scholarly journals Intensified job demands, stress of conscience and nurses' experiences during organizational change

2021 ◽  
pp. 096973302110068
Author(s):  
Mikko Heikkilä ◽  
Mari Huhtala ◽  
Saija Mauno ◽  
Taru Feldt
Keyword(s):  
Organizational Change ◽  
Research Integrity ◽  
Job Demands ◽  
Organizational Changes ◽  
Healthcare Organizations ◽  
Ethical Considerations ◽  
National Board ◽  
Work Intensification ◽  
Stress Of Conscience ◽  
At Will

Background: Nurses frequently face ethically demanding situations in their work, and these may lead to stress of conscience. Working life is currently accelerating and job demands are intensifying. These intensified job demands include (1) work intensification, (2) intensified job-related planning demands, (3) intensified career-related planning demands, and (4) intensified learning demands. At the same time, many healthcare organizations are implementing major organizational changes that have an influence on personnel. Aim: The aim of the study was to investigate the association between intensified job demands and stress of conscience, and whether their association is moderated by organizational change experiences among nurses. Experiences of organizational change may expose employees to stress of conscience or serve as a buffer because employees appraise, involve, and cope with changes differently. Research design: Questionnaires measuring stress of conscience, intensified job demands, and organizational change experiences were completed by nurses (n = 511) in a healthcare district undergoing a major organizational change. Ethical considerations: Throughout, the study procedures were implemented according to the guidelines of the Finnish National Board on Research Integrity and the 1964 Helsinki Declaration and its later amendments. According to the Finnish regulations, because participation was voluntary, informed consent was requested, and participants were advised of their right to withdraw from the study at will. No permission from an ethics committee was necessary. Findings: Work intensification and personal worry considering organizational change were associated with more severe stress of conscience among nurses. Nurses’ experiences of managements’ competent handling of organizational change buffered the association between work intensification and stress of conscience. Conclusions: During organizational changes, management may alleviate nurses’ stress of conscience by proper communication and support procedures.

Signaling, resource-based power, and pre-IPO organizational change

2012 ◽  
Vol 15 (1) ◽  
pp. 29-42
Author(s):  
John S. Pearlstein ◽  
Robert D. Hamilton
Keyword(s):  
Organizational Change ◽  
Organizational Changes

The theory presented suggests that underwriters are both advisors and independent agents in the issuerʼs attempt to send “signals” of quality to investors by making pre-IPO organizational changes. These pre-IPO gambits are intended to increase IPO proceeds, and preemptively address potential investor concerns that would deter them from subscribing. These organizational changes initially can financially benefit founders, early investors and underwriters. But they can also have a longterm impact that some issuers, especially founders, would prefer to avoid. Utilizing signaling and resource-based power, we find that underwriter power is significantly associated with making pre-IPO gambits and lower levels of underpricing.

Perceived Job Demands: A Qualitative Study of Stress in Healthcare Workers after Organizational Changes

2021 ◽  
Author(s):  
Masoume Zeinolabedini ◽  
Alireza Heidarnia ◽  
Ghodratollah Shakeri Nejad ◽  
Mohammad Esmaeil Motlagh
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Qualitative Study ◽  
Occupational Stress ◽  
Job Insecurity ◽  
High Stress ◽  
Job Demands ◽  
Study Data ◽  
Primary Health Care System ◽  
The Impact

Abstract BackgroundHealth care workers (HCWs) are at risk for occupational stress. The negative effects of stress HCWs subsequently affect the quality of their job performance. Since 2014, there have been extensive changes in the primary health care system in Iran. Because evidence has shown that organizational change can cause stress in employees, this study was designed and conducted to explore the perceived job demands by HCWs in primary care centers after extensive organizational change.MethodA qualitative study was designed with a content analysis approach. Study data were collected through 11 semi-structured individual interviews and a focus group with HCWs.ResultsParticipants reported high stress at work. They reported various factors as stressful job demands. These factors included: organization's supervisory function (Weakness of the monitoring process, Unfair policies, Apply regulatory pressure), Role features (Role load, Role conflicts, Role ambiguity(,Workload )High workload, Not having time, Great variety of tasks), job insecurity (Lack of job security due to employment status, Concerns about payments, Lack of physical security, Uncertain job future), Working with clients (Different characteristics of clients, Harassment of clients to achieve their expectations, Tensions in client relationships, Lack of knowledge of clients about health care work instructions), Perceived job content (Annoying work with different units of the organization, Monotonous and repetitive tasks, Meaningless tasks, No attractive and no excitement).ConclusionCurrently, HCWs working in health centers are faced with various stressful situations. Most of the factors identified in this study overlap in increasing stress. The impact of workload and organizational oversight on occupational stress seems to be more pronounced. Given the important role of HCWs in promoting health, the design and implementation of effective interventions by policymakers to control stress in HCWs is essential.

Psychological Impacts of Downsizing Trauma

2021 ◽  
pp. 1685-1704
Author(s):  
Jozef Simuth
Keyword(s):  
Organizational Change ◽  
Literature Review ◽  
Case Studies ◽  
General Public ◽  
Therapeutic Approach ◽  
Psychological Effects ◽  
Traumatic Experience ◽  
Psychological Perspective ◽  
Organizational Changes ◽  
Psychological Impacts

The chapter summarizes research studies as well as case studies from companies worldwide that show how organizational changes followed by downsizing create a traumatic experience for all organization members. The author's focus is on the psychological perspective on traumatic experience by all employees (victims and survivors) and managers whose task is to organize and implement changes in the organization. Based on the literature review, the chapter describes symptoms and psychological effects of organizational change trauma on individuals and the ways to minimize the traumatic effects. The author believes that outplacement and therapeutic approach are effective tools for overcoming the layoff trauma and also send positive signals to employees and to general public.

Managing Healthcare Organizational Change During Uncertainty

2021 ◽  
pp. 170-188
Author(s):  
Kerim Karadal ◽  
Ali Ahmad ◽  
Dababrata Chowdhury
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Healthcare Organizations ◽  
Specific Change ◽  
Change Communication ◽  
Effective Change ◽  
Step Model ◽  
Different Sources ◽  
Method Approach

The study aims to identify the factors that facilitate managing healthcare organizational change during uncertainty-perspective of COVID-19. The role of communications for managing employee's perception during change in the healthcare organizations has been examined. Mixed method approach is used in this study to identify the factors that facilitate healthcare organizational change during uncertainty. Data collection was semi-structured interviews with purposive sampling to select respondents. Clustered probability sampling method has been carried out for the questionnaire survey and analyzed the data with SPSS. The result showed that the specific change-related uncertainties can be best addressed by different sources of communication. Trust plays a crucial role for creating a positive perception through effective change-related communication. The employees who perceived they received quality change communication reported being more open toward the change during uncertainty. A five-step model was developed to link as a facilitator with uncertainty and manage change successfully.

Voters and Parties

2009 ◽  
Author(s):  
Anne Wren ◽  
Kenneth M. McElwain
Keyword(s):  
Organizational Change ◽  
Political Parties ◽  
Educational Attainment ◽  
Electoral Competition ◽  
Policy Preferences ◽  
The Political ◽  
Organizational Changes ◽  
Media Technology ◽  
Partisan Identification

This article studies voters and parties, beginning with realignment or dealignment in the party-voter nexus. It discusses changes in the policy preferences of voters and even organizational changes to the party-voter linkage. Electoral competition, performance of traditional parties, and organizational change are discussed as well. This article determines that there are two parallel trends in the linkage between parties and voters. The first is that voters are showing weaker partisan identification with political parties, and a widening gap between the policy preferences of voters and the electoral manifestos of parties is apparent. The second trend is that improvements in educational attainment and innovations in media technology are strengthening the political capability of both parties and voters.

scholarly journals Explaining employees' evaluations of organizational change with the job‐demands resources model

2009 ◽  
Vol 14 (6) ◽  
pp. 594-613 ◽  
Author(s):  
I.J. Hetty van Emmerik ◽  
Arnold B. Bakker ◽  
Martin C. Euwema
Keyword(s):  
Organizational Change ◽  
Job Demands

Ethical problems in nursing management

2016 ◽  
Vol 23 (6) ◽  
pp. 646-658 ◽  
Author(s):  
Elina Aitamaa ◽  
Helena Leino-Kilpi ◽  
Silja Iltanen ◽  
Riitta Suhonen
Keyword(s):  
Nurse Managers ◽  
National Standards ◽  
Nursing Management ◽  
Healthcare Organizations ◽  
Ethical Considerations ◽  
Ethical Problems ◽  
New Information ◽  
Ethical Approval ◽  
Organization Ethics

Background: Nurse managers have responsibilities relating to the quality of care, the welfare of the staff and running of the organization. Ethics plays significant role in these responsibilities. Ethical problems are part of daily management, but research in this area is limited. Objective: The aim of this study was to identify and describe ethical problems nurse managers encounter in their work to get more detailed and extensive view of these problems. Methods: The data consisted of nine interviews with nurse managers at different management levels in primary healthcare and specialized healthcare organizations, and it was analysed by inductive content analysis. Ethical considerations: Permission to conduct the interviews including ethical approval was given at all participating organizations according to national standards. The respondents were informed about the aim of the study, and voluntary participation, anonymous response and confidentiality were explained to them. Findings: Four main categories were found: conflicts in practical situations, lack of appreciation, disregard of problems and experienced inadequacy. Problems could also be divided to patient-related, staff-related, organization-related and other problems. Discussion: The findings correspond with results from earlier studies but add knowledge of the nature and details of nurse managers’ ethical problems. New information is produced related to the ethical problems with nurse managers’ own courage, motivation and values. Conclusion: Nurse managers identified a variety of different ethical problems in their work. This information is useful in the development of ethics in nursing management. Further research about the frequency and intensity of nurse managers’ ethical problems is needed as well as possible differences in different levels of management.

Sign in / Sign up

Export Citation Format

Share Document