Managing nurse redeployment during the Covid-19 pandemic, lessons for future redeployment: A qualitative study.

BACKGROUND: The mass redeployment of nurses was critical across countries necessitated by the acute health impact of Covid-19. Knowledge was limited regarding how to manage nurse redeployment or the impact that redeployment might have. Redeployment continues, particularly in response to the current staffing crisis and surges such as winter pressures. This study aims to address these gaps in evidence to inform guidance on how best to manage nurse redeployment in practice. OBJECTIVES: First, to understand the processes and underpinning decisions made by managers when managing nurse redeployment prior to and during the Covid-19 pandemic. Second, to identify the lessons that can be learned to improve the management of on-going nurse redeployment. DESIGN: Qualitative study utilising semi-structured interviews and focus groups with nurse managers (ISRCTN: 18172749). SETTING(S): Three acute National Health Service (NHS) Trusts in England with geographical and ethnic diversity, and different Covid-19 contexts. PARTICIPANTS: Thirty-two nurse managers and four Human Resource advisors responsible for redeploying nurses or receiving and supporting redeployed nurses. METHODS: Participants took part in face-to-face or virtual semi-structured interviews from February 2021 to November 2021 and virtual focus groups from July to December 2021. Qualitative data were analysed using reflexive thematic analysis. RESULTS: Four themes were evident in the data, capturing four distinctive phases of the redeployment process. There was a fundamental mismatch between how different parts of the nursing and managerial workforce conceived of their decision-making responsibilities across different phases. This led to managers taking inconsistent and sometimes contradictory approaches when redeploying nurses, and a disconnect between nursing staff at all levels of the chain of command. Furthermore, in conjunction with limited guidance in operationalising redeployment and the distressing experiences vocalised by nurses, nurse managers found nurse redeployment logistically and emotionally challenging; and felt 'caught in the middle' of meeting both their managerial and mentoring responsibilities. This became increasingly challenging during subsequent phases of redeployment and remained challenging once the pandemic waned. CONCLUSIONS: The approach to nurse redeployment in response to the Covid-19 pandemic prioritised nurse staffing numbers over personal well-being. Key principles of good practice relating to nurse redeployment during the Covid-19 pandemic can be applied to improve future redeployment of nurses and support positive outcomes. Having a planned approach for staff redeployment during normal service delivery comprising operational guidance for those tasked with implementing redeployment, that is scalable in a crisis setting, would be beneficial for the nursing workforce.

Nurses' experiences and sense making of COVID-19 redeployment and the impact on well-being, performance, and turnover intentions: A longitudinal multimethod study.

Background: During Covid-19 nurses were redeployed to new teams and specialties at a level never previously experienced. Little is known about how nurses made sense of and coped with this situation and what we can learn from this for future redeployment approaches. Objectives: We sought to understand how nurses made sense of ongoing redeployment during the COVID-19 pandemic and how this related to their psychological distress, burnout, turnover intentions, and perceived performance. Design: A longitudinal multi-method design. (ISRCTN: 18,172,749). Settings: Three acute National Health Service (NHS) Trusts in England, selected for diversity in geographical location and ethnicity, with different COVID-19 contexts. Participants: Sixty-two nurses (90 % female; 83 % white) who experienced different types of redeployment during the pandemic, with an average of 17 year's post-registration experience (mean age 41 years). Methods: We gathered both interview and survey data from 62 nurses across two or three time points in 2020-2021 and sought to find commonalities and differences in patterns of experience using Pen Portrait analysis. Results: The pandemic redeployment process was life-changing for all nurses, personally and professionally. The research uncovered an intertwined pattern of identity and sensemaking as nurses coped with COVID-19 redeployment. Three sensemaking 'journeys' were evident, involving professional identity as a nurse and identification with one's organisation. Nurses in journey one: 'Organisational Identification and Professional Identity Maintained' (n = 28) had the best outcomes for wellbeing, burnout, performance, and retention. Those experiencing the 'Devaluation of Organisational Identification But Maintenance of Professional Identity' journey (n = 24) maintained their professional identity, but their organisational identification deteriorated. Journey three nurses: 'Devaluation of both Organisational Identification and Professional Identity' (n = 10) had the worst outcomes for wellbeing, burnout, performance, and retention. A salient nurse identity triggered stoicism and resilient behaviours while external cues of control, support and contextual awareness affected organisational identification. Conclusions: Nurses made sense of their experiences of redeployment during Covid-19 differently which, in turn affected their outcomes. Given the stark differences in how nurses perceived their psychological distress, burnout, turnover intentions and performance across the journeys, the importance of understanding the cues (e.g. having autonomy) associated with each journey is apparent. Thus, our research provides clear guidance for managers to help them support nurses during redeployment.

Managing multiple, geographically-separated identities, and its effect on employee retention.

Extant literature posits that an individual manages their multiple identities by integrating or separating them to varying degrees. We posit that, rather than managing a single set of identities, an individual may engage different identity structures in different contexts. We use the fly-in, fly-out work context, whereby an employee's home and work are substantially geographically separated, to explore whether different identity structures exist, strategies for managing them, and their effect on employee retention intentions. Analysis of qualitative data from 29 participants collected across three work sites revealed three main strategies that employees adopt to cope with having multiple identity structures: aligning identities; making work identity dominant; and creating a new identity around the working arrangement and discarding all other identities. These strategies interact with the employee's actual identity structure to influence retention intentions. Implications for retaining employees in such working arrangements are discussed.

The effect of non-verbal mimicry on evaluations in interactions with cognitively (dis)similar individuals.

Non-verbal mimicry (i.e., being posturally similar by copying another person's body language) has been shown to increase evaluations of the mimicker. Concurrently, extensive research in social psychology has demonstrated a negative effect on interpersonal evaluations when one perceives others as cognitively dissimilar, often resulting in interpersonal conflicts. Across two experiments (Experiment 1: N = 159, Experiment 2: N = 144), we tested our hypotheses that mimicry, compared with no mimicry, will make mimickers come across as more likable and competent regardless of whether they were perceived as cognitively dissimilar or not (Experiment 1) and regardless of the extent to which they were perceived as cognitively dissimilar (Experiment 2). Broadly, we found support for our hypotheses, and via mediation sensitivity analyses, we found that the effect of mimicry, at least for likability, was mediated by participants' perceived personal similarity to the mimicker. Non-verbal mimicry may thus be one way of alleviating interpersonal conflicts via increasing perceptions of personal similarity regardless of initial cognitive dissimilarity.

Watching the mimickers: Mimicry and identity in observed interactions.

Mimicry enhances one's judgments of the mimicker when it is directed toward the self. However, often interactions do not involve only the participants; observers also judge people, and such judgments are influenced by social identities. So, does mimicry also have positive effects even on observers' evaluations of the mimicker? Furthermore, does that hold even if the mimicker is an out-group member? To answer these questions, we used two video experiments (N1 = 377; N2 = 670) to compare mimicry and neutral (no mimicry) interactions between two individuals who were primed to be in either the participant's in-group or out-group. In both studies, we found the expected negative out-group bias when participants observed the neutral interaction but only for competence-related variables. However, such biases were diminished in the mimicry condition, indicating that mimicry, even when it is merely observed and directed at someone else, may alter mimicker-related attitudes stemming from social identities. Our findings therefore contribute to the literature on reducing intergroup prejudice by demonstrating the behavior-based malleability of a negative out-group bias. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Reciprocal exchange orientation to organization, challenge stressor and construal level: Three-way interaction effects on voice behavior.

This study extends our understanding of voice behavior by considering a more complete set of reciprocity antecedents. We add employees-organization reciprocal exchange orientation (EO REO) into the antecedent of voice behavior and clarify the boundary condition by examining the joint moderating role of challenge stressors and construal level. The presence of challenge stressors represents a positive work environment, thus employees with a strong EO REO are likely to reciprocate with voice. However, such stressors also lead employees to focus on how to deal with the current challenges, which only aligns with employees who have a low construal level mindset and prefer to think about the details of the job at hand. Hence, we hypothesized that the positive relationship between EO REO and voice behavior in the face of challenge stressors was more likely to exist for employees whose construal level is low rather than high. We collected data from 237 employee-supervisor matched dyads in study 1 and 225 employee-supervisor matched dyads in study 2. These two studies offered support for the three-way interaction hypothesis. Our studies further voice by extending the antecedent and delineating the boundary condition of challenge stressors and construal level.

Coping with Workplace Incivility in Hospital Teams: How Does Team Mindfulness Influence Prevention- and Promotion-Focused Emotional Coping?

Incivility is a growing concern for researchers and practitioners alike, yet we know little about how the team context is related to the way that employees respond to it. In this study, we examined the role of team mindfulness and its direct and buffering effects on individual-level promotion- and prevention-focused emotional coping. We also examined how these forms of coping were related to individual work engagement. In a temporally lagged study of 73 hospital teams (involving 440 team members), multi-level analyses showed that team mindfulness was directly negatively associated with individual-level prevention-focused emotional coping (behavioral disengagement, denial, and venting); however, it was not positively related to individual-level promotion-focused forms of coping (positive reframing and acceptance). In addition, a cross-level interaction effect was identified whereby team mindfulness reduced the positive relationship between incivility and venting, meaning there was less individual-level venting following incivility in the context of higher team mindfulness. These findings may have implications for work engagement, which was shown to be negatively related to venting and behavioral disengagement. Our findings are useful for managers of teams that regularly experience customer incivility as it uncovers how they can develop a team context that discourages ineffective coping responses.

Employee green behaviour: How organizations can help the environment.

Organizations are intrinsically involved in climate change - both in its causes and its solutions - and there has been a growing interest in the microfactors and macrofactors that affect employee green behaviour. On an employee level, the literature stresses the importance of values and self-concordance. On an organizational level, in contrast, recent developments emphasize environmental dynamic capabilities, leadership and human resource management practices such as training. However, an interplay between such microfactors and macrofactors suggests that organizational initiatives do not work uniformly but depend on employees' environmentalism. We thus highlight the need for a dynamic systems perspective in researching all types of employee green behaviour in organizations.

Self-efficacy and academic achievement in Australian high school students: the mediating effects of academic aspirations and delinquency.

Studies have shown that self-efficacy, aspirational, and other psychosocial influences account for considerable variance in academic achievement through a range of mediational pathways, although no research to date has tested the mediational relationships identified. The present research investigated the structural relations among self-efficacy, academic aspirations, and delinquency, on the academic achievement of 935 students aged 11-18 years from ten schools in two Australian cities. The Children's Self-Efficacy Scale, Adapted Self-Report Delinquency Scale (Revised), and Children's Academic Aspirations Scale were administered to participants prior to academic achievement being assessed using mid-year school grades. Structural equation modeling was employed to test three alternative models for the relationships from academic, social, and self-regulatory efficacy on academic achievement. A partial mediation model showed the best overall fit to the data. Academic and self-regulatory efficacy had an indirect negative effect through delinquency and a direct positive effect on academic achievement. Academic and social self-efficacy had positive and negative relationships, respectively, with academic aspiration and academic achievement; however, the relationship between academic aspiration and academic achievement was not significant in the final model.

Job crafting revisited: Implications of an extended framework for active changes at work.

Employees often self-initiate changes to their jobs, a process referred to as job crafting, yet we know little about why and how they initiate such changes. In this paper, we introduce and test an extended framework for job crafting, incorporating individuals' needs and regulatory focus. Our theoretical model posits that individual needs provide employees with the motivation to engage in distinct job-crafting strategies-task, relationship, skill, and cognitive crafting-and that work-related regulatory focus will be associated with promotion- or prevention-oriented forms of these strategies. Across three independent studies and using distinct research designs (Study 1: N = 421 employees; Study 2: N = 144, using experience sampling data; Study 3: N = 388, using a lagged study design), our findings suggest that distinct job-crafting strategies, and their promotion- and prevention-oriented forms, can be meaningfully distinguished and that individual needs (for autonomy, competence, and relatedness) at work differentially shape job-crafting strategies. We also find that promotion- and prevention-oriented forms of job-crafting vary in their relationship with innovative work performance, and we find partial support for work-related regulatory focus strengthening the indirect effect of individual needs on innovative work performance via corresponding forms of job crafting. Our findings suggest that both individual needs and work-related regulatory focus are related to why and how employees will choose to craft their jobs, as well as to the consequences job crafting will have in organizations. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Increasing pro-environmental behaviors by increasing self-concordance: Testing an intervention.

Globally, there is a clear need to change our behavior to mitigate climate change. Many people, however, will not find the need for mitigation important enough to make their behavior more environmentally sustainable. Three studies supported the hypothesis that it is possible to overcome this issue by connecting these behaviors to goals that are important to people, even if such goals are unrelated to climate change or the environment in general. Study 1 (N = 305 working adults) showed that stronger self-concordance of behavior related to energy sustainability was related to a greater chance of signing a petition for increasing renewable energy sources. Next, 2 experimental studies (Study 2: N = 412 working and nonworking adults, and Study 3: N = 300 working adults) showed that increasing self-concordance of environmentally sustainable behaviors by asking people to cognitively connect either sustainable energy use (Study 2) or commuting behaviors (Study 3) to their personal goals increased intentions to engage in these behaviors compared to a control condition (Study 2 and Study 3) and compared to persuasion attempts based on climate change mitigation (Study 3). These findings occurred even after controlling for political orientation and environmental concerns. This research has significant practical implications for workplaces, particularly for those in which employees or managers place a low priority on environmental and climate change considerations. (PsycINFO Database Record

Making Sense of Corporate Social Responsibility and Work.

Employees can be a driving force behind organizational corporate social responsibility (CSR) efforts, yet the vast majority of literature has focused on firm-level understanding and implementation of CSR. Recent literature that explores the relationship between employees and CSR has not investigated how employees conceive of their role in CSR. We propose that in order to understand the factors that affect employee engagement in CSR, we must first understand how employees conceptualize the phenomenon of CSR and how that conceptualisation fits into their work. Our exploratory, inductive study interviews two cohorts of employees, one in a not for profit and the other in a corporate organization, revealing stark contrasts in how the different cohorts conceptualize and engage in CSR, particularly with regards to how CSR contributes to meaningfulness at work. Implications for organizations are discussed.

Is Dealing with Climate Change a Corporation's Responsibility? A Social Contract Perspective.

In this paper, we argue that individuals - as members of society - play an important role in the expectations of whether or not companies are responsible for addressing environmental issues, and whether or not governments should regulate them. From this perspective of corporate social responsibility as a social contract we report the results of a survey of 1066 individuals. The aim of the survey was to assess participants' belief in anthropogenic climate change, free-market ideology, and beliefs around who is responsible for dealing with climate change. Results showed that both climate change views and free market ideology have a strong effect on beliefs that companies are responsible for dealing with climate change and on support for regulatory policy to that end. Furthermore, we found that free market ideology is a barrier in the support of corporate regulatory policy. The implications of these findings for research, policy, and practice are discussed.

A conceptual framework and practical guide for assessing fitness-to-operate in the offshore oil and gas industry.

The paper outlines a systemic approach to understanding and assessing safety capability in the offshore oil and gas industry. We present a conceptual framework and assessment guide for understanding fitness-to-operate (FTO) that builds a more comprehensive picture of safety capability for regulators and operators of offshore facilities. The FTO framework defines three enabling capitals that create safety capability: organizational capital, social capital, and human capital. For each type of capital we identify more specific dimensions based on current theories of safety, management, and organizational processes. The assessment guide matches specific characteristics to each element of the framework to support assessment of safety capability. The content and scope of the FTO framework enable a more comprehensive coverage of factors that influence short-term and long-term safety outcomes.

Help yourself: the mechanisms through which a self-leadership intervention influences strain.

This research reports on two field studies which demonstrate that self-leadership training decreases strain via increases in self-efficacy and positive affect. The first, an experimental study, found that strain was reduced in the randomly assigned training group, but not in the control group. The second was a longitudinal study and supported the hypotheses that self-efficacy and positive affect mediated the effect of self-leadership training on strain. Our findings extend both self-leadership and stress management literatures by providing a theoretical framework within which the effects of self-leadership on strain can be understood. Practically speaking, our findings suggest that self-leadership training offers an individual-level preventive approach to stress management.