ロジックモデル策定ガイド = Logic model development guide

Burnout incurs significant costs to health care organizations and professionals. Mattering, moral distress, and secondary traumatic stress are personal experiences linked to burnout and are byproducts of the organizations in which we work. This article conceptualizes health care organizations as moral communities-groups of people united by a common moral purpose to promote the well-being of others. We argue that health care organizations have a fundamental obligation to mitigate and prevent the costs of caring (eg, moral distress, secondary traumatic stress) and to foster a sense of mattering. Well-functioning moral communities have strong support systems, inclusivity, fairness, open communication, and collaboration and are able to protect their members. In this article, we address mattering, moral distress, and secondary traumatic stress as they relate to burnout. We conclude that leaders of moral communities are responsible for implementing systemic changes that foster mattering among its members and attend to the problems that cause moral distress and burnout.

Moral Distress, Mattering, and Secondary Traumatic Stress in Provider Burnout: A Call for Moral Community

This study discusses the concept of employee resilience (ER), defined as the capability to use resources to continually adapt and flourish at work, even when faced with challenging circumstances. T...

Resilience in Public Sector Managers

Research has suggested a fundamental connection between fairness and well-being at the individual, relational, and societal levels. Mattering is a multidimensional construct consisting of feeling valued by, and adding value to, self and others. Prior studies have attempted to connect mattering to both fairness and a variety of well-being outcomes. Based on these findings, we hypothesize that mattering acts as a mediator between fairness and well-being. This hypothesis was tested through Covariance-Based Structural Equation Modeling (CB-SEM) using multidimensional measures of fairness, mattering, and well-being. Results from a Latent Path Analysis conducted on a representative sample of 1051 U.S. adults provide support to our hypothesis by revealing a strong direct predictive effect of mattering onto well-being as well as a strong indirect effect of fairness onto well-being through mattering. Results also show that mattering is likely to fully mediate the relationship between fairness and multiple domains of well-being, except in one case, namely economic well-being. These findings illustrate the value of a focus on mattering to understand the relationship between fairness and well-being and to provide future directions for theory, research, and practice. Theoretical implications for the experience of citizenship and participation, along with cross-cultural considerations, are also discussed.

Mattering Mediates Between Fairness and Well-being.

Aim/Purpose: The purpose of this study was to examine the factor structure of a newly developed Culture of Mattering survey (CoM) that evaluates mattering in the context of relationships with supervisors, colleagues, and the organization as a whole.

Background: Mattering can be defined as the experience of feeling valued and adding value. Despite the importance of mattering in personal and occupational domains, there is very little research on organizational cultures that promote mattering. As far as we know, there is no research on the measurement and promotion of a culture of mattering in higher education settings. 

Methodology: Data were collected from 4,264 university employees across 469 work units using web-based surveys. CoM scores were aggregated into unit-level average scores, which were the focus of all analyses.

Contribution: This study is the first to examine the measurement of a CoM in a higher education context. The specific context consists of a set of principles and behaviors enacted in relationship with supervisors, colleagues, and the organization as a whole.

Findings: Factor analysis of the CoM resulted in one general factor (α = .90), and three sub-factors dealing with supervisors (α = .95), colleagues (α = .92), and the organization as a whole (α = .86).

Recommendations for Practitioners: When trying to improve organizational culture, attention must be paid to how employees feel at all these levels.

Recommendation for Researchers: This study shows that it is important to pay attention to three contextual levels when assessing mattering among faculty and staff: interactions with supervisors, colleagues, and the entire organization.

Impact on Society: Mattering is a crucial aspect of organizational health and well-being.

Future Research: It is important to study how mattering in higher education impacts the well-being of faculty, staff, and students.



/pdf/assessing-a-culture-of-mattering-in-a-higher-education-4ubhyerlrd.pdf

Assessing a Culture of Mattering in a Higher Education Context

Mattering, one’s sense of the difference one makes in the world, has been variously described in psychological and philosophical literatures. We propose the experience of mattering is tied to the p...

Mattering is an indicator of organizational health and employee success

The Importance of Well-Being at Work Even though we spend the majority of our waking lives at work, for most people, work is not a primary source of happiness. In fact, recent data on the ways work can compromise health and well-being is alarming. Work now ranks as the fifth leading cause of death in the United States due to work-induced stress, and workplace stress has also been found to be associated with cardiovascular disease and depression. Employee well-being isn’t just good for employees, supporting it also represents a significant opportunity for organizations. Research suggests that the relationship between happiness and success isn’t just correlational, it’s causal. In other words, employee happiness positively impacts performance, job satisfaction, and overall career success and even reduces health-care costs for organizations. More recently, organizations have started to catch on to these potential benefits and are investing in employee well-being. However, despite spending nearly US$8 billion on employee well-being in 2018 in the United States alone, data on stress, burnout, and loneliness show that we have a long way to go. So, while the importance of happiness and well-being is not in doubt, developing effective practices that positively move the needle in today’s workplace remains a largely unsolved challenge. In this article, we share how we conceptualize well-being at work, define 5 specific drivers of workplace wellbeing we have leveraged within organizations, and offer a broad view of some of the interventions we use with employee populations. We also share our research to date on the impact of our interventions on employee well-being as a way to demonstrate the strides that can be made in employee populations within a relatively short period of time. We conclude with generalizable best practices for practitioners who share the mission to support the health and well-being of employees everywhere.

https://journals.sagepub.com/doi/pdf/10.1177/0890117119878277c

Beyond Hedonia: 5 Keys to Enhancing Workplace Well-Being at Scale.

The experience of social exclusion in the workplace adversely impacts employees' well-being, job satisfaction, and productivity, and no one quite knows what to do about it. In this report, we describe the development and testing of three ostracism interventions, designed to help people cope with the negative effects of being excluded by one's team. Across five studies, participants were assigned to a virtual ball toss game where they were either included or excluded by their teammates. Afterwards, they were given a task where they could earn money for themselves, for their entire team, or for an unrelated group (charity). Excluded participants worked less hard for their teams (even when this meant sacrificing their own earnings). This sabotage effect was specific, meaning that excluded individuals worked less hard on behalf of their teams, but not when they worked for themselves or for charity. We devised three intervention strategies-perspective, mentorship, and empowerment-to combat the negative effects of ostracism on people's willingness to work for their teams. These interventions were successful; each increased people's persistence in a team-based reward task, and in some cases, even raised the outcomes of excluded teammates to levels observed in included teammates. The effectiveness of these interventions also replicated successfully, using preregistered hypotheses, methods, and analyses. These studies add novel insights to a variety of fields that have examined the consequences of social exclusion, including social psychology, organizational behavior, and management science.

/pdf/outcasts-and-saboteurs-intervention-strategies-to-reduce-the-3r8cbhhub9.pdf

Outcasts and saboteurs: Intervention strategies to reduce the negative effects of social exclusion on team outcomes

A systematic review of more than 200 published research studies found that happier people tend to be more successful in terms of the quality of their relationships, contributions to their community, higher performance, and achievement in their work. It’s no wonder there have been thousands of scientific papers published on the topic and a recent online search of the phrase ‘‘happiness at work’’ yielded nearly 1 million results. When Dr Laurie Santos first offered her course, ‘‘Psychology and the Good Life’’ to students at Yale University, it became the most popular class in Yale’s history. Response to the material has been so positive that they’re now offering an online version of the class. With burnout being declared by the World Health Organization to be a syndrome resulting from unsuccessfully managed workplace stress, health promotion professionals are looking for new ways to bolster employee mental and emotional wellbeing offerings. This issue of The Art of Health Promotion (TAHP) offers practitioners several examples of approaches being tested in real-world workplaces to elevate employee well-being overall and happiness in particular. Dr Viswanath and Dr Kubzansky from Harvard T.H. Chan School of Public Health’s Lee Kum Sheung Center for Health and Happiness tee up the topic by sharing insights from their research and experience working with employers. They also shed light on the challenges of conducting happiness research, noting that some of the findings linking employee happiness to health and business outcomes are equivocal. I highly encourage readers wanting to learn more about their work to read their article in Time magazine’s special issue on ‘‘the science of happiness.’’ As I considered the content for this issue, I was tempted to focus purely on what the research tells us about effective approaches to define, measure, and influence employee happiness. But I also wanted to deliver on TAHP’s focus on translating research into practice. To that end, I invited 3 organizations that provide happiness interventions as a service offering to employers to share how they have applied scientific evidence to their interventions and employer case studies that demonstrate the kinds of outcomes they are observing, including business performance results that senior executives are most interested in. I also asked them to incorporate lessons they are learning about what is most effective in the delivery of happiness initiatives or guidance they would offer to organizations that want to develop their own programs. The team at BetterUp conducted an analysis on aggregated data from more than 2800 individuals across their book of business who have participated in their coaching programs rather than focusing on a single-employer experience. Dr Laurie Heap has devoted her work to improving student happiness but more recently has expanded her focus to employee populations and shared her experience working with Garmin to deploy an initiative for their employees. Experience Happiness rounds out the issue, sharing their collaborative work with R3 Continuum not just to deploy coaching for their employees but also to thoughtfully identify and measure the most meaningful key performance indicators to demonstrate the value of the initiative. While the contributors packed as much into each article as length limits permitted, you might find yourself still wanting more. In that case, I’d like to recommend some of the books I added to my reading pile while researching this topic. For an overview of the research linking happiness to improved performance for individuals, groups, and organizations as well as principles for underlying mechanisms contributing to those relationships, I recommend Shawn Achor’s 2010 book, The Happiness Advantage. It’s chock full of entertaining anecdotes and stories from his own research at Harvard University and his adventures experienced as

https://journals.sagepub.com/doi/pdf/10.1177/0890117119878277

Gabriella Kellerman

Papers

Mattering is an indicator of organizational health and employee success

Beyond Hedonia: 5 Keys to Enhancing Workplace Well-Being at Scale.

Outcasts and saboteurs: Intervention strategies to reduce the negative effects of social exclusion on team outcomes

Editor's Desk: The Why and How of Addressing Employee Happiness.