1,721,029 research outputs found
Nurse safety outcomes: old problem, new solution – the differentiating roles of nurses’ psychological capital and managerial support
No full text© 2016 John Wiley & Sons Ltd Aim: The aim of this study was to examine the impacts of nurses’ psychological capital and managerial support, plus specific safety interventions (managerial safety priorities, safety training satisfaction), on nurses’ in-role safety performance. Background: Most hospitals in industrialized countries have adopted selective (often the least costly) aspects of safety, usually related to safety policies. However, patient safety remains a challenge in many countries. Research shows that training can be used to upskill employees in psychological capital, with statistically significant organizational and employee benefits, but this area is under-researched in nursing. Design: Data were collected using a survey-based, self-report strategy. The emerging patterns of data were then compared with the findings of previous research. Methods: Quantitative survey data were collected during 2014 from 242 nurses working in six Australian hospitals. Two models were tested and analysed using covariance-based Structural Equation Modelling. Results: Psychological capital and safety training satisfaction were important predictors of nurses’ in-role safety performance and as predictors of nurses’ perceptions of whether management implements what it espouses about safety (‘managerial safety priorities’). Managerial support accounted for just under a third of psychological capital and together, psychological capital and managerial support, plus satisfaction with safety training, were important to nurses’ perceptions of in-role safety performance. Conclusion: Organizations are likely to benefit from upskilling nurses and their managers to increase nurses’ psychological capital and managerial support, which then will enhance nurses’ satisfaction with training and in-role safety performance perceptions
Comparing the impact of management support on police officers' perceptions of discretionary power and engagement: Australia, USA and Malta
No full textThis paper uses Social Exchange Theory as a lens for comparing the impact of management support upon police perceptions of discretionary power and employee engagement, across three countries. A survey-based, self-report process collected data from 193 police officers in Australia, 588 from the USA, and 249 from Malta. Structural equation modelling was used to analyse the data. The findings suggest a significantly different management support context across the three countries, as well as significantly different perceptions of discretionary power. Across the three countries, police perceived relatively poor satisfaction with organizational management support and only some engagement levels. However, USA police perceived significantly more discretionary power than the other country samples. These findings provide greater clarity about the link between management support, discretionary power and engagement for the police officers. Since employee engagement likely affects policing outcomes, the findings suggest that poor management support of police officers could negatively affect the provided service. Potential strategies to enhance police engagement include (a) training police managers about how to manage so as to promote greater engagement, and (b) modifying police managers’ performance indicators in line with achieving better police engagement.No Full Tex
Comparing the impact of management on public and private sector nurses in the UK, Italy, and Australia
Get PDFThe research examined the impact of management upon employee outcomes (perceptions of discretionary power, well-being, engagement, and affective commitment), comparing public and private sector nurses in Australia, the United Kingdom, and Italy. Overall, 1,945 nurses participated in a self-report survey within these core- and laggard-New Public Management countries. While management influenced employee outcomes for each country, there were significant differences between the public and private sectors, with private sector nurses reporting higher perceptions of outcomes. Importantly, nurses’ engagement was affected by management practice for each country. This study raises important implications for nurse managers, especially public sector managers, described within
The Impact of Supervisor communication on the Job Satisfaction of Early Career Police Officers
No full textGriffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
A comparative pilot study of the culture of Australian public and private sector administrative employees
No full textThis paper examines and compares the moderating impact of organisational communication on the level of job satisfaction experienced by public sector administrative employees compared with private sector administrative employees. The findings from this pilot study suggest the significance of communication variables in moderating the job satisfaction of employees within all workplaces. In addition, the research findings suggest that there are significant organisational communication differences experienced by public and private sector employees in the workplace. There are implications emerging from this research. Firstly, management must acknowledge the importance of communication factors in moderating the impact of job satisfaction variables because these variables in turn affect employees' productivity. Secondly, this study has provided some evidence that the assumptions about the superiority of private sector communication and organisational processes are probably not warranted. The perception that private sector communication practices are significantly better than public sector practices appears not to have been substantiated in this study.Griffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
Factors affecting Australian SMEs' decision to access government programs promoting business collaboration
No full textGriffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
Opportunity Recognition and Entrepreneurial Activities of Networked and Non-networked SMEs
No full textNo Full Tex
Women SME owner/managers, opportunity recognition and government-sponsored business networks
No full textThis paper examined the benefits of belonging to business networks for women SME owners/managers and the effectiveness of government business development officers in supporting women SME owner/managers that belong to business networks. The findings suggest that approximately 20% of the reasons why women SME owner/managers belong to business networks can be explained by the findings from past research identifying the important functions of opportunity recognition and collective learning. The findings contribute to the literature about the 'intentions' part of Forbes (1999) cognitive model of opportunity recognition for women SME owner/managers. However, this suggests that almost 80% as to why women SME owner/managers belong to business networks cannot be explained using the stated literature. The finding highlights the lack of understanding about the nature and dynamics of being a SME within a business network particularly those owned or managed by women. It also may explain the difference between a 'social network' or 'industry-formed business network or cluster' on the one hand and a 'politically constructed business network' comprising members that belong to an established social network and those invited to attend by government/clustering agents. More qualitative research is required to better understand the relationship between women SMEs owner/managers and opportunity recognition within business networksFull Tex
An analysis of the efficiency and effectiveness of the umbrella of government support for Australian SMEs
No full textGriffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
The Impact of the social climate on the level of ambiguity in relation to the client: a study of police officers
No full textThis paper uses a cross-sectional, survey-based, self-report strategy to examine whether the quality of the social climate affects role ambiguity for Australian police officers in relation to their clients. The major finding is that the quality of the subordinate-superior management relationship in the Leader Member Exchange ("LMX") provides a logical link to explain how the social climate affects police officers' level of ambiguity in relation to clients (the public) by affecting their level of satisfaction with information-sharing and their perception of self-determination. This new information explains why it is imperative for public sector managers to implement a new management agenda so as to enhance the quality of the social organisational climate. The findings suggest that an effective social climate is vital if employees are to be effective in meeting the needs of the public and therefore must be a priority for managers at all levels of the hierarchy. Moreover, since governments determine budgets, if it is a real goal of government to become client-focused, new management agendas must be explored.Griffith Business School, Dept of Employment Relations and Human ResourcesFull Tex
- …
