Effect of Operating Room Personnel Generation on Perceptions and Responses to Surgeon Behavior

2021 ◽  
pp. 000313482098285
Author(s):  
Jessica G. Y. Luc ◽  
Erin M. Corsini ◽  
Kyle G. Mitchell ◽  
Arlene M. Correa ◽  
Nadine S. Turner ◽  
...  
Keyword(s):  
Operating Room ◽  
Baby Boomers ◽  
Online Survey ◽  
Operating Room Personnel ◽  
Team Members ◽  
Gen Y ◽  
Behavior Understanding ◽  
Chi Squared ◽  
The Impact ◽  
Gen X

Background Little is known regarding the impact of operating room (OR) personnel generation on their perceptions to various surgeon behaviors. We aimed to characterize these relationships by evaluating their responses to 5 realistic intraoperative scenarios. Methods Operating room personnel were asked to assess surgeon OR behavior across a standardized set of 5 scenarios via an online survey. For each scenario, respondents were asked to identify the behavior as either acceptable, unacceptable but would ignore, unacceptable and would confront the surgeon, or unacceptable and would report to management. Chi-squared analyses were used to compare responses to surgeon behavior with respondent generation. Results There were 3101 respondents, of which 41% of respondents were baby boomers (n = 1280), 31% were generation (Gen) X (n = 955), and 28% were Gen Y (n = 866). Overall, when compared to Gen X or Gen Y, baby boomers were significantly more likely to find surgeon behaviors of impatience ( P < .001), being late for a case ( P < .001), swearing in the OR ( P < .001), and shouting with a bleeding patient ( P = .001) to be inappropriate and would talk to the surgeon. Alternatively, Gen Y respondents were more likely to find fault with surgeon behaviors that deviate from rules and regulations, such as forgetting a time-out ( P = .001), when compared to baby boomers and Gen X respondents. Discussion Results of our study demonstrate that OR personnel generation affects their perceptions and response to surgeon behavior. Understanding these tendencies can guide efforts to improve OR interactions among team members.

Repurchase intentions in Y generation: mediation of trust and e-satisfaction

2020 ◽  
Vol 38 (4) ◽  
pp. 401-415 ◽  
Author(s):  
Shrawan Kumar Trivedi ◽  
Mohit Yadav
Keyword(s):  
Online Survey ◽  
Ease Of Use ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Repurchase Intention ◽  
Content Type ◽  
Repurchase Intentions ◽  
Privacy Concerns ◽  
Gen Y ◽  
The Impact

PurposeResearch on online businesses has focused on the adoption of e-commerce and initial purchase behavior; repurchase intention and its antecedents remain underresearched. The present study develops an empirical model to explore the extent to which trust and e-satisfaction mediate the effect of vendor-specific attributes and customer intention to repurchase from the same online platform.Design/methodology/approachThe proposed model is tested and validated in the context of Generation Y in India. A self-administrated online survey was employed, and the students aged between 20 and 35 at universities in Northern India are selected as subject. The data is analyzed using SPSS 20.0 and AMOS 20.0, where structural equation modeling is used to examine the model and test the hypothesis.FindingsThe results of this study suggest that trust mediates fully between security concerns, privacy concerns, and repurchase intention. E-satisfaction mediates between security and ease of use (EOU).Practical implicationsThis study reveals the fact that security, EOU, and privacy concerns are the critical determinants that have the most impact on consumer's purchasing behavior. Gen Y consumers of India need some strong security features, an easy-to-use interface, a trusted privacy policy. Furthermore, it may be beneficial to observe e-satisfaction and trust as a mediator when identifying potential problems; online satisfaction is essential for the group in this study, and the results show that it impacts on the relation between repurchase intention and some determinant of repurchase intentions.Originality/valueThis research determines the impact of security, privacy concerns, EOU on the online repurchasing behavior of Gen Y in India. The mediation effect of e-satisfaction and trust has also been determined.

Is Financial Reward Still an Important Motivator for the Indonesian Multi-Generational Workforce?

2017 ◽  
Vol 2 (3) ◽  
pp. 01-09
Author(s):  
Yanki Hartijasti ◽  
Surya Dwi Kusuma Darpita
Keyword(s):  
Baby Boomers ◽  
Work Motivation ◽  
Jel Classification ◽  
Survey Method ◽  
Gen Y ◽  
Significant Difference ◽  
Gender Education ◽  
Extrinsic Motivators ◽  
Intrinsic Motivators ◽  
Gen X

Objective - Considering the importance of work motivation in the workplace for staff performance and organizational success, employers need to be sensitive and focusing more on work motivation of their employees to avoid losing them. However, previous studies still have conflicting results on this issue whether there is a significant difference on intrinsic and extrinsic motivators or not among employees from Baby Boomers, Gen X and Gen Y because many studies find generation is not the only driver influencing work motivators. The objectives of this study are to investigate whether a three-generation workforce differs in the level of work motivators and whether differences in generational work motivation are better explained by gender, education, or types of job to design effective human resources development programs. Methodology/Technique - Using survey method to collect data, 415 respondents who work in a manufacturing company were gathered and analyzed by applying descriptive and multivariate analysis. Intrinsic and extrinsic motivators were the subscales of work motivators. Findings – Results indicate that all generations are intrinsically motivated, in which Gen Y employees are found to have higher intrinsic motivators than Gen X and Baby Boomers. However, this study reveals that financial rewards are still considered as an important motivator for the three generations. Novelty - The study presents evidence that work motivators should not only be measured based on generational alone because other factors, such as gender, education, and types of job, can give impact to various outcomes. Type of Paper - Empirical Keywords: Intrinsic Motivators; Extrinsic Motivators; Financial Rewards; Gen Y; Gen X; Baby Boomers; Indonesian Workplace. JEL Classification: J28, J33, M52, M54.

scholarly journals COVID-19: Impact on United Kingdom Horse Owners

Animals ◽  
2020 ◽  
Vol 10 (10) ◽  
pp. 1862
Author(s):  
Jane M. Williams ◽  
Hayley Randle ◽  
David Marlin
Keyword(s):  
United Kingdom ◽  
Online Survey ◽  
Health And Wellbeing ◽  
Human Interactions ◽  
The United Kingdom ◽  
Global Pandemic ◽  
Chi Squared ◽  
Horse Health ◽  
The Impact ◽  
Horse Owners

COVID-19 was declared a global pandemic on 11 March 2020; the United Kingdom (UK) implemented quarantine measures shortly afterward, resulting in rapid changes in how owners managed and interacted with their horses. This study provides a rapid analysis of the initial impact of the COVID-19 outbreak on the management of UK leisure and competition horses. A 17 question online survey was distributed via equestrian social media sites to ascertain the impact of COVID-19 on horse and yard management and on human–horse interactions. Frequency analysis combined with Chi-squared and thematic analyses identified the impact of COVID-19 on UK horse owners. Major changes within horse management and horse–human interactions were reported for the majority of horse owners (>65%), regardless of the establishment type or region. Social distancing and visiting restrictions were implemented at most yards, but nearly half were not providing hand sanitization or disinfection protocols for the shared areas/equipment to prevent cross-contamination between users. The financial impact of the pandemic combined with restricted access to veterinary professionals resulted in owners expressing concerns that horse health and welfare may be compromised as a result. Horse owners also felt that the reduced opportunities for horse–human interactions were negatively affecting their mental health and wellbeing.

scholarly journals Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland

BMJ Open ◽  
2017 ◽  
Vol 7 (11) ◽  
pp. e017569 ◽  
Author(s):  
Eilish McAuliffe ◽  
Aoife De Brún ◽  
Marie Ward ◽  
Marie O’Shea ◽  
Una Cunningham ◽  
...  
Keyword(s):  
Mixed Methods ◽  
Team Performance ◽  
Online Survey ◽  
Collective Leadership ◽  
Team Members ◽  
Frequency Of Contact ◽  
Patient Representatives ◽  
Safety Cultures ◽  
The Impact ◽  
Hospital Group

IntroductionThere is accumulating evidence implicating the role of leadership in system failures that have resulted in a range of errors in healthcare, from misdiagnoses to failures to recognise and respond to patient deterioration. This has led to concerns about traditional hierarchical leadership structures and created an interest in the development of collective ways of working that distribute leadership roles and responsibilities across team members. Such collective leadership approaches have been associated with improved team performance and staff engagement. This research seeks to improve our understanding of collective leadership by addressing two specific issues: (1) Does collective leadership emerge organically (and in what forms) in a newly networked structure? and (2) Is it possible to design and implement collective leadership interventions that enable teams to collectively improve team performance and patient safety?Methods and analysisThe first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group.Ethics and disseminationFavourable ethical opinion has been received from the University College Dublin Research Ethics Committee (HREC-LS-16–116397/LS-16-20). Results will be disseminated via publication in peer-reviewed journals, national and international conferences, and to relevant stakeholders and interest groups.

scholarly journals Work Ethic: analysis of differences between four generational cohorts

2019 ◽  
Vol 35 (3) ◽  
pp. 496-505
Author(s):  
Diana Carolina Zúñiga ◽  
David Aguado Garcia ◽  
Jesus Rodriguez Barroso ◽  
Jesus Maria De Miguel Calvo
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Work Ethic ◽  
Age Groups ◽  
Multigenerational Workforce ◽  
Gen Y ◽  
Use Of Time ◽  
Generation Z ◽  
Gen X ◽  
The Postponement

Las organizaciones enfrentan el reto de gestionar una fuerza laboral multigeneracional con características propias que difieren en el valor que le otorgan al trabajo. La incorporación al mercado laboral de las generaciones más jóvenes hace imprescindible el estudio de sus diferentes actitudes hacia el trabajo en comparación con las generaciones antecesoras. El propósito de la investigación fue analizar a través del constructo de la ética protestante las diferencias existentes en las actitudes hacia el trabajo de cuatro generaciones (Baby Boomers, Generación X, Generación Y, y Generación Z). La muestra de 624 participantes ecuatorianos (BB 11.2%; GX 11.2%, GY 58.5% y GZ 19.1%) se agrupó por cohortes. Se aplicó el Cuestionario Multidimensional Ética del Trabajo (MWEP). Los resultados mostraron que los BB y la GX tiene una mayor creencia en la importancia del trabajo y más tolerancia a la utilización improductiva del tiempo de trabajo que las generaciones Y y Z. En el aplazamiento de las recompensas la GZ muestra puntuaciones superiores a las obtenidas por los BB, GX y GY. No se encuentran diferencias significativas en las dimensiones de autoconfianza, ocio y moralidad-ética. Enterprises face the challenge of managing a multigenerational workforce which has its characteristics that differ in the value they grant to work. Incorporation of younger generations into the labour market requires to study all their attitudes towards work, contrasting them with previous generations. The purpose of this research was to analyse, through the Protestant Ethic construct, the differences of four age groups in attitudes towards work (Baby Boomers, Generation X, Generation Y, and Generation Z). Cohorts grouped the sample of 624 Ecuadorians (BB 11.2%; Gen X 11.2%, Gen Y 58.5% and Gen Z 19.1%). The Multidimensional Work Ethic Profile (MWEP) was applied. The results showed that BB and Gen X believe more in the importance of work than generations Y and Z. At the same time, BB and Gen X are more tolerant to the unproductive use of time than generations Y and Z. Gen Z has higher scores than BB, Gen X and Gen Y in the postponement of rewards dimension. Besides, there are no meaningful differences in self-reliance, leisure and morality/ethics dimensions.

scholarly journals SP4.2.1 The Global impact of COVID-19 on Surgeons and Team members (GlobalCOST) Study

2021 ◽  
Vol 108 (Supplement_7) ◽  
Author(s):  
Zahra Jaffry ◽  
Anshul Sobti ◽  
Ahmed Negida ◽  
Bijayendra Singh ◽  
Peter Brennan ◽  
...  
Keyword(s):  
Online Survey ◽  
Well Being ◽  
Easy Access ◽  
Allied Health Professionals ◽  
Team Members ◽  
Patient Health ◽  
Social Media Platforms ◽  
Food And Drink ◽  
The Impact ◽  
Positive Effect

Abstract Aims To describe the impact of the COVID-19 pandemic on the well-being of surgeons and allied health professionals across the world and assess the support provided by their institutions. Methods An online survey was distributed through medical organisations, social media platforms and collaborators from the 15th of July to the 15th of December 2020. Results 1590 responses were received. 80.0% were surgeons, 6.4% nurses, 5.3% assistants, 3.1% anaesthetists, 1.4% operating department practitioners and 3.8% classed as other. Of participants, 64.0% had found difficulty gaining access to personal protective equipment (PPE), 29.8% had not received training on its use and 32.0% had become physically ill since the start of the pandemic (59.9% of which were due to COVID-19 symptoms). 29.0% saw a decrease in salary and 35.2% a decrease in time spent with family. Between a time two weeks before the start of the pandemic and after, there was a significant increase in mean scores for depression (4.22 (CI = 3.98-4.46)) and anxiety (2.24 (CI = 2.01-2.46)), based on the Patient Health Questionnaire (PHQ-9) and Generalised Anxiety Disorder Assessment (GAD-7) respectively (p &lt; 0.0001). In terms of support, only 36.0% had easy access to occupational health, 58.5% were able to take regular breaks, 16.5% had access to 24 hour rest facilities and 14.2% to 24 hour food and drink facilities. Conclusions This work has highlighted a need and ways in which to improve conditions for the health workforce. This will inevitably have a positive effect on the care received by patients.

scholarly journals Does the Reflection of Foci of Commitment in Job Performance Weaken as Generations Get Younger? A Comparison between Gen X and Gen Y Employees

2021 ◽  
Vol 13 (16) ◽  
pp. 9271
Author(s):  
Ahmet Alkan Çelik ◽  
Mert Kılıç ◽  
Erkut Altındağ ◽  
Volkan Öngel ◽  
Ayşe Günsel
Keyword(s):  
Job Performance ◽  
Generational Differences ◽  
Affective Commitment ◽  
Employee Performance ◽  
Gen Y ◽  
The Past ◽  
Almost All ◽  
The Impact ◽  
The Relationship ◽  
Gen X

Today’s organizations increasingly recognize the fact that employees and employee performance are essential intangible assets that should be effectively managed. Affective commitment (AC) is a widely recognized antecedent of sustainable job performance. However, achieving AC has become a great challenge in general and has been especially difficult since the beginning of the pandemic because almost all companies asked their employees to stay at home and work remotely in an isolated manner. Today, many different generations work side by side, contrary to the past, when generational mixing was very rare. Many differences exist among these employee generations, which determine their feelings towards authority and organization. Accordingly, this paper aims to clarify generational differences in the interrelationships among AC and sustainable job performance between Gen X and Gen Y employees. As remote working structure limits the interactions that employees have with their supervisor, fellow employees, and the organization, we decided to use the foci of commitment: affective commitment to the organization, affective commitment to the supervisor, and affective commitment to coworkers. Based on data from 416 post-graduates of Beykent University and using the PLS-SEM technique, we find that commitment to the supervisor and commitment to the organization are positively associated with job performance. Moreover, the findings reveal that the impact of the relationship between commitment to the supervisor and job performance is weaker for Gen Y than for Gen X.

scholarly journals Creation and Validation of the First French Scale for Measuring Bore-Out in the Workplace

2021 ◽  
Vol 12 ◽  
Author(s):  
Clément Poirier ◽  
Margaux Gelin ◽  
Moïra Mikolajczak
Keyword(s):  
Online Survey ◽  
Self Esteem ◽  
Dimensional Structure ◽  
Factorial Structure ◽  
Gen Y ◽  
Four Dimensions ◽  
Confirmatory Factor ◽  
French Speaking ◽  
High Internal Consistency ◽  
Gen X

The aim of this study was to create and validate a scale of bore-out at work: a measure for bore-out that could be used in French-speaking workplaces. Bore-out is a recently defined phenomenon, and few studies have been conducted to evaluate it- particularly in a French context. We investigated the dimensional structure of bore-out in a sample of French-speaking workers by distributing an online survey. Exploratory and confirmatory factor analysis indicated four dimensions with high internal consistency. Through a measurement invariance analysis, a factorial structure was confirmed for men and women as well as for Gen-X and Gen-Y workers. Criterion validity was verified in regard to the relation between the scores on the WBOS dimensions and those obtained for self-esteem, depression, perceived self-efficacy, and perceived helplessness. The overall results of the analysis performed in this study show satisfactory psychometric qualities for the Work Bore-Out Scale (WBOS).

Generational change in Australian school leadership

2016 ◽  
Vol 54 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Phil Lambert ◽  
Warren Marks ◽  
Virginia Elliott ◽  
Natalie Johnston-Anderson
Keyword(s):  
Baby Boomers ◽  
Succession Planning ◽  
Social Implications ◽  
Leadership Change ◽  
Content Type ◽  
Gen Y ◽  
Three Generations ◽  
Generational Leadership ◽  
Gen X ◽  
Practical Implications

Purpose – The purpose of this paper is to report on a study examining the existence and perceived influence of “generational collide” for teachers and leaders across three generations – Baby Boomers, Generation X (Gen X) and Generation Y (Gen Y). The study sought to further determine if a teacher’s generation, gender, school level or position influenced their beliefs about generational leadership change. Design/methodology/approach – This study employed a cross-sectional survey using an explanatory sequential mixed methods design. A random sample of teachers and leaders from schools in the Sydney metropolitan area participated in a questionnaire (n=244) and a purposive sample of eight participants from each of the three generational groups (n=24) participated in a follow up interview. Findings – The data revealed that teachers and leaders across all three generations agreed that “generational collide” is real and is currently happening in some schools. Each generation has their own perceptions about the “collide” and often do not recognise that this may differ for other generations. In relation to the key variables, this study demonstrated that primary teachers were significantly more likely to believe that generational leadership change was happening than secondary teachers and that Baby Boomers were significantly more likely to view their staying on past retirement age as positive compared to both Gen X and Gen Y. Practical implications – The findings from this study have practical implications for system leaders charged with the responsibility of providing the supply of quality leadership for schools through effective succession planning programmes and policies. Social implications – The findings from this study have social implications for principals’ (and deputy principals’) professional associations who have the responsibility for the personal, professional and career welfare of principals and aspiring principals. Originality/value – This paper adds to the growing body of evidence around generational collide in schools by providing an Australian perspective on the phenomenon. Moreover, this paper raises important concerns for school leaders and administrators involved in leadership development initiatives at the micro, meso and macro levels. Teachers in each generation have specific beliefs around promotion, career pathways, knowledge transfer and talent retention that need to be recognised and considered in future succession planning.

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