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Jeanine S. Stewart - One of the best experts on this subject based on the ideXlab platform.
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Workplace Culture Mediates Performance Appraisal Effectiveness and Employee Outcomes: A Study in a Retail Setting
Journal of Management Accounting Research, 2015Co-Authors: Karen S. Cravens, Elizabeth Goad Oliver, Shigehiro Oishi, Jeanine S. StewartAbstract:ABSTRACT: Performance measures have long played a central role in motivating employees to help achieve organizational objectives. However, previous research regarding the effectiveness of performance measures and the performance appraisal process does not provide consistent recommendations for improvement. This study explores the effect of a positive work environment that mediates the relationship between the effectiveness of the performance appraisal process and employee outcomes. Based upon experimental findings in the growing field of positive psychology as applied to a business setting, or positive organizational scholarship, this study puts forward a new construct, Workplace Culture, that measures the employees' perception of a positive, holistic, transparent, and supportive Workplace and examines how it affects outcomes associated with employee success. Using a large sample of sales associates from a national retailer, our results indicate that Workplace Culture mediates the relationship between the...
R. Cameron Cockrell - One of the best experts on this subject based on the ideXlab platform.
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DISCUSSION OF: Workplace Culture Mediates Performance Appraisal Effectiveness and Employee Outcomes: A Study in a Retail Setting
Journal of Management Accounting Research, 2015Co-Authors: Timothy C. Miller, R. Cameron CockrellAbstract:T he dual purpose of performance evaluation is to motivate future effort and to assess past performance. There is considerable accounting research on performance evaluation. Accounting researchers have investigated performance measurement tools such as budgets (e.g., Fisher, Frederickson, and Peffer 2000), budgetary slack (e.g., Fisher, Maines, Peffer, and Sprinkle 2002), and balanced scorecards (e.g., Ittner, Larker, and Meyer 2003; Lipe and Salterio 2000). It is within this extensive domain of literature that Cravens, Oliver, Oishi, and Stewart (2015) set their investigation of performance evaluation and positive work environment. Cravens et al. (2015) investigate an inconsistent result in the literature regarding the impact of performance evaluation on different work performance metrics—specifically, that in some instances, ‘‘a seemingly well designed performance measurement system is not effective’’ (Cravens et al. 2015). They explore a potential missing link—that a positive Workplace Culture mediates the relationship between performance evaluation and positive outcomes associated with the system. Their results indicate that perceptions of Workplace Culture influence the effectiveness of the performance appraisal process: the more positively employees view their Workplace, the more effective the performance review process is in improving work performance outcomes. The effectiveness of performance evaluation systems is a timely and important topic. As we move into a more automated and knowledge-based economy, it is increasingly true that organizations are only as effective as their employees. This implies that a high-quality performance measurement and feedback system, i.e., one that can actually motivate employee effort and improve future performance, will become increasingly valuable. Given that the performance review process can also have adverse effects, it is important to understand the circumstances under which the performance review process is more effective than less. Examination of Workplace Culture using positive psychology theory provides a useful lens through which to better understand the performance appraisal process.
Barbara Pocock - One of the best experts on this subject based on the ideXlab platform.
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work life flexibility and Workplace Culture in australia results of the 2009 australian work and life index awali survey
Australian bulletin of labour, 2010Co-Authors: Natalie Skinner, Barbara PocockAbstract:This article summarises the main results of the 2008 Australian Work and Life Index (AWALI) survey of Australian workers. The survey reveals significant issues for Australian workers that arise from the intersection of work with the rest of their lives. Hours of work, work overload and the nature of direct supervision and Workplace Culture emerge as important in explaining differences in work-life interaction. When hours are the same, those with caring responsibilities (especially mothers, and particularly single mothers) have worse work-life outcomes than others. The article briefly considers the implications of findings for labour market policy and Workplace initiatives.
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work life flexibility and Workplace Culture in australia results of the 2008 australian work and life index awali survey
Australian bulletin of labour, 2010Co-Authors: Natalie Skinner, Barbara PocockAbstract:This article summarises the main results of the 2008 Australian Work and Life Index (AWALI) survey of Australian workers. The survey reveals significant issues for Australian workers that arise from the intersection of work with the rest of their lives. Hours of work, work overload and the nature of direct supervision and Workplace Culture emerge as important in explaining differences in work-life interaction. When hours are the same, those with caring responsibilities (especially mothers, and particularly single mothers) have worse work-life outcomes than others. The article briefly considers the implications of findings for labour market policy and Workplace initiatives.
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Work, life and Workplace Culture: the Australian Work and Life Index 2008
2008Co-Authors: Barbara PocockAbstract:This report summarises findings from the second Australian Work and Life Index (AWALI) survey of work-life interaction in Australia. It builds on the findings of the 2007 survey (indexed at TD/TNC 96.21). Over 2800 workers representative of the Australian workforce were surveyed. A subset of 1400 respondents provided opinions on issues related to Workplace Culture, unsocial work hours and public/private employment. AWALI measures perceptions of work-life interaction focussing on: ‘general interference’ (i.e., the frequency with which work interferes with responsibilities or activities outside work), ‘time strain’ (i.e., the frequency with which work restricts time with family or friends); work-to-community interaction, measuring the frequency with which work affects workers’ ability to develop or maintain connections and friendships in their local community; satisfaction with overall work-life ‘balance’; and, frequency of feeling rushed or pressed for time. Together these five measures of work-life interaction present an overall work-life index that is scaled from 0 (best work-life interaction) to 100 (worst work-life interaction). Key findings from the survey include: (i) South Australian, Western Australian and Tasmanian respondents reported the best work-life interaction; (ii) part-time workers, on average, have a better work-life interaction than full-timers; (iii) work continues to interfere with the rest of life for a large proportion of workers: over half of all employees felt that work sometimes, often or almost always interferes with activities outside work; (iv) the most common type of work-life interference is restriction of time with family and friends due to work; (v) work to community spill over is also widespread with 44.6 per cent of men and 40.2 per cent of women feeling that work sometimes, often or almost always affects their community connections; (vi) around 55 per cent of employees frequently (often/almost always) feel rushed or pressed for time. As in 2007, women are especially rushed and pressed for time. A majority of both full-time and part-time women often or almost always feel rushed; and (vii) despite these pressures, most Australians remain satisfied with their work-life relationship: the majority (68.3 per cent) are satisfied with their overall work-life balance and there is no gender difference in satisfaction.
Brendan Mccormack - One of the best experts on this subject based on the ideXlab platform.
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Workplace Culture in psychiatric nursing described by nurses
Scandinavian journal of caring sciences, 2017Co-Authors: Kaisa Kurjenluoma, A Rantanen, Brendan Mccormack, Paul Slater, Nina Hahtela, Tarja SuominenAbstract:Aim This study looks to describe the Workplace Culture from the viewpoints of stress, job satisfaction and practice environment. Methods Data were collected from nurses (n = 109) using a web-based survey, The Person-Centred Nursing Index, from two purposefully selected hospital districts in Finland. Data were statistically analysed. Results Nurses described their Workplace Culture in slightly positive terms. Nurses only occasionally experienced stress (mean = 2.56, SD = 0.55) and were fairly satisfied with their job (mean = 4.75, SD = 0.66) and their practice environment (mean = 4.42, SD = 0.81). Demographic variables such as the nurses’ age, length of time in nursing, time at their present hospital, working shifts and their use of patient restriction were more frequently associated with their perceived Workplace Culture. Conclusion Older nurses and those with a longer work history in the nursing profession tended to be more satisfied with their Workplace Culture in psychiatric nursing. Young and/or newly graduated nurses felt more negatively on their Workplace Culture; this issue should be recognised and addressed with appropriate support and mentoring. Nurses who used restrictive measures were more often less satisfied with their Workplace Culture. Continuous efforts are needed to reduce the use of coercive measures, which challenge also the managers to support nursing practice to be more person-centred.
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Workplace Culture among operating room nurses
Journal of nursing management, 2016Co-Authors: Suvi Eskola, Brendan Mccormack, Paul Slater, Nina Hahtela, Mervi Roos, Tarja SuominenAbstract:Aims To investigate the Workplace Culture in the Operating Room (OR) environment and the factors associated with it. Background In health care, the Workplace Culture affects the delivery and experience of care. The OR can be a stressful practice environment, where nurses might have occasionally either job stress or job satisfaction based on their competence. Method A quantitative cross-sectional approach was used. The study consisted of 96 Finnish OR nurses. A Nursing Context Index instrument was used to obtain data by way of an electronic questionnaire. Results The primary role and working unit of respondents were the main components relating to Workplace Culture, and especially to job stress. Nurse anaesthetists were found to be slightly more stressed than scrub nurses. In local hospitals, job stress related to workload was perceived less than in university hospitals (P = 0.001). In addition, OR nurses in local hospitals were more satisfied with their profession (P = 0.007), particularly around issues concerning adequate staffing and resources (P = 0.001). Conclusions and implications for nursing management It is essential that nurse managers learn to recognise the different expressions of Workplace Culture. In particular, this study raises a need to recognise the factors that cause job stress to nurse anaesthetists.
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Nurses' perceptions of Workplace Culture in primary health care in Finland
International nursing review, 2015Co-Authors: Nina Hahtela, Brendan Mccormack, Paul Slater, Eija Paavilainen, Mika Helminen, Tarja SuominenAbstract:Aim: This study aimed to describe nurses' perceptions of Workplace Culture, especially in regard to stress levels, job satisfaction and the practice environment in primary health care. Background: Health care is facing many challenges related to its attractiveness as a place of employment and the maintenance of a sufficient workforce supply. Previous studies report increasing rates of nurse job dissatisfaction and intentions to leave their current positions both in Finland and also globally. Improving Workplace Culture is thus vital in meeting the challenges related to recruitment and retention. Methods: A cross-sectional descriptive design was used to describe nurses' perceptions of Workplace Culture. Data were collected by questionnaire from 22 units in nine primary healthcare organizations in Finland, and analysed using descriptive and inferential statistics. Results: Most of the respondents indicated that they were not certain whether their Workplace Culture was either positive or negative. Profession, age and work shift characteristics had an effect on the respondents' perceptions of Workplace Culture. Younger licensed practical and registered nurses assessed their Workplace Culture more positively, whereas older registered nurses and those working rotating rosters viewed Workplace Culture more negatively. Conclusions: The findings suggest that both unit and demographic characteristics affect Workplace Culture. This survey highlights that a positive Workplace Culture is one of the key factors in retaining and recruiting nurses, and provides an essential evidence that may be considered by other healthcare organizations. Implications for nursing and health policy: Nurse managers and healthcare leaders need to address workload management and take into account the related variables that affect a unit's Workplace Culture. © 2015 International Council of Nurses.
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The Relationship of Workplace Culture With Nursing-Sensitive Organizational Factors.
The Journal of nursing administration, 2015Co-Authors: Nina Hahtela, Brendan Mccormack, Paul Slater, Eija Paavilainen, Mika Helminen, Tarja SuominenAbstract:OBJECTIVE: The aim of this study is to explore the relations of Workplace Culture on nursing-sensitive organizational factors. BACKGROUND: The need for standardized and valid measures for nursing-sensitive organizational outcomes has already been recognized in the literature. METHODS: A cross-sectional questionnaire survey of 21 inpatient acute care units in 9 organizations at the municipal primary healthcare level was conducted. Participants included licensed practical nurses, registered nurses, and nurse managers. RESULTS: Workplace Culture, especially the overarching factor of stress, correlated with the use of supplemental nursing staff and patients' length of stay. CONCLUSION: It is essential to find and test Workplace-sensitive indicators so that managers will have a wider range of methods to plan and evaluate nursing outcomes. © 2015 Wolters Kluwer Health, Inc.
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Influence of Workplace Culture on nursing sensitive nurse outcomes in municipal primary health care.
Journal of nursing management, 2014Co-Authors: Nina Hahtela, Brendan Mccormack, Paul Slater, Eija Paavilainen, Mika Helminen, Tarja SuominenAbstract:Aim To explore the influence of Workplace Culture on sickness absences, overtimework and occupational injuries in municipal primary health care.Background The need to improve nursing sensitive outcomes has beenhighlighted. Therefore, an adequate understanding of the influence of WorkplaceCulture on nursing-sensitive nurse outcomes is essential for nurse managers tomeet the requirements of improving nursing outcomes.Methods A cross-sectional survey design was used to incorporating the data from21 inpatient acute care units of nine organisations at the Finnish municipalprimary health care system from 2011 to 2012.Results Findings emphasise in particular the importance of the practiceenvironment as being an interpretative factor for nurses’ absences owing tosickness, overtime work and occupational injuries.Conclusion and implications for nursing management To ensure favourablenursing sensitive outcomes it is essential that there is a shared interest in the unitto invest in the creation of a supportive practice environment. Outcomeimprovements require a special focus on issues related to nursing management,adequate staffing and resources and intention to leave.
Vincent J. Roscigno - One of the best experts on this subject based on the ideXlab platform.
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The Context of Workplace Sex Discrimination: Sex Composition, Workplace Culture and Relative Power
Social Forces, 2011Co-Authors: Kevin Stainback, Thomas Nolan Ratliff, Vincent J. RoscignoAbstract:Building on prior work surrounding negative Workplace experiences, such as bullying and sexual harassment, we examine the extent to which organizational context is meaningful for the subjective experience of sex discrimination. Data draw on the 2002 National Study of the Changing Workforce, which provides a key indicator of individuals' sex discrimination experiences as well as arguably influential dimensions of organizational context—i.e., sex composition, Workplace Culture and relative power—suggested by prior research. Results indicate that the experience of sex discrimination is reduced for both women and men when they are part of the numerical majority of their work group. Although supportive Workplace Cultures mitigate the likelihood of sex discrimination, relative power in the Workplace seems to matter little. We conclude by revisiting these results relative to perspectives surrounding hierarchy maintenance, group competition and internal cultural dynamics.
