How to take care of nurses in your organization: two types of exchange relationships compared.

AIM: To explore the relationships between climate for well-being, economic and social exchange, affective ward commitment and job strain among nurses in the Netherlands. BACKGROUND: This study focuses on the immediate work environment of nurses by exploring the way nurse perceptions about the extent to which the ward values and cares for their welfare influence their levels of affective ward commitment and job strain. Second, this study extends previous research on exchange relationships by examining the potential differential impact of social and economic exchange relationships on commitment and job strain. DESIGN: A cross-sectional survey among nurses. METHODS: The study was conducted in the Netherlands in 2011. Validated measures of climate for well-being, social exchange, economic exchange, ward commitment and job strain were used. Hypotheses were tested using regression analyses. MacKinnon et al.'s (2007) guidelines to assess mediation were used. RESULTS: The response rate was 41% (271 questionnaires). The results show that climate for well-being positively influences social exchange relationships, which are in turn associated with enhanced ward commitment and reduced strain. Climate for well-being negatively influences evaluations of economic exchange, which are in turn negatively related to ward commitment. CONCLUSION: This study shows that nurses use the information available in their immediate work environment to evaluate their exchange relationship with the organization. Second, the findings point towards the importance of economic and social exchange relationships as a mechanism between climate for well-being on the one hand and affective ward commitment and job strain on the other hand.

High-performance work systems and individual performance: a longitudinal study of the differential roles of happiness and health well-being.

As a part of the growing strand of employee-centered HRM research, employee well-being is suggested to be a key mechanism that may help to explain the relationship between HRM and performance. To investigate how an employee's well-being mediates the HRM-performance relationship, we distinguish between two types of well-being identified in prior work, happiness well-being and health well-being, and present arguments for differences in their effects on individual performance. Building on Job Demands-Resources (JDR) theory, we propose that happiness well-being positively mediates the relationship between perceived High-Performance Work Systems (HPWS) and individual task performance, while health well-being negatively mediates this focal relationship. Thus, happiness well-being fits the "mutual gains" perspective. In contrast, health well-being fits the "conflicting outcomes" perspective, and thus may be harmed by the HPWS to enhance the performance. We find partial support for our arguments in an analysis of longitudinal survey data of 420 participants spanning a total of four waves of data collection.

Wellbeing in line managers during mandatory working from home: How work and personal factors combine.

The pandemic, particularly the aspect of forced working from home, has had a major impact on the workforce. Previous studies show that line managers have also experienced severe mental strain during this period. Since it is expected that hybrid working will be more the new normal than the exception in future, this study further examined line managers' work-related wellbeing in terms of engagement and exhaustion. Following the job characteristics model (JCM), we explore the mediating role of meaningful work between workplace innovation before the pandemic and line managers' work-related wellbeing during forced working from home. The underlying idea is that organizations that already adopted workplace innovation practices before the pandemic, give teams and employees more control, thus allowing a more meaningful role for line managers, which positively impacts line managers' work-related wellbeing during the pandemic. In addition, building upon Job Demands-Resources (JD-R) Theory and the role of personal resources therein, we explore digital leadership skills and work-life segmentation preference as moderators between meaningful work and work-related wellbeing. Our findings show that workplace innovation is positively associated with engagement via its effect on meaningful work, but not associated with exhaustion. Second, we found that work-life segmentation preference amplifies the relation between meaningful work and engagement (positive link) as well as exhaustion (negative link). This indicates that line managers with a high work-life segmentation preference who have a low score on meaningful work, experience less engagement and more exhaustion than line managers with a high score on meaningful work when working from home. No support was found for the moderation of digital leadership skills in the relationship between meaningful work, engagement, and exhaustion. Based on these results, we discuss implications for research and we provide practice recommendations.

An Interpersonal Perspective on HR Attributions: Examining the Role of Line Managers, Coworkers, and Similarity in Work-Related Motivations.

Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager-employee-coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other's HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees' social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees' understandings of HR practices.

Speaking up about patient safety concerns: the influence of safety management approaches and climate on nurses' willingness to speak up.

BACKGROUND: Speaking up is important for patient safety, but healthcare professionals often hesitate to voice their concerns. Direct supervisors have an important role in influencing speaking up. However, good insight into the relationship between managers' behaviour and employees' perceptions about whether speaking up is safe and worthwhile is still lacking. AIM: To explore the relationships between control-based and commitment-based safety management, climate for safety, psychological safety and nurses' willingness to speak up. METHODS: We conducted a cross-sectional survey study, resulting in a sample of 980 nurses and 93 nurse managers working in Dutch clinical hospital wards. To test our hypotheses, hierarchical regression analyses (at ward level) and multilevel regression analyses were conducted. RESULTS: Significantly positive associations were found between nurses' perceptions of control-based safety management and climate for safety (ß=0.74; p<0.001), and between the perceived levels of commitment-based management and team psychological safety (ß=0.36; p<0.01). Furthermore, team psychological safety is found to be positively related to nurses' speaking up attitudes (B=0.24; t=2.04; p<0.05). The relationship between nurse-rated commitment-based safety management and nurses' willingness to speak up is fully mediated by team psychological safety. CONCLUSION: Results provide initial support that nurses who perceive higher levels of commitment-based safety management feel safer to take interpersonal risks and are more willing to speak up about patient safety concerns. Furthermore, nurses' perceptions of control-based safety management are found to be positively related to a climate for safety, although no association was found with speaking up. Both control-based and commitment-based management approaches seem to be relevant for managing patient safety, but when it comes to encouraging speaking up, a commitment-based safety management approach seems to be most valuable.

Effects of new ways of working on work hours and work location, health and job-related outcomes.

New ways of working (NWW) is a type of work organization that is characterized by temporal and spatial flexibility, often combined with extensive use of information and communication technologies (ICT) and performance-based management. In a three-wave intervention study, we examined the effects of NWW on both the organization of work (changes in control over time and place of work; working hours and work location; and other key job characteristics), and on employees' outcomes (work-nonwork balance; health and well-being; and job-related outcomes). We applied a quasi-experimental design within a large Dutch financial company (N = 2,912). We studied an intervention group (n = 2,391) and made comparisons with a reference group (n = 521). There were three study waves: (i) one/two months before, and (ii) 4 months and (iii) 10 months after implementation of NWW. Repeated measures analyses of covariance (involving 361 participants from the intervention group and 80 participants from the reference group) showed a large and significant shift from hours worked at the office to hours worked at home after implementation of NWW. Accordingly, commuting time was reduced. Employees remained working on week days and during day time. Psychosocial work-characteristics, work-nonwork balance, stress, fatigue, and job-related outcomes remained favourable and largely unaffected, but the health score in the intervention group decreased (medium effect). These findings suggest that the implementation of NWW does not necessarily lead to changes in psychosocial work characteristics, well-being or job-related outcomes.