The relationship between organizational policies and practices and work limitations among hospital patient care workers

This paper reports on an empirical study that demonstrated how organizational inclusion practices and employees’ trust in their organization and supervisors affect their willingness to share personal information that could potentially lead to workplace discrimination. The findings are based on data obtained from 431 sexual- and gender-minority employees using an anonymous online survey. The results reveal that trust in the organization and the supervisor fully mediates the relationship between organizational policies and practices and workplace disclosure. In other words, in organizations where policies and practices generate trust, employees are more willing to disclose their minority identity. Our analysis also reveals how trust in the organization and the supervisor interacts with psychological variables associated with the workplace disclosure decision.

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Job satisfaction and the psychosocial work environment: Does the relationship vary by hospital patient care workers’ age?

Journal of Workplace Behavioral Health ◽

10.1080/15555240.2018.1526090 ◽

2018 ◽

Vol 33 (3-4) ◽

pp. 221-240 ◽

Cited By ~ 1

Author(s):

Julie Miller ◽

Karen Hopcia ◽

Gregory R. Wagner ◽

Leslie I. Boden ◽

Dean Hashimoto ◽

...

Keyword(s):

Job Satisfaction ◽

Patient Care ◽

Work Environment ◽

Psychosocial Work Environment ◽

Hospital Patient ◽

Psychosocial Work ◽

Care Workers ◽

The Relationship

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Occupational injury among hospital patient-care workers: What is the association with workplace verbal abuse?

American Journal of Industrial Medicine ◽

10.1002/ajim.22271 ◽

2013 ◽

Vol 57 (2) ◽

pp. 222-232 ◽

Cited By ~ 20

Author(s):

Erika L. Sabbath ◽

David A. Hurtado ◽

Cassandra A. Okechukwu ◽

Sara L. Tamers ◽

Candace Nelson ◽

...

Keyword(s):

Patient Care ◽

Occupational Injury ◽

Verbal Abuse ◽

Hospital Patient ◽

Care Workers

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Supervisors as recipients and implementers of organizational change: evidence from an Indian chain hospital

Journal of Asia Business Studies ◽

10.1108/jabs-07-2020-0275 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Arash Mashhady

Keyword(s):

Organizational Change ◽

Organizational Support ◽

Professional Relationships ◽

Organizational Status ◽

Content Type ◽

Organizational Policies ◽

Organizational Policies And Practices ◽

A Chain ◽

Change Attitude ◽

Policies And Practices

Purpose Supervisors play an important role in the implementation of organizational policies and practices. This study aims to examine the role of supervisors as both recipients and main implementers of organizational change by investigating how supervisors’ relationship with organization would affect their attitude toward change (ATC) and how employees–supervisor relationship, as perceived by employees, would influence their reaction to change. Design/methodology/approach The influence of participation, perceived organizational support (POS) and mutual expectation clarity (MEC) on supervisors’ ATC was examined, along with the influence of leader–member exchange, perception of supervisor’s expressed ATC and also supervisors’ organizational status on employees’ ATC. Two studies were conducted in a chain hospital in India. Findings The findings suggest that supervisors’ ATC improved by higher participation, POS and MEC. Also, while employees’ change attitude was predicted by how they perceived their supervisors’ status, expressed reaction toward change and perception of employee–supervisor relationship, for employees who either perceived highly negative change attitude of their supervisors or believed that their supervisors had low organizational status, the employee–supervisor relationship had almost no effect on improving employees’ attitude. Originality/value Considering that supervisors often tend to engage in professional relationships with their subordinate employees, little is investigated on how, through the lens of relationships, supervisors may affect employees’ ATC. This paper attempts to make a difference by conducting two connected studies in a chain hospital to examine how supervisors – as recipients and implementers of organizational policies and practices – could influence employees’ ATC. The findings suggest managerial implications that could inform practitioners toward improvement of employee buy-ins for change programs.

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Rhetoric of Game

Advances in Multimedia and Interactive Technologies - Cases on the Societal Effects of Persuasive Games ◽

10.4018/978-1-4666-6206-3.ch008 ◽

2014 ◽

pp. 145-174 ◽

Cited By ~ 8

Author(s):

Ben Tran

Keyword(s):

Organizational Politics ◽

Well Being ◽

Employee Attitudes ◽

Basic Premise ◽

Group Relations ◽

Organizational Policies ◽

Attitudes And Behaviors ◽

Organizational Policies And Practices ◽

And Behaviors ◽

Policies And Practices

The Tavistock method, commonly known as group relations, was originated from the work of British psychoanalyst Wilfred Ruprecht Bion. The Tavistock method's basic premise is that an aggregate cluster of persons becomes a group when interaction between members occurs. Within a group, there is organizational politics, and there are two features of organizational politic that should be considered when investigating its relationships with employee attitudes and behaviors. First, perceptions are more important than reality. Second, organizational politics may be interpreted as either beneficial or detrimental to an individual's well-being. Thus, organizational politics perceptions may result in differing responses to organizational policies and practices depending on whether politics are viewed as an opportunity or as a threat. How well one survives within an organization is correlated with how well one navigates these organizational politics. The Tavistock method is utilized as a game to assess and train individuals on organizational politics.

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Protests, Rallies, Marches, and Social Movements as Organizational Change Agents

Advances in Developing Human Resources ◽

10.1177/1523422319827903 ◽

2019 ◽

Vol 21 (2) ◽

pp. 150-174 ◽

Cited By ~ 1

Author(s):

Marie-Line Germain ◽

Phyllis Robertson ◽

Sarah Minnis

Keyword(s):

Social Movements ◽

Human Resource Development ◽

Change Agents ◽

Future Research ◽

Organizational Changes ◽

Power Structures ◽

Organizational Policies ◽

Organizational Policies And Practices ◽

Policies And Procedures ◽

Policies And Practices

The Problem Social movements can impact organizations and employees through changes in policies and procedures in the workplace. Measuring the degree to which collective protests, rallies, and marches have influenced organizational actions can be complex due to the variance in activist practices and the resistance or amiableness of organizations to change. The Solution Protests, rallies, and marches can create a disruptive stage for challenging and confronting organizational policies and practices that maintain power structures. Through the examination of the literature and the review of recent worldwide events, this article illustrates how social movements have affected organizations and led to organizational changes, illuminating change processes in established fields such as business. Specifically, we aim to answer how protests, rallies, and marches influence organizational policies and practices attributed to human resource development (HRD). We conclude by discussing how a recent social movement is applicable to the field of HRD and suggest areas for future research. The Stakeholders This article may be of interest to employees at all levels of the organization, researchers, and practitioners in the field of HRD.

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The issue with issues management: Considering the emotional and gendered core of issues

Public Relations Inquiry ◽

10.1177/2046147x19872240 ◽

2019 ◽

Vol 8 (3) ◽

pp. 299-317 ◽

Cited By ~ 1

Author(s):

Stephanie Madden

Keyword(s):

Life Cycle ◽

Social Issues ◽

Issues Management ◽

Organizational Policies ◽

Organizational Policies And Practices ◽

Management Literature ◽

Guiding Questions ◽

Policies And Practices

Issues managers have power over defining issues and legitimizing their importance. While discussion has increased about organizations taking a stand on polarizing social issues, there remains a gap in the issues management literature on how to address stigmatized issues, particularly those with a gendered component. This article offers a revised set of issues motivators that better encompass the gendered and emotional components of issues and guiding questions to assist issues managers in ensuring that organizational policies and practices are more inclusive. Finally, the emotional underpinnings of all phases of the issue life cycle are considered.

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Volunteering: what drives and retains it? An analysis of motivational needs together with organizational policies and practices

Qualitative Research Journal ◽

10.1108/qrj-04-2020-0024 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Fouzia Ashfaq ◽

Mattiullah Butt ◽

Sehrish Ilyas

Keyword(s):

Great Part ◽

Vital Role ◽

Research Approach ◽

Content Type ◽

Non Profit ◽

Organizational Policies ◽

Hr Practices ◽

Organizational Policies And Practices ◽

Research Findings ◽

Policies And Practices

PurposeDrawing on expectancy theory, this research explores how and when volunteers’ motivational drives for volunteering relate to organizational policies and practices. The paper analyses four areas of motivational association – affiliation, beliefs, career development and egoistic motives – together with organizational human resource (HR) policies and practices.Design/methodology/approachThe study used a qualitative approach and through 17 interviews of the volunteer managers associated with 13 non-profit organizations (NPOs) examined that how through HR policies and practices, an NPO efficiently taps motivational drives of volunteers and maintains their spirit of volunteering.FindingsThe findings of the study indicated that the same behaviour may serve different functions for different individuals. Most of the motivational drives need to be tapped with specific tasks and events to become a source of fulfilment for volunteers, this plays a vital role in their decisions to continue volunteering. NPOs’ HR practices without volunteers’ motivation cannot serve any purpose. In the same vein, volunteers’ motivation cannot sustain for a longer period if it is not properly linked with organizational HR practices.Research limitations/implicationsThe research findings may lack generalizability because of the selected research approach.Originality/valueA great part of existing research, not previously captured in literature, is focussed on the assessment of the motivational underpinnings with respect to HR policies and practices.

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