Attributions for abusive supervision: Who do subordinates blame and does it matter?

Drawing on attribution theory, we propose in Study 1 that subordinates' supervisor-directed responses to abusive supervision depend upon their causal attributions for the abuse. Using a scenario-based study (N = 183), we test a moderated mediation model in which the entity blamed for abusive supervision (supervisor, organization, self) is expected to predict subordinates' behavioral intentions toward their supervisor via affective responses (supervisor disliking). This relationship will be exacerbated when subordinates perceive the cause of abusive supervision as stable. We found that subordinates who blamed themselves or the organization for the abuse disliked their supervisor less and had higher OCB-supervisor intentions, and this relationship was stronger when subordinates perceived the cause of abuse as stable. Disliking mediated the relationship between supervisor attributions and OCB-supervisor, but this relationship is not moderated by perceived stability. In Study 2, we explore whether there are additional entities that are blamed for abusive supervision and the reasons they are held accountable. We examined qualitative responses (N = 107) from abused subordinates to find that they most commonly blame their supervisor, themselves, and the organization for abusive supervision. However, subordinates occasionally blame their relationship with their supervisor and their work group.

Managing to excel at science.

Amid growing recognition that a successful scientific career requires skills beyond scientific acumen, institutions are racing to provide management training for newly minted principal investigators.

Yearly planning meetings: individualized development plans aren't just more paperwork.

The National Institutes of Health (NIH) encourages trainees to make Individualized Development Plans to help them prepare for academic and nonacademic careers. We describe our approach to building an Individualized Development Plan, the reasons we find them useful and empowering for both PIs and trainees, and resources to help other labs implement them constructively.

The management of healthcare employees' job satisfaction: optimization analyses from a series of large-scale surveys.

BACKGROUND: Measuring employees' satisfaction with their jobs and working environment have become increasingly common worldwide. Healthcare organizations are not extraneous to the irreversible trend of measuring employee perceptions to boost performance and improve service provision. Considering the multiplicity of aspects associated with job satisfaction, it is important to provide managers with a method for assessing which elements may carry key relevance. Our study identifies the mix of factors that are associated with an improvement of public healthcare professionals' job satisfaction related to unit, organization, and regional government. Investigating employees' satisfaction and perception about organizational climate with different governance level seems essential in light of extant evidence showing the interconnection as well as the uniqueness of each governance layer in enhancing or threatening motivation and satisfaction. METHODS: This study investigates the correlates of job satisfaction among 73,441 employees in healthcare regional governments in Italy. Across four cross sectional surveys in different healthcare systems, we use an optimization model to identify the most efficient combination of factors that is associated with an increase in employees' satisfaction at three levels, namely one's unit, organization, and regional healthcare system. RESULTS: Findings show that environmental characteristics, organizational management practices, and team coordination mechanisms correlates with professionals' satisfaction. Optimization analyses reveal that improving the planning of activities and tasks in the unit, a sense of being part of a team, and supervisor's managerial competences correlate with a higher satisfaction to work for one's unit. Improving how managers do their job tend to be associated with more satisfaction to work for the organization. CONCLUSIONS: The study unveils commonalities and differences of personnel administration and management across public healthcare systems and provides insights on the role that several layers of governance have in depicting human resource management strategies.

Comments on the articles dealing with individual performance criteria that are included in this special issue of Military Psychology.

Individual performance criterion measurement is central to effective personnel management in the military services, and to all other organizations as well. The articles in this special issue summarize the state of the art in all major phases of performance criterion development and assessment. The overall record, while it varies in terms of current progress across the major parts, is admirable. What's next is an equally thorough examination of the utility of validity.

[The indicators of value consistency and interpersonal conjugation of values of employees with executive as a foundation of personnel management in medical organization].

The article presents results of diagnostics of value consistence and interpersonal value conjugation in employees of medical organization. Purpose of the study is to identify the value consistence index and interpersonal value conjugation of employees of different departments of medical organization and on this basis to develop recommendations for executives concerning performance of their managerial functions. The study covered 284 employees of "The Municipal Clinical Hospital № 40 of the Moscow Health Care Department". The "Sh. Schwartz Value orientations" questionnaire was applied. The mean and centered values were calculated for each value index at both levels of values representation. At the level of normative ideals dominant value the first place in all departments except obstetrics, gynecology, and neonatology takes universalism. The employees of maternity hospital positioned safety on the first place. The second place was given to hedonism in departments of oncology, surgery and internal medicine; to kindness in departments of obstetrics, gynecology and neonatology, to achievement in department of intensive care; stimulation in department of diagnostic; safety in non-medical departments. The third place was given to safety in department of oncology, surgery and therapy; to conformity in departments of obstetrics, gynecology and neonatology; and to hedonism in non-medical departments. The comparison of value profiles of behavioral priorities established that in all departments one of the three dominant ranked values was power, in four departments - hedonism, in five departments - stimulation, in four - achievement, in one - tradition. The qualitative assessment of personality value profiles identified four types of department employees: mobile, sensitive, rational and stable one. Based on quantitative data of the Department Value Profile chart executive can develop management strategies using socio-psychological methods of personnel management.

The promise and peril of sexual harassment programs.

Two decades ago, the Supreme Court vetted the workplace harassment programs popular at the time: sexual harassment grievance procedures and training. However, harassment at work remains common. Do these programs reduce harassment? Program effects have been difficult to measure, but, because women frequently quit their jobs after being harassed, programs that reduce harassment should help firms retain current and aspiring women managers. Thus, effective programs should be followed by increases in women managers. We analyze data from 805 companies over 32 y to explore how new sexual harassment programs affect the representation of white, black, Hispanic, and Asian-American women in management. We find support for several propositions. First, sexual harassment grievance procedures, shown in surveys to incite retaliation without satisfying complainants, are followed by decreases in women managers. Second, training for managers, which encourages managers to look for signs of trouble and intervene, is followed by increases in women managers. Third, employee training, which proscribes specific behaviors and signals that male trainees are potential perpetrators, is followed by decreases in women managers. Two propositions specify how management composition moderates program effects. One, because women are more likely to believe harassment complaints and less likely to respond negatively to training, in firms with more women managers, programs work better. Two, in firms with more women managers, harassment programs may activate group threat and backlash against some groups of women. Positive and negative program effects are found in different sorts of workplaces.

Leadership and Staff Perceptions on Long-term Care Staffing Challenges Related to Certified Nursing Assistant Retention.

OBJECTIVE: This study investigates practices that may help retain certified nursing assistants (CNAs) and address the staffing challenges faced in long-term care. BACKGROUND: CNAs are critical to quality care and retention has never been more challenging. To solve this staffing crisis, understanding the unique perspective of CNAs is imperative. METHODS: In semistructured interviews, 5 nursing assistants, the director of nursing, and the nursing home administrator at 59 long-term care facilities answered 4 questions, providing multiple perspectives about causes and solutions to CNA staffing challenges. RESULTS: Key responses for each stakeholder group were identified. CNAs highlighted the nature of the job as a bigger challenge than leadership recognized. Although pay is a top concern, emotional support, training, relationship-building, communication, and the work culture can be equally important in reducing turnover. CONCLUSION: When organizational leaders understand how to meet the needs and interests of CNAs, they can reduce turnover.

Development of a Computational Policy Model for Comparing the Effect of Compensation Scheme Policies on Recovery After Workplace Injury.

Introduction The direct comparison of real-world workers' compensation scheme management policies and their impact on aspects of scheme performance such as health and return to work outcomes, financial sustainability, and client experience metrics is made difficult through existing differences in scheme design that go beyond the factors of interest to the researcher or policymaker. Disentangling effects that are due purely to the result of policy and structural differences between schemes or jurisdictions to determine 'what works' can be difficult. Method We present a prototype policy exploration tool, 'WorkSim', built using an agent-based model and designed to enable workers' compensation system managers to directly compare the effect of simulated policies on the performance of workers compensation systems constructed using agreed and transparent principles. Results The utility of the model is demonstrated through and case-study comparison of overall scheme performance metrics across 6 simple policy scenarios. Discussion Policy simulation models of the nature described can be useful tools for managers of workplace compensation and rehabilitation schemes for trialing policy and management options ahead of their real-world implementation.

Applications of lean in human resources management in healthcare.

Recent challenges brought by the coronavirus disease-2019 pandemic have underscored the importance of coping with pressures on the workforce in healthcare around the world and have emphasised the continuing need to improve quality and operation efficiency of healthcare services even in such dire circumstances. Over the years, lean thinking has gained recognition in the healthcare industry, where lean has been associated with benefits, such as improved healthcare delivery quality, reduced costs and increased effectiveness of the healthcare delivery processes. Lean thinking has also been analysed in human resources with benefits, such as increased job satisfaction and perceived job autonomy. The current narrative review was planned to analyse and discuss the application and implementation of lean strategies with a particular focus on human resource management in healthcare. The review is complemented by a case study in a private healthcare group in Turkey, aiming to demonstrate in practice the effect of lean strategies on the satisfaction of patients and relatives, the job satisfaction of the employees, and the level of turnover rates within healthcare enterprises.

How to alleviate the agony of providing negative feedback: Emotion regulation strategies affect hormonal stress responses to a managerial task.

Providing negative feedback can be demanding, as it typically requires dealing with multiple negative emotions. The first aim of this study was to transfer this work-related task to a new laboratory protocol and to investigate short-term hormonal changes among feedback providers. The second aim was to test if such hormonal stress responses can be attenuated through a priori instructions on how to regulate emotions. Each of 150 participants (51% women) provided eight saliva samples before, during, and after anticipating and conducting a negative feedback conversation with a professional actor who displayed negative emotional reactions. Participants were divided into four conditions regarding the way they were instructed to regulate their emotions: expressive suppression (keeping a neutral expression); cognitive reappraisal (staying task-oriented and emotionally distanced); affect utilization (moving towards and using emotions); or control condition. By means of three-phase spline growth models, latent growth factors during baseline, stress response, and recovery were specified. Providing negative feedback was followed by significant temporary testosterone decreases as well as cortisol increases. Testosterone (but not cortisol) responses were attenuated when feedback providers had been instructed to either follow a cognitive reappraisal or affect utilization strategy. This study provides evidence that a typical managerial task, that is, having to provide negative feedback, is a testosterone- and cortisol-relevant experience. Down-regulation of an individual's emotional involvement through reappraisal, as well as the newly introduced technique of moving towards and making use of the interaction partner's emotions (affect utilization), revealed consequences in terms of attenuating the testosterone response to stress.

Implementing a digital human resources management tool in the government health sector in Bangladesh: a policy content analysis.

INTRODUCTION: In Bangladesh, to address the challenges of ensuring adequate human resources for health (HRH), the government began implementing a digital tool for HRH management in 2017. However, evidence suggests institutionalizing such tools in low-and-middle-income countries is impeded by policy aspects like implementation strategy and poor regulatory framework. Therefore, we aimed to explore factors in the current policy landscape that might facilitate and challenge the implementation of the tool in Bangladesh. METHODS: We conducted a review of policies related to ICT implementation and human resources management in the health sector in Bangladesh using qualitative content analysis method. Ten policies have been identified, and extensive reading was done to ascertain common themes and patterns. A document analysis matrix was developed to synthesize and help interpret the findings. RESULTS: Regarding facilitators, strong upstream level commitments were reflected in the content of policies in terms of setting out specific objectives, targets, timelines, and budget allocation. However, the lack of explicit monitoring strategy and extent of stakeholders' engagement was not well-defined, ultimately creating chances for impeding downstream implementation. In addition, effective coordination among stakeholders and different HRH and ICT policies could be strengthened. DISCUSSION: Findings support the current discourse that national commitment plays a vital role in the integration of ICTs in health services. However, well-defined monitoring strategy and inter-ministry and intra-ministry policy coordination are crucial.

A service evaluation of an occupational health Covid-19 referral pathway.

BACKGROUND: A rapid management referral pathway was established by a private UK occupational health (OH) provider to offer assessments and advice on managing individual risk relating to Covid-19 in the workplace. AIMS: The aim of this service evaluation was to assess the utilization and effectiveness of the pathway in supporting referrers during a pandemic. METHODS: Referrals between March-August 2020 were analysed by date and industry to assess service utilization. A survey was sent to a convenience sample of referrers throughout this period, requesting feedback on whether the report led to a change in how the worker was managed, and whether it increased referrer confidence in managing the worker. RESULTS: Five hundred and seventy referrals were made, predominantly from wholesale and retail; professional, scientific and technical; and food and drink production. There was a small peak of referrals from manufacturing in April and a larger peak in July-August from wholesale and retail, and food and drink production. Of 166 surveys sent, 58 were completed (35% response rate). In 71% of cases, referrers indicated that the report led to change in how the worker was managed, and in 86% of cases, referrers reported being more confident in managing the worker. CONCLUSIONS: The pathway was well-utilized. OH assessments and advice have an important role to play in a pandemic, with useful impact on how workers are managed and how confident managers feel in managing workers.

Developing coaches' professional judgement and decision making: Using the 'Big 5'.

Coaching can be seen, in large part, as a decision-making game in which coaches must decide on and then deploy an optimum blend of tools to best meet the needs of performance and context. Examining this concept through a lens of professional judgement and decision making, research has shown positive benefits for this approach to understanding and enhancing the coaching process and its outcomes. To date, however, there has been less attention paid to the development of simple applied tools which can be used to facilitate these skills. Accordingly, this paper describes the Big 5, a structured approach to critical reflection which can be used to improve coaching. Following its description, we present some preliminary data on the impact of the Big 5 in a sample of professional adventure sports coaches.

An exploration of the organisational stressors encountered by international disability footballers.

Presently, disability athletes remain under-represented in organisational stressor research. Our study sought to bring novel insights to this area by determining the organisational stressors experienced by international disability footballers. Twelve current international disability footballers (10 male, 2 female) from a range of UK impairment squads took part in the study. Semi-structured interviews were completed with each participant, and data were analysed by content analysis procedures. Organisational stressors data were abstracted into Arnold, Wagstaff, Steadman and Pratt's (2017) concepts, and Arnold and Fletcher's (2012) four general dimensions: leadership and personnel issues, cultural and team issues, logistical and environmental issues, and performance and personal issues, revealing a series of football-specific nuances. Our study is the first exploration of the prevalence of organisational stressors within international disability football. Our study also provides practitioners with an understanding of the common and unique organisational stressors faced by international disability footballers. Finally, we suggest a series of practical recommendations for policy development within disability football organisations to aid athletes to effective manage organisational stressors.

The effect of mushroom management style and perceived supervisor support on employee performance: 'An application with university hospital employees'.

OBJECTIVES: Mushroom management, which has entered the management literature using the metaphor of growing mushrooms, is a management style in which managers generally keep their power and knowledge in one centre and do not like to be questioned and criticized. This study conducted to determine the effect of the mushroom management style of administrative staff working in the healthcare sector and perceived supervisor support on job performance. METHODS: A total of 234 healthcare professionals included in the study. To achieve the purpose of the study, the 'Mushroom Management Scale', the 'Perceived Supervisor Support Scale' and the 'Job Performance Scale' were used. Multivariate linear regression analyses were performed to analyse. RESULTS: When the effect of mushroom management style on job performance was examined, it was found that inadequate information sharing, the anxiety of power loss, inadequate communication and lack of participatory management did not have a significant effect on job performance alone. According to the regression analysis, perceived supervisor supports have a significant effect on a job performance. This effect explains 0.045 of the total variance. The fact that employees received tangible support from their managers increased their performance levels positively (t = 2.945; p < 0.05). Finally, employee performance had a significant effect on perceived supervisor support. This effect explains 0.513 of the total variance. CONCLUSIONS: As a result of this study, it was found that mushroom management style had no effect on job performance, but had a significant effect on perceived supervisor support.

Health workforce management in the context of the COVID-19 pandemic: A survey of physicians in Serbia.

BACKGROUND & AIM: The study describes the experiences and opinions of Serbian physicians regarding workforce management during the COVID-19 pandemic. MATERIALS & METHODS: A total of 1553 licensed physicians (65% males; average age 44.0 years) responded to an online survey in September 2020. Differences in the respondents' general data and attitudes regarding workforce management and outbreak preparedness in Serbia were analysed in relation to their engagement during the COVID-19 pandemic (Pearson χ2 and the independent samples t-test, p < 0.05). The logistic regression model explained the need for changing health workforce management. RESULTS: The results reveal that the physicians engaged in the fight against the spread of COVID-19 (64.4% of the respondents) more often than their counterparts, were clinicians from the public sector, younger, with less work experience, influenced negatively by the pandemic, and reassigned to other positions (p < 0.001). Health workers dissatisfied with workplace preparedness and those reassigned due to COVID-19 were by 2.61 times and 1.38 times, respectively, more likely than their counterparts to consider changes in health workforce management. DISCUSSION & CONCLUSION: COVID-19 underlines the need for changes in health workforce management during public health emergencies. An internal incident management team and a panel of external experts may support health workforce management during the prolonged and rapidly changing crises.

Group clinical supervision for allied health professionals.

OBJECTIVE: To evaluate a group clinical supervision program for allied health professionals in a regional health service. DESIGN: This study used a mixed-methods design including a cross-sectional, quantitative survey of group clinical supervision participants and a focus group of facilitators. SETTING: A large regional health service in Victoria, providing hospital, community and mental health services. PARTICIPANTS: Allied health professionals and managers employed at the health service. INTERVENTIONS: Group clinical supervision, based on a critical reflection model, was implemented in 3 settings. MAIN OUTCOME MEASURE: The Clinical Supervision Evaluation Questionnaire was administered to group clinical supervision participants, with additional open-ended questions included. The Clinical Supervision Evaluation Questionnaire tool consists of 3 subscales relating to the purpose, process and impact of group clinical supervision. A focus group was used to capture the perspectives of group clinical supervision facilitators. RESULTS: Fifteen survey responses were received. The overall Clinical Supervision Evaluation Questionnaire score was 56.53 (standard deviation 7.66). Scores for the Process Subscale were higher than the Purpose and Impact subscales. Themes from the open-ended survey questions included the following: value of multiple perspectives, opportunities for reflection, peer support and group process and structure. Themes from group facilitators' focus group included the following: need for group clinical supervision, value of facilitator training and support, and sustainability. CONCLUSION: Group clinical supervision was perceived to be effective, enhancing reflection, learning and peer support. Organisational support, facilitator training, group structure and planning for sustainability were identified as critical factors for success. Interprofessional and cross-organisational models of group clinical supervision are strategies that could help address issues relating to access to quality clinical supervision for rural allied health professionals.