Interplay Between Welfare Policies, Job Conditions, and Employee Well-Being
01 Jan 2022-pp 344-367
About: The article was published on 2022-01-01 and is currently open access. It has received None citations till now. The article focuses on the topics: Welfare & Job satisfaction.
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01 Jan 2017
TL;DR: 9 organizational strategies to promote physician engagement are summarized and how Mayo Clinic has operationalized some of these approaches is described, demonstrating that deliberate, sustained, and comprehensive efforts by the organization to reduce burnout and promote engagement can make a difference.
Abstract: These are challenging times for health care executives. The health care field is experiencing unprecedented changes that threaten the survival of many health care organizations. To successfully navigate these challenges, health care executives need committed and productive physicians working in collaboration with organization leaders. Unfortunately, national studies suggest that at least 50% of US physicians are experiencing professional burnout, indicating that most executives face this challenge with a disillusioned physician workforce. Burnout is a syndrome characterized by exhaustion, cynicism, and reduced effectiveness. Physician burnout has been shown to influence quality of care, patient safety, physician turnover, and patient satisfaction. Although burnout is a system issue, most institutions operate under the erroneous framework that burnout and professional satisfaction are solely the responsibility of the individual physician. Engagement is the positive antithesis of burnout and is characterized by vigor, dedication, and absorption in work. There is a strong business case for organizations to invest in efforts to reduce physician burnout and promote engagement. Herein, we summarize 9 organizational strategies to promote physician engagement and describe how we have operationalized some of these approaches at Mayo Clinic. Our experience demonstrates that deliberate, sustained, and comprehensive efforts by the organization to reduce burnout and promote engagement can make a difference. Many effective interventions are relatively inexpensive, and small investments can have a large impact. Leadership and sustained attention from the highest level of the organization are the keys to making progress.
1,074 citations
TL;DR: In this paper, the authors conducted a systematic review of nearly 30 years of empirical research on the impact of leaders and leadership styles on employee stress and affective well-being and found some support for leader stress, the relationship between leaders and their employees and specific leadership styles were all associated with employee stress.
Abstract: This study is an overview of published empirical research on the impact of leaders and leadership styles on employee stress and affective well-being. A computerized search and systematic review of nearly 30 years of empirical research was conducted. Forty-nine papers fulfilled the inclusion criteria, which include the requirements for papers to report empirical studies and to be published during the period 1980 to 2009 in English-language peer-reviewed journals. The studies were mostly cross-sectional (43/49 papers) and examined the impact of leaders' stress (4 papers), leaders' behaviours (e.g. support, consideration and empowerment) (30 papers) and specific leadership styles (20 papers) on employees' stress and affective well-being. Three research questions were addressed. The review found some support for leader stress and affective well-being being associated with employee stress and affective well-being. Leader behaviours, the relationship between leaders and their employees and specific leadership styles were all associated with employee stress and affective well-being. It is recommended that future studies include more qualitative data, use standardize questionnaires and examine the processes linking leaders with employee stress. This may lead to effective interventions.
663 citations
TL;DR: It is proposed that leadership development should be a main target for research on interventions in Occupational health psychology and the characteristics of leadership development interventions and directions for future research are discussed.
Abstract: A growing body of literature suggests that organizational leadership is linked to a wide variety of employee outcomes, both positive and negative, relevant to occupational health and safety. All organizations have individuals in a leadership role, but few researchers consider leadership training as an effective intervention. This may be because such studies are difficult to conduct and because the target, being the employees, is indirect. In this paper for the special edition of Work & Stress, we review studies linking leadership to individual well-being and safety in organizations. These include studies concerning leadership style, abusive supervision and organizational fairness. We highlight intervention studies that suggest that these linkages are causal and that leadership development, usually in the form of training, is an effective intervention in occupational health psychology. It is proposed that leadership development should be a main target for research on interventions in Occupational ...
356 citations
TL;DR: In this paper, the authors identify workplace resources at individual, group, leader and organizational levels that are related to both employee well-being and organizational performance, and examine which types of resources are most important in predicting both employee wellbeing and performance.
Abstract: Organizations are becoming increasingly aware of the importance of employees in gaining and maintaining competitive advantage. The happy worker-productive worker thesis suggests that workers who experience high levels of well-being also perform well and vice versa, however, organizations need to know how to ensure such happy and productive workers. The present review and meta-analysis identifies workplace resources at the individual, the group, the leader and the organizational levels that are related to both employee well-being and organizational performance. We examine which types of resources are most important in predicting both employee well-being and performance. We identified 84 quantitative studies published in print and online from 2003 to November 2015. Resources at either of the four levels were related to both employee well-being and performance. We found no significant differences in employee well-being and organizational performance between the four levels of workplace resources, suggesting that interventions may focus on any of these levels. Cross-sectional studies showed stronger relationships with well-being and performance than longitudinal studies. Studies using objective performance ratings provided weaker relationships between resources and performance than self-rated and leader/third party rated studies.
349 citations
TL;DR: For example, the authors found that the average within-person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57, indicating that people feel more satisfied than usual when they believe they are performing better than usual for them.
Abstract: Summary Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet lay people are thought to believe strongly that satisfied or ‘happy’ employees are more productive at work. This paper first documents the strength and pervasiveness of belief in several versions of the happy–productive worker hypothesis (Study 1), then proposes and explores potential substantive explanations for these beliefs (Study 2). It is possible that lay people base their beliefs on genuinely stronger relationships that occur at a different level of analysis than usually studied by researchers, and/or that exist between satisfaction-like and performance-like variables other than the constructs typically investigated by scholars. Study 2 provides data relevant to several of these possibilities. The most compelling findings were at the within-person level of analysis. The average within-person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57. Individuals feel more satisfied than usual when they believe they are performing better than usual for them. If lay persons mistakenly generalize from their own within-person experiences of satisfaction–performance covariation to the between-persons level, this relationship may be the basis for the strong lay belief that satisfied workers perform better. Copyright # 2003 John Wiley & Sons, Ltd.
332 citations