The relationship between organizational dehumanization and work engagement: the mediating effect of nurses' work stress.

BACKGROUND: Organizational dehumanization has detrimental consequences for nurses' wellbeing and leads to a stressful work environment. Moreover, it is very destructive to work engagement. AIM: To examine the mediating role of nurses' work stress between organizational dehumanization and work engagement. METHOD: A cross-sectional research design was conducted with 245 staff nurses over a one-month period. The researchers used structured equation modeling. RESULTS: Work engagement and organizational dehumanization levels were both moderate. In addition, the degree of job stress among the nurses was moderate, too. The results of the structural equation modeling showed that the association between organizational dehumanization and job engagement is partially mediated by work stress. CONCLUSIONS: For staff nurses to exhibit high levels of caring behaviors, this study emphasized the need to establish a work environment that employs tactics to improve workplace engagement and happiness. In addition to changing the organizational culture of nurses to eradicate organizational dehumanization and pressures related to the job.

Effects of organizational agility on readiness for change in nurses: A cross-sectional study.

AIM: To investigate the correlation between organizational agility and nurses' readiness for change. BACKGROUND: The paradigm of agility in a healthcare organization is a novel concept that embodies the most advantageous organizational status. However, assessing the effects of organizational agility on nurses' readiness for change has not been previously studied. METHODS: This cross-sectional study was conducted on 270 nurses working in a university hospital in Egypt. The study took place between January - March 2022, and participation was voluntary. Data were collected using the organizational agility scale and individual readiness for change scales. Data analysis was conducted using descriptive statistics, Pearson correlation, and structured equation modeling (SEM). RESULTS: The results indicated that nurses in the hospital exhibited a moderate level of agility. Nurses' readiness for change is high. The SEM showed that organizational agility accounted for 64% of the variance in nurses' readiness for change. CONCLUSIONS: Organizational agility is a significant predictor of nurses' readiness for change. IMPLICATIONS FOR NURSING POLICYMAKING: As a means of ensuring that nurses are prepared for changes, nursing institutions should foster agility by instilling a vision for the future, enhancing staff capabilities, encouraging teamwork and open communication, and implementing total quality management, strategic planning, advanced nursing practice, participatory management, shared decision-making, and policy development.