with a company that helps them access a range of experiences, understand the ‘big picture’, and fosters challenging and meaningful work. Younger workers expect a culture of transparency, teams over hierarchies, respect for personal life, and trust.