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A Study of The Impact of Employee Engagement and Empowerment on Performance Management in Nonprofit and Community Theater
No full textThe following study addresses research gaps concerning the impact of employee engagement and empowerment on performance management in non-profit and community theater organizations. Each concept of engagement, empowerment, and performance management addresses the need for communication, support, and encouragement in the organization to achieve the organizational goals. Three theaters in Columbus, Ohio, were chosen to examine the connection between standard business practices in the creative industry and the impact these concepts have on these organizations Through a series of 24 individual semi-structured interviews with a group of staff and volunteers from each of the theaters, the information was gathered to explore the impact of engagement and empowerment on the staff\u27s performance through leaders\u27 and employees\u27 perspectives. The interviews revealed the requirement for staff and volunteers emotional needs to be met to gain the level of productivity and commitment required by the performance industry for a theater to be successful. This revelation led to the development of a potential new theory, the Emotional Fulfillment Performance Theory, influenced by Abraham Maslow\u27s Hierarchy of Needs Theory. The study attempts to understand better how common business concepts correlate to the creative industry, specifically performance theater, and provide more research to the performance management fields in an emotionally powered work environment. Future research indicates scholars should look more into professional theaters with the same concept connection, oversaturation of community theaters, and a quantitative study of the same concepts for further findings validation
High Reliability at a U.S. Air Force Outpatient Clinic: Have We Improved and Are We Ready for the Future
No full textPreventable medical errors may now be the third leading cause of death in the United States, following only heart disease and cancer as the Nation’s biggest killers (Makary & Daniel, 2016). If that weren’t bad enough, it is estimated that the incidence of preventable medical errors that lead to serious patient harm may be 10 to 20 times higher than those that cause death (James, 2013). The vast majority of people across the globe will, at some point in their lives, require the services of a healthcare organization. During each of these encounters with an industry dedicated solely to improving health, they will be at significant risk for unintended harm and even death. In the United States, this healthcare issue was first presented to the public consciousness more than two decades ago when the Institute of Medicine published its report, To Err is Human Building a Safer Health System (Institute of Medicine [IOM], 2000). Today, after more than 20 years of industry focus, vast numbers of studies, and quality improvement recommendations, preventable medical errors still occur every day across the U.S. and around the world. Many healthcare organizations are trying to improve patient safety by adopting the principles of high reliability, including a preoccupation with failure, resiliency, and organizational mindfulness. The setting for this research is at a U.S. Air Force Tier-1 outpatient clinic. The high-reliability program that the Air Force Medical Service (AFMS) rolled out to all Medical Treatment Facilities (MTF) is called Trusted Care. This study sought to examine and reveal relational evidence between the principles of high reliability, preventable medical errors and perceived organizational patient safety culture through retrospective data analysis. Utilizing safety reporting data and the results of organizational culture surveys, the results of this study indicated that there is evidence linking the Trusted Care high reliability program to improvements in patient safety within the outpatient setting at the study organization
Examining Organizational Commitment and Job Satisfaction as Predictors of Turnover Intentions Among Urban Frontline Registered Nurses
No full textLast year, the COVID-19 pandemic placed a greater strain on hospital systems to keep their nursing teams at optimal levels to meet the increased demand. A loss of nursing staff can have a detrimental effect on patient care and safety, productivity, psychological well-being of the nursing staff, and overall organizational performance. The purpose of this quantitative study focused on examining the relationship between job satisfaction, organizational commitment, and turnover intentions among urban frontline nurses working in acute-care facilities. Social exchange theory and Jobs Demands Resource Model represented the theoretical framework in the research study. Six research questions ascertained if a statistically significant relationship existed between job satisfaction, organizational commitment, and turnover intention. The hypothesis for the study was that there is no statistically significant relationship between the variables. Data were analyzed using Pearson\u27s Product Moment Correlation and multiple regression analysis from a random sample of 135 frontline registered nurses working in Connecticut, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, and Vermont. Variables job satisfaction, organizational commitment, and turnover intention were measured using the Job Satisfaction Survey, Three-Component Model of Employee Commitment, and Turnover Intention scale-6. The study demonstrated a statistically significant correlations between job satisfaction and turnover intention r (135) = .62, p \u3c.01 and organizational commitment and turnover intention r (135) = .42, p \u3c .01. The predictor variables explained 40.2% of the variance in turnover intention among frontline nurses. Future research should examine nurses\u27 perceptions of their work environment, contributing factors nurses face post-COVID-19, and job satisfaction factors driving turnover among nursing teams
The Role of Organizational Culture on Patient Discharge Planning
No full textDischarge planning is a process to develop a care plan for medically stable patients ready to leave an acute-care hospital. A multidisciplinary team of healthcare professionals that include physicians, nurses, therapists, pharmacists, social workers, the patient, and their family caregiver collaborates to develop a post-acute plan of care for when the patient. The research literature indicates that patients are dissatisfied with the process because the information is not readily available to guide their decisions about post-acute care. Published research shows that healthcare providers cite insufficient time, resources, low patient health literacy, incomplete and accurate health data sharing obstacles to effective discharge planning. The research gap is that organizational culture is not considered when healthcare leaders identify and implement strategies to improve discharge planning. This exploratory, qualitative study was conducted in the northeastern United States. Based on grounded theory, the study investigated how organizational culture plays a role in the discharge planner\u27s performance at patient discharge planning. Semi-structured interviews were conducted with hospital discharge planners to build a new theory about how organizational culture plays a role in patient discharge planning. Key findings indicated that discharge planners view their role as patient advocates. They are often frustrated with their organization\u27s culture and find it to impede effective patient discharge planning. The discharge planners\u27 frustrations stem from personal and professional values conflict. The conflict and resulting frustration impacts the discharge planners\u27 motivation to perform patient discharge planning effectively
Practice: An Essential Supporting Cast Member of Outcomes-Based Instruction
Get PDFI love good movies. Most of us do. Movies represent a complex combination of many elements combined by filmmakers to deliver a viewing experience to the audience that can be very moving, endearing, and memorable. Or the movie can fall flat, or just be mediocre.
Among all the elements that go into moviemaking, the lead talent is key to the success of a show. But so is the supporting talent
Moving Academic Support Services and Resources Online: Lessons Learned
Get PDFAs Franklin University shifted to all remote services in mid-March of 2020 due to COVID, our Learning Commons support services of library, academic support, and testing worked quickly to provide equitable services in an online environment. Services pivoted by offering only online tests proctored by ProctorU, moving all tutoring appointments to the online model, and a dedicated focus to of preferring library acquisitions in e-content only format
How Nonprofit CEOs And Board Chairs Can Cultivate Justice, Equity, Diversity And Inclusion
No full textThe pandemic lockdown of 2020 and 2021 presented (and continues to present) multiple sources of stress and associated symptoms in the U.S. population, leading the American Psychological Association to declare a national mental health crisis. Efforts to establish a new normal in the way we work have exposed anxieties, tensions and dividing lines in many organizations. Because nonprofits are often on the front lines in supporting the causes that matter and in adapting and responding to rapid social and technological changes, nonprofit staff are particularly vulnerable to stressful conditions.
Christopher Washington is a learning ecosystem designer who serves as Executive Vice President and Provost of Franklin University
